Agenda Document Pack - Cabinet - 29/08/2023
North Ayrshire Council · 29 August 2023
Back to Cabinet — 29 August 2023 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, 29 August 2023 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 livestreamed and available to view at https://northayrshire.publici.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 2 May 2023 and Special Meeting held 13 June 2023 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). 3 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. 1
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE 4 BUILD Project Submit a report by the Executive Director (Place) to provide Cabinet with an update on the current status of the BUILD project (copy enclosed). 5 B714 Upgrade Submit a report by the Executive Director (Place) to update Cabinet on the progress of the B714 Upgrade and seek approval for the reallocation of funding to support project delivery (copy enclosed). Reports by the Chief Executive 6 Revenue Budget 2023/24 : Financial Performance to 30 June 2023 Submit a report by the Head of Service (Finance) to advise Cabinet of the financial performance for the Council at 30 June 2023 (copy enclosed). 7 Capital Programme and Treasury Management Performance to 30 June 2023 Submit a report by the Head of Service (Finance) to advise Cabinet of progress in delivering the Capital Investment Programme 2023/24 and the associated Treasury Management performance to 30 June 2023 (copy enclosed). 8 Corporate Health and Safety Annual Report 22/23 Submit a report by the Head of Service (Finance) to provide Cabinet with an update report on the Health and Safety performance within Council Services during 2022/23 (copy enclosed). 9 Council Tax Multipliers: Scottish Government Consultation Submit a report by the Head of Service (Finance) to consider the Consultation response in respect of the review of the level of Council tax multipliers for Band E to Band H properties (copy enclosed). 10 Council Plan Performance Management Framework Report Submit a report by the Head of Service (Democratic Services) to consider and agree the Council Plan 2023 – 2028 Performance Management Framework (copy enclosed). Reports by the Executive Director (Place) 11 Crown Estates Scotland – Memorandum of Understanding Submit a report by the Executive Director (Place) seeking approval to renew a Memorandum of Understanding with Crown Estates Scotland (copy enclosed). 12 Visitor Levy (Scotland) Bill Submit a report by the Executive Director (Place) to seek Cabinet approval to respond to active consultations on the Visitor Levy (Scotland) Bill; and set out working arrangements for exploration of the potential 2
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE benefit and impact of a visitor levy (copy enclosed). 13 Tree and Woodland Management Policy Submit a report by the Executive Director (Place) to seek Cabinet approval on the proposed updated Tree and Woodland Management Policy (copy enclosed). 14 Memorial Benches, Plaques, and other Memorial Opportunities Submit a report by the Executive Director (Place) to provide an overview and seek Cabinet approval of the appropriate options to be supported for memorials for members of the public to remember a loved one (copy enclosed). Report by the Executive Director (Communities and Education) 15 Proposals for Community Investment Fund (CIF) Expenditure Submit a report by the Executive Director (Communities and Education) to determine applications by Locality Partnerships to allocate CIF funding to proposed projects (copy enclosed). 16 Urgent Items Any other items which the Chair considers to be urgent. Webcasting Please note: this meeting may be filmed/recorded/livestreamed to the Council's internet site and available to view at https://northayrshire.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/livestreamed. 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 seating areas will not be filmed. However, by entering the Council Chambers, using the press or public seating area or (by invitation) participating remotely in this meeting, you are consenting to being filmed and consenting to the use and storage of those images and sound recordings and any information pertaining to you contained in them for webcasting or training purposes and for the purpose of keeping historical records and making those records available to the public. If you do not wish to participate in a recording, you should leave the meeting. This will constitute your revocation of consent. 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@northayrshire.gov.uk. 3
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE Cabinet Sederunt Marie Burns (Chair) Shaun Macaulay (ViceChair) Tony Gurney Alan Hill Margaret Johnson Christina Larsen Chair: Apologies: Attending: 4
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Cabinet 30 May 2023 At a Meeting of the Cabinet of North Ayrshire Council at 2.30 p.m. Present Marie Burns, Tony Gurney, Alan Hill, Margaret Johnson, Christina Larsen and Shaun Macaulay; and Andrew Bruce (Church Representative) and Jacqui McKenzie (Teaching Representative) (Agenda Items 3 – 6). Also Present Cameron Inglis. In Attendance C. Hatton, Chief Executive, M. Boyd, Head of Service and D. Forbes, Senior Manager (Finance) and F. Walker, Head of Service (People & ICT) (Chief Executive’s Service); C. Cameron, Director (Health and Social Care Partnership); R. McCutcheon, Executive Director, D. Hammond, Head of Service (Sustainability, Transport & Corporate Property), N. McIlvanney, Senior Manager (Growth & Investment) and C. Fitzsimmons, Senior Manager (Economic Development and Regeneration) (Place); A. Sutton, Executive Director, A. McClelland, Head of Service and K. Herron, Senior Manager (Education) (Communities & Education); A. Craig, Head of Service, M. McColm, Senior Manager (Communications), S. Wilson and C. Stewart, Committee Services Officers (Democratic Services). Apologies Lay Members Rev. Mark Goodman and Elizabeth Turbet. 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 2 May 2023 were confirmed and the Minutes signed in accordance with Paragraph 7 (1) of Schedule 7 of the Local Government (Scotland) Act 1973. 3. School Attainment Results 2022 Submitted a report by the Executive Director (Communities and Education) on the overall performance of the 2022 North Ayrshire Council school leavers as highlighted in the INSIGHT benchmarking tool and Curriculum for Excellence attainment levels in literacy and numeracy for 2022. Supporting statistics were attached at Appendices 1-5 to the report. Agenda Item 2 5
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The Cabinet expressed its thanks to the staff and pupils for the achievements demonstrated in the report and noted the strong ethos in learning establishments across North Ayrshire. Members asked questions and were provided with further information in relation to: • how the pupil destinations data was gathered and monitored by working alongside Ayrshire College and the local employability partnership; and • the impact on attainment levels caused by the COVID-19 pandemic and the work undertaken to close this gap; and The Cabinet agreed to (a) approve the measures being taken to make further improvements to attainment and achievement levels across all schools; and (b) otherwise note the content of the report, including the progress being made by learners, specifically in literacy and numeracy and the achievements of school leavers in SQA examinations in 2022. 4. Educational Achievement of Care Experienced Learners in North Ayrshire in 2022 Submitted a report by the Executive Director (Communities and Education) on the Curriculum for Excellence Broad General Education (BGE) attainment levels of care experienced learners in 2022, Senior Phase attainment of care experienced school leavers in 2022 and post-school participation of care experienced learners. Supporting statistics were attached at Appendices 1-6 to the report. The Cabinet acknowledged the challenge for care experienced young people and noted their achievements exceeded the national comparisons. Councillor Macaulay highlighted that this work was not limited to learning establishments and thanked both Education and the wider team. Noted. 5. Proposal to amend the primary school catchment boundary between Saltcoats and Stevenston Submitted a report by the Executive Director (Communities and Education) on the outcome of the Statutory Public Consultation and seeking approval to amend the primary school catchment boundary between Mayfield and Glencairn, St Anthony’s and St John’s Primary Schools. The Consultation Report was attached at Appendix 1 to the report. The Cabinet agreed to (a) note the content of the Consultation Report at Appendix 1 to the report; and (b) amend the primary school catchment boundary lines between Mayfield and Glencairn, St Anthony’s and St John’s Primary Schools from August 2023, as referred to in the report and illustrated in the location plan at Appendix 6 of the Consultation Report. 6
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6. Equality Mainstreaming Report 2020-22 and Outcomes 2021-2025 Mid- Term Report Submitted a report by the Head of Service (Democratic Services) presenting the Equality Mainstreaming Report 2020-22 and Outcomes 2021-2025 Mid-Term Report (encompassing the Education Authority) Mid-Term Report. This was attached at Appendix 1 to the report. On behalf of the Cabinet, Councillor Macaulay highlighted the huge amount of work undertaken, noting that there was a range of different measures to support equal rights in North Ayrshire and a lengthy process had been undertaken to produce this report. Lay Member Jacqui McKenzie highlighted that Arran Pride Month took place in June 2022 as part of LGBT History Month and requested that this be corrected in the report. The Cabinet agreed to approve (a) the content of Equality Mainstreaming Report 2020-22 and Outcomes 2021-2025 Mid-Term Report set out at Appendix 1 to the report, subject to the minor correction highlighted in terms of the 2022 Arran Pride event; and (b) publication of the report on the Council’s website as required under the Equality Act 2010. 7. Appointment of Older People’s Champion Submitted a report by the Head of Service (Democratic Services) on the appointment of an Older People’s Champion following the resignation of the previous representative. Councillor Larsen, seconded by Councillor Macaulay, formally nominated Councillor Burns to be appointed as the Older People’s Champion. There being no other nominations, Councillor Burns was duly appointed. The Cabinet congratulated Councillor Burns on her appointment. In terms of Standing Order 6.8 (vii), Councillor Burns, Chair, agreed that the meeting be adjourned at 3.25 p.m. to resolve a technical issue affecting audio broadcast of the meeting. The meeting reconvened at 3.35 p.m. with the same Members and officers present and in attendance, with the exception of Lay Members Andrew Bruce and Jacqui McKenzie. 8. Revenue Budget 2022/23 : Financial Performance to 31 March 2023 Submitted a report by the Head of Service (Finance) on the financial performance of the Council for 2022/23. Members asked questions and were provided with further information in relation to ongoing monitoring of key areas and emerging risks, how these were addressed when closing accounts for the financial year and the proposed earmarking which sought to mitigate these risks. 7
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The Cabinet agreed to (a) approve the earmarking of £3.524m identified at section 2.5 of the report to meet future year commitments; and (b) otherwise note (i) the information and financial outturn position outlined in the report, (ii) the transfer of the net in-year underspend of £1.524m to support the Roads Maintenance budget and the Energy Smart scheme, as approved by Council, (iii) the financial performance of the Health and Social Care Partnership highlighted at section 2.6 of the report, (iv) the deficit position of KA Leisure and (v) the virements detailed in Appendix 7 to the report. 9. Capital Programme Performance to 31 March 2023 Submitted a report by the Head of Service (Finance) on progress in delivering the Capital Investment Programme for 2022/23. Members asked questions and were provided with further information in relation to current treasury advice and the possibility of interest rates against borrowing reducing in the near future. Noted. 10. Cost of Living Crisis Submitted a report by the Executive Director (Communities and Education) providing a second progress report in relation to the North Ayrshire Council responses to the current cost-of-living crisis and associated investments and funds. The Cost of Living Themes & Updates paper was attached at Appendix 1 to the report. The Cabinet expressed thanks to all involved in the work undertaken and highlighted the efforts to tackle poverty and embed support to people in North Ayrshire. The Cabinet agreed to (a) accept future progress reports on the investments, funds and activity associated with the cost-of-living crisis; and (b) otherwise note the progress the Council had made in developing support in relation to the cost-of-living crisis. 11. Regeneration Delivery Plan Action Programme and Funding Proposals Submitted a report by the Executive Director (Place) seeking approval for the proposed Regeneration Delivery Plan action programme and funding proposals. The Cabinet recognised the success of the Council and congratulated the team on the extent of the funding attracted. Members asked questions and were provided with further information in relation to: • the Garrison House and Arran Dyemill Park projects and the positive impact funding had had on both projects; and • the importance of reviewing and updating the Regeneration Delivery Plan to reflect changing circumstances across localities. 8
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The Cabinet agreed (a) to approve (i) the draft Action Programme as detailed at Appendix 1 to the report, (ii) the Regeneration Delivery Plan funding proposals as detailed at Appendix 2 to the report and (iii) the granting of delegated authority to the Executive Director (Place) to agree changes to the funding allocations in consultation with the Portfolio Lead as required; and (b) otherwise to note the progress made on the implementation of the Regeneration Delivery Plan. 12. North Ayrshire Community Transport Pathfinder Submitted a report by the Executive Director (Place) setting out initial proposals for a Community Transport Pathfinder project in North Ayrshire. Members asked questions and were provided with further information in relation to: • the positive impact day trips and excursions would have on people facing social isolation; and • the support model being agreed with Coalfield Community Transport noted at section 2.13 to the report and an example of what this would look like. The Cabinet agreed to approve the next steps for the Community Transport Pathfinder set out at sections 2.11 to 2.14 of the report. 13. Decarbonisation of the Council’s Fleet Submitted a report by the Executive Director (Place) on the decarbonisation journey to date and further proposals to decarbonise the Council’s vehicle fleet. The Cabinet welcomed the recommendation that the purchase of new passenger and light commercial vehicles would be zero emission only, resulting in phasing out the purchase of petrol and diesel vehicles 2 years earlier than required, and thanked the team for their proactive approach. Members asked a question and were provided with further information in relation to the role green hydrogen was expected to have in addressing emissions and the anticipated timescale for this. The Cabinet agreed to (a) approve the proposals and recommendations set out at section 2.31 of the report; and (b) otherwise to note the decarbonisation routemap work summarised within the report. 14. Ardrossan Harbour Redevelopment Procurement Agreement Submitted a report by the Executive Director (Place) seeking agreement to enter a procurement agreement with Ardrossan Harbour Company Limited to allow the Ardrossan Harbour Redevelopment tender process to proceed. The Cabinet agreed to enter into a procurement co-operation agreement with the Ardrossan Harbour Company Limited [AHCL] to enable Peel Ports Group to lead a procurement process to secure contractors to undertake the proposed redevelopment works at Ardrossan Harbour. 9
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15. UK Shared Prosperity Fund – Communities and Place Fund Submitted a report by the Executive Director (Place) on the UK Shared Prosperity Fund (SPF) and seeking approval of the proposed approach to the Communities and Place Grant Fund. Members asked a question and were provided with further information in relation to engagement undertaken with locality partnerships and Elected Members. The Cabinet agreed to approve the proposed approach to the Communities & Place Grant fund provided at Appendix 1 to the report. The meeting ended at 4:35 p.m. 10
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Cabinet 13 June 2023 IRVINE, 13 June 2023 - At a Special Meeting of the Cabinet of North Ayrshire Council at 2.30 p.m. Present Marie Burns, Tony Gurney, Alan Hill, Margaret Johnson, Christina Larsen and Shaun Macaulay. Also Present Cameron Inglis, Davina McTiernan and Eleanor Collier. In Attendance C. Hatton, Chief Executive, M. Boyd, Head of Service and D. Forbes, Senior Manager (Finance) and F. Walker, Head of Service (People & ICT) (Chief Executive’s Service); A. Sutton, Executive Director (Communities & Education); C. Cameron, Director and E. Stewart, Interim Head of Service (Children, Families & Justice) (Health & Social Care Partnership); R. McCutcheon, Executive Director, T. Reaney, Head of Service (Neighbourhood Services), Y. Baulk, Head of Service and A. Elliot, Senior Manager (Housing and Public Protection), N. McIlvanney, Interim Head of Service (Growth, Investment and Employability) and M. Ritchie, Interim Senior Manager (Growth & Investment) (Place); A. Craig, Head of Service, I. Hardy, Team Manager and N. Sugden, Policy Officer (Policy, Performance & Elections), J. Hutcheson, Senior Communications Officer (Communications), S. Wilson and C. Stewart, Committee Services Officers (Democratic 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. Regulation of Investigatory Powers (Scotland) Act 2000 Submitted a report by the Head of Service (Democratic Services) providing an update on the Council’s use of the Regulation of Investigatory Powers (Scotland) Act 2000. Members asked a question and were provided with further information in relation to the powers afforded to the Council and appropriate use of the Act. Noted. 11
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3. Discretionary Housing Payment Policy Submitted a report by the Head of Service (Finance) seeking approval of the revised Discretionary Housing Payment policy. The revised policy was attached at Appendix 1 to the report. The Cabinet acknowledged that a key priority for the Council was addressing child poverty and the cost-of-living crisis, noting that the increased allocation of £315,000 in the budget for 2023/24 ensured support would continue to be provided to those in need. The Cabinet agreed to approve the revised policy for the administration of Discretionary Housing Payments, as detailed in Appendix 1 to the report. Please note – the following item was heard by the Audit & Scrutiny Committee on 27 June 2023, please refer to the minute of that Committee for the decision. 4. Council Tax for Second and Empty Homes, and Non-Domestic Rates Thresholds: Consultation Submitted a report by the Head of Service (Finance) outlining the proposed response from North Ayrshire Council to the Scottish Government’s consultation on Council Tax for second and empty homes, and non-domestic rates thresholds. The Respondent Information Form was attached at Appendix 1 to the report. Members asked questions and were provided with further information in relation to: • the proposed response to the Scottish Government consultation; • support for the Council having the powers to decide whether to apply a premium Council Tax on second and empty homes; and • decisions taken based on supporting evidence and the consequences of applying a premium rate. The Cabinet agreed to approve the proposed consultation response at Appendix 1 to the report, for submission to the Scottish Government by the consultation deadline of 11 July 2023. 5. North Ayrshire Children’s Services Plan 2023-26 Submitted a report by the Director (Health & Social Care Partnership) presenting the North Ayrshire Children’s Services Plan 2023-26. This was attached at Appendix 1 to the report. Councillor Burns thanked officers of the Council and the Health and Social Care Partnership and the young people involved in the first joint Cabinet for care experienced young people which took place on 13 June 2023. Members asked questions and were provided with further information in relation to: 12
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• the services and outcomes delivered for families through the expanded Family Centred Wellbeing Service; and • available resources and additional funding from the Scottish Government ensuring best use of these to improve outcomes for children and families. The Cabinet agreed to endorse the North Ayrshire Children’s Services Plan 2023-26 attached at Appendix 1 to the report for submission to the Scottish Government. 6. Corporate Parenting Plan and The Promise 3 Years On Submitted a report by the Director (Health & Social Care Partnership) providing an update on the ongoing work within North Ayrshire to develop the Corporate Parenting Plan and to deliver “The Promise”. The Summary Report on Progress and the Corporate Parenting Plan were attached at Appendices 1 and 2 to the report. The Cabinet acknowledged and thanked the team involved for the considerable work undertaken in this area and highlighted the benefits that came from “The Promise” in terms of putting young people at the heart of the system. Members asked questions and were provided with further information in relation to: • the impact on services and young people amid growing demand for continuing care in placement; and • the criteria used by the Council to measure success in “The Promise”. Noted. 7. Child Poverty Strategy 2023-26; Progress report 2022-23 and Action Plan 2023-24. Submitted a report by the Executive Director (Communities & Education) on the draft North Ayrshire Child Poverty Strategy covering the period 2023-26, the North Ayrshire Child Poverty Report 2022-23 and the North Ayrshire Child Poverty Action Plan 2023-24 set out in the appendix to the report. The report sought approval to submit the report to the Scottish Government and publish it on the North Ayrshire Community Planning Partnership website. The Cabinet noted the importance of highlighting the cause of poverty and thanked the Employability team for the considerable work undertaken. Members asked questions and were provided with further information in relation to: • addressing the risks exacerbated by the cost-of-living crisis, specifically to children on the Islands and rural communities; and • how the reports presented to Cabinet linked into the Child Poverty Strategy. 13
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The Cabinet agreed to approve (a) the North Ayrshire Child Poverty Strategy covering the period 2023-26 and the North Ayrshire Child Poverty Report 2022-23 and Action Plan 2023-24 set out in the appendix to the report; and (b) submission of the report to the Scottish Government in addition to being published on the North Ayrshire Community Planning Partnership website. 8. Children’s Rights Report 2020/23 Submitted a report by the Executive Director (Communities & Education) seeking approval of the North Ayrshire Children’s Rights Report 2020/23 attached at Appendix 1 to the report. The Cabinet agreed to approve the North Ayrshire Children’s Rights Report 2020/23 set out at Appendix 1 to the report. 9. Dundonald Crescent, Auchengate. Submitted a report by the Executive Director (Place) on the outcome of the Member/Officer Working Group on Dundonald Crescent, Auchengate. Members asked a question and were provided with further information in relation to how often the Council received requests to adopt a private road and the process undertaken when a request was received. The Cabinet thanked all involved for the work undertaken to reassess the costs, as noted within the report. The Cabinet agreed (a) not to undertake the upgrade works at Dundonald Crescent, Auchengate to bring the private road and associated infrastructure up to an adoptable standard; and (b) otherwise to note (i) the findings of the Member/Officer Working Group and (ii) that the maintenance responsibility for the road and associated infrastructure lay with the owners. 10. I3 – Sale of Land at Strategic Investment Campus Submitted a report by the Executive Director (Place) seeking approval for a minor increase to the size of an area of land at i3 in Irvine that Cabinet had previously approved to be sold, subject to appropriate conditions. The proposed site location and layout plan were attached at Appendices 1 and 2 to the report, respectively. Members asked questions and were provided with further information in relation to ensuring the Council maximised the potential of the i3 site. The Cabinet agreed (a) to approve the increase from 2 acres to 2.498 acres of the area of land to be sold to System Five Off Site Ltd. at the Strategic Investment Campus at i3 Irvine and (b) grant authority to the Executive Director of Place to negotiate the terms of the sale, including a price proportionate to the revised area of land. 14
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11. Local Housing Strategy 2023-2028 Submitted a report by the Executive Director (Place) seeking approval of the proposed Local Housing Strategy 2023 - 2028 and associated action plan attached at Appendices 1 and 2 to the report, respectively. Members asked questions and were provided with further information in relation to: • the use of North Ayrshire Council’s internal architects for the development at Irvine Harbour and whether this would be the preferred process for future developments; • the percentage of new build houses that were built with accessible needs in mind and whether this had alleviated pressure to adapt current housing stock; • whether the target number of new dwellings would still be achievable by 2028; and • what powers and resources the Council had to take action in terms of private buildings in disrepair. The Cabinet agreed (a) to approve (i) the Local Housing Strategy 2023 – 2028 at Appendix 1 to the report and (ii) the associated action plan at Appendix 2; and (b) that these be published and submitted to the Scottish Government. 12. North Ayrshire Visitor Management Plan 2023 Submitted a report by the Executive Director (Place) seeking approval of the amended Visitor Management Plan, to support ongoing actions to manage domestic tourism in North Ayrshire during 2023. The Visitor Management Plan was attached at Appendix 1 to the report. The Cabinet thanked the team and all involved in the working group for the excellent work undertaken on the Visitor Management Plan. The Cabinet agreed to approve the draft North Ayrshire Visitor Management Plan for 2023 set out at attached at Appendix 1 to the report. 13. Housing Services’ Customer Participation Strategy 2023-2028 Submitted a report by the Executive Director (Place) presenting the draft Customer Participation Strategy 2023-2028 for approval. The Strategy was attached at Appendix 1 to the report. Members asked a question and were provided with further information in relation to different routes, such as social platforms, that were worth exploring to ensure as wide a range of people as possible was reached. The Cabinet agreed to approve the content of the draft Customer Participation Strategy 2023-2028 attached at Appendix 1 to the report. The meeting ended at 4.35 p.m. 15
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NORTH AYRSHIRE COUNCIL 29 August 2023 Cabinet Title: B714 Upgrade Purpose: To update Cabinet on the progress of the B714 Upgrade and seek approval for the reallocation of funding to support project delivery. Recommendation: That Cabinet: a) Notes the progress made to date on the project; b) Approves the reallocation of Council funding, detailed at Appendix One, to support the delivery of the project, subject to the approval of the Final Business Case; and c) Agrees to the submission of the updated Outline Business Case to the UK Government for approval, informed by feedback on the draft submission. 1. Executive Summary 1.1 The upgrade of the B714 is a strategic transport priority of the Council. It aims to increase the potential for economic development and tourism by significantly improving connectivity to Glasgow, the Central Belt and wider motorway network. Cabinet approved the submission of an application for the project to the first round of the UK Government’s Levelling Up Fund in June 2021. 1.2 The outcome of the application was confirmed in October 2021, providing a £23.7m funding award. Cabinet approved the acceptance of the award and the delivery of the project, subject to securing the necessary consents and permission in January 2022. This report provides an update on the progress made to date on the project, seeks approval for the reallocation of funding to support its delivery and seeks agreement for the submission of the Outline Business Case to UK Government. 2. Background 2.1 The UK Government’s £4.8 billion Levelling Up Fund (LUF) aims to invest at least £800 million in Scotland, Wales and Northern Ireland. North Ayrshire was identified as a ‘priority one’ category authority given our socio-economic and connectivity challenges. The Fund focusses investment on projects funding across three themes: town centre and high street regeneration; local transport; projects and maintaining or explaining cultural and heritage assets. Agenda Item 5 17
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2.2 Cabinet approved the submission of the B714 Upgrade on 15 June 2021 to Round One of the Fund as a key transport project. The application was submitted to UK Government on 18 June 2021 and the outcome received on 27 October 2021. This confirmed an award of £23.7m which equated to approximately 90% of the projected costs at the time of submission. This was match funded by a £3m allocation from the Council’s Investment Fund providing the 10% balance required by the Fund. 2.3 The upgrade of the B714 will significantly improve connectivity between North Ayrshire and Glasgow, the Central Belt and wider motorway network. This will substantially increase the potential for tourism and economic development and provide enhanced links to the Arran and Cumbrae Ferry services. It will contribute to the repopulation of our islands and rural areas by providing improved access between the ferry terminals, mainland settlements, Glasgow, the central belt and wider motorway network. This will ensure that those living in our rural, remote and island communities are well connected and have equitable access to services as those living in the rest of Scotland. It will also divert a significant volume of traffic accessing the A78 away from Kilwinning as traffic will connect directly to the A78 via the new upgraded B714. 2.4 The Levelling Up Fund requires that a Full Business Case (FBC) be prepared and approved before larger transport schemes can formally commence and the full funding package is confirmed. The Department for Transport (DfT) has indicated that there is a possibility that the funding could be cancelled if Government policy changes or if the necessary legal permissions or match funding cannot be secured. To date the DfT has supported the project through the provision of Development Funding to enable the preparation of the Outline Business Case and design. 2.5 The B714 Project Team was formed comprising of representatives from Economic Development and Regeneration and Neighbourhood Services alongside the economic and design consultants. The Project Team has progressed the preparation of the OBC and design for submission to the DfT. Regular liaison has also been maintained and progress reporting undertaken with DfT during this period to meet the funding requirements. This has been overseen by the B714 Upgrade Project Board comprised of cross Service representatives and the Place Project Board. 2.6 Extensive consultation has been undertaken with landowners and a broad range of stakeholders during this period. This included a public consultation and exhibition in November and December 2022 on the preferred option. Detailed ground investigations and surveys including environmental and ecological surveys have also been undertaken with the landowners’ approval. The feedback and information obtained from this process has informed the Business Case and design development. 2.7 Construction costs have substantially increased since the submission of the LUF application due to the impact of the pandemic and economic climate. This has resulted in increases in the projected costs. The Project Team has investigated several design and value engineering opportunities to deliver the project within the available £26.7m funding envelope. This has included consideration of measures which would also reduce the benefits proposed via the initial LUF submission. Any significant benefits reduction could however put the LUF funding offer at risk. 2.8 This process has now been exhausted. It is proposed that: 18
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• The project be delivered across two phases with Phase One commencing at Girthill to the Hillend Roundabout with on-line improvements between Meiklelaught and Muirlaught. • A roundabout be constructed to connect the upgraded road to the Hillend Roundabout. • Phase Two between the Sharphill Roundabout and Muirlaught be delivered at a later date, subject to funding. • The electric vehicle charging facilities and elements of the environmental enhancements be delivered through alternative funding sources. • Active travel infrastructure and associated earthworks along the route be removed and delivered through alternative sources at future date. • Localised active travel improvements within Dalry and Saltcoats be delivered through funding secured from Strathclyde Partnership for Transport’s Capital programme and other external funding sources. 2.9 This has resulted in a cost estimate for the project of £31.7m, inclusive of contingency and inflation allocations, to support the submission of the business case. This is without a significant reduction in benefits as it contributes to the Levelling Up objectives by: • Improving the resilience of and enhancing the most direct link between Glasgow and the Three Towns; • Improving safety and contributing to accident reduction on the B714 through increased width and improved road alignment over the most sub-standard sections from Girthill to Hillend Roundabout and Meiklaught to Muirlaught; and • Contributing to alleviating congestion and air quality related issues in Kilwinning. 2.10 This equates to an estimated £5m deficit based on the available £26.7m budget. The project will be subject to a tender process should the OBC be approved. The FBC would then revisit the OBC and record the findings of the tender process. Advice from the Council’s consultant engineers and economic consultancy, recommends against any further reductions to the standard or length of the upgrade. This is due to the: reduction in benefits which could be derived from the project; the potential impact on the likelihood of securing LUF funding; and the impact on the programme and deliverability of the project within the funders’ timescales. 2.11 The funding package for the project requires to be confirmed to allow the progress of both the Business Case through the formal DfT process and the Compulsory Purchase Order Process (CPO). A parallel landowner negotiation and CPO process is proposed to progress the land requirements for the project. This is to ensure that the land acquisition can be achieved, and the project delivered within the funding timescales. The preference will however be to negotiate and reach agreement with the landowners on the purchase of the land. A land agent and dedicated Solicitor with Legal Services were appointed and have supported landowner engagement to date. A report will be submitted to Council seeking approval for the CPO process. 2.12 Engagement with UK Government has concluded that additional funding will not be available via LUF to address the deficit. Transport Scotland has also confirmed that funding will not be forthcoming for the project. The reallocation of the Council funding outlined at Appendix One is therefore proposed to meet the £5m deficit. This proposes reallocating funding from other Council projects and sources to support the delivery of the B714 Upgrade including allocations under the Investment Fund. 19
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Mitigation measures are identified for these projects. Officers would also continue to investigate potential sources of funding for the B714 and affected projects with a view to offsetting the financial contributions from these sources where possible. 2.13 The draft Outline Business Case (OBC) has been issued to DfT for initial feedback to inform the development of the final version. The approval of this reallocation will allow the formal submission of the OBC to the UK Government for approval, informed by feedback on the draft currently being reviewed by DfT and progress on the CPO process. A formal decision on the OBC will be received within a maximum 12 week period of its formal submission. This will determine whether the project can proceed to Full Business Case and construction. Further clarity is being sought from UK Government and DfT on the timescales for the delivery of Round One projects. 3. Proposals 3.1 That Cabinet: (a) Notes the progress made to date on the project; (b) Approves the reallocation of funding to support the delivery of the project, outlined at Appendix One, subject to the approval of the Final Business Case; and (c) Approves the submission of the updated Outline Business Case to the UK Government for approval, informed by feedback on the draft submission. 4. Implications/Socio-economic Duty Financial 4.1 The Department for Transport (DfT) has indicated that there is a possibility that the funding could be cancelled if Government policy changes or if the necessary legal permissions or match funding cannot be secured. The Council requires to provide 10% match funding for the initial £26.7m project. This will be met by the £3m Recovery and Renewal Fund capital allocation approved by Cabinet on 15 June 2021. Discussions with UK Government and Scottish Government have concluded that additional funding will not be forthcoming for the project via the LUF or Transport Scotland budgets. It is proposed that the balance of the £5m deficit outlined at Section 2.10 be met by reallocating the funding outlined at Appendix One. The DfT has provided 10% of the overall allocation as development funding from the to support the development of the project to Outline Business Case stage. This approach aims to provide 90% of the costs to this stage with the remaining 10% being met from the Council’s capital allocation. This has assisted in managing the financial risk to the Council in developing the project. Human Resources 4.2 The estimated cost of the staffing requirements for the project were included in the application and business case submitted. These have been refreshed in the updated estimates. This includes project management and legal staffing requirements to support the land acquisition process. 20
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Legal 4.3 A parallel landowner negotiation and Compulsory Purchase Order (CPO) process is proposed to progress the land requirements for the B714 project. This is to ensure that the land acquisition can be achieved, and the project delivered within the funding timescales. This is proposed due to the length of the route, number of landowners and timescales for delivery. The preference will however be to negotiate and reach agreement with the landowners on the purchase of the land. The estimated cost of the CPO process was included within the funding application and business case submitted. This has been refreshed in the updated estimates. Engagement with landowners is ongoing. Further engagement will be undertaken informed by the outcome of this report and the Business Case consideration by UK Government. A further report will be submitted to Council seeking approval for the CPO process. Equality/Socio-economic 4.4 The project will assist in meeting our socio-economic duty as set out in the Fairer Scotland Duty. It seeks to reverse economic, social and physical decline and reduce socio-economic disadvantage. It aims to build community wealth and tackle local deprivation by improving connectivity to support economic development and the repopulation of our islands which will contribute to the regeneration of our communities. Environmental and Sustainability 4.5 The project aligns with the Environmental Sustainability and Climate Change Strategy. The upgraded B714 project will also reduce the impact of transport on our communities, will see improved electric vehicle charging availability between the Three Towns and the Garnock Valley. In particular, it will reduce the volume of traffic travelling through Kilwinning past four schools, reducing pollution, congestion and the potential for accidents. Key Priorities 4.6 The project will contribute to the four Council Plan priorities and key activities of: Ensuring our places and spaces where we live, work and visit are well maintained and accessible; Developing infrastructure to support business growth; Working with communities to adopt low carbon behaviour change; Transitioning to low and zero carbon travel; and Focusing our investment on priorities. Community Wealth Building 4.7 The project will contribute to Community Wealth Building and will have a significant positive impact on the Council’s ambitions under the following pillars. Procurement: Local supply chain opportunities will be created through the project. For future procurement exercises related to the project, the EDR Business Development team will review opportunities for the North Ayrshire business base and provide supplier development support as required. 21
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Fair Employment: The project will create employment opportunities particularly within the construction sector. Where North Ayrshire is the contractor for services, through our enhanced Community Benefits approach we will ensure the creation of local training and work experience opportunities. Furthermore, the upgrade of the B714 will provide enhanced connectivity to help those from rural areas access work. Financial Power: The project will invest in localities and leverage external national investment into North Ayrshire. 5. Consultation 5.1 The project has been informed by the Regeneration Delivery Plan (RDP). The RDP sets out the Council’s priorities for regeneration until 2026 and was the subject of extensive consultation including workshops with Council Officers; workshops with Elected Members; reports to and feedback from North Ayrshire Ventures Trust and the Community Wealth Building Expert Panel; and public engagement via Consul. It was also informed by the Locality Partnerships’ priorities and previous public consultation exercises including Charettes. 5.2 The draft Outline Business Case and design has been informed by extensive consultation with Elected Members, landowners, communities, road users, transport providers, transport industry and community organisations. This included a public consultation and exhibition in November and December 2022. Further consultation and engagement will be undertaken to inform the development of the Final Business Case and detailed design. 5.3 Letters of support were received for the funding application from a range of sources including: the Rt Hon Patricia Gibson MP; Kenneth Gibson MSP; Jamie Greene MSP; and the Nuclear Decommissioning Authority. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Louise Kirk, Interim Head of Service – Economic Development and Regeneration, on 01294 324766. Background Papers Cabinet Report, Levelling Up Fund, 15 June 2021 Cabinet Report, Levelling Up Fund – Round 2, 2 November 2021 Cabinet Report, Levelling Up Fund B714 Upgrade, 25 January 2022 22
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Appendix One: Funding Reallocation Proposals The table below summarises proposals to reallocate capital allocations previously approved to support the delivery of economic development priorities to the B714 Upgrade project. This includes the reallocation of funds agreed under the Investment Fund and capital receipts projected from the sale of land and assets. The proposals have been developed through engagement with Finance. Fund and background Proposed approach and mitigation Recovery and Renewal Fund Stimulating Start Up and Early Stage Business Growth (£1m). Agreed as part of the Renewal Investment allocations in June 2021 to stimulate start up and early stage business growth through the delivery of commercial space. • Allocate £1m to the B714 Upgrade. • Investigate the potential to resource the delivery of the investment fund priorities through future years place based funding allocations and external funding applications. Investment Fund Community Wealth Building – Communities and Town Centres (£1.2m allocation). Agreed as part of the original Investment Fund allocations in March 2020 to tackle vacant and derelict land and buildings in town centres through regeneration and economic development projects. • Allocate the balance of £0.857m to the B714 Upgrade. • Investigate the potential to resource the delivery of the investment fund priorities through future years place based funding allocations and external funding applications. Commercial Estate / Infrastructure / Town Centre Investment (£1.155m). Agreed as part of the original Investment Fund allocations by Council in March 2020 to invest in the commercial estate including improving the sustainability of assets. • Allocate the balance of £0.988m to the B714 Upgrade. • Investigate the potential to resource the delivery of the investment fund priorities through future years place based funding allocations and external funding applications. Existing Capital Resources Industrial Portfolio Council Commercial estate investment allocation (£1m). Balance of £0.430m currently remaining. • Allocate the balance of £0.430m to the B714 Upgrade. • Investigate the potential to resource the delivery of the investment fund priorities through future years place based funding allocations and external funding applications. Flexibility • Allocate £0.377m to B714 Upgrade Capital Receipts Uncommitted Capital Receipts: Anticipated capital receipts of £5.555m have been identified. Following the deduction of abnormal and other costs, a balance of £1.348m is now available for utilisation to support capital investment. • Allocate £1.348m to B714 Upgrade. Total reallocation £5.0m 23
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NORTH AYRSHIRE COUNCIL 29 August 2023 Cabinet Title: Revenue Budget 2023/24 : Financial Performance to 30 June 2023 Purpose: To advise Cabinet of the financial performance for the Council at 30 June 2023. Recommendation: That Cabinet agrees to: (a) note the information and financial projections outlined in the report; (b) note the latest financial projection for the Health and Social Care Partnership highlighted at 2.6; (c) note the potential impact of the review of Strathclyde Pension Fund on future budget pressures; and (d) approve the virements detailed in Appendix 7. 1. Executive Summary 1.1 The General Services Revenue Estimates for 2023/24 were approved by Council on 1 March 2023. The Housing Revenue Account (HRA) Revenue Budget for 2023/24 was approved by Council on 15 February 2023. 1.2 As part of the monitoring procedures to keep the Cabinet informed of the financial performance of the Council, financial performance reports are presented on a regular basis. This is the first report for 2023/24 and covers the period to the end of June 2023 (Period 3). Projections have been made to the year-end. 1.3 At Period 3 the General Fund is forecasting a net in-year overspend of £0.802m, (0.2%), after transferring resources to/from earmarked reserves. 1.4 The Housing Revenue Account is forecasting a net in-year underspend of (£6.363m), (11.0%). 1.5 The Health and Social Care Partnership is projecting a year-end overspend of £4.576m, (1.6%), for 2023/24. The Council services element is reporting a projected overspend of £3.837m and the Health services element is reporting a projected overspend of £0.739m. Agenda Item 6 25
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1.6 Significant risks to the reported position have been identified arising from ongoing inflationary pressures across services, linked to the higher than anticipated Consumer Price Index, and the potential impact of the ongoing 2023/24 non teacher pay negotiations. However, it is anticipated that any additional costs arising from these negotiations will be matched by additional Scottish Government grant funding. 1.7 Following completion of the triennial review of Strathclyde Pension Fund’s assets and liabilities, it is anticipated that the current level of employers’ contribution will be reviewed with a view to a potential reduction in employers’ contributions from 2024/25. Officers will continue to monitor developments and any projected cost reductions will be reported within the Medium Term Financial Plan 2024/25 to 2026/27 later in the year. 2. Background General Fund 2.1 The Council set a breakeven budget for 2023/24. In addition to the budget approved on 1 March 2023, earmarked funds of £26.697m were carried forward from 2022/23 for service expenditure in 2023/24 and are reflected in the figures within the 2023/24 financial performance reports as they are drawn down. 2.2 Current financial projections indicate that a net in-year overspend of £0.802m, (0.2%), net of transfers to/from reserves, is anticipated for the year to 31 March 2024. 2.3 Details of the current financial projections are summarised in the following table: 26
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2.4 The reported Planned Income includes a number of adjustments to Scottish Government funding from that included in the approved budget, as detailed in the following table: Appendix No Annual Budget Projection to 31 March 2024 Projected Variance for year (Fav)/Adv Note Service Expenditure £000's £000's £000's Chief Executives 1 19,915 19,857 (58) (i) Communities 2 183,363 183,363 - (ii) Place 3 54,087 55,778 1,691 (iii) Other Corporate Services 4 17,266 16,435 (831) (iv) Sub Total 274,631 275,433 802 Health and Social Care Partnership 8 121,493 121,493 - 2.6 Balance for Services 396,124 396,926 802 Financing Charges 5 12,730 12,730 - Contribution to Loans Fund Reserve 5 4,811 4,811 - Total Planned Expenditure 413,665 414,467 802 Planned Income Aggregate External Finance 5 (342,784) (342,784) - Council Tax 5 (65,495) (65,495) - (v) Use of Earmarked Funds 5 (5,386) (5,386) - Total Planned Income (413,665) (413,665) - Net Expenditure/ (Income) - 802 802 Non Domestic Rates Specific Grants TOTAL AEF Planned Income £000's £000's £000's Approved Budget 1 March 2023 (276,338) (40,982) (19,495) (336,815) Movements: Settlement Adjustment 257 257 Early Learning and Childcare (218) 6 (212) HSCP Adult Social Care (2,821) (2,821) HSCP - CJSW 1 1 DHP Allocation (2,752) (2,752) PEF carry forward 2022/23 (442) (442) Revised Planned Income (281,872) (40,982) (19,930) (342,784) General Revenue Grant £000's 27
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2.5 Commentary on Significant Movements from the Approved Budget The Council's overall financial forecast against the revised budget is a net overspend position. This includes a number of movements at a service level. A brief explanation of the significant movements from the previous forecasts are outlined as follows: (i) Chief Executive’s – underspend of (£0.058m) The underspend is primarily related to vacancy management within Democratic Services. (ii) Communities – breakeven The breakeven position reported to 30 June reflects a range of overspends, offsetting underspends and utilisation of earmarked reserves across the services. These are primarily related to: • Increased residential childcare and external day placements, £0.978m; • An under-recovery of commercial catering and school meal income within Facilities Management, £0.561m; and • A projected overspend on Teachers HQ cover costs, £0.400m. These have been offset by: • Vacancy management across services, combined with a targeted reduction in overtime and casual staff costs, (£0.934m); • Reduced Supplies & Services costs within Facilities Management linked to reduced commercial catering activity and school meal uptake, (£0.653m); and • A net increase in income recovery across services, (£0.225m). Virements in relation to the allocation of Early Years employee and third party payments budgets have been included within Appendix 7. (iii) Place – overspend of £1.691m The overspend is primarily related to: • Additional operating costs within Waste Services, including associated costs pressures within Internal Transport, related to additional service demands and the impact of high staff absence levels, £1.157m; • Cost pressures within Internal Transport arising from inflationary pressures, including increased contractor costs, £0.240m; • A projected under-recovery of property income, £0.119m; • Increased utility cost pressures, £0.117m; and • Costs in relation to community hubs within Sheltered Housing Units, £0.112m. Virements in relation to the realignment of initial budgets across services and additional income received in relation Employability and Regeneration have been included within Appendix 7. 28
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(iv) Other Corporate Items – underspend of (£0.831m) The underspend is primarily related to centrally held inflationary cost provisions which are being applied to offset the pressures reported across other services. The impact of inflation will continue to be monitored throughout the year. (v) Council Tax – breakeven The breakeven position reported reflects increased expenditure in relation to Council Tax Reduction claims, £0.395m, offset by reduced bad debt provision and the utilisation of centrally held provisions. Health and Social Care Partnership 2.6 A copy of the HSCP financial performance report as at the end of June 2023 is attached at Appendix 8. The report highlights the key challenges and variances for the Partnership. The key points for Cabinet to note are summarised below: • The projected outturn is a year-end overspend of £4.576m for 2023/24. • The projected overspend on the Council Services element is £3.837m over the same period with a projected overspend on the Health Services element of £0.739m; • The most significant areas of overspend include residential placements for children, supplementary staff in wards and complex residential care packages within the lead partnership for mental health. Further detail is included in the report at Appendix 8. As a contingency, the IJB set aside £2m within reserves at the end of 2022/23 in anticipation of budget pressures during 2023/24. This funding reduces the current projected overspend to £2.576m. The Integration Scheme requires the preparation of a recovery plan if an overspend position is being projected to plan to bring overall service delivery back into line with the available resource. A recovery plan is being developed for presentation at the next IJB meeting. The IJB also holds a General Fund reserve balance of £6.448m of unallocated funds, this would underwrite the risk of the remainder of the projected overspend if it cannot be managed downwards in the coming months. This would be a last resort as this funding is non-recurring and it does not resolve the areas underlying the projected overspend. The main areas of risk identified include: • Current high levels of inflation which impact on costs incurred directly by the Partnership and on our partner providers; • High risk areas of low volume / high-cost services areas e.g. Children’s residential placements, Learning Disability care packages and complex care packages; • Progress with the work to develop set aside arrangements and the risk sharing arrangements agreed as part of this; 29
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• Ongoing implementation costs of the Scottish Government policy directives; • Lead / hosted service arrangements, including managing pressures and reporting this across the 3 IJBs; • The impact on Lead Partnership and acute services from decisions taken by other Ayrshire areas; • The Covid recovery process including the ability to change and improve services following learning from the Covid response; • Continuing risks associated with provider sustainability; • The Local Government pay award is not settled for 2023-24 and negotiations are ongoing, any increase above the budgeted 3% will impact on the financial position unless additional funding is forthcoming. These risks will be monitored during 2023-24 and any impact reported through the financial monitoring report Risks 2.7 Significant risks to the reported position have been identified arising from inflationary pressures in relation to essential commodities, including food, and contractor costs. In June 2023, Cabinet agreed to earmark £0.870m from the 2022/23 underspend to address unbudgeted inflationary pressures arising from the ongoing cost of living crisis. Any further increases beyond current budget provision may impact on future service provision. Negotiations in relation to the 2023/24 pay settlement for non-teaching staff are currently ongoing. It is anticipated that any additional costs arising from these negotiations will be matched by additional Scottish Government grant funding, however, the final impact of any award in excess of available funding may require the utilisation of Council reserves, with a knock-on effect on future budget gaps. Future Budget Developments 2.8 As noted in the Unaudited Annual Accounts for 2022-23, presented to Council on 21 June 2023, Strathclyde Pension Fund has reported a significant increase in the value of fund assets driven by improved returns and increased yields on corporate bonds during 2022-23. Following completion of the triennial review of the Fund’s assets and liabilities, it is anticipated that the current level of employers’ contribution will be reviewed with a view to a potential reduction in employers’ contributions. Although it is not anticipated that this review will impact on current year contributions, any reduction in the level of employers’ contributions will result in a reduction in net budget pressures for 2024/25 and beyond. Officers will continue to monitor developments and any projected cost reductions will be reported within the Medium Term Financial Plan 2024/25 to 2026/27 later in the year. 30
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Housing Revenue Account 2.9 The Housing Revenue Account budgeted for a breakeven position in 2023/24 and an in-year underspend of (£6.363m), (11.0%), is currently anticipated for the year to 31 March 2024. The projected position is summarised in the following table with further details provided in Appendix 6. 2.10 Commentary on Significant Movements from the Approved Budget A brief explanation of the significant movements from the previous forecasts is outlined as follows: (i) Capital Financing – underspend of (£6.363m) The underspend is due to lower than anticipated loan charges as a result of profiling within the HRA Capital programme. These funds will be required to support the re-phased HRA capital programme in future years. 3. Proposals 3.1 It is proposed that Cabinet agrees to: (a) note the information and financial projections outlined in the report; (b) note the latest financial projection for the Health and Social Care Partnership highlighted at 2.6; (c) note the potential impact of the review of Strathclyde Pension Fund on future budget pressures; and (d) approve the virements detailed in Appendix 7. Annual Budget Projection to 31 March 2024 Projected Variance for year (Fav)/Adv Note £000's £000's £000's Employee Costs 6,146 6,146 - Property Costs 22,466 22,466 - Supplies and Services 570 570 - Transport and Plant Costs 36 36 - Administration Costs 1,899 1,899 - Third Party Payments 2,861 2,861 - Transfer Payments 172 172 - Other Expenditure 380 380 - Capital Financing 23,309 16,946 (6,363) (i) Gross Expenditure 57,839 51,476 (6,363) Income (57,839) (57,839) - Net Expenditure - (6,363) (6,363) 31
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4. Implications/Socio-economic Duty Financial 4.1 General Services The net projection for the year as at 30 June 2023 is a net overspend of £0.802m. Housing Revenue Account The net projection for the year as at 30 June 2023 is a net underspend of (£6.363m). Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 None. Environmental and Sustainability 4.5 None. Key Priorities 4.6 This report directly supports the Council Plan 2023 to 2028 by maximising financial flexibility to support the delivery of our priorities. Community Wealth Building 4.7 None. 5. Consultation 5.1 Progress as outlined in this report has been approved by Executive Directors. Mark Boyd Head of Service (Finance) For further information please contact David Forbes, Senior Manager (Strategic Business Partner), on 01294 324551. Background Papers General Services Revenue Estimates 2023/24 to 2025/26 - Council 1 March 2023 Housing Revenue Account (HRA) Capital Investment Programme, Revenue Budget and Rent Levels for 2023/24 – Council 15 February 2023 32
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Appendix 1 CHIEF EXECUTIVES BUDGETARY CONTROL 2023/24 REPORT FOR THE 3 MONTHS TO 30 JUNE 2023 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Chief Executive Chief Executive 201 205 4 2% Total for Chief Executive 201 205 4 2% Financial Services Change Programme 8 8 - 0% Audit, Fraud, Safety & Insurance 682 707 25 4% Corporate Procurement 974 943 (31) (3%) Financial Services 1,450 1,450 - 0% Revenues (500) (500) - 0% Transformation 740 754 14 2% Total for Financial Services 3,354 3,362 8 0% People & ICT Employee Services 898 898 - 0% HR & Organisational Development 1,074 1,074 - 0% ICT 5,309 5,309 - 0% Business Support 1,258 1,258 - 0% Customer Services 3,948 3,948 - 0% Total for People & ICT 12,487 12,487 - 0% Democratic Services Legal & Licensing 496 482 (14) (3%) Policy, Performance & Elections 488 431 (57) (12%) 1 Communications 469 473 4 1% Civil Contingencies 60 60 - 0% Committee Services 554 543 (11) (2%) Member Services 1,339 1,346 7 1% Ayrshire Support Service 410 418 8 2% Information Governance 57 50 (7) (12%) Total for Democratic Services 3,873 3,803 (70) (2%) Totals 19,915 19,857 (58) (0%) 33
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Appendix 1 Subjective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance £000 £000 £000 Employee Costs 16,886 16,806 (80) (0%) Property Costs 68 68 - 0% Supplies and Services 3,058 3,058 - 0% Transport and Plant Costs 25 25 - 0% Administration Costs 1,332 1,337 5 0% Other Agencies & Bodies 1,958 1,958 - 0% Transfer Payments 853 853 - 0% Other Expenditure - - - - Capital Financing - - - - Gross Expenditure 24,180 24,105 (75) (0%) Income (4,265) (4,248) 17 (0%) Net Expenditure 19,915 19,857 (58) (0%) 34
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Appendix 1a CHIEF EXECUTIVES BUDGETARY CONTROL 2023/24 REPORT FOR THE 3 MONTHS TO 30 JUNE 2023 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Democratic Services - Policy, Performance & Elections 447 (57) -13% Employee Costs - There is an underspend of £0.057m due to vacancy management. (57) 35
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Appendix 2 COMMUNITIES BUDGETARY CONTROL 2023/24 REPORT FOR THE 3 MONTHS TO 30 JUNE 2023 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Early Years Education 20,773 20,775 2 0% 1 Primary Education 48,062 47,667 (395) (1%) 2 Secondary Education 61,230 61,184 (46) (0%) 3 Additional Support Needs 13,649 14,285 636 5% 4 Education - Other 4,805 4,971 166 3% 5 Pupil Equity Fund 4,604 4,604 - 0% Facilities Management 17,658 17,295 (363) (2%) 6 Connected Communities 12,582 12,582 - 0% 7 Net Total 183,363 183,363 - 0% Subjective Summary Annual Budget Final Year End Outturn Annual Variance Adverse or (Favourable) % variance £000 £000 £000 Employee Costs - Teachers 95,738 96,176 438 0% Employee Costs - Non Teachers 55,613 54,381 (1,232) (2%) Property Costs 1,409 1,363 (46) (3%) Supplies and Services 25,611 25,213 (398) (2%) Transport and Plant Costs 168 170 2 1% Administration Costs 515 500 (15) (3%) Other Agencies & Bodies 13,100 14,122 1,022 8% Transfer Payments 580 580 - 0% Other Expenditure - - - Capital Financing 78 71 (7) (9%) Gross Expenditure 192,812 192,576 (236) (0%) Income (9,449) (9,213) 236 (2%) Net Expenditure 183,363 183,363 - 0% 36
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Appendix 2a COMMUNITIES BUDGETARY CONTROL 2023/24 REPORT FOR THE 3 MONTHS TO 30 JUNE 2023 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Early Years Education 2 Other minor movements. A reduction to the budget of £1.198m in 23/24 has necessitated a drawdown from Education earmarked funds pending permanent savings to be implemented for 24/25. Service redesign proposals are being developed. 2 Note 2 Primary Education 45,654 (384) -1% Employee Costs : projected underspend in non teaching costs across all Primary Schools - (11) Other minor movements (395) Note 3 Secondary Education 46,642 (50) 0% Employee Costs : projected underspend in non teaching costs across all Secondary Schools 4 Other minor movements (46) Note 4 ASN 11,830 (255) -2% Employee costs: Projected underspend of £0.255m in non teaching staff costs across all ASN school and bases provision. 355 (70) -20% There is a forecasted underspend of £0.070m on payments to Other Local Authorities due to a reduction in the number of NAC children accessing placements in their establishments. 1,003 42 4% There is a projected overspend of £0.042m on external day placements as a result of additional children requiring this level of support and an increase in rates from these establishments. 499 936 188% There is a projected overspend of £0.936m on external specialist residential placements. Currently there are 9 children in accommodation with an additional 3 expected in the near future; 2 children have left education provision in June 2023. Increased pressures on internal care settings as well as changing needs of children and young people have resulted in an increase in the need for external residential settings. Joint working is ongoing with HSCP to ensure that all options are fully explored in both education and care to determine the appropriate level of care and education provision to deliver positive outcomes for children and young people. - (17) Other minor movements. 636 Note 5 Education Other 3,462 348 10% Employee costs: projected overspend in Teachers HQ Cover of £0.400m offset by underspends in HQ employee costs of £0.051m 1,252 9 1% Third Party Payments: overspends across various subscriptions 1,121 (191) -17% Income: PPP insurance rebate £0.075m, PPP deductions of £0.085m in excess of budget, £0.017m salaries received from capital and £0.014m school let income 166 Note 6 Facilities Management 13,285 (194) -1% Employee Costs: There is an underspend of £0.194m due to recruitment challenges and a targeted reduction of overtime and casual costs. There is an overspend of £0.023m within commercial catering attributed to Lochshore cafe. 6,403 (653) -10% Supplies and Services: There is a underspend of £0.059m in commercial catering costs and a further underspend in food of £0.347m due to reduced school meal uptake. School meal surveys have been issued to primary and secondary schools and the results will be used to inform menus and service provision for the new school year. Promotional activities including a radio campaign and social media posts are also planned. Any increased school meal activity will reduce the level of underspends shown above. In addition, there is an underspend within Early Years of £0.247m which has arisen due to a lower attendance rate than originally anticipated. 3,053 484 16% Income: There is an under-recovery in commercial catering income of £0.395m due to a reduction in commercial events and cost/income challenges within commercial venues, and an under-recovery of school meal income of £0.166m. This is partially offset by an over-recovery of cleaning and janitorial income of £0.076m. (363) 37
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Appendix 2a Budget £000 Projected Variance £000 Variance as % of budget Section Note 7 Connected Communities 7,217 (111) -2% Employee Costs: Underspends in Community Facilities, Libraries, Country Parks and Community Development due to vacancy management. 174 52 30% Supplies and Services: small overspends across a number of budget lines (962) 42 -4% Income: £0.080m under recovery in Community Facilities as income has not returned to pre-covid levels and projected over-recovery of £0.038m in Arran Outdoor Education Centre - 17 Other minor movements. - 38
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Appendix 3 PLACE BUDGETARY CONTROL 2023/24 REPORT FOR THE 3 MONTHS TO 30 JUNE 2023 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Directorate and Support 194 194 - 0% Housing and Public Protection Building Services (2,543) (2,543) - 0% 1 Property Governance (7) (7) - 0% Planning Services 322 322 - 0% Protective Services 1,736 1,736 - 0% Other Housing 2,562 2,509 (53) (2%) 2 Total for Housing and Public Protection 2,070 2,017 (53) (3%) Commercial Services Roads 7,396 7,446 50 1% 3 Streetscene 5,117 5,117 - 0% Waste Resources 9,612 10,690 1,078 11% 4 Total for Commercial Services 22,125 23,253 1,128 5% Economic Development, Growth and Regeneration Economic Policy 201 201 - 0% Employability & Skills 1,955 1,982 27 1% Regeneration 1,221 1,221 - 0% Business 954 954 - 0% Growth & Investment 216 216 - 0% Total for Economic Development, Growth and Regeneration 4,547 4,574 27 1% Sustainability, Transport and Corporate Property Property Management & Investment 1,565 1,639 74 5% 5 Housing Assets & Investment (1) (1) - 0% Property Maintenance 3,494 3,494 - 0% Property Running Costs 4,728 4,850 122 3% 6 Energy and Sustainability 5,194 5,268 74 1% 7 Internal Transport 10,171 10,490 319 3% 8 Total for Sustainability, Transport and Corporate Property 25,151 25,740 589 2% Net Total 54,087 55,778 1,691 3% 39
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Appendix 3 Subjective Summary Annual Budget Projected Year End Outturn Annual Variance Adverse or (Favourable) % variance £000 £000 £000 Employee Costs 46,380 47,063 683 1% Property Costs 21,417 21,604 187 1% Supplies and Services 9,699 9,842 143 1% Transport and Plant Costs 7,498 8,081 583 8% Administration Costs 774 771 (3) (0%) Other Agencies & Bodies 17,020 17,018 (2) (0%) Transfer Payments - - - 0% Other Expenditure 182 166 (16) (9%) Capital Financing - - - Gross Expenditure 102,970 104,545 1,575 2% Income (48,883) (48,767) 116 (0%) Net Expenditure 54,087 55,778 1,691 3% 40
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Appendix 3a PLACE BUDGETARY CONTROL 2023/24 REPORT FOR THE 3 MONTHS TO 30 JUNE 2023 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Building Services (2,543) - - Building Services are projecting a break-even position at period 3. However there remain significant challenges facing the Housing Revenue Account in relation to property costs, particularly void repairs, which would have an impact on Building Services. The position is being monitored. - Note 2 Other Housing 3,839 (53) (1%) Employee Costs: projected underspend of £0.053m due to vacancy management. (53) Note 3 Roads 2,873 61 2% Supplies and Services: After drawing down £0.656m budget from contingency and earmarked funds, there remains a projected overspend of £0.043m on street lighting and traffic signal energy costs, which is due to inflation. Further forecasted overspend of £0.010m on software licences and small overspends across the service. (11) Other minor movements. 50 Note 4 Waste Services 5,132 769 15% Employee Costs: The overspend is attributed to additional resources to deal with new builds and to cover a significant, and challenging, sickness absence rate. The statutory nature of the service requires additional resources to cover unforeseen absences. A robust absence monitoring process is in place and an overall review of the Waste service in light of legislative changes and current service demands is ongoing. This will also take account of waste compositional analysis. 482 82 17% Supplies & Services: Forecast overspends on Refuse containers £0.052m and Trade effluent £0.025m. 160 255 159% Transport Costs: Additional vehicles are in place to deal with pressures from new builds and seasonal demands in Garden Waste, however some of these vehicles will be removed from October 2023. (28) Other minor movements 1,078 Note 5 Property Management and Investment 2,582 (45) (2%) Employee Costs: A projected underspend of £0.045m due to vacancy management. (1,263) 119 (9%) Income: There is a projected under-recovery in fee income of £0.119m. 74 Note 6 Property Running Costs 6,349 112 2% Property Costs: due to associated costs for community hubs within SHUs. 10 Other minor movements 122 Note 7 Energy and Sustainability 8,262 74 1% Property Costs: Due to the current energy crisis and after drawing down the maximum available £3.048m from contingencies and earmarked funds there is a projected overspend in property costs of £0.074m due to increased utility cost charges. A number of workstreams are ongoing to reduce consumption to reduce the above tariff related increases and as part of our overall sustainability strategy. 74 Note 8 Internal Transport 4,668 171 4% Transport Provision Costs: Projected overspend of £0.171m due to an increase in contractors operating and running costs which has resulted in higher contract pricing. 385 79 21% External Hires: Projected overspend of £0.079m which is mainly due to additional hire of vehicles, due to pending delivery of replacement vehicles. 1,117 70 6% Repairs & Maintenance: Projected overspend of £0.070m in repairs and maintenance which is due to price increases and maximising the life of assets due to the increased lead time for replacement vehicles. (1) Other minor movements 319 41
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Appendix 4 OTHER CORPORATE ITEMS BUDGETARY CONTROL 2023/24 REPORT FOR THE 3 MONTHS TO 30 JUNE 2023 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Strathclyde Passenger Transport 2,257 2,242 (15) (1%) SPT Concessionary Fares 286 291 5 2% Ayrshire Joint Valuation Board 965 932 (33) (3%) 3,508 3,465 (43) (1%) Other Corporate Costs Pension Costs 1,895 1,895 - 0% Central Telephones 350 350 - 0% Other Corporate Items (incl Transformation Costs, Bad Debt Provision, External Audit fees and other centrally held funding.) 11,531 10,710 (821) (7%) 1 Housing Benefits (19) 14 33 -174% 17,265 16,434 (831) (5%) 42
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Appendix 4a OTHER CORPORATE ITEMS BUDGETARY CONTROL 2023/24 REPORT FOR THE 3 MONTHS TO 30 JUNE 2023 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Other Corporate Items 11,531 (821) -7% The projected underspend is primarily related to centrally held inflationary cost provisions which are being applied to offset pressures reported across other services. The impact of inflation will continue to be monitored throughout the year. (821) 43
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Appendix 5 MISCELLANEOUS ITEMS BUDGETARY CONTROL 2023/24 REPORT FOR THE 3 MONTHS TO 30 JUNE 2023 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % variance Note No £000 £000 £000 Financing Charges 12,730 12,730 - - Contribution to Loans Fund Reserve 4,811 4,811 - - Scottish Government Funding (342,784) (342,784) - - Council Tax (65,495) (65,495) - - 1 Use of Earmarked Funds (5,386) (5,386) - - Net Total (396,124) (396,124) - - There has been a significant increase in the value of CTR claims received in the first quarter of 2023/24, £0.395m. This has been offset by reduced bad debt provision and the utilisaton of centrally held cost of living provisions. Following the impact of the Cost of Living Allowance distributed during 2022/23, Council Tax collection rates have reduced to levels which are in line with pre pandemic performance. Note 1 Council Tax 44
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Appendix 6 HOUSING REVENUE ACCOUNT BUDGETARY CONTROL 2023/24 REPORT FOR THE 3 MONTHS TO 30 JUNE 2023 Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £ £ £ Employee Costs 6,146 6,146 - 0% Property Costs Responsive Repairs 7,293 7,293 - 0% Void Repairs 3,576 3,576 - 0% Planned and Cyclical Maintenance 5,041 5,041 - 0% Aids and Adaptions 1,617 1,617 - 0% Other property costs 4,939 4,939 - 0% Total for Property Costs 22,466 22,466 - 0% 1 Supplies & Services 570 570 - 0% Transport Costs 36 36 - 0% Administration Costs 1,899 1,899 - 0% Third Party Payments 2,861 2,861 - 0% Transfer Payments 172 172 - 0% Other Expenditure 380 380 - 0% Capital Financing Costs 23,309 16,946 (6,363) (27%) 2 Gross Expenditure 57,839 51,476 (6,363) (11%) Income Council House Rents (56,803) (56,803) - 0% Other Rents (332) (332) - 0% Recharges (474) (474) - 0% Other Income (230) (230) - 0% Total Income (57,839) (57,839) - 0% Net Expenditure - (6,363) (6,363) 45
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Appendix 6a HRA BUDGETARY CONTROL 2023/24 REPORT FOR THE 3 MONTHS TO 30 JUNE 2023 Budget £000 Variance £000 Variance as % of budget Note 1 22,466 0 0% 0 Note 2 23,309 6,363 27% 6,363 B/fwd from 2021/22 Transfer to / from Reserves Use of Earmarked sums Earmarking of in year surplus Funding of Capital Projects Projected Balance at 31/03/23 £m £m £m £m £m £m 4.709 - - 6.363 (4.065) 7.007 1.500 - - - - 1.500 5.000 - - - - 5.000 0.198 - - - - 0.198 0.123 - - - - 0.123 0.781 - - - - 0.781 0.416 - - - - 0.416 0.052 - - - - 0.052 0.636 - - - - 0.636 0.270 - - - - 0.270 13.685 - - 6.363 (4.065) 15.983 Council House Building Fund Welfare Reform Contingency Balance Infrastructure Improvements Major Refurbishment Works Tenant led balance Electrical Testing Sustainability Fund Software Licences Voids - non programmed works Section Capital Financing Costs There is a projected underspend in capital financing costs of £6.363m due to lower than anticipated loan charges. This is due to the profiling within the HRA Capital budget. The underspend will be reflected in the Business Plan which is currently being reviewed. Property Costs No variance is projected at period 3 however there remains significant pressures on the property cost budgets and particularly in relation to void repairs. The position will continue to be monitored and an update will be provided at period 5. HRA reserves and balances 46
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Appendix 7 1) Budget Virements Place Streetscene - Transport Costs P 0.066 Streetscene - Supplies and Services P 0.062 Streetscene - Third Party Payments P 0.020 Streetscene - Income P -0.148 Waste - Supplies & Services P 0.080 Waste - Third Party Payments P 0.120 Waste - Income P -0.200 Waste - Third Party Payments - realignment of budgets to reflect current position T 0.610 Waste - Third Party Payments - realignment of budgets to reflect current position T -0.610 Regeneration - Third Party Payments T 0.308 Regeneration - Employee Costs T 0.017 Regeneration - Supplies and Services T 0.007 Regeneration - Income T -0.332 Employability - Income P 0.193 Employability - Supplies and Services P 0.048 Employability - Admin Costs P -0.006 Employability - Employee Costs P -0.103 Employability - Third Party Payments P -0.132 Employability Grants - Employee Costs T 0.878 Employability Grants - Third Party Payments T 1.970 Employability Grants - Supplies and Services T 0.060 Employability Grants - Admin Costs T 0.010 Employability Grants - Income T -2.918 0.000 Early Years - Funded Providers Provision P -0.242 Early Years - Employee Costs P 0.242 0.000 Communities Budget Management - 30 June 2023 Virement/Budget Adjustment Requests 2023/24 Perm (P) / Temp(T) Virement £m Directorate Total £m 47
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Appendix 8 Integration Joint Board 24th August 2023 Subject : 2023-24 – Month 3 Financial Performance Purpose : To provide an overview of the IJB’s financial performance as at month 3 (June). Recommendation : It is recommended that the IJB: (a) notes the overall integrated financial performance report for the financial year 2023-24 and the current overall projected year- end overspend of £4.576m; (b) notes the progress with delivery of agreed savings; (c) notes the remaining financial risks for 2023-24; and (d) approves the budget reductions which are detailed at paragraph 2.10. Direction Required to Council, Health Board or Both Direction to :- 1. No Direction Required X 2. North Ayrshire Council 3. NHS Ayrshire & Arran 4. North Ayrshire Council and NHS Ayrshire & Arran Glossary of Terms NHS AA NHS Ayrshire and Arran HSCP Health and Social Care Partnership MH Mental Health CAMHS Child & Adolescent Mental Health Services BRAG Blue, Red, Amber, Green UNPACS UNPACS, (UNPlanned Activities) – Extra Contractual Referrals NRAC NHS Resource Allocation Committee GAE Grant Aided Expenditure PAC Performance and Audit Committee MARAC Multi Agency Risk Assessment Conference 1. EXECUTIVE SUMMARY 1.1 The report provides an overview of the financial position for the Partnership and outlines the projected year-end outturn position informed by the projected expenditure and income commitments; these have been prepared in conjunction with relevant budget holders and services. It should be noted that, although this report refers to the position at the end of June, further work is undertaken following the month end to finalise projections, therefore the projected outturn position is as current and up to date as can practicably be reported. 48
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Appendix 8 1.2 The projected outturn is a year-end overspend of £4.576m (1.6%) for 2023-24. This includes the financial impact of the NHS pay award but excludes the Council pay award. 1.3 From the core projections, overall, the main areas of pressure are residential placements for children, supplementary staff in wards and Unplanned Activities (UnPACs) within the lead partnership for mental health. 2. CURRENT POSITION 2.1 The report includes an overview of the financial position including commitments against the available resource, explanations for the main budget variances and an update on progress in terms of savings delivery. 2.2 FINANCIAL PERFORMANCE – AT MONTH 3 At month 3 against the full-year budget of £285.076m there is a projected year-end overspend of £4.576m (1.6%). The Integration Scheme outlines that there is an expectation that the IJB takes account of the totality of resources available to balance the budget in year. Following this approach, an integrated view of the financial position should be taken, however it is useful to note that this overall position consists of a projected overspend of £3.837m in social care services and a projected overspend of £0.739m in health services. Appendix A provides the financial overview of the Partnership position. The sections that follow outline the significant variances in service expenditure compared to the approved budgets. The projections for some areas will be subject to fluctuations as they depend on recruitment plans for new funding and also the capacity of providers to take on work. East and South HSCP do not report at month 3 so the impact of their Lead Partnership services is not included in this report. 2.3 Health and Community Care Services Against the full-year budget of £89.901m there is a projected overspend of £0.616m (0.7%) and the main variances are: a) Care home placements including respite placements (net position after service user contributions and charging order income) are projected to underspend by £0.171m. The projected costs reflect the recently agreed National Care Home Contract (NCHC) rates. The budgeted number of permanent placements is 780 and at month 3 there are 771 placements. The projection assumes that the current number of placements will continue to increase to 780 placements by the end of the year. Within the projection 49
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Appendix 8 there is an assumption that recent placements which do not have a completed financial assessment (often due to the pressure to discharge from hospital) are costed with 50% of the cases at the current average cost of a placement and 50% at the gross or interim funded rate. It is likely that there will still be some cases being gross or interim funded at the year end. Their actual cost will not be known until the financial assessment is completed and this can impact on the final position. The level of income recovered from charging orders is assumed to be online based on the income received to date. This income is not easy to project as it depends on the length of the legal process and time taken to sell the property that the charging order is registered to. b) Care at home (in house and purchased) is projected to be £0.637m underspent. The position is made up of an underspend in in-house services of £1.145m as there are vacant posts, but some of the current capacity is being met by existing staff working additional hours and casual staff. Bank staff are being offered contracts and additional staff are being recruited which will replace the need for existing staff to work additional hours. This is partly offset by an overspend in purchased services of £0.508m as the budget was reduced to reflect the additional costs of bringing some services in-house after the provider withdrew from the contract. c) Reablement services are projected to be £0.121m underspent due to vacancies. d) Care at Home Charging Income is projected to under recover by £0.080m due to an ongoing shift towards personal care which is non chargeable. e) Physical Disability Care Packages (including residential and direct payments) - projected underspend of £0.152m in community care packages, £0.292m underspend in direct payments and £0.611m overspend for residential placements. There is also an under-recovery of income of £0.135m. There will be a further review of these projections in month 4 to focus on areas where there are unused hours or clawback of direct payments. f) Anam Cara is projected to overspend by £0.177m due to covering vacancies and sickness absence (£0.121m) and under-recovered income (£0.056m). g) Integrated Island Services is projected to be £0.163m underspent. This is mainly due to a projected underspend in care at home costs of £0.198m.. There is also an overspend in supplies and cleaning costs of £0.075m. h) District Nursing is projected to overspend by £0.225m due to an overspend on bank nursing costs and supplies. i) Rehab wards are projected to overspend by £0.265m (Redburn ward £0.215m overspent and Douglas Grant £0.050m overspent). The overspend is due to cover 50
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Appendix 8 costs for vacancies as well as supplementary staffing for patients who require one to one support. j) Wards 1 and 2 are projected to overspend by £0.750m due to increased use of supplementary staffing. k) Cumbrae Lodge Continuing Care beds are projected to underspend by £0.150m due to a reduced charge to reflect the reduction in beds used during the transition to the new service. 2.4 Mental Health Services Against the full-year budget of £101.049m there is a projected overspend of £1.898m (1.9%) prior to the reallocation of the Lead Partnership overspend to East and South HSCP. This also excludes any potential variance on the Mental Health Recovery and Renewal Funding where any underspend will be earmarked at the year-end for use in 2024-25. The main variances are: a) Learning Disabilities are projected to overspend by £0.691m and the main variances are: • Care Packages (including residential and direct payments) - projected underspend of £0.310m in community care packages and projected overspends of £0.497m in direct payments and £0.684m for residential placements. • Trindlemoss non-employee costs are projected to underspend by £0.075m. b) Community Mental Health services are projected to underspend by £0.203m which is mainly due to an underspend of £0.218m in community packages (including direct payments) and an overspend in residential placements of £0.083m. c) The Lead Partnership for Mental Health is projecting to be £1.410m overspent and the main variances are as follows: • A projected overspend in Adult Inpatients of £0.600m due to overspends in supplementary staff, staff in redeployment, staff cover due to sickness (inc covid outbreak) and reduced bed sale income. • The UNPACS (Unplanned Activities) budget is projected to overspend by £1.067m based on current number of placements and enhanced costs remaining until the year end. These placements are for individuals with very specific needs that require a higher level of security and/or care from a staff group with a particular skill set/competence. There are no local NHS secure facilities for women, people with a learning disability or people with neurodevelopmental disorder. This can necessitate an UNPACs placement with a specialist provider which can be out-of-area. The nature of mental health UNPACs spend is that it is almost exclusively on medium or long term complex secure residential placements which are very expensive so a small increase in 51
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Appendix 8 placements can have a high budgetary impact. Due to the complexity and risk involved, transitions between units or levels of security can take many months. Applications to approve a placement are made to the Associate Medical Director for Mental Health who needs to be satisfied that the placement is appropriate and unavoidable prior to this being agreed. • A projected overspend in MH Pharmacy of £0.118m due to an increase in substitute prescribing costs. • Learning Disability Services are projected to overspend by £0.426m due to high usage of supplementary staffing, cross-charging for a LD patient whose discharge has been delayed and redeployment staffing costs. Supplementary staffing costs relate to backfill for sickness, increased and sustained enhanced observations and vacancies. The enhanced observations are reviewed on a daily basis. • Elderly Inpatients are projected to overspend by £0.240m due to the use of supplementary staffing. • The Innovation Fund is projected to underspend by £0.229m due to slippage within some of the projects and not all of the funding was allocated. • Addictions in patients are projected to overspend by £0.150m due to the use of supplementary staffing. • The turnover target for vacancy savings for the Lead Partnership is held within the Lead Partnership as this is a Pan-Ayrshire target. There is a projected over-recovery of the vacancy savings target of £1.035m in 2023-24, further information is included in the table below: The current projection to the year-end is informed by the recruitment plans and the confidence in recruitment success and realistic timescales for filling individual vacancies. The areas contributing to this vacancy savings position are noted below: • CAMHS £0.592m • Mental Health Admin £0.376m • Psychiatry £0.348m • Psychology £0.495m • Associate Nurse Director £0.097m Vacancy Savings Target (£0.873m) Projected to March 2024 £1.908m Over/(Under) Achievement £1.035m 2.5 Children and Justice Services Children’s Services Against the full-year budget of £39.191m there is a projected overspend of £5.615m (14.3%) and the main variances are: 52
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Appendix 8 a) Care Experienced Children and Young People is projected to overspend by £5.628m. The main areas within this are noted below: • Children’s residential placements are projected to overspend by £5.700m. We started 2023/24 with 32 external placements and there are currently 36 placements which are assumed to continue until the end of the year. Within the £5.700m there is £0.250m relating to enhanced costs for two placements. There are a number of factors leading to this challenging position: • We have 32 places available in our internal children’s houses, due to demand these have been operating at 100%+ occupancy for some time, leading to increased use of external placements where residential care is required. • The requirement to support Unaccompanied Asylum Seeking Children (UASC) under the National Transfer Scheme and to support Trafficked young people located in North Ayrshire. • A number of young people in residential care have requested Continuing Care, whereby a young person can remain in their placement until age 21. • Where appropriate young people are placed to meet their Educational needs, the cost of Residential School Placements in the most cases is shared 50/50 with Education services. Children’s Services are continuing to work with other services including Education and Housing to address the challenges. A change programme is being developed to respond to the pressures of residential care, further detail of the scope and plan around this work will be presented to a future IJB. • Looked after and Accommodated Children (fostering, adoption, kinship etc) is projected to be £0.361m underspent based on the current number of placements. b) Children with disabilities – residential placements are projected to overspend by £0.245m. This is based on 8 current placements and 2 further placements which are expected to commence during September. Direct payments are projected to underspend by £0.139m. c) Residential respite – placements are projected to overspend by £0.049m. These short-term placements are used to prevent an admission to full residential care. There is one short term placement, but this could vary throughout the year and have an impact on the projection. d) Children’s Houses Employee Costs – are projected to overspend by £0.100m due to additional overtime costs. e) Head of Service – is projected to overspend by £0.305m which is mainly due to the saving of £0.233m in relation to the staff reconfiguration in the children’s 53
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Appendix 8 houses which is not expected to be fully achieved in 23-24. There are also projected costs of £0.092m for the JII (Joint Investigative Interview) project which is not funded. 2.6 ALLIED HEALTH PROFESSIONALS (AHP) The non-employee costs element of the AHP services are projected to be on-line. All underspends in employee costs have been taken as payroll turnover. 2.7 CHIEF SOCIAL WORK OFFICER There is a projected underspend of £0.379m mainly due to a projected underspend in the Carers Strategy funding. 2.8 MANAGEMENT AND SUPPORT Management and Support Services are projected to underspend by £1.959m and the main areas of underspend are: • An over-recovery of payroll turnover of £0.723m for social care services and an over-recovery of payroll turnover of £0.261m for health services as outlined in the table below. • The Band 2 to Band 3 regrading costs are still being worked through but there is £0.700m set aside to cover this as part of the agreed 23/24 budget paper. This is included as an underspend as the overspends have been included in the services above. An update on the adequacy of this provision will be provided in future reports. • There is projected slippage on the LD and MH transition funding of £0.380m due to delays in children transitioning into adult services. The turnover targets and projected achievement for the financial year for Health and Social Care services outwith the Lead Partnership is noted below: The position in the table above reflects the assumption in the current financial projections. For social care, a total of £0.934m (31% of annual target) has been achieved to date. Social Care Health Services Vacancy Savings Target (3.014m) (1.433m) Projected to March 2024 3.737m 1.694m Over/(Under) Achievement 0.723m 0.261m The health vacancy projection to the year-end is based on the month 3 position and is informed by the recruitment plans and confidence in recruitment to posts for the remainder of the year. 54
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Appendix 8 The areas contributing to the health and social care vacancy savings are spread across a wide range of services with vacancy savings being achieved in most areas. The main areas at month 3 are: • Children and Families £0.275m • Learning Disability £0.029m • Management and Support £0.098m • Community Care Service Delivery £0.091m • Rehab and Reablement £0.099m • Locality Services £0.115m • Integrated Island Services £0.132m There have been no intentional plans to pause or delay recruitment and services have actively continued to recruit; in some service areas it has proven difficult to fill posts. The turnover target for the North Lead Partnership for Mental Health services is detailed within the Lead Partnership information at section 2.4. 2.9 Savings Progress a) The approved 2023-24 budget included £4.963m of savings. BRAG Status Position at Budget Approval £m Position at Month 3 £m Red - 0.273 Amber 2.245 2.182 Green 2.718 2.508 Blue - - TOTAL 4.963 4.963 b) The main area to note is that previous amber savings of £0.273m, relating to the reconfiguration of staffing within Children and Families, have been escalated to red. Progress to date suggests that the timescale for this saving will not be met and the full £0.273m will not be achieved in 2023-24 but this is accounted for in the projected outturn. Work is ongoing to refresh the Transformation Plan to focus on the financial challenges which the Partnership expects to face in 2024/25 and 2025/26. The plan is critical to the ongoing sustainability of service delivery. Once it has been endorsed by the Transformation Board it will be included within future financial monitoring reports. The Transformation Board also has responsibility for overseeing the delivery of the plan and for ensuring that projects remain on track. 55
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Appendix 8 Appendix B provides an overview of those service changes which do have financial savings attached to them and the current BRAG status around the deliverability of each saving. 2.10 Budget Changes The Integration Scheme states that “either party may increase it’s in year payment to the Integration Joint Board. Neither party may reduce the payment in-year to the Integration Joint Board nor Services managed on a Lead Partnership basis…. without the express consent of the Integration Joint Board.” Appendix C highlights the movement in the budget position following the initial approved budget. Reductions Requiring Approval: 1) Transfer to IT re software costs £0.012m 2) Transfer to Capital re West Road £0.300m Any NHS reductions will be reported in month 4. 2.11 Pan Ayrshire Lead Partnership services and Large Hospital Set Aside Lead Partnerships: - The IJB outturn position is adjusted to reflect the impact of Lead Partnership services. The outturn for all Lead Partnership services is shared across the 3 Partnerships on an NRAC basis; this position is currently the default pending further work to develop a framework to report the financial position and risk sharing across the 3 Partnerships in relation to hosted or lead service arrangements, which has been delayed by the requirement to focus efforts on the Covid response. The final outturn in relation to North Lead Partnership services would not be fully attributed to the North IJB as a share would be allocated to East and South Partnerships; similarly, the impact of the outturn on East and South led services will require to be shared with North. At Month 3 the MH lead partnership is projected to overspend by £1.410m (£0.462m NRAC share for East and £0.403m for South). South and East HSCP do not report until month 4. Set Aside: - preparatory work is well underway with NHS Ayrshire and Arran and the other Ayrshire partnerships to progress and develop the set aside arrangements to fully implement the legislative requirement. This includes arrangements in relation to the use of Directions, Joint Commissioning Plans and overall progression towards fair share allocations of resources. The North budget for set aside resources for 2023-24 is £35.547m. This is based on the 2023-23 figure of £34.850m inflated by the 2023-24 uplift of 2%. The annual budget for Acute Services is £409.9m. The directorate is overspent by £6.8m after 3 months. This caused by increasing overspends on agency medical and nursing staff, together with increasing drug expenditure. These have been required due to the level of operational pressure being experienced, in common with many 56
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Appendix 8 other areas in Scotland. Several unfunded wards are open across both main hospital sites. There is a material underlying deficit caused by: • Unachieved efficiency savings • High expenditure on medical and nursing agency staff, high rates of absence and vacancies causing service pressure. • High numbers of delayed discharges and high acuity of patients. The IJBs and the Health Board work closely in partnership to maintain service and improve performance. 2.12 FINANCIAL RECOVERY PLAN The Integration Scheme requires the preparation of a recovery plan if an overspend position is being projected to plan to bring overall service delivery back into line with the available resource. As a contingency there is provision of £2m non-recurring funding set aside in the reserves (appendix D) to contribute towards the 2023-24 position. This would reduce the current projected overspend to £2.576m. A financial recovery plan is being developed to address the main areas of overspend and to identify further areas which can contribute to bringing the position back into line, this will be brought to next IJB meeting with the Month 4 financial report. The IJB also holds a General Fund reserve balance of £6.448m of unallocated funds, this would underwrite the risk of the remainder of the projected overspend if it cannot be managed downwards in the coming months. This would be a last resort as this funding is non-recurring and it does not resolve the areas underlying the projected overspend. 2.13 FINANCIAL RISKS There are a number of ongoing financial risk areas that may impact on the 2023-24 budget during the year, these include: • Current high levels of inflation which impact on costs incurred directly by the Partnership and on our partner providers • High risk areas of low volume / high-cost services areas e.g. Children’s residential placements, Learning Disability care packages and complex care packages; • Progress with the work to develop set aside arrangements and the risk sharing arrangements agreed as part of this. • Ongoing implementation costs of the Scottish Government policy directives 57
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Appendix 8 • Lead / hosted service arrangements, including managing pressures and reporting this across the 3 IJBs. • The impact on Lead Partnership and acute services from decisions taken by other Ayrshire areas. • The Covid recovery process including the ability to change and improve services following learning from the Covid response. • Continuing risks associated with provider sustainability. • The Local Government pay award is not settled for 2023-24 and negotiations are ongoing; any increase above the budgeted 3% will impact on the financial position unless additional funding is forthcoming. These risks will be monitored during 2023-24 and any impact reported through the financial monitoring report. 2.14 RESERVES The IJB reserves position is summarised in the table below with full detail of the opening position given in Appendix D. The ‘free’ general fund balance of £6.448m is held as a contingency balance, this equates to around 2.3% of the initial approved IJB budget for 2023-24 which is which is within, but towards the lower end, of the target range of 2%-4%. General Fund Reserves Earmarked Reserves Total Debt to NAC Free GF External Funding HSCP £m £m £m £m £m Opening Balance - 1 April 2023 - 6.448 6.997 4.219 17.664 2023-24 Draw Per the Budget Paper - - (1.252) - (1.252) Current Reserve balances - 6.448 5.745 4.219 16.412 The 2023-24 budget approved the use of £1.252m of previously earmarked reserves to support a balanced budget position for 2023-24. The HSCP earmarked reserves also includes an amount of £2.0m which was agreed to support the financial position during 2023-24. 3. PROPOSALS 3.1 Anticipated Outcomes Continuing to closely monitor the financial position will allow the IJB to take corrective action where required to ensure the Partnership can deliver services in 2023-24 from within the available resource, thereby limiting the financial risk to the funding partners. 3.3 Measuring Impact 58
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Appendix 8 Ongoing updates to the financial position will be reported to the IJB throughout 2023- 24. 4. IMPLICATIONS 4.1 Financial The financial implications are as outlined in the report. Against the full-year budget of £285.076m there is a projected overspend of £4.576m. The report outlines the main variances for individual services. 4.2 Human Resources The report highlights vacancy or turnover savings achieved to date. Services will review any staffing establishment plans and recruitment in line with normal practice when implementing service change and reviews as per agreement with the IJB, there is no intention to sustain the staffing capacity reduction on a recurring or planned basis. 4.3 Legal None. 4.4 Equality/Socio-Economic None. 4.5 Risk Para 2.12 highlights the financial risks. The report falls in line with the agreed risk appetite statement which is a low-risk appetite in respect to adherence to standing financial instructions, financial controls and financial statutory duties and a high-risk appetite in relation to finance and value for money. 4.6 Community Wealth Building None. 4.7 Key Priorities None. 5. CONSULTATION 5.1 This report has been produced in consultation with relevant budget holders and the Partnership Senior Management Team. 5.2 The IJB financial monitoring report is shared with the NHS Ayrshire and Arran Director of Finance and North Ayrshire Council’s Head of Finance after the report has been finalised for the IJB. Caroline Cameron, Director Author – Paul Doak, Head of Finance and Transformation Eleanor Currie, Principal Manager Finance [pdoak@nroth-ayrshire.gov.uk/eleanorcurrie@north-ayrshire.gov.uk] 59
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PUBLIC INFORMATION 2023-24 Budget Monitoring Report–Objective Summary as at 30th June Appendix A Budget Outturn Over/ (Under) Spend Variance Budget Outturn Over/ (Under) Spend Variance Budget Outturn Over/ (Under) Spend Variance £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 COMMUNITY CARE AND HEALTH 70,156 69,498 (658) 19,745 21,019 1,274 89,901 90,517 616 : Locality Services 28,157 28,233 76 6,148 6,378 230 34,305 34,611 306 : Community Care Service Delivery 36,577 35,849 (728) 0 0 0 36,577 35,849 (728) : Rehabilitation and Reablement 2,206 2,207 1 0 0 0 2,206 2,207 1 : Long Term Conditions 944 1,108 164 10,952 11,817 865 11,896 12,925 1,029 : Community Link Workers 197 188 (9) 0 0 0 197 188 (9) : Integrated Island Services 2,075 1,913 (162) 2,645 2,824 179 4,720 4,737 17 MENTAL HEALTH SERVICES 29,692 30,180 488 71,357 72,767 1,410 101,049 102,947 1,898 : Learning Disabilities 22,864 23,555 691 542 542 0 23,406 24,097 691 : Community Mental Health 5,942 5,739 (203) 1,623 1,623 0 7,565 7,362 (203) : Addictions 886 886 0 1,784 1,784 0 2,670 2,670 0 : Lead Partnership Mental Health NHS Area Wide 0 0 0 67,408 68,818 1,410 67,408 68,818 1,410 CHILDREN & JUSTICE SERVICES 34,627 40,087 5,460 4,564 4,719 155 39,191 44,806 5,615 : Irvine, Kilwinning and Three Towns 3,184 3,101 (83) 0 0 0 3,184 3,101 (83) : Garnock Valley, North Coast and Arran 3,188 3,013 (175) 0 0 0 3,188 3,013 (175) :Intervention Services 1,885 1,801 (84) 440 440 0 2,325 2,241 (84) : Care Experienced Children & Young people 22,655 28,283 5,628 0 0 0 22,655 28,283 5,628 : Head of Service - Children & Families 1,075 1,380 305 0 0 0 1,075 1,380 305 : Justice Services 2,412 2,279 (133) 0 0 0 2,412 2,279 (133) : Universal Early Years 228 230 2 3,698 3,853 155 3,926 4,083 157 : Lead Partnership NHS Children's Services 0 0 0 426 426 0 426 426 0 CHIEF SOCIAL WORK OFFICER 1,852 1,473 (379) 0 0 0 1,852 1,473 (379) PRIMARY CARE 0 0 0 53,406 53,350 (56) 53,406 53,350 (56) ALLIED HEALTH PROFESSIONALS 0 0 0 10,176 10,176 0 10,176 10,176 0 COVID NHS 0 0 0 0 (275) (275) 0 (275) (275) MANAGEMENT AND SUPPORT COSTS 5,271 4,216 (1,055) (17,227) (18,131) (904) (11,956) (13,915) (1,959) FINANCIAL INCLUSION 1,457 1,438 (19) 0 0 0 1,457 1,438 (19) OUTTURN ON A MANAGED BASIS 143,055 146,892 3,837 142,021 143,625 1,604 285,076 290,517 5,441 Return Hosted Over/Underspends East 0 0 0 0 (462) (462) 0 (462) (462) Return Hosted Over/Underspends South 0 0 0 0 (403) (403) 0 (403) (403) OUTTURN ON AN IJB BASIS 143,055 146,892 3,837 142,021 142,760 739 285,076 289,652 4,576 TOTAL Partnership Budget - Objective Summary Council Health 2023/24 Budget 60
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PUBLIC INFORMATION 2023-24 Savings Tracker Appendix B Savings ref number Description Deliverability Status at budget setting Deliverability Status at month 3 2023/24 Saving Description of the Saving 1 Staffing reconfiguration - children & families Amber Red 273,000 Review staffing provision within children’s houses with the saving phased over 2023/24 and 2024/25 – 50/50 2 Deliver the Strategic Plan objectives for Older People's Residential Services - Reduction in Care Home Places Amber Amber 1,000,000 Month 10 placements are 762 and are projected to rise to 770 by the year end. The budget for 23/24 would fund an average 780 places at the current split of nursing/residential (60/40). This reflects reduced demand and investment in CAH to support more people at home. Implications – possible use of waiting list to manage numbers. 3 Care Home Respite Amber Amber 560,000 All respite care to be provided in-house at Anam Cara and Montrose House and any use of other respite provision funded via Carers budget. Implications – reduction in use of other care homes for respite places 4 Montrose House Capacity Green Amber 210,000 Amend registration from 30 beds to 20 beds across 2 staffed wings. This will be supported by introduction of intermediate care beds at Arran War Memorial Hospital. 5 Reconfigure respite provision at Anam Cara Amber Amber 112,000 The service is currently relocated to Taigh Mor (8 beds) on a temporary basis and this proposal would reduce capacity from 14 beds to 9 beds in one wing when it reverts to Anam Cara. 6 Trindlemoss pool running costs Green Green 85,000 Trindlemoss Pool has never opened due to ongoing maintenance issues. The historic budgeted running costs are £0.085m but it is expected actual costs would be much higher. The pool will not open and alternative therapies will be provided e.g. bounce therapy. 7 Trindlemoss Day Care Green Green 168,932 Trindlemoss day opportunities staffing was restructured during 2021/22 and 2022/23. This saving has already been achieved and will remove the additional staffing budget. 8 Intermediate Placement Scheme - cessation of service Green Green 30,000 The contract has ceased and will not be renewed. 9 Carers Act Funding - Substitution of Spend Green Green 500,000 There is a plan in place to invest across carer service contract, preparation of carer plans, short breaks and other support to carers. This proposal will invest £0.500m in contributions to Red Rose House, Roslin House, Anam Cara, waiving of charges and day services. Children, Families & Criminal Justice Community Care & Health Mental Health Other Areas 61
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PUBLIC INFORMATION Savings ref number Description Deliverability Status at budget setting Deliverability Status at month 3 2023/24 Saving Description of the Saving 10 Payroll Turnover - increase to target (social care) Green Green 1,000,000 22/23 Month 10 – projecting turnover savings £4.414m v target £2.014m resulting in a projected overachievement of target in 22/23 of £2.4m. Saving based on less than 50% of this year’s overachievement 11 Income Generation - 5% Increase to fees and charges Green Green 46,600 Implement a 5% increase to fees and charges and a 5% increase to the maximum charge. The impact will be limited where service users are already paying the maximum charge. Social care charges are means-tested with the exception of community alarms 13 Review the contingency funds Green Green 12 Staffing Reconfiguration - Finance and Transformation Green Green 35,091 Saving released through management and admin structure change TOTAL SOCIAL CARE SAVINGS 4,020,623 Health: Savings ref number Description Deliverability Status at budget setting Deliverability Status at month 3 Approved Saving 2023/24 £m Description of the Saving 13 Payroll Turnover - Health Lead Partnership Green Green 392,245 22/23 Month 10 – projecting turnover savings £2.182m v target £0.481m resulting in a projected overachievement of target in 22/23 of £1.701m. The saving is based on less than 25% of this year’s overachievement 14 Payroll Turnover - Health Non Lead Partnership Green Green 250,000 22/23 Month 10 – projecting turnover savings £1.789m v target £1.183m resulting in a projected overachievement of target in 22/23 of £0.606m. The saving is less than 50% of this year's overachievement. 15 Reprovisioning of Continuing Care beds Amber Amber 300,000 Currently provided through Cumbrae Lodge Care Home in Irvine but the provider does not want to continue to provide the service. Plans are being developed to relocate the service to Taigh Mor in Beith with an anticipated saving of £0.3m. 21 Inflationary increase to East HSCP re Woodland View beds Green Green - TOTAL HEALTH SAVINGS 942,245 4,962,868 TOTAL NORTH HSCP SAVINGS Other Areas 62
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PUBLIC INFORMATION 2023-24 Budget Reconciliation Appendix C COUNCIL Period Permanent or Temporary £'m Initial Approved Budget 121.408 Less Living Wage Fund not yet allocated (2.826) Revised Budget 118.582 Resource Transfer 1-3 P 21.562 HSCP Fin Circ 3 1-3 T 0.013 Living Wage - final allocation 1-3 P 2.808 ICT Licences Various 1-3 P (0.012) Island Funds 1-3 T 0.015 Facilities Management Costs - Montrose House 1-3 P 0.387 West Road - Capital funded from Revenue 1-3 T (0.300) Social Care Budget Reported at Month 3 143.055 63
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NORTH AYRSHIRE COUNCIL 29 August 2023 Cabinet Title: Capital Programme and Treasury Management Performance to 30 June 2023 Purpose: To advise Cabinet of progress in delivering the Capital Investment Programme 2023/24 and the associated Treasury Management performance to 30 June 2023. Recommendation: That Cabinet agrees to: (a) note the revisions to budgets outlined in the report; (b) note (i) the General Services and HRA revised budgets at 30 June 2023; and (ii) the forecast expenditure to 31 March 2024; (c) approve the virement proposals noted within the HRA programme detailed in appendix 2; (d) note the additional investment of £5.000m to support the B714 upgrading project as detailed in paragraphs 2.12 and 2.13; and (e) note the estimated performance against the Prudential Indicators set out in the Treasury Management and Investment Strategy. . 1. Executive Summary 1.1 The General Services Capital Investment Programme 2023/24 to 2030/31 was approved by Council on 1 March 2023. The Housing Revenue Account (HRA) Capital Investment Programme 2023/24 sits within the updated HRA Business Plan and was approved by Council on 15 February 2023. 1.2 This report identifies the current programme for 2023/24, taking account of adjustments made to the initial budgets. The report presents the revised budgets at 31 June 2023 (Period 3) and forecast expenditure to 31 March 2024. 1.3 At Period 3 the General Fund is forecasting a net underspend of (£0.236m) against a revised budget of £107.252m. The HRA is forecasting a projected underspend of (£0.638m) against a revised budget of £59.655m. Agenda Item 7 65
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1.4 Within the General Fund, adjustments to funding have resulted in net additions to the overall capital programme of £3.401m, including Scottish Government funding in relation to the Place Based Investment, Nature Restoration and Road Safety Improvement programmes. In addition, following the Local Government Finance Settlement, the Scottish Government has withdrawn the previously announced capital funding to support the expansion of Universal Free School Meals, pending a review of the rollout of the expansion. This has resulted in a £1.954m increase in Prudential Borrowing in order to maintain the agreed investment level. 1.5 Reviews of individual project plans have identified a number of adjustments to the current profiles. As a result, (£31.179m) has been reprofiled for delivery in 2024/25 and beyond. This has been partly offset by the previously reported re-profiling of £14.941 from 2022/23 to 2023/24 and the acceleration of £4.158m to 2023/24 from future years. 1.6 Within the HRA, a review of delivery timescales has identified a requirement to re- profile (£122.978m) of works for delivery in 2024/25 and beyond. This is partly offset by £10.212m previously re-profiled from 2022/23 to 2023/24 and the acceleration of £0.105m to 2023/24 from future years. 1.7 The major risk to the forecast position is the uncertainty arising from the ongoing inflationary pressures, supply chain issues, which are impacting on tender returns and the cost of materials, and continued increases in the cost of borrowing. Some mitigation has been built into the programme to offset cost pressures and supplement the Loans Fund. However, any further significant increase in costs will result in increased borrowing requirements and may have a negative impact on the deliverability of both the General Fund and HRA capital programmes for 2023/24 and beyond. Projects will continue to be monitored closely with cost increases met initially from the additional flexibility built into the programme. However, any requirement for further borrowing not met from a funding source will be a matter for Council to consider. 1.8 As noted by Council on 1 March 2023, the ongoing review of capital funding had identified that no additional funding was being made available by the UK Government to address the additional cost risks in relation to the upgrading of the B714. The estimated additional costs have now been quantified at £5.000m over the period to February 2026. Proposals in relation to the additional investment are detailed in a separate report to Cabinet and will be drawn from a combination of reviewing existing commitments from the Council Investment and Renewal and Recovery Funds, allocating anticipated capital receipts not currently committed and utilisation of existing resources from within the current programme. 1.9 The Treasury Management and Investment Strategy (TMIS) for 2023/24 was approved by Council on 1 March 2023 and detailed the key performance indicators under the Prudential Code for Capital Finance in Local Authorities (2021 edition). The current estimated performance indicates that North Ayrshire Council has operated within the treasury limits and performance indicators set out in the TMIS and the current capital investment plans remain affordable. 66
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2. Background General Fund 2.1 The following table outlines the movements in the 2023/24 General Services budget: 2.2 (a) Changes to Funding The capital programme has been updated to reflect the following changes to funding: 2023/24 £m Budget as at 1 March 2023 115.931 a) Changes to Funding 1.140 b) Other Revisions to the Programme 2.261 Revised Budget 119.332 c) Alterations to phasing of projects:- 2022/23 to 2023/24 14.941 2023/24 to 2024/25 (31.179) 2024/25 to 2023/24 4.158 Budget as at 30 June 2023 107.252 Funding Body Amount Project Scottish Government £0.761m Place Based Investment Programme Scottish Government £0.355m Nature Restoration Fund Scottish Government £0.216m Road Safety Improvement Fund Scottish Government £0.030m Cycling, Walking and Safer Roads Scottish Government (£1.954m) Withdrawal of UFSM expansion grant UK Government £0.202m Shared Prosperity Fund SPT £0.050m Ardrossan Harbour Interchange SPT £0.350m Cumbrae Ferry & Bus Stop SPT £0.100m Bus Corridor Improvements SPT £0.050m Irvine Friendly Cycle Town SPT £0.080m Brodick to Corrie Cycle Path SPT £0.400m B714 Active Travel Links Sustrans £0.500m Nature Restoration Fund Total £1.140m 67
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2.3 (b) Other Revisions to the Programme The programme has also been updated to reflect the undernoted adjustments: 2.4 (c) Alterations to the Phasing of Projects The reprofiling of £14.941m from 2022/23 to 2023/24 reflects projects not completed within the year, or accelerated from future years, and incorporated within the 2023/24 capital programme. These were previously reported within the 2022/23 Capital Programme performance reports: Funding Source Amount Project Borrowing £1.954m Additional borrowing to offset grant withdrawn CFCR £0.300m Funding for 47 West Road Receipts £0.007m Insurance recoveries (Vehicles) Total £2.261m Service Amount Project Communities £0.146m CO2 Monitors £0.139m Lockhart Campus (£0.636m) Moorpark PS £0.148m Other minor adjustments (£0.203m) Chief Executives £0.243m ICT Projects £0.243m HSCP £0.363m Residential & Respite £0.168m Carefirst Replacement £0.157m Improvement Grants £0.020m Other minor adjustments £0.708m 68
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Service Amount Project Place £1.572m Place Based Investment Programme £0.788m Ardrossan Promenade £0.768m Upper Garnock FPS £0.724m Millport Coastal FPS £0.712m Fleet Decarbonisation £0.693m AGD Projects £0.602m Vacant & Derelict Land Funding £0.540m Islands Pit Stops £0.435m Vehicles £0.434m Millport Town Hall Phase 2 £0.431m Industrial Portfolio £0.418m PLI Projects £0.417m Lighting £0.400m Annickbank - V&DL Investment Programme £0.398m Solar PV - Nethermains £0.356m Nature Restoration Fund £0.350m CCTV Review £0.323m B714 Improvements £0.275m Solar PV - Shewalton £0.246m Gallowgate Toilets £0.241m A737 Dalry Trunk Road £0.238m BUILD Project £0.221m Millport Town Hall Regeneration £0.214m Saltcoats Old Cal Railway Ph 1 £0.206m Town Centre Regeneration £0.175m Access Paths £0.170m Parking / DPE £0.157m Emergency Control Centre £0.154m LED Lighting £0.154m Cycling / Walking /Safer Streets £0.140m Island Infrastructure Fund £0.126m Renewal of Play Parks £0.116m Irvine high Street £0.112m Lochshore Garnock Hub £0.110m Repurposing Property Grant Fund £0.107m Lochshore £0.104m Montgomerie Park Masterplan (£0.145m) Bridges Infrastructure £0.607m Other minor adjustments £14.089m Other £0.104m Flexibility Fund £0.104m Total £14.941m 69
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A further review of individual project plans, taking cognisance of the current levels of volatility within the construction sector, has identified a requirement to re-profile (£31.179m) of works for delivery in 2024/25 and beyond. This includes a corporate phasing adjustment reflecting the degree of uncertainty in the total expenditure projections: These adjustments have been partly offset by the acceleration of £0.588m of expenditure to 2023/24 from future years. 2.5 These adjustments have resulted in a revised 2023/24 budget at 30 June 2023 of £107.252m. Service Amount Project Chief Executives (£0.150m) ICT Projects (£0.150m) Place (£1.918m) AGD Projects (£0.300m) Ardrossan Cemetery Extension (£0.068m) Other minor adjustments (£2.286m) Corporate (£27.513m) Sensitivity Adjustment (£1.230m) Flexibility (£28.743m) Total (£31.179m) Service Amount Project Communities £1.230m Moorpark Primary £2.305m Montgomerie Park School £3.535m Place £0.428m B714 Upgrade £0.112m Cemetery Programme £0.083m Other minor adjustments £0.623m Total £4.158m 70
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2.6 The following graph illustrates the movement in each programme on a service basis compared to the revised programme: 2.7 The impact on budgeted funding, elements of which are related to the profile of expenditure reported above, is a reduction of £11.091m from the revised budget, including: 18.349 0.799 0.757 93.126 2.900 115.931 21.681 0.892 2.265 107.802 (25.388) 107.252 3.332 0.093 1.508 14.676 (28.288) (8.679) Approved Programme Movement Programme @ P3 Category Amount Comments Borrowing £16.649m Rephased aligned to projected expenditure CFCR (£0.300m) Additional CFCR Contribution Capital Grants (£5.199m) Rephased and additional government grants Other Grants (£2.464m) Rephased and revised contributions Capital Receipts (£0.007m) Realigned capital receipts Total £8.679m 71
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2.8 Projected Capital Expenditure to 31 March 2024 The projections are summarised by service in the following table: 2.9 An underspend of (£0.236m) is projected within the General Fund capital programme for 2023/24 arising from revisions to the BUILD project, which is subject to a separate report to Cabinet. These funds will be transferred to the Flexibility budget to offset anticipated budget pressures elsewhere in the programme. Information on the progress of all projects can be found in Appendix 1. 2.10 Although not formally reflected in the financial performance reports at this time due to ongoing uncertainty, areas of cost risk have been identified as a result of cost volatility arising from the ongoing inflationary pressures, outstanding contractor claims and supply chain issues which are impacting on tender returns and the cost of materials across a number of projects. Specific projects where cost risks have been identified, or are anticipated, include Moorpark Primary, Montgomerie Park Primary, Ardrossan Campus, Upper Garnock Flood Prevention Scheme, Millport Coastal Flood Prevention Scheme, Largs Sea Wall, Ardrossan North Shore and Ardrossan Harbour Interchange. While some mitigation has been built into the Capital Programme in the form of flexibility budgets, totalling £10m over the next few years, cost pressures may exceed this provision. These risks will be quantified as individual projects are completed and tendering exercises are finalised, with the impact on the costs of the programme being monitored and reported to Cabinet as appropriate. It is recognised however, with a significant budget gap being forecast for 2024/25 and to limit any additional unfunded borrowing, any costs in excess of the current level of flexibility provision will require to be funded from existing resources. Approved Budget 2023/24 Budget Revisions Carry Forwards and Adjustments Revised Budget 2023/24 Projected Expenditure / Income to 31 March 2024 Projected Variance Over / (Under) £m £m £m £m £m £m Expenditure Communities 18.349 - 3.332 21.681 21.681 - Chief Executive 0.799 - 0.093 0.892 0.892 - Health and Social Care Partnership 1.257 0.300 0.708 2.265 2.265 - Place 92.018 3.101 12.683 107.802 107.566 (0.236) Other including Flexibility 3.508 - (28.896) (25.388) (25.388) - Total Expenditure 115.931 3.401 (12.080) 107.252 107.016 (0.236) Income General Capital Grant (35.704) 1.368 - (34.336) (34.336) - Specific Capital Grant (9.401) (1.055) (5.512) (15.968) (15.968) - Capital Funded from Current Revenue - (0.300) - (0.300) (0.300) - Capital Receipts (0.466) (0.007) - (0.473) (0.473) - Other Grants & Contributions (2.068) (1.530) (0.934) (4.532) (4.532) - Prudential Borrowing (68.292) (1.877) 18.526 (51.643) (51.407) 0.236 Total Income (115.931) (3.401) 12.080 (107.252) (107.016) 0.236 72
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2.11 In addition to the risks identified in relation to individual projects, significant financing risks continue to be identified in relation to the overall affordability of the capital investment programme due to the increased cost of borrowing. As reported to Council on 1 March 2023, the programme is currently affordable based on the estimated funding streams and the actions agreed by Council to supplement the Loans Fund. The ongoing cost risk will continue to be monitored and a full assessment of affordability will be included in the next major review of the capital programme due for completion during 2023/24. 2.12 As noted by Council on 1 March 2023, the UK Government previously confirmed that North Ayrshire Council had been awarded £23.693m from the Levelling Up Fund to support the upgrading of the B714 to improve connectivity between North Ayrshire and the wider motorway network. The report highlighted that additional costs were anticipated in relation to this project, although no additional funding was being made available form the UK Government. Following a review of the costs involved in the delivery of the project, together with appropriate value engineering, it has been determined that an additional investment of £5.000m is required. 2.13 In view of the current pressures and areas of risk and uncertainty being experienced in relation to the capital investment programme, there is no capacity to support increased borrowing costs to support additional investment. However, a review of existing commitments from the Investment and Recovery & Renewal Funds, additional allocations from anticipated capital receipts not currently committed and the proposed utilisation of existing resources from within the current programme has identified the following funds available for investment: Recovery & Renewal Fund: Stimulating Start Up and Early Stage Business Growth £1.000m Full original allocation of £1.000m released. Future development to be supported through specific grant funding from the Place Based Investment Programme and the Shared Prosperity Fund. Investment Fund: Community Wealth Being - Community and Town Centres £0.857m Original allocation of £1.200m to be reduced to £0.343m. Additional specific grant funding from the Place Based Investment Programme, VDLF and identification of other potential funding sources to be utilised to deliver original policy intent. Commercial Estate/Infrastructure/Town Centre Investment £0.988m Original allocation of £1.155m to be reduced to £0.167m. Additional specific grant funding from the Place Based Investment Programme, VDLF and identification of other potential funding sources to be utilised to deliver original policy intent. 73
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Existing Capital Resources: Industrial Portfolio £0.430m Reallocation of existing budget – no current commitments Flexibility £0.377m Allocation from current Flexibility budget. Capital Receipts: Uncommitted Capital Receipts £1.348m Anticipated capital receipts of £5.555m have been identified. Following the deduction of abnormal and other costs, a balance of £1.348m is now available for utilisation to support capital investment. Total Additional Investment £5.000m Housing Revenue Account 2.14 The following table outlines the movements in the 2023/24 HRA Capital budget: 2.15 (a) Alterations to the Phasing of Projects £10.212m of planned expenditure has been reprofiled from 2022/23 to 2023/24, reflecting projects not completed within the year which have been incorporated within the 2023/24 capital programme. These were previously reported within the 2022/23 Capital Programme performance reports: 2023/24 £m Budget as at 15 February 2023 172.316 a) Alterations to phasing of projects:- 2022/23 to 2023/24 10.212 2023/24 to 2024/25 (122.978) 2024/25 to 2023/24 0.105 Budget as at 30 June 2023 59.655 74
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Category Amount Project New Builds £1.548m House Building General £1.022m Contingency £0.855m Harbourside £0.543m Corsehillhead £0.525m Afton Court £0.335m Largs Police Station £0.323m Caley Court £0.302m Flatt Road £0.233m Acquisitions £0.231m Friars Lawn (£0.114m) James Reid £0.083m Other minor adjustments £5.886m Improvements £2.321m EWI £2.273m Solar Panels £0.223m Window £0.180m Energy Efficiency £0.094m Saltcoats MSF (£0.120m) Kitchen (£0.505m) Insulated Rendering (£1.207m) Bathroom (£1.303m) Fullarton Regeneration £0.014m Other minor adjustments £1.970m Other Capital Works £2.369m Demolitions £0.207m Health & Safety £0.063m Sheltered Housing (£0.298m) Regeneration Programme £0.015m Other minor adjustments £2.356m Total £10.212m 75
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A review of the timescale for delivery of capital projects has identified a requirement to re-profile (£122.978m) of works for delivery in 2024/25 and beyond, including: This has been partly offset by the acceleration of £0.105m of project expenditure for delivery during 2023/24, including: 2.16 These adjustments have resulted in a revised 2023/24 budget at 30 June 2023 of £59.655m. Category Amount Project New Builds (£34.671m) Ayrshire Central (£26.166m) Montgomerie Park (£9.033m) James Reid (£7.593m) Garnock Academy (£7.337m) Fullarton Street (£6.093m) Stanecastle (£4.780m) Regeneration Project 1d (£3.908m) James MacFarlane (£3.894m) Bourtreehill Village (£2.874m) Laburnum Avenue / Newhouse Drive (£1.660m) Glebe Place (£1.465m) Corsehillhead (£1.098m) Regeneration Project 1e (£0.931m) Kings Arms (£0.572m) Nelson Street Regeneration (£112.075m) Improvements (£0.945m) Kitchens (£0.821m) Smoke Detector Programme (£0.228m) Electrical Rewiring (£1.994m) Other Capital Works (£8.555m) Sheltered Housing (£0.354m) Lift Replacement (£8.909m) Total (£122.978m) Category Amount Project New Builds £0.085m Harbourside £0.020m Other minor adjustments £0.105m Total £0.105m 76
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2.17 The impact on budgeted funding is a reduction of £29.986m in the drawdown of Capital Grants and reduced Prudential Borrowing aligned to the revised programme: 2.18 Projected Capital Expenditure to 31 March 2024 The projections are summarised in the following table: 2.19 A variance of (£0.638m) is projected within the HRA capital programme for 2023/24 arising from revisions to a number of projects, including: Category Amount Comments Capital Grants £29.986m Reduction aligned to projected expenditure Borrowing £82.675m Reduction aligned to projected expenditure Total £112.661m Approved Budget 2023/24 Carry Forwards and Adjustments Revised Budget 2023/24 Projected Expenditure / Income to 31 March 2024 Projected Variance Over / (Under) Service £m £m £m £m £m Expenditure Housing Revenue Account 172.316 (112.661) 59.655 59.017 (0.638) Total Expenditure 172.316 (112.661) 59.655 59.017 (0.638) Income CFCR (5.151) - (5.151) (5.151) - Capital Grants (44.979) 29.986 (14.993) (14.993) - Use of Reserves (4.065) - (4.065) (4.065) - Affordable Housing Contribution (2.445) - (2.445) (2.445) - Prudential Borrowing (115.676) 82.675 (33.001) (32.363) 0.638 Total Income (172.316) 112.661 (59.655) (59.017) 0.638 Project Variance Comments Brathwic Terrace £0.125m Previous underspend overstated Springvale £0.108m Previous underspend overstated Dalrymple Place £0.017m Previous underspend overstated Heating (£0.552m) Scope of works reduced Health & Safety (£0.207m) Budget no longer required St Michael's Wynd (£0.101m) Previous overspend overstated Asbestos (£0.017m) Budget no longer required Major Improvements (£0.006m) Budget no longer required Newhouse Drive (£0.005m) Budget no longer required Total (£0.638m) 77
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2.20 In addition to the adjustments noted above Appendix 2 highlights a number of proposed virements which are required to transfers budgets between individual projects and align the budgets with the projected expenditure. 2.21 Further cost pressures resulting from inflationary and supply chain issues continue to be monitored and a review of the potential impact on the Business Plan and Capital Programme will be undertaken to address any identified issues. Further information on the progress of all projects can be found in Appendix 2. Treasury Management and Investment 2.22 The Prudential Code for capital finance in local authorities (2021 edition) requires the Council to set and monitor performance against specified prudential indicators. The indicators for the current year were set out in the Treasury Management and Investment Strategy 2023/24, approved by Council on the 1 March 2023. A summary of the key indicators and our current estimated performance against them is shown in the following table. Further details of all the Prudential and Treasury indicators can be found in appendix 3. 2.23 (a) Loans Capital Financing Requirement The Loans Capital Financing Requirement (CFR) is the underlying borrowing requirement of the Council. This is currently lower than the approved estimate as a result of the change in profile of the capital programmes highlighted within this report. 2.24 (b) Gross Borrowing Gross Borrowing is projected to be lower than anticipated due to the revised profile of capital projects and the continued use of internal funds, the latter being a key element of the Treasury Management Strategy to minimise costs. Prudential and Treasury Indicators 2023/24 Approved Estimate £m 2023/24 Revised Estimate £m Movement £m (a) Loans Capital Financing Requirement General Services 267.879 270.543 2.664 HRA 284.275 190.569 (93.706) Total 552.154 461.112 (91.042) (b) Gross Borrowing 490.154 372.112 (118.042) (c) Operational Boundary for Borrowing 571.667 480.138 (91.529) Authorised Limit for Borrowing 628.834 528.152 (100.682) Total Operational Boundary (incl. PPP/NPD) 659.399 567.870 (91.529) Total Authorised Limit (incl. PPP/NPD) 716.566 615.884 (100.682) (d) Investments 20.000 20.000 - 78
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2.25 (c) Operational Boundary The Operational Boundary is the maximum which the Council anticipates borrowing to fund the current year capital programme, building in flexibility for the timing of the different funding streams and principal repayments. The in-year variance is linked to the continued use of internal funds and the re-profiling of the capital programme. 2.26 (d) Investments It is estimated that the Council will maintain an average balance of £20.000m of internally managed funds and utilise cash balances during the year in support of the under-borrowed position. The internally managed funds are primarily invested in call accounts with banks, Money Market Funds and other UK local authorities. 2.27 It is critical that the Council ensures that its capital investment plans are affordable. Affordability of borrowing is measured by the percentage of financing costs relative to the net revenue stream of the General Fund and Housing Revenue Account (HRA). As at 30 June, the estimated percentages for 23/24 are 2.8% and 21.4% for the General Fund and HRA respectively. Capital expenditure impacts on the revenue budget through financing charges so it is essential the Council ensures the financing costs remain affordable and do not constitute an excessive proportion of the revenue resources available. From a General Fund perspective, the Scottish Local Authority average in 2021/22 was 5.5%, therefore demonstrating a prudent borrowing policy. For the HRA, the Scottish average was 22.7%. The level of loan charges is deemed prudent and affordable within the framework of the 30 year Housing business plan. 3. Proposals 3.1 That Cabinet agrees to: (a) note the revisions to budgets outlined in the report; (b) note (i) the General Services and HRA revised budgets at 30 June 2023; and (ii) the forecast expenditure to 31 March 2024; (c) approve the virement proposals noted within the HRA programme detailed in appendix 2; (d) note the additional investment of £5.000m to support the B714 upgrading project as detailed in paragraphs 2.12 and 2.13; and (e) note the estimated performance against the Prudential Indicators set out in the Treasury Management and Investment Strategy. 4. Implications/Socio-economic Duty Financial 4.1 The financial implications are as outlined in the report. Expenditure will continue to be closely monitored to ensure early action is taken regarding any projected underspends or overspends. Human Resources 4.2 None. 79
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Legal 4.3 None. Equality/Socio-economic 4.4 None. Environmental and Sustainability 4.5 None. Key Priorities 4.6 This report directly supports the Council Plan 2023 to 2028 by focusing our investment on priorities, managing risk and supporting delivery of key priorities. Community Wealth Building 4.7 None. 5. Consultation 5.1 Progress as outlined in this report has been approved by Executive Directors. Mark Boyd Head of Service (Finance) For further information please contact David Forbes, Senior Manager (Strategic Business Partner), on 01294 324551. Background Papers Capital Investment Programme 2023/24 to 2030/31 - Council 1 March 2023 Housing Revenue Account (HRA) Capital Investment Programme, Revenue Budget and Rent Levels for 2023/24 – Council 15 February 2023 Treasury Management and Investment Strategy 2023/24 – Council 1 March 2023 80
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APPENDIX 1 TOTAL PROJECT Project Description Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2023/24 Brought / Carry Forward to 2024/25 Total Revised Budget 2023/24 Year to Date Budget 2023/24 Actual Expenditure to 30 June 2023 Year to date Variance 2023/24 Projected Expenditure to 31st March 2024 Actual Over/ (Under) Spend for 2023/24 True Over/ (Under) Spend £ £ £ £ £ £ £ £ £ £ £ £ £ EXPENDITURE Communities Nursery Education 16,368,237 15,896,227 16,368,237 0 568,862 0 568,862 0 96,852 96,852 568,862 0 0 Primary Schools 44,655,442 11,166,669 44,655,442 0 11,977,694 3,534,602 15,512,296 0 2,999,016 2,999,016 15,512,296 0 0 Secondary Schools 83,010,742 4,189,004 83,010,742 0 5,072,285 0 5,072,285 0 272,329 272,329 5,072,285 0 0 Special Education 25,343,637 25,239,710 25,343,637 0 138,595 0 138,595 0 34,668 34,668 138,595 0 0 Schools Other 880,194 393,639 880,194 0 728,737 0 728,737 0 242,182 242,182 728,737 0 0 Information & Culture 113,479 6,563 113,479 0 106,916 0 106,916 0 0 0 106,916 0 0 Completed Projects 43,419,379 43,394,998 43,419,379 0 3,679 0 3,679 0 (20,702) (20,702) 3,679 0 0 SUB TOTAL 213,791,110 100,286,809 213,791,110 0 18,596,768 3,534,602 22,131,370 0 3,624,345 3,624,345 22,131,370 0 0 Chief Executive Council IT Strategy 8,797,380 2,652,103 8,797,380 0 1,041,645 (150,000) 891,645 0 168,369 168,369 891,645 0 0 SUB TOTAL 8,797,380 2,652,103 8,797,380 0 1,041,645 (150,000) 891,645 0 168,369 168,369 891,645 0 0 Health & Social Care Management & Support 2,350,596 790,721 2,350,596 0 1,226,875 0 1,226,875 0 0 0 1,226,875 0 0 Housing Non HRA 656,571 159,758 656,571 0 656,571 0 656,571 0 159,758 159,758 656,571 0 0 Adults 4,608,078 4,590,097 4,608,078 0 18,047 0 18,047 0 66 66 18,047 0 0 Young People 5,579,718 5,223,534 5,579,718 0 363,177 0 363,177 0 6,993 6,993 363,177 0 0 SUB TOTAL 13,194,962 10,764,109 13,194,962 0 2,264,670 0 2,264,670 0 166,817 166,817 2,264,670 0 0 Place Roads 107,944,875 30,624,516 107,944,875 468,054 40,423,938 468,054 40,891,992 0 4,722,759 4,722,759 40,891,992 0 0 Streetscene 7,891,828 4,423,461 7,891,828 0 2,147,915 (188,166) 1,959,749 0 743,321 743,321 1,959,749 0 0 Transport 4,757,454 1,973,635 4,757,454 0 4,494,466 0 4,494,466 0 1,710,646 1,710,646 4,494,466 0 0 Waste Services 14,539,343 14,539,343 14,539,343 0 0 0 0 0 0 0 0 0 0 Renewable Energy 15,307,181 1,948,354 15,307,181 0 7,727,424 0 7,727,424 0 79,745 79,745 7,727,424 0 0 Office Accommodation 1,600,920 348,738 1,600,920 0 1,600,920 (68,314) 1,532,606 0 348,738 348,738 1,532,606 0 0 Other Property 6,519,441 621,040 6,519,441 0 4,989,531 0 4,989,531 0 124,151 124,151 4,753,194 (236,337) (236,337) Other Housing 470,000 0 470,000 0 381,025 0 381,025 0 (88,975) (88,975) 381,025 0 0 Economic Development & Regeneration 169,372,636 29,150,413 169,372,636 0 47,209,402 (1,874,104) 45,335,298 0 1,018,773 1,018,773 45,335,298 0 0 Completed Projects 6,355,261 6,275,623 6,355,261 0 40,595 0 40,595 0 (36,958) (36,958) 40,595 0 0 SUB TOTAL 334,758,940 89,905,123 334,758,940 468,054 109,015,216 (1,662,530) 107,352,686 0 8,622,201 8,622,201 107,116,349 (236,337) (236,337) Other Other 10,103,666 0 8,873,616 (1,230,050) 3,354,666 (1,230,050) 2,124,616 0 0 0 2,124,616 0 0 SUB TOTAL 10,103,666 0 8,873,616 (1,230,050) 3,354,666 (1,230,050) 2,124,616 0 0 0 2,124,616 0 0 Uncertainty / Sensitivity Adjustment* (27,512,826) (27,512,826) (27,512,826) Total Project Expenditure 580,646,058 203,608,144 579,416,008 (761,996) 134,272,965 (27,020,804) 107,252,161 0 12,581,731 12,581,731 107,015,824 (236,337) (236,337) Total Project Income (134,272,965) 27,020,804 (107,252,161) (16,762,960) (16,762,960) 0 (107,015,824) 236,337 236,337 Total Net Expenditure 0 0 0 (16,762,960) (4,181,229) 12,581,731 0 0 0 * Sensitivity adjustment of 10% or 25% based on source and reliability of expenditure projections On Target (+0.5% of budget) On Target (up to 5% delay of original timescales) Slightly off target (+ 0.5% to 2% of budget, or £0.125m, whichever is less) Slightly off target (+ 5% to 10% of original timescales) Significantly off target (+2% or more of budget, or £0.500m, whichever is less) Significantly off target (+10% or more of original timescales) The following classifications have been used to highlight financial performance against budget CURRENT YEAR 2023/24 North Ayrshire Council Capital Statement 2023/24 Year Ended 31st March 2024 Period 3 The following classifications have been used to highlight delivery performance against original timescales set 81
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Revised Budget 23/24 Variance £ £ £ £ £ £ £ £ £ CAPITAL BORROWING Prudential Borrowing 68,291,931 5,814,577 2,683,086 76,789,594 1,874,755 78,664,349 79,707,239 1,042,890 SUB TOTAL 68,291,931 5,814,577 2,683,086 76,789,594 1,874,755 0 78,664,349 0 79,707,239 1,042,890 SCOTTISH GOVERNMENT FUNDING Specific Capital Grants Early Learning & Childcare 0 26,594 59,206 85,800 0 85,800 85,801 85,800 0 Cycling / Walking /Safer Streets 1,159,954 (117,150) 271,000 1,313,804 30,000 1,343,804 0 1,343,804 0 Vacant & Derelict Land Funding 3,857,216 403,874 198,048 4,459,138 0 4,459,138 2,953,137 4,459,138 0 UK Government Grant - AGD 3,653,000 (98,741) 3,554,259 0 3,554,259 0 2,339,000 (1,215,259) Town Centre Regeneration 0 65,691 140,000 205,691 0 205,691 205,690 205,691 0 Annickbank - Vacant & Derelict Land Investment Programme 400,000 400,000 0 400,000 400,000 400,000 0 Millport Town Hall Regeneration 0 (31,995) 252,529 220,534 0 220,534 220,534 220,534 0 Millport Town Hall Phase 2 94,022 339,498 433,520 0 433,520 433,520 433,520 0 Ardrossan Promenade 788,000 788,000 0 788,000 763,000 788,000 0 Islands Pit Stops 20,000 520,000 540,000 0 540,000 540,000 540,000 0 Islands Cost Crisis Emergency Fund 17,000 17,000 0 17,000 17,000 17,000 0 Place Based Investment Programme 0 622,801 948,836 1,571,637 761,000 2,332,637 1,571,637 2,332,637 0 UK Shared Prosperity Fund 98,414 98,414 202,330 300,744 98,414 300,744 0 Island Infrastructure Fund 0 140,373 140,373 0 140,373 140,374 140,373 0 B714 Improvements 500,000 322,741 822,741 0 822,741 322,741 1,250,795 428,054 Road Safety Improvement Fund 215,647 215,647 0 215,647 0 Renewal of Play Parks 231,000 231,000 (231,000) 0 0 0 0 2-4 Boyle Street Hostel 31,025 31,025 0 31,025 0 31,025 0 CO2 Monitors in Schools 0 0 76,651 76,651 76,651 76,651 0 Capital Grants Flooding 20,525,000 20,525,000 0 20,525,000 0 20,525,000 0 General Capital Grant 15,179,000 15,179,000 (1,368,000) 13,811,000 8,495,250 13,811,000 0 SUB TOTAL 45,105,170 1,896,235 3,615,531 50,616,936 (313,372) 0 50,303,564 16,323,750 49,516,359 (787,205) OTHER INCOME TO PROGRAMME Use of Funds :- Capital Fund 0 0 0 0 0 0 0 0 0 0 Change & Service Redesign Fund 0 0 0 0 0 0 0 0 0 0 CFCR 0 0 0 0 300,000 0 300,000 300,000 300,000 0 Grants & Contributions 2,068,411 632,323 301,603 3,002,337 1,530,000 0 4,532,337 132,050 4,532,337 0 Capital Receipts 465,555 0 0 465,555 7,160 0 472,715 7,160 472,715 0 SUB TOTAL 2,533,966 632,323 301,603 3,467,892 1,837,160 0 5,305,052 439,210 5,305,052 0 TOTAL CAPITAL PROGRAMME FUNDING 115,931,067 8,343,135 6,600,220 130,874,422 3,398,543 0 134,272,965 16,762,960 134,528,650 255,685 23/24 Budget at Capital Refresh Mar 2023 Capital Programme Funding 2023/24 Projected Income to 31st March 2024 Approved budget at Period 1 used as revised starting point 2023/24 Actual Income to 30 June 2023Funding Description Carry Forward from 2022/23 Changes after Capital Refresh Mar 2023 Total Changes in Year Changes at Capital Refresh Mar 2024 82
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COMMUNITIES MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2023/24 Year to Date Budget 2023/24 Actual Expenditure to 30 June 2023 Year to date Variance 2023/24 Projected Expenditure to 31 March 2024 Actual Over/ (Under) Spend for 2023/24 True Over/(Under) Spend Brought / Carry Forward to 2024/25 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ £ £ Nursery Education Early Years Programme EARLY LEARNING & CHILDCARE FUTURE PROJECTS 4,307 4,073 4,307 0 234 0 0 0 234 0 0 Future Projects Future Projects Future Projects Complete Complete ST BRIDGETS EARLY YEARS 787,477 787,477 787,477 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete KILMORY EARLY YEARS 55,978 28,187 55,978 0 27,791 0 0 0 27,791 0 0 31-Aug-24 31-Aug-24 Pre Tender On Target On Target ST PETERS EARLY YEARS 1,261,310 1,248,429 1,261,310 0 17,583 0 4,703 4,703 17,583 0 0 31-Aug-23 31-Aug-23 Construction On Target On Target ST JOHN OGILVIE EARLY YEARS 177,415 177,415 177,415 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete MAYFIELD PS EARLY YEARS 215,710 215,710 215,710 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete BEITH PS EARLY YEARS 339,763 341,180 339,763 0 0 0 1,417 1,417 0 0 0 Complete Complete Complete Complete Complete SKELMORLIE PS EARLY YEARS 358,835 358,835 358,835 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete WEST KILBRIDE EARLY EARLY YEARS 232,807 221,228 232,807 0 7,752 0 (3,827) (3,827) 7,752 0 0 31-May-23 31-May-23 Construction On Target On Target GATESIDE EARLY YEARS 407,764 407,764 407,764 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete GARNOCK CAMPUS EARLY YEARS 58,755 58,755 58,755 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete FAIRLIE EARLY YEARS 205,120 205,120 205,120 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete ELDERBANK EARLY YEARS 22,983 22,983 22,983 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete DREGHORN EARLY YEARS 82,940 82,940 82,940 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete CUMBRAE EARLY YEARS 40,184 40,195 40,184 0 0 0 12 12 0 0 0 Complete Complete Complete Complete Complete LARGS CAMPUS EARLY YEARS 45,836 45,836 45,836 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete MOORPARK EARLY YEARS 182 182 182 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete PIRNMILL EARLY YEARS 80,000 71,911 80,000 0 8,154 0 65 65 8,154 0 0 28-Feb-24 28-Feb-24 Construction On Target On Target SHISKINE EARLY YEARS 127,013 127,013 127,013 0 0 0 0 0 0 0 0 28-Feb-24 28-Feb-24 Construction On Target On Target CORRIE EARLY YEARS 38,605 28,442 38,605 0 10,163 0 0 0 10,163 0 0 01-Aug-23 01-Aug-23 Defects On Target On Target LAMLASH EARLY YEARS 15,000 877 15,000 0 14,123 0 0 0 14,123 0 0 31-Aug-24 31-Aug-24 Tender On Target On Target BRODICK EARLY YEARS 354,659 354,659 354,659 0 0 0 0 0 0 0 0 31-Aug-23 31-Aug-23 Construction On Target On Target MARRESS HOUSE 4,010,310 3,654,793 4,010,310 0 450,000 0 94,483 94,483 450,000 0 0 22-Jul-22 Construction On Target Slightly off target Delays anticipated Completed Nursery Education GLENCAIRN / LOUDON MONTGOMERY EARLY YEARS 170,429 170,429 170,429 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete ARDEER EARLY YEARS 216,819 216,819 216,819 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete ST JOHNS EARLY YEARS 283,930 283,930 283,930 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete STANLEY EARLY YEARS 27,514 27,514 27,514 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete KILWINNING (PENNYBURN SCHOOL) EARLY YEARS 648,135 648,135 648,135 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete DALRY EARLY YEARS CENTRE 56,920 56,920 56,920 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete SPRINGVALE EARLY YEARS 104,557 104,557 104,557 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete ABBEY / ST LUKES PRIMARY SCHOOL EARLY YEARS 64,615 64,615 64,615 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete ST LUKES EARLY YEARS 1,966 1,966 1,966 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete CASTLEPARK EARLY YEARS 219,376 219,376 219,376 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete LAWTHORN EARLY YEARS 201,037 201,037 201,037 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete HAYOCKS EARLY YEARS 246,765 246,765 246,765 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete WOODLANDS EARLY YEARS 181,546 181,546 181,546 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete CORSEHILL EARLY YEARS 536,144 536,144 536,144 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete CALEDONIA EARLY YEARS 255,432 255,432 255,432 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete BLACKLANDS EARLY YEARS 204,144 204,144 204,144 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete WINTON EARLY YEARS 5,290 5,290 5,290 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete SPRINGSIDE EARLY YEARS 566,752 566,752 566,752 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete ST MARKS EARLY YEARS 350,497 350,497 350,497 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete Other Nursery Education ANNICK PRIMARY EXT - EARLY YRS PROVISION 3,103,416 3,070,354 3,103,416 0 33,062 0 0 0 33,062 0 0 01-Jun-23 01-Jun-23 Construction On Target On Target Total Nursery Education 16,368,237 15,896,227 16,368,237 0 568,862 0 96,852 96,852 568,862 0 0 0 CAPITAL MONITORING 2023/24 CommentsProject Description TOTAL PROJECT COMPLETION DATES DELIVERY STATUS2023/24 BUDGETS 83
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COMMUNITIES MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2023/24 Year to Date Budget 2023/24 Actual Expenditure to 30 June 2023 Year to date Variance 2023/24 Projected Expenditure to 31 March 2024 Actual Over/ (Under) Spend for 2023/24 True Over/(Under) Spend Brought / Carry Forward to 2024/25 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical CAPITAL MONITORING 2023/24 CommentsProject Description TOTAL PROJECT COMPLETION DATES DELIVERY STATUS2023/24 BUDGETS Primary Schools MOORPARK PRIMARY 10,849,441 7,643,802 10,849,441 0 4,312,892 0 1,107,253 1,107,253 5,542,942 1,230,050 1,230,050 30-Sep-24 30-Sep-24 Construction On Target On Target MONTGOMERIE PARK SCHOOL 23,448,999 2,992,086 23,448,999 0 6,939,048 0 1,896,088 1,896,088 9,243,600 2,304,552 2,304,552 01-Aug-25 01-Aug-25 Tender On Target On Target UNIVERSAL FREE SCHOOL MEALS EXPANSION 3,211,546 0 3,211,546 0 252,174 0 0 0 252,174 0 0 31-Mar-24 31-Mar-24 Tender On Target On Target UFSM ARDEER PRIMARY SCHOOL 22,500 0 22,500 0 22,500 0 0 0 22,500 0 0 31-Dec-24 31-Dec-24 Tender On Target On Target UFSM BEITH PRIMARY SCHOOL 22,500 0 22,500 0 22,500 0 0 0 22,500 0 0 31-Dec-24 31-Dec-24 Tender On Target On Target UFSM BRODICK PRIMARY SCHOOL 144,178 121,450 144,178 0 22,844 0 117 117 22,844 0 0 31-Aug-23 31-Aug-23 Construction On Target On Target UFSM CORRIE PRIMARY SCHOOL 52,795 52,795 52,795 0 0 0 0 0 0 0 0 31-Aug-23 31-Aug-23 Construction On Target On Target UFSM CORSEHILL PRIMARY SCHOOL 60,000 0 60,000 0 60,000 0 0 0 60,000 0 0 31-Aug-25 31-Aug-25 Tender On Target On Target UFSM GARNOCK COMMUNITY CAMPUS 90,000 0 90,000 0 90,000 0 0 0 90,000 0 0 31-Aug-25 31-Aug-25 Tender On Target On Target UFSM GLEBE PRIMARY SCHOOL 2,043,869 0 2,043,869 0 0 0 0 0 0 0 0 31-Aug-29 31-Aug-29 Tender On Target On Target UFSM GLENCAIRN PRIMARY SCHOOL 22,500 0 22,500 0 22,500 0 0 0 22,500 0 0 31-Dec-24 31-Dec-24 Tender On Target On Target UFSM HAYOCKS PRIMARY SCHOOL 82,500 0 82,500 0 82,500 0 0 0 82,500 0 0 31-Aug-25 31-Aug-25 Development On Target On Target UFSM KILMORY PRIMARY SCHOOL 60,000 0 60,000 0 60,000 0 0 0 60,000 0 0 31-Aug-24 31-Aug-24 Tender On Target On Target UFSM LARGS PRIMARY SCHOOL 148,533 148,533 148,533 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete UFSM LOUDOUN-MONTGOMERY PRIMARY SCHOOL 2,081,077 0 2,081,077 0 0 0 0 0 0 0 0 31-Aug-28 31-Aug-28 Tender On Target On Target UFSM PENNYBURN PRIMARY SCHOOL 22,500 0 22,500 0 22,500 0 0 0 22,500 0 0 31-Dec-24 31-Dec-24 Tender On Target On Target UFSM SHISKINE PRIMARY SCHOOL 15,000 6,072 15,000 0 8,928 0 0 0 8,928 0 0 31-Aug-23 31-Aug-23 Construction On Target On Target UFSM WEST KILBRIDE PRIMARY SCHOOL 2,252,504 201,931 2,252,504 0 34,308 0 (4,441) (4,441) 34,308 0 0 31-Aug-27 31-Aug-27 On Site On Target On Target UFSM WHITING BAY PRIMARY SCHOOL 25,000 0 25,000 0 25,000 0 0 0 25,000 0 0 31-Aug-24 31-Aug-24 Tender On Target On Target Total Primary Education 44,655,442 11,166,669 44,655,442 0 11,977,694 0 2,999,016 2,999,016 15,512,296 3,534,602 0 3,534,602 Secondary Schools KILWINNING LEARNING ENVIRONMENT 2,805,435 2,428,004 2,805,435 0 378,401 0 970 970 378,401 0 0 31-Mar-25 31-Mar-25 Construction On Target On Target AYRSHIRE COLLEGE PARTNERSHIP DEVELOPMENT 0 0 0 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete ARDROSSAN NEW BUILD 80,205,307 1,761,000 80,205,307 0 4,693,884 0 271,359 271,359 4,693,884 0 0 31-Aug-26 31-Aug-26 In Development On Target On Target Total Secondary Education 83,010,742 4,189,004 83,010,742 0 5,072,285 0 272,329 272,329 5,072,285 0 0 0 Special Education LOCKHART CAMPUS 25,343,637 25,239,710 25,343,637 0 138,595 0 34,668 34,668 138,595 0 0 Complete Complete Snagging Complete Complete Total Special Education 25,343,637 25,239,710 25,343,637 0 138,595 0 34,668 34,668 138,595 0 0 0 Schools Other CO2 MONITORS IN SCHOOLS 298,000 151,457 298,000 0 146,543 0 0 0 146,543 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target SCHOOLS ICT INVESTMENT * 582,194 242,182 582,194 0 582,194 0 242,182 242,182 582,194 0 0 31-Mar-24 31-Mar-24 On-going On Target On Target Total Schools Other 880,194 393,639 880,194 0 728,737 0 242,182 242,182 728,737 0 0 0 Information & Culture CASTLES & HISTORIC MONUMENTS 38,303 0 38,303 0 38,303 0 0 0 38,303 0 0 Holding Code Holding Code Holding Code Holding Code Holding Code ABBEY TOWER 75,176 6,563 75,176 0 68,613 0 0 0 68,613 0 0 31-Mar-25 31-Mar-25 Planning On Hold On Hold Total Information & Cultural 113,479 6,563 113,479 0 106,916 0 0 0 106,916 0 0 0 Completed Projects GARNOCK CAMPUS 40,307,259 40,283,664 40,307,259 0 2,893 0 (20,702) (20,702) 2,893 0 0 Complete Complete Complete Complete Complete AUCHENHARVIE SECONDARY ESTATE LEARNING ENVT 3,112,120 3,111,334 3,112,120 0 786 0 0 0 786 0 0 Complete Complete Complete Complete Complete Total Completed Projects 43,419,379 43,394,998 43,419,379 0 3,679 0 (20,702) (20,702) 3,679 0 0 0 Total Communities 213,791,110 100,286,809 213,791,110 0 18,596,768 0 3,624,345 3,624,345 22,131,370 3,534,602 0 3,534,602 84
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CHIEF EXECUTIVE MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2023/24 Year to Date Budget 2023/24 Actual Expenditure to 30 June 2023 Year to date Variance 2023/24 Projected Expenditure to 31 March 2024 Actual Over/ (Under) Spend for 2023/24 True Over/(Under) Spend Brought / Carry Forward to 2024/25 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ £ £ Council IT Strategy ICT INVESTMENT FUND 4,075,490 957,838 4,075,490 0 543,757 0 48,105 48,105 543,757 0 0 31-Mar-26 31-Mar-26 On-going On Target On Target WAN 902,197 402,197 902,197 0 0 0 0 0 0 0 0 31-Mar-28 31-Mar-28 Implementation On Target On Target LAN/WiFi 2,673,000 1,060,026 2,673,000 0 228,838 0 115,865 115,865 228,838 0 0 31-Mar-28 31-Mar-28 Implementation On Target On Target TELEPHONY 1,146,693 232,042 1,146,693 0 269,050 0 4,399 4,399 119,050 (150,000) (150,000) 31-Mar-28 31-Mar-28 Implementation On Target On Target Total IT Strategy 8,797,380 2,652,103 8,797,380 0 1,041,645 0 168,369 168,369 891,645 (150,000) 0 (150,000) Total Chief Executive 8,797,380 2,652,103 8,797,380 0 1,041,645 0 168,369 168,369 891,645 (150,000) 0 (150,000) CAPITAL MONITORING 2023/24 CommentsProject Description COMPLETION DATESTOTAL PROJECT DELIVERY STATUS2023/24 BUDGETS 85
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HEALTH & SOCIAL CARE MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2023/24 Year to Date Budget 2023/24 Actual Expenditure to 30 June 2023 Year to date Variance 2023/24 Projected Expenditure to 31 March 2024 Actual Over/ (Under) Spend for 2023/24 True Over/(Under) Spend Brought / Carry Forward to 2024/25 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ £ £ Management & Support HOME CARE SYSTEM 433,917 433,917 433,917 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete COMMUNITY ALARMS - ANALOGUE TO DIGITAL 996,000 4,190 996,000 0 658,810 0 0 0 658,810 0 0 31-Dec-23 31-Dec-23 Future Years On Target On Target CAREFIRST IT SYSTEM 84,620 84,620 84,620 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete CAREFIRST REPLACEMENT 536,058 267,993 536,058 0 268,065 0 0 0 268,065 0 0 31-Aug-24 31-Aug-24 In development On Target On Target 47 WEST ROAD 300,000 0 300,000 0 300,000 0 0 0 300,000 0 0 21-Jun-24 21-Jun-24 Refurbishment On Target On Target Total Management & Support 2,350,596 790,721 2,350,596 0 1,226,875 0 0 0 1,226,875 0 0 0 Housing Non HRA IMPROVEMENT GRANTS * 656,571 159,758 656,571 0 656,571 0 159,758 159,758 656,571 0 0 31-Mar-24 31-Mar-24 Ongoing On Target On Target Total Housing Non HRA 656,571 159,758 656,571 0 656,571 0 159,758 159,758 656,571 0 0 0 Adults TRINDLEMOSS 4,608,078 4,590,097 4,608,078 0 18,047 0 66 66 18,047 0 0 Complete Complete Complete Complete Complete Total Older People 4,608,078 4,590,097 4,608,078 0 18,047 0 66 66 18,047 0 0 0 Young People RESIDENTIAL & RESPITE UNIT 5,579,718 5,223,534 5,579,718 0 363,177 0 6,993 6,993 363,177 0 0 Complete Complete Snagging Complete Complete Total Young People 5,579,718 5,223,534 5,579,718 0 363,177 0 6,993 6,993 363,177 0 0 0 Total Health & Social Care 13,194,962 10,764,109 13,194,962 0 2,264,670 0 166,817 166,817 2,264,670 0 0 0 CAPITAL MONITORING 2023/24 2023/24 BUDGETSTOTAL PROJECT COMPLETION DATES CommentsProject Description DELIVERY STATUS 86
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PLACE MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2023/24 Year to Date Budget 2023/24 Actual Expenditure to 30 June 2023 Year to Date Variance 2023/24 Projected Expenditure to 31 March 2024 Actual Over/ (Under) Spend for 2023/24 True Over/ (Under) Spend Brought / Carry Forward to 2024/25 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical £ £ £ £ £ £ £ £ £ £ £ £ Roads ROADS IMPROVE/RECONSTRUCTION * 4,447,261 4,447,261 4,447,261 0 4,447,261 0 266,574 266,574 4,447,261 0 0 31-Mar-24 31-Mar-24 Multiple Projects On Target On Target ROAD SAFETY IMPROVEMENT FUND 215,647 215,647 215,647 0 215,647 0 0 0 215,647 0 0 31-Mar-24 31-Mar-24 In Development On Target On Target A737 DALRY BYPASS 375,735 375,735 375,735 0 375,735 0 0 0 375,735 0 0 31-Mar-24 31-Mar-24 In Development On Target On Target TRAFFIC CALMING 175,000 92,047 175,000 0 82,953 0 0 0 82,953 0 0 31-Mar-24 31-Mar-24 In Development On Target On Target LIGHTING * 1,417,342 63,348 1,417,342 0 1,417,342 0 63,348 63,348 1,417,342 0 0 31-Mar-24 31-Mar-24 Multiple Projects On Target On Target LED LIGHTING REPLACEMENT 694,999 79,132 694,999 0 154,169 0 79,132 79,132 154,169 0 0 31-Mar-24 31-Mar-24 Multiple Projects On Target On Target A737 DALRY BYPASS LIGHTING 20,685 0 20,685 0 16,611 0 0 0 16,611 0 0 31-Mar-24 31-Mar-24 Preparing Works PackagesOn Target On Target UPPER GARNOCK FPS 18,503,800 17,558,640 18,503,800 0 1,067,828 0 122,667 122,667 1,067,828 0 0 Complete Complete Complete Complete Complete MILLPORT COASTAL FPS 48,599,797 5,401,766 48,599,797 0 26,724,382 0 3,561,351 3,561,351 26,724,382 0 0 31-Aug-24 31-Aug-24 Construction On Target On Target MILLBURN FPS 1,757,000 253,471 1,757,000 0 393,547 0 0 0 393,547 0 0 31-Jul-24 31-Jul-24 Design On Target On Target MILLPORT PIER 500,000 150,080 500,000 0 0 0 0 0 40,000 40,000 40,000 31-Mar-25 31-Mar-25 In Development On Target On Target BRIDGES INFRASTRUCTURE PROG * 899,430 194,854 899,430 0 899,430 0 194,854 194,854 899,430 0 0 31-Mar-24 31-Mar-24 Multiple Projects On Target On Target LARGS PROMENADE SEAWALL 3,969,000 337,674 3,969,000 0 3,635,046 0 3,719 3,719 3,635,046 0 0 30-Apr-24 30-Apr-24 Construction On Target On Target B714 UPGRADE 26,063,443 1,319,710 26,063,443 0 822,741 0 430,452 430,452 1,250,795 428,054 428,054 28-Feb-26 28-Feb-26 Outline Design On Target On Target LARGS CAR PARK INFRASTRUCTURE 55,128 55,128 55,128 0 661 0 661 661 661 0 0 Complete Complete Complete Complete Complete PARKING CHARGES & DPE 250,610 80,025 250,610 0 170,585 0 0 0 170,585 0 0 31-Mar-24 31-Mar-24 In Development On Target On Target Total Roads 107,944,875 30,624,516 107,944,875 0 40,423,938 0 4,722,759 4,722,759 40,891,992 468,054 0 468,054 Streetscene CEMETERY EXTNS, WALLS & INFRA * 526,939 0 526,939 0 (111,834) 0 0 0 0 111,834 111,834 Holding Code Holding Code Holding Code Holding Code Holding Code CMTY, LAMLASH - EXTENSION 715,065 715,065 715,065 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete CMTY, ARDROSSAN - PLOTS/WALLS 217,922 152,479 217,922 0 61,864 0 (3,578) (3,578) 61,864 0 0 Complete Complete Complete Complete Complete CMTY, KILBIRNIE - WORKS 25,383 25,383 25,383 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete CMTY, KILWINNING - NEW 1,402,589 1,363,542 1,402,589 0 138,061 0 99,014 99,014 138,061 0 0 31-May-23 31-May-23 Construction On Target On Target CMTY, KNADGERHILL - EXTENSION 416,471 414,810 416,471 0 1,661 0 0 0 1,661 0 0 Complete Complete Complete Complete Complete CMTY, WEST KILBRIDE - WORKS 398,033 361,141 398,033 0 36,892 0 0 0 36,892 0 0 28-Feb-24 28-Feb-24 Construction On Target On Target CMTY, STEV HIGH ROAD - WORKS 506,878 491,694 506,878 0 137,408 0 122,223 122,223 137,408 0 0 30-Apr-23 30-Apr-23 Construction On Target On Target ARDROSSAN CEMETERY NEW 603 603 603 0 0 0 0 0 0 0 0 On Hold On Hold On Hold On Hold On Hold CMTY, BRODICK - NEW 12,000 8,317 12,000 0 4,979 0 1,296 1,296 4,979 0 0 On Hold On Hold On Hold On Hold On Hold CMTY, KILBIRNIE - WALLS 188,370 15,626 188,370 0 172,744 0 0 0 172,744 0 0 31-Mar-25 31-Mar-25 Feasibility Works On Target On Target CMTY, BEITH - WALLS 87,542 14,635 87,542 0 72,907 0 0 0 72,907 0 0 31-Mar-25 31-Mar-25 Feasibility Works On Target On Target CMTY, ABBEY TOWER - WALLS 95,550 6,052 95,550 0 89,498 0 0 0 89,498 0 0 31-Aug-25 31-Aug-25 Feasibility Works On Target On Target CMTY, STEV HAWKHILL - WALLS 108,732 5,860 108,732 0 102,872 0 0 0 102,872 0 0 31-Aug-25 31-Aug-25 Feasibility Works On Target On Target CMTY, WEST KILBRIDE - WALLS 99,528 4,604 99,528 0 94,924 0 0 0 94,924 0 0 On Hold On Hold On Hold On Hold On Hold CMTY, MILLPORT - WALLS 2,846 2,846 2,846 0 0 0 0 0 0 0 0 Future years Future years Feasibility Works On Target On Target CMTY, ARDROSSAN - WALLS 4,338 4,338 4,338 0 0 0 0 0 0 0 0 Future years Future years Feasibility Works On Target On Target CMTY, IRVINE OP CHURCH - WALLS 2,775 2,775 2,775 0 0 0 0 0 0 0 0 Future years Future years Feasibility Works On Target On Target CMTY, DREGHORN - WALLS 3,260 3,260 3,260 0 0 0 0 0 0 0 0 Future years Future years Feasibility Works On Target On Target CMTY, KILBIRNIE BARONY - WALLS 1,828 1,828 1,828 0 0 0 0 0 0 0 0 Future years Future years Feasibility Works On Target On Target CMTY, LAMLASH - WALLS 3,627 3,627 3,627 0 0 0 0 0 0 0 0 Future years Future years Feasibility Works On Target On Target CMTY, STEV HIGH KIRK - WORKS 22,754 22,754 22,754 0 0 0 0 0 0 0 0 Future years Future years Feasibility Works On Target On Target CMTY, KILBIRNIE - NEW 600,514 11,287 600,514 0 389,227 0 0 0 389,227 0 0 Future years Future years Feasibility Works On Target On Target CMTY, DALRY - WALLS 2,450 2,450 2,450 0 0 0 0 0 0 0 0 On Target On Target CMTY, ARDROSSAN - EXTENSION 900,000 0 900,000 0 600,000 0 0 0 300,000 (300,000) (300,000) 31-Mar-25 31-Mar-25 Planning On Target On Target COASTAL PLAY PARKS 0 255,071 0 0 0 0 255,071 255,071 0 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target STREET FURNITURE IMPROVEMENT 69,469 87,123 69,469 0 0 0 17,654 17,654 0 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target PARK ENABLING WORKS 85,363 111,102 85,363 0 0 0 25,740 25,740 0 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target RENEWAL OF PLAY PARKS 1,391,000 335,189 1,391,000 0 356,712 0 225,901 225,901 356,712 0 0 31-Mar-24 31-Mar-24 Construction On Target On Target Total Streetscene 7,891,828 4,423,461 7,891,828 0 2,147,915 0 743,321 743,321 1,959,749 (188,166) 0 (188,166) Transport VEHICLES * 2,130,744 1,709,616 2,130,744 0 2,130,744 0 1,709,616 1,709,616 2,130,744 0 0 31-Mar-24 31-Mar-24 Ongoing On Target On Target WORKPLACE CHARGERS 318,261 226,433 318,261 0 92,858 0 1,030 1,030 92,858 0 0 31-Mar-24 31-Mar-24 Ongoing On Target On Target FLEET DECARBONISATION 2,308,449 37,585 2,308,449 0 2,270,864 0 0 0 2,270,864 0 0 31-Mar-24 31-Mar-24 Ongoing On Target On Target Total Transport 4,757,454 1,973,635 4,757,454 0 4,494,466 0 1,710,646 1,710,646 4,494,466 0 0 0 Waste Services SHEWALTON LANDFILL 13,272,542 13,272,542 13,272,542 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete WASTE COLLECTION REVIEW 1,266,801 1,266,801 1,266,801 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete Total Waste Services 14,539,343 14,539,343 14,539,343 0 0 0 0 0 0 0 0 0 CAPITAL MONITORING 2023/24 Project Description TOTAL PROJECT 2023/24 BUDGETS COMPLETION DATES DELIVERY STATUS Comments 87
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PLACE MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2023/24 Year to Date Budget 2023/24 Actual Expenditure to 30 June 2023 Year to Date Variance 2023/24 Projected Expenditure to 31 March 2024 Actual Over/ (Under) Spend for 2023/24 True Over/ (Under) Spend Brought / Carry Forward to 2024/25 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical CAPITAL MONITORING 2023/24 Project Description TOTAL PROJECT 2023/24 BUDGETS COMPLETION DATES DELIVERY STATUS Comments Renewable Energy SOLAR PV RETROFIT EXTENSION 120,000 42,014 120,000 0 77,986 0 0 0 77,986 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target SOLAR PV INVESTMENT - NETHERMAINS 7,289,441 211,694 7,289,441 0 6,622,319 0 66,013 66,013 6,622,319 0 0 30-Apr-24 30-Apr-24 Work Ongoing On Target On Target SOLAR PV INVESTMENT - SHEWALTON 5,540,347 148,669 5,540,347 0 252,530 0 50,558 50,558 252,530 0 0 30-Oct-24 30-Oct-24 Work Ongoing On Target On Target NON DOMESTIC ENERGY EFFICIENCY PROGRAMME 1,000,000 899,585 1,000,000 0 63,589 0 (36,827) (36,827) 63,589 0 0 31-Mar-24 31-Mar-24 Work Ongoing On Target On Target NATURE RESTORATION FUND 711,000 0 711,000 0 711,000 0 0 0 711,000 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target ELECTRIC VEHICLES INFRASTRUCTURE 646,392 646,392 646,392 0 0 0 0 0 0 0 0 31-Mar-24 31-Mar-24 Various On Target On Target Total Renewable Energy 15,307,181 1,948,354 15,307,181 0 7,727,424 0 79,745 79,745 7,727,424 0 0 0 Office Accommodation PROPERTY LIFECYCLE INVESTMENT * 133,604 419 133,604 0 133,604 0 419 419 133,604 0 0 0 31-Mar-24 31-Mar-24 Mulitple projects On Target On Target PLI BEITH CEMETERY 69 69 69 0 69 0 69 69 69 0 0 Complete Complete Complete Complete Complete PLI TOWNEND CC 7,949 7,949 7,949 0 7,949 0 7,949 7,949 7,949 0 0 Complete Complete Complete Complete Complete PLI PORTLAND PLACE 27,967 17,267 27,967 0 27,967 0 17,267 17,267 27,967 0 0 0 30-Nov-23 30-Nov-23 Planning On Target On Target PLI WEST BYREHILL DEPOT 106,204 106,204 106,204 0 106,204 0 106,204 106,204 106,204 0 0 0 Complete Complete Complete Complete Complete PLI GOLDCRAIGS DEPOT 114,767 4,878 114,767 0 114,767 0 4,878 4,878 114,767 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target PLI BEITH PRIMARY SCHOOL 2,300 1,957 2,300 0 2,300 0 1,957 1,957 2,300 0 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target PLI BLACKLANDS PRIMARY SCHOOL 0 (4,080) 0 0 0 0 (4,080) (4,080) 0 0 0 Complete Complete Complete Complete Complete PLI CASTLEPARK PRIMARY SCHOOL 83,915 0 83,915 0 83,915 0 0 0 83,915 0 0 18-Aug-23 18-Aug-23 Planning On Target On Target PLI CUMBRAE PRIMARY 3,867 3,867 3,867 0 3,867 0 3,867 3,867 3,867 0 0 Complete Complete Complete Complete Complete PLI DALRY PRIMARY SCHOOL 68,314 0 68,314 0 68,314 0 0 0 0 (68,314) (68,314) 18-Aug-24 18-Aug-24 Planning On Target On Target PLI DREGHORN PRIMARY SCHOOL 71,453 2,633 71,453 0 71,453 0 2,633 2,633 71,453 0 0 31-Aug-23 31-Aug-23 Planning On Target On Target PLI PENNYBURN PRIMARY 178,419 520 178,419 0 178,419 0 520 520 178,419 0 0 31-Aug-23 31-Aug-23 Planning On Target On Target PLI PIRNMILL PRIMARY 0 6,142 0 0 0 0 6,142 6,142 0 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target PLI SKELMORLIE PRIMARY SCHOOL 73,980 2,178 73,980 0 73,980 0 2,178 2,178 73,980 0 0 30-Nov-23 30-Nov-23 Planning On Target On Target PLI ST BRIDGETS PRIMARY 855 124 855 0 855 0 124 124 855 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target PLI ST JOHN OGILVIE PRIMARY SCHOOL 6,744 6,744 6,744 0 6,744 0 6,744 6,744 6,744 0 0 Complete Complete Complete Complete Complete PLI AUCHENHARVIE ACADEMY* 374,081 173,833 374,081 0 374,081 0 173,833 173,833 374,081 0 0 31-Dec-23 31-Dec-23 Construction On Target On Target PLI IRVINE ROYAL ACADEMY* 12,000 12,000 12,000 0 12,000 0 12,000 12,000 12,000 0 0 Complete Complete Complete Complete Complete PLI KILWINNING ACADEMY 188,421 1,014 188,421 0 188,421 0 1,014 1,014 188,421 0 0 31-Oct-23 31-Oct-23 Planning On Target On Target PLI KYLE ROAD UNIT 34 4,067 0 4,067 0 4,067 0 0 0 4,067 0 0 31-Aug-23 31-Aug-23 Planning On Target On Target PLI ACHNAMARA CHILDREN'S UNIT 9,000 0 9,000 0 9,000 0 0 0 9,000 0 0 31-Aug-23 31-Aug-23 Planning On Target On Target PLI ANAM CARA 28,333 5,020 28,333 0 28,333 0 5,020 5,020 28,333 0 0 31-Oct-23 31-Oct-23 Planning On Target On Target PLI EGLINTON CASTLE 48,000 0 48,000 0 48,000 0 0 0 48,000 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target PLI THE PORTAL 56,611 0 56,611 0 56,611 0 0 0 56,611 0 0 Complete Complete Complete Complete Complete Total Office Accommodation 1,600,920 348,738 1,600,920 0 1,600,920 0 348,738 348,738 1,532,606 (68,314) 0 (68,314) Other Property INDUSTRIAL PORTFOLIO * 430,713 0 430,713 0 430,713 0 0 0 430,713 0 0 On Hold On Hold On Hold On Hold On Hold HOME 4,470,198 289,898 4,470,198 0 3,148,529 0 1,250 1,250 3,148,529 0 0 0 On Hold On Hold On Hold On Hold On Hold BUILD 284,086 47,749 284,086 0 237,837 0 1,500 1,500 1,500 (236,337) (236,337) 0 On Hold On Hold On Hold On Hold On Hold EMERGENCY CONTROL CTR 158,000 66,220 158,000 0 156,780 0 65,000 65,000 156,780 0 0 0 31-Mar-24 31-Mar-24 In development On Target On Target GOLDCRAIGS REFURBISHMENT 766,000 25,000 766,000 0 741,000 0 0 0 741,000 0 0 0 31-Mar-24 31-Mar-24 In development On Target On Target GALLOWGATE TOILETS 275,803 87,983 275,803 0 246,153 0 58,333 58,333 246,153 0 0 31-Jul-23 31-Jul-23 Planning On Target On Target WOODLANDS PRIMARY PLAYINGFIELD DRAINAGE 134,641 104,190 134,641 0 28,519 0 (1,932) (1,932) 28,519 0 0 Complete Complete Complete Complete Complete Total Property 6,519,441 621,040 6,519,441 0 4,989,531 0 124,151 124,151 4,753,194 (236,337) (236,337) 0 Other Housing CCTV REVIEW 350,000 0 350,000 0 350,000 0 0 0 350,000 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target 2-4 BOYLE STREET HOSTEL 120,000 0 120,000 0 31,025 0 (88,975) (88,975) 31,025 0 0 12-May-23 12-May-23 Construction On Target On Target Total Other Housing 470,000 0 470,000 0 381,025 0 (88,975) (88,975) 381,025 0 0 0 Regeneration TOWN CENTRE REGENERATION 1,201,659 1,002,714 1,201,659 0 205,691 0 6,745 6,745 205,691 0 0 30-Sep-23 30-Sep-23 Construction On Target On Target REPURPOSING PROPERTY GRANT FUND 348,665 23,845 348,665 0 347,985 0 23,165 23,165 347,985 0 0 30-May-25 30-May-25 In development On Target On Target STEVENSTON BEACH HUB 95,475 95,475 95,475 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete MILLPORT TOWN HALL REGENERATION 754,026 712,814 754,026 0 220,534 0 179,322 179,322 220,534 0 0 31-May-23 31-May-23 Construction On Target On Target MILLPORT TOWN HALL PHASE 2 433,520 61,696 433,520 0 433,520 0 61,696 61,696 433,520 0 0 31-May-23 31-May-23 Construction On Target On Target ISLANDS PIT STOPS 540,000 0 540,000 0 540,000 0 0 0 540,000 0 0 31-Mar-24 31-Mar-24 In development On Target On Target ISLAND INFRASTRUCTURE FUND 259,000 118,626 259,000 0 140,374 0 0 0 140,374 0 0 31-Mar-24 31-Mar-24 In development On Target On Target ISLANDS COST CRISIS FUND 17,000 0 17,000 0 17,000 0 0 0 17,000 0 0 31-Mar-24 31-Mar-24 In development On Target On Target PLACE BASED INVESTMENT PROGRAMME (PBIP) 1,041,035 279,275 1,041,035 0 1,010,258 0 248,498 248,498 1,010,258 0 0 31-Mar-26 31-Mar-26 In development On Target On Target UK SHARED PROSPERITY FUND (SPF) 300,744 0 300,744 0 300,744 0 0 0 300,744 0 0 31-Mar-25 31-Mar-25 In development On Target On Target PBIP 36 BANK STREET 169,999 89,528 169,999 0 86,827 0 6,356 6,356 86,827 0 0 31-Dec-25 31-Dec-25 In development On Target On Target PBIP GALT HOUSE 50,000 0 50,000 0 50,000 0 0 0 50,000 0 0 31-Mar-24 31-Mar-24 In development On Target On Target IRVINE HIGH STREET 2,837,316 2,720,001 2,837,316 0 115,961 0 (1,353) (1,353) 115,961 0 0 Complete Complete Complete Complete Complete DOCKHEAD STREET SALTCOATS 100,000 0 100,000 0 100,000 0 0 0 100,000 0 0 31-Mar-24 31-Mar-24 In development On Target On Target MILLPORT CARS 11,943 0 11,943 0 11,943 0 0 0 11,943 0 0 31-Mar-24 31-Mar-24 Construction On Target On Target MONTGOMERIE PARK MASTERPLAN 4,218,597 1,775,944 4,218,597 0 353,665 0 1,012 1,012 353,665 0 0 31-Mar-30 31-Mar-30 In development On Target On Target 88
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PLACE MILESTONE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2023/24 Year to Date Budget 2023/24 Actual Expenditure to 30 June 2023 Year to Date Variance 2023/24 Projected Expenditure to 31 March 2024 Actual Over/ (Under) Spend for 2023/24 True Over/ (Under) Spend Brought / Carry Forward to 2024/25 Original Target Revised Forecast Current Project Stage Delivery Status Financial Delivery Status Physical CAPITAL MONITORING 2023/24 Project Description TOTAL PROJECT 2023/24 BUDGETS COMPLETION DATES DELIVERY STATUS Comments LOCHSHORE, KILBIRNIE 2,061,138 1,771,188 2,061,138 0 419,358 0 129,409 129,409 419,358 0 0 31-May-25 31-May-25 In development On Target On Target LOCHSHORE GARNOCK HUB 4,195,999 4,023,247 4,195,999 0 112,229 0 (60,524) (60,524) 112,229 0 0 Complete Complete Complete Complete Complete VDLF - IRVINE KYLE ROAD SITE PREP* 1,421,110 1,421,110 1,421,110 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete VDLF - KYLE ROAD PHASE 2 1,798,066 143,495 1,798,066 0 1,657,226 0 2,655 2,655 1,657,226 0 0 31-Mar-24 31-Mar-24 In development On Target On Target VDLF - ANNICKBANK PH 3* 1,981,000 228,066 1,981,000 0 1,904,739 0 151,805 151,805 1,904,739 0 0 31-Mar-24 31-Mar-24 Tender On Target On Target VDLF - DEVELOPMENT WORK* 422,479 114,955 422,479 0 329,012 0 21,488 21,488 329,012 0 0 31-Mar-24 31-Mar-24 In development On Target On Target VDLF - MAIN ST KILBIRNIE* 53,000 53,000 53,000 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete VDLF - DALRY RD SALTCOATS* 2,905 2,905 2,905 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete VDLF - STRATEGY 28,555 0 28,555 0 28,555 0 0 0 28,555 0 0 30-Sep-23 30-Sep-23 In development On Target On Target VDLF - TREE PLANTING 50,000 2,400 50,000 0 47,600 0 0 0 47,600 0 0 31-Dec-23 31-Dec-23 In development On Target On Target VDLF - MINOR IMPROVEMENTS 10,000 10,000 10,000 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete MONTGOMERIE PARK NEIGHBOURHOOD CTR 175,000 0 175,000 0 175,000 0 0 0 175,000 0 0 31-Mar-24 31-Mar-24 In development On Target On Target VDLF STALLED SPACES FUND 125,000 0 125,000 0 125,000 0 0 0 125,000 0 0 31-Mar-24 31-Mar-24 In development On Target On Target QUARRY ROAD PHASE 2 5,209,497 5,204,719 5,209,497 0 4,778 0 0 0 4,778 0 0 Complete Complete Complete Complete Complete VDLF - GAS WORKS (DALRY)* 173,896 173,896 173,896 0 0 0 0 0 0 0 0 Complete Complete Complete Complete Complete CYCLING/WALKING/SAFER STREETS * 1,311,610 819,545 1,311,610 0 1,311,610 0 26,449 26,449 1,311,610 0 0 31-Mar-24 31-Mar-24 Various On Target On Target ACCESS PATH NETWORK PROGRAMME * 669,667 669,667 669,667 0 669,667 0 1,262 1,262 669,667 0 0 31-Mar-24 31-Mar-24 Various On Target On Target FAIRLIE COASTAL PATH 500,000 500,000 500,000 0 500,000 0 0 0 500,000 0 0 31-Dec-23 31-Dec-23 In development On Target On Target IRVINE CYCLE FRIENDLY TOWN 50,000 466,198 50,000 0 50,000 0 0 0 50,000 0 0 31-Mar-24 31-Mar-24 Various On Target On Target BRODICK TO CORRIE CYCLE PATH 80,000 60,199 80,000 0 80,000 0 0 0 80,000 0 0 31-Mar-24 31-Mar-24 Design On Target On Target ARDROSSAN PROMENADE 788,000 0 788,000 0 788,000 0 0 0 788,000 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target BUS CORRIDOR IMPROVEMENTS 289,041 189,041 289,041 0 100,000 0 0 0 100,000 0 0 31-Mar-24 31-Mar-24 Various On Target On Target CUMBRAE FERRY & BUS STOP 489,547 140,253 489,547 0 350,000 0 706 706 350,000 0 0 31-Mar-24 31-Mar-24 Design On Target On Target B714 ACTIVE TRAVEL IMPROVEMENTS 500,000 100,000 500,000 0 400,000 0 0 0 400,000 0 0 31-Mar-24 31-Mar-24 Design On Target On Target B777 CORRIDOR IMPROVEMENTS 38,400 10,592 38,400 0 33,600 0 5,792 5,792 33,600 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target SALTCOATS OLD CAL RAILWAY PH1 268,588 55,075 268,588 0 213,513 0 0 0 213,513 0 0 26-Jun-23 26-Jun-23 Planning On Target On Target SALTCOATS OLD CAL RAILWAY PH2 31,888 0 31,888 0 31,888 0 0 0 31,888 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target Total Regeneration 35,103,365 23,039,468 35,103,365 0 13,266,277 0 804,481 804,481 13,266,277 0 0 0 Ayrshire Growth Deal AGD - I3 DPMC PHASE 1 1,000,000 5,449 1,000,000 0 600,000 0 0 0 400,000 (200,000) (200,000) 31-Mar-26 31-Mar-26 Design On Target On Target AGD - I3 DPMC PHASE 2 4,999,999 248,651 4,999,999 0 210,554 0 9,235 9,235 200,000 (10,554) (10,554) 31-Mar-26 31-Mar-26 Design On Target On Target AGD - I3 FLEXIBLE BUSINESS SPACE PHASE 1 15,617,569 610,750 15,617,569 0 3,671,828 0 65,327 65,327 2,339,000 (1,332,828) (1,332,828) 31-Oct-24 31-Oct-24 Multiple Projects On Target On Target AGD - I3 FLEXIBLE BUSINESS SPACE PHASE 2 100,000 0 100,000 0 100,000 0 0 0 100,000 0 0 31-Mar-28 31-Mar-28 Multiple Projects On Target On Target AGD - HUNTERSTON - CENTRE OF LOW CARBON ENERGY & CIRCULAR 18,040,001 234,562 18,040,001 0 353,892 0 2,335 2,335 200,000 (153,892) (153,892) 31-Mar-30 31-Mar-30 Multiple Projects On Target On Target AGD - GREAT HARBOUR 14,187,576 635,194 14,187,576 0 646,013 0 37,105 37,105 503,000 (143,013) (143,013) 31-Mar-28 31-Mar-28 Multiple Projects On Target On Target AGD - IMSE 10,500,000 137,404 10,500,000 0 142,747 0 3,891 3,891 100,000 (42,747) (42,747) 31-Mar-30 31-Mar-30 Design On Target On Target AGD - MARINE TOURISM ARDROSSAN 7,500,000 335,474 7,500,000 0 463,683 0 778 778 450,000 (13,683) (13,683) 31-Mar-26 31-Mar-26 Design On Target On Target AGD - MARINE TOURISM ARRAN 2,025,577 66,203 2,025,577 0 40,482 0 5,719 5,719 30,000 (10,482) (10,482) 31-Mar-29 31-Mar-29 Design On Target On Target AGD - MARINE TOURISM CUMBRAE 2,025,577 75,870 2,025,577 0 60,648 0 7,691 7,691 50,000 (10,648) (10,648) 31-Mar-29 31-Mar-29 Design On Target On Target Total Ayrshire Growth Deal 75,996,300 2,349,558 75,996,300 0 6,289,847 0 132,082 132,082 4,372,000 (1,917,847) 0 (1,917,847) Growth & Investment ARDROSSAN HARBOUR INTERCHANGE 4,127,112 472,478 4,127,112 0 84,257 0 17,026 17,026 128,000 43,743 43,743 1st Qtr 2026 1st Qtr 2026 Design On Target On Target IRVINE ENTERPRISE AREA 10,746,072 0 10,746,072 0 0 0 0 0 0 0 0 Ongoing Ongoing Multiple Projects On Target On Target LOW CARBON HUB 1,430,017 112,005 1,430,017 0 1,318,012 0 0 0 1,318,012 0 0 30-Sep-24 30-Sep-24 Multiple Projects On Target On Target ARDROSSAN NORTH SHORE 41,532,859 2,898,951 41,532,859 0 26,092,051 0 65,185 65,185 26,092,051 0 0 27-May-24 27-May-24 Tender On Target On Target VDLF - HARBOUR MASTERS OFFICE 157,500 20,933 157,500 0 136,567 0 0 0 136,567 0 0 31-Mar-24 31-Mar-24 Design On Target On Target VDLF - I3 IRVINE ENTERPRISE 279,411 257,020 279,411 0 22,391 0 0 0 22,391 0 0 31-Mar-24 31-Mar-24 Design On Target On Target Other Growth & Investment 58,272,971 3,761,387 58,272,971 0 27,653,278 0 82,211 82,211 27,697,021 43,743 0 43,743 Total Economic Development & Regeneration 169,372,636 29,150,413 169,372,636 0 47,209,402 0 1,018,773 1,018,773 45,335,298 (1,874,104) 0 (1,874,104) Completed Projects BIOMASS RETROFIT PROGRAMME 3,378,163 3,377,163 3,378,163 0 0 0 (1,000) (1,000) 0 0 0 Complete Complete Complete Complete Complete QUARRY ROAD PHASE 1 2,977,098 2,898,460 2,977,098 0 40,595 0 (38,043) (38,043) 40,595 0 0 Complete Complete Defects Period Complete Complete ARDROSSAN HOSTEL 0 0 2,086 2,086 0 0 0 Complete Complete Complete Complete Complete Total Completed Projects 6,355,261 6,275,623 6,355,261 0 40,595 0 (36,958) (36,958) 40,595 0 0 0 Total Place 334,758,940 89,905,123 334,758,940 0 109,015,216 0 8,622,201 8,622,201 107,116,349 (1,898,867) (236,337) (1,662,530) 89
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OTHER BUDGETS AE Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2023/24 Year to Date Budget 2023/24 Actual Expenditure to 30 June 2023 Year to Date Variance 2023/24 Projected Expenditure to 31 March 2024 Over/ (Under) Spend for 23/24 £ £ £ £ £ £ £ £ £ £ FLEXIBILITY / IMPROVEMENT FUND 10,103,666 0 8,873,616 (1,230,050) 3,003,666 0 0 0 1,773,616 (1,230,050) CORE INFRASTRUCTURE INVESTMENT 351,000 0 351,000 0 351,000 0 0 0 351,000 0 Total Other Budgets 10,103,666 0 8,873,616 (1,230,050) 3,354,666 0 0 0 2,124,616 (1,230,050) 2023/24 BUDGETS CommentsProject Description TOTAL PROJECT 90
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APPENDIX 2 TOTAL PROJECT Project Description Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2023/24 Actual Expenditure to 31 June 2023 Projected Expenditure to 31st March 2024 Virement Request Carry /Brought Forward to /From 2024/25 True Over/ (Under) Spend Delivery Status Financial Delivery Status Physical Narrative £ £ £ £ £ £ £ £ £ EXPENDITURE Council House Building Afton Court 1,335,654 1,088,468 1,335,654 0 681,987 434,801 681,987 0 0 On Target On Target Project on-site, due to complete July 2023. Ayrshire Central Site 50,373,322 2,611,059 50,373,322 0 35,270,992 52,408 600,000 (34,670,992) On Target Significantly off target Project due to commence on site February 2024. Project start date delayed to allow an energy options appraisal to be carried out to inform the heating strategy for the site. Following confirmation of the strategy, further design work was required for the site and internal layouts of the properties. Due to the size of the development a second public consultation event was also required. Bourtreehill Village 9,924,743 65,865 9,924,743 0 3,944,138 0 50,000 (3,894,138) On Target Significantly off target First draft plans consultation event took place 28 June 2023. Due to commence on-site October 2024. Brathwic Terrace 6,674,074 6,522,518 6,674,074 0 26,403 (91,173) 151,556 125,153 On Target Complete Complete - reported underspend in 22/23 offset by overspend in 23/24 Caley Court 3,131,066 2,808,436 3,131,066 0 322,630 1,863 322,630 0 On Target Complete Complete Corsehillhead 2,027,810 212,599 2,027,810 0 1,815,211 0 350,000 (1,465,211) On Target Significantly off target Project due to commence on site November 2023. Dalrymple Place 5,838,627 5,820,488 5,838,627 (0) 1,473 (82,125) 18,139 16,666 On Target Complete Complete - reported underspend in 22/23 offset by overspend in 23/24 Flatt Road 19,934,544 19,620,843 19,934,544 0 302,327 (11,374) 302,327 0 On Target Complete Complete Friars Lawn 2,199,628 1,968,980 2,199,628 0 230,648 0 231,468 820 On Target Complete Complete Fullarton Street (High Flats) 14,481,290 25,935 14,481,290 0 7,436,946 0 100,000 (7,336,946) On Target Significantly off target Demolition project completion deferred to November 2023. New build project due to commence on site July 2024. Garnock Academy Site 12,092,889 602,453 12,092,889 0 11,093,276 7,468 3,500,000 (7,593,276) On Target Significantly off target Project due to commence on site October 2023. Project start date delayed by one year to allow an energy options appraisal to be carried out to inform the heating strategy for the site. Additional design work was required following this decision. Tender due to be returned July 2023. Garrier Court 2,335,551 2,382,239 2,382,239 46,688 0 (0) 0 0 On Target Complete Complete Glebe Place 1,894,952 0 1,894,952 0 1,659,897 0 0 (1,659,897) On Target On Target Project deferred to 2026/27 following refurbishment of the block for Ukraines funded by the Scottish Government. Harbourside 14,622,742 14,068,220 14,622,742 0 854,503 299,981 939,356 84,853 On Target Complete Complete James McFarlane Site 4,784,118 376,551 4,784,118 0 4,407,567 0 500,000 (3,907,567) On Target Significantly off target Project due to commence on site November 2023. James Reid Site 11,896,026 862,603 11,896,026 0 11,033,423 0 2,000,000 (9,033,423) On Target Significantly off target Project due to commence on site November 2023. Project start date delayed by one year to allow an energy options appraisal to be carried out to inform the heating strategy for the site. Additional design work was required following this decision. Kings Arms (113-115 High Street) 2,169,980 307,149 2,169,980 0 1,863,106 275 932,000 (931,106) On Target Significantly off target Project due to commence on site September 2023. Laburnum Ave/Newhouse Dr (Regen 1a&b) 3,274,506 95 3,274,506 0 3,274,411 0 400,000 (2,874,411) On Target Significantly off target Project due to commence on site January 2024. Largs Police Station 2,769,301 2,111,027 2,769,301 0 1,038,675 380,401 1,038,673 (2) On Target On Target Project on-site due to complete August 2023 Montgomerie Park (Both Phases) 46,166,866 4,679,142 46,166,866 0 27,666,119 0 1,500,000 (26,166,119) On Target Significantly off target Project due to commence on site February 2024. Project start date delayed to allow an energy options appraisal to be carried out to inform the heating strategy for the site. Following confirmation of the strategy, further design work was required for the site and internal layouts of the properties. Due to the size of the development a second public consultation event was also required. Regeneration Project 1d 9,965,851 2,750 9,965,851 0 4,779,553 0 0 (4,779,553) On Target Significantly off target Pre Site Regeneration Project 1e 1,658,083 0 1,658,083 0 1,097,853 0 0 (1,097,853) On Target Significantly off target Project due to commence on site June 2024. Springvale 2,852,016 2,743,995 2,852,016 0 0 (2,000) 108,021 108,021 On Target Complete Complete - reported underspend in 22/23 offset by overspend in 23/24 Stanecastle Site 7,768,147 604,509 7,768,147 0 6,843,473 0 750,000 (6,093,473) On Target Significantly off target Project due to commence on site November 2023. Project start date delayed by one year to allow an energy options appraisal to be carried out to inform the heating strategy for the site. Additional design work was required following this decision. St Beya Gardens 3,691,052 3,689,346 3,691,052 0 0 0 1,706 1,706 On Target Complete Complete St Colm's Largs 4,907,987 4,808,504 4,907,987 0 0 (65,376) 12,685 12,685 On Target Complete Complete St Michael's Wynd 13,996,769 14,097,801 13,996,769 (0) 0 (188,682) (101,032) 0 (101,032) On Target Complete Complete - in year credit expected from Scottish Water. Towerlands Primary School 8,579,943 8,461,992 8,579,943 0 3,673 (108,673) 9,279 5,606 On Target Complete Complete Unallocated Regeneration Block 8,304,876 0 8,304,876 0 478,702 0 479,000 298 On Target On Target Nelson Street Regeneration 622,116 0 622,116 0 622,116 0 50,000 (572,116) On Target Significantly off target Pre Site Acquisition Of Land & Buildin 0 (292) 0 0 0 (292) 0 0 On Target On Target House Building - General 1,547,765 0 1,547,765 0 1,547,765 0 1,547,765 0 On Target On Target Acquisition Houses-Open Market 587,980 38,666 254,752 (333,228) 587,980 38,666 254,752 (333,228) 0 On Target On Target Dickson Drive Phase 2 0 0 0 0 0 0 0 0 On Target On Target Harbour Street 0 0 0 0 0 0 0 0 On Target On Target Refurb - Connell Court 0 (30,395) 0 0 0 (30,395) 0 0 On Target On Target Complete Kinnear Road 2,118 0 2,118 0 2,118 0 2,118 0 On Target Complete Complete Contingency 11,000,624 0 11,000,624 0 11,000,624 0 11,000,624 0 On Target On Target Internal Management Charges 1,757,259 235,101 1,757,259 0 1,757,259 235,101 1,757,259 0 On Target On Target SUB TOTAL 293,413,016 100,551,545 293,126,475 (286,541) 141,644,848 870,875 29,490,313 (333,228) (111,970,115) 148,808 HRA Capital Statement 2324 Period 2 CURRENT YEAR 2023/24 DELIVERY STATUS 91
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APPENDIX 2 TOTAL PROJECT Project Description Total Project Budget Cumulative Expenditure to date Total Project Forecast Projected Over/ (Under) Spend Total Revised Budget 2023/24 Actual Expenditure to 31 June 2023 Projected Expenditure to 31st March 2024 Virement Request Carry /Brought Forward to /From 2024/25 True Over/ (Under) Spend Delivery Status Financial Delivery Status Physical Narrative £ £ £ £ £ £ £ £ £ HRA Capital Statement 2324 Period 2 CURRENT YEAR 2023/24 DELIVERY STATUS Improvements to existing stock Bathrooms 426,386 0 426,386 0 426,386 0 426,386 0 On Target On Target Bathrooms - Void 770,876 46,561 770,876 0 770,876 46,561 770,876 0 On Target On Target Wet Room - Planned 150,025 0 150,025 0 150,025 0 150,025 0 On Target On Target Wet Room - Void 341,561 7,211 341,561 0 341,561 7,211 341,561 0 On Target On Target Electrical Rewiring 969,075 43,665 969,075 0 969,075 43,665 741,075 (228,000) On Target On Target Anticipated slippage of 76 units due to no access. Tender for new contract due in September. Heating 2,924,745 249,347 2,372,885 (551,860) 2,924,745 249,347 2,372,885 0 (551,860) On Target On Target Additional 32 units completed but scope of works reduced resulting in an anticipated underspend. Tender for new contract due in September. Kitchens 2,646,010 40,005 2,526,347 (119,663) 2,646,010 40,005 1,581,530 (119,663) (944,817) On Target On Target Carry forward from 22/23 to be re-profiled to future years. Kitchens - Void 1,085,091 101,528 1,204,754 119,663 1,085,091 101,528 1,204,754 119,663 0 On Target On Target Roofing 878,404 25,661 1,105,661 227,257 878,404 25,661 1,105,661 227,257 0 On Target On Target Wallfloor rendering 1,006,924 454,216 1,090,726 83,802 1,006,924 454,216 1,090,726 83,802 0 On Target On Target Projected overspend of £84k to be met from underspend in Smoke Detection programme EWI 2,321,052 0 2,369,236 48,184 2,321,052 2,369,236 48,184 0 Projected overspend of £48k to be met from underspend in Smoke Detection programme Window Replacement 541,903 54,368 541,903 0 541,903 54,368 541,903 0 On Target On Target Saltcoats MSF Investment 947,986 204,795 1,281,214 333,228 947,986 204,795 1,281,214 333,228 0 On Target On Target Projected expenditure includes buy-back houses, budget virement requested. Smoke Detector Programme 1,467,917 70,817 1,070,902 (397,015) 1,467,917 70,817 250,000 (397,015) (820,902) On Target On Target Carry forward of £821k to be reprofiled over future years. £397k of underspend vired to meet in year pressures in other budget lines. Energy Efficiency 1,846,610 0 1,552,610 (294,000) 1,846,610 0 1,552,610 (294,000) 0 On Target On Target Budget virement of £294k to support sustainability works within sheltered housing units. Solar Panels 5,012,228 0 5,050,000 37,772 5,012,228 0 5,050,000 37,772 0 On Target On Target Current projected overspend of £38k to be met from underspend in Smoke Detection programme. SUB TOTAL 23,336,793 1,298,174 22,824,161 (512,632) 23,336,793 1,298,174 20,830,442 39,228 (1,993,719) (551,860) Other Capital works Estate Based Regeneration 2,093,064 (103,733) 2,093,064 0 2,093,064 (103,733) 2,093,064 0 On Target On Target Lift Replacement 454,425 0 454,425 0 454,425 0 100,000 (354,425) On Target On Target Slippage on programme . Works now expected to commence Dec/Jan Sheltered Housing Units 12,407,531 19,482 12,701,531 294,000 12,407,531 19,482 4,146,664 294,000 (8,554,867) On Target On Target Significant slippage on a multi year sheltered housing project. A reprofiling exercise over the medium term is to be carried out. High Flats Demolition 2,368,970 247,100 2,368,970 0 2,368,970 247,100 2,368,970 0 On Target On Target Completion anticipated November 2023 Health and Safety Works 207,000 0 0 (207,000) 207,000 0 0 0 (207,000) On Target On Target Carried forward from 2022/23. Not required for 2023/24. Parkhall & Kirkhall Asbestos 17,358 0 0 (17,358) 17,358 0 0 0 (17,358) On Target On Target Carried forward from 2022/23. Not required for 2023/24. Major Improvements 6,000 0 0 (6,000) 6,000 0 0 0 (6,000) On Target On Target Carried forward from 2022/23. Not required for 2023/24. Newhouse Drive (Regen 1b) 5,000 0 0 (5,000) 5,000 0 0 0 (5,000) On Target On Target Carried forward from 2022/23. Not required for 2023/24. Maress House Refurb (12,540) 0 (12,540) 0 (12,540) 0 (12,540) 0 On Target On Target SUB TOTAL 17,546,808 162,849 17,605,450 58,642 17,546,808 162,849 8,696,158 294,000 (8,909,292) (235,358) Total Expenditure 310,959,824 100,714,393 310,731,925 (227,899) 182,528,449 2,331,898 59,016,913 0 (122,873,126) (638,410) Income Affordable Housing Contributn (2,444,930) (2,444,930) CFCR (5,151,045) (5,151,045) Capital Grants (44,979,389) (14,993,130) 29,986,259 Prudential Borrowing (125,888,418) (32,363,141) 92,886,867 638,410 Council HB fund contribution (4,064,667) (4,064,667) SUB TOTAL (182,528,449) 0 (59,016,913) 122,873,126 638,410 Total Project Expenditure 310,959,824 100,714,393 310,731,925 (227,899) 182,528,449 2,331,898 59,016,913 (122,873,126) (638,410) Total Project Income (182,528,449) 0 (59,016,913) 122,873,126 638,410 Total Net Expenditure 0 2,331,898 0 0 0 On Target (+0.5% of budget) On Target (up to 5% delay of original timescales) Slightly off target (+ 0.5% to 2% of budget, or £0.125m, whichever is less) Slightly off target (+ 5% to 10% of original timescales) Significantly off target (+2% or more of budget, or £0.500m, whichever is less) Significantly off target (+10% or more of original timescales) The following classifications have been used to highlight financial performance against budget 92
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Appendix 3 Treasury Management Performance to 30 June 2023 Capital Expenditure for both the General Fund and HRA vary from original estimates due to changes in the profile of projects. Full details of all movements in the capital expenditure budgets are included in this report. The reduction to the Capital Financing Requirement reflects the change in profile of the capital programme. Capital expenditure impacts on the revenue budget through financing charges so it is essential the Council ensures the financing costs remain affordable and do not constitute an excessive proportion of the revenue resources available. From a General Fund perspective, the latest Scottish Local Authority average was 5.5%, thereby demonstrating a prudent borrowing policy. For the HRA, the Scottish average was 22.7%. The level of loan charges is deemed prudent and affordable within the framework of the 30 year Housing business plan. 2023/24 2023/24 2023/24 Original Estimate P3 Projection Movement £m £m £m General Services Capital expenditure 115.931 107.016 (8.915) Funded by: Borrowing 68.292 52.195 (16.097) Receipts / Grants 47.639 54.521 6.882 Funded from Revenue - 0.300 0.300 Funded from Reserves - - - Total 115.931 107.016 (8.915) HRA Capital expenditure 172.316 59.017 (113.299) Funded by: Borrowing 115.676 32.363 (83.313) Receipts / Grants 44.979 14.993 (29.986) Funded from Revenue 5.151 5.151 - Funded from Reserves 6.510 6.510 - Total 172.316 59.017 (113.299) Estimates of Capital Expenditure and Income 2023/24 2023/24 2023/24 Original Estimate P3 Projection Movement £m £m £m General Services 355.611 358.275 2.664 HRA 284.275 190.569 (93.706) Sub-total 639.886 548.844 (91.042) Less PPP/NPD long-term liability (87.732) (87.732) - Loans Capital Financing Requirement (CFR) 552.154 461.112 (91.042) Capital Financing Requirement (CFR) 2023/24 2023/24 Original Estimate P3 Projection % % General Services 3.4% 2.8% HRA 27.8% 21.4% Proportion of financing costs to net revenue stream 93
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The Council is currently under-borrowed by £89.000m due to the continuing strategy to delay long- term external borrowing by utilising internal cash balances. Liability Benchmark The liability benchmark is an important tool to help establish whether the Council is likely to be a long-term borrower or long-term investor in the future, and so shape its strategic focus and decision making. The Liability benchmark graph above is used to inform the Council’s borrowing strategy. The shaded grey area shows the Councils current debt and the gap between this and the Liability benchmark line is how much more borrowing the Council likely needs to undertake to support its current capital plans once taking into account its balance sheet resources including the net debtor / creditor and useable reserves. The above graph indicates that long term borrowing for the period of around 20 years would be most appropriate to meet the Councils borrowing needs and mitigate against interest rate risk. 2023/24 2023/24 2023/24 Original Estimate P3 Projection Movement £m £m £m Gross Debt at 31 March 490.154 372.112 (118.042) CFR 552.154 461.112 (91.042) (Under)/Over Borrowed Position (62.000) (89.000) (27.000) Current Portfolio Position (excluding PPP/NPD) 0 200 400 600 800 1,000 2023 2027 2031 2035 2039 2043 2047 2051 2055 2059 2063 2067 2071 £m Liability Benchmark - North Ayrshire Fixed rate loans LOBO loans 2023/24 2023/24 2023/24 Original Estimate £m P3 Projection £m Movement £m Loans CFR 552.154 461.112 (91.042) Less Balance sheet resources (78.200) (155.300) (77.100) Net loans requirement 473.954 305.812 (168.142) Liquidity allowance 10.000 10.000 - Liability Benchmark 483.954 315.812 (168.142) Liability Benchmark 94
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The maturity structure of the debt portfolio at 30 June 2023 is shown below and shows the period when the Council is required to repay and/or refinance debt. It is important to ensure a reasonable spread of debt to mitigate against high exposure levels in respect of refinancing. The current profile ensures this: The overall reduction in debt is a result of maturing debt which has not currently required to be replaced to slippage in the capital programme and the use of interna funds in line with the Council’s strategy. 31-Mar-23 31-Jun-23 Maturity Profile of Borrowing (Indicator 10) Actual Actual Movement £m £m £m Under 12 months 43.481 41.949 (1.532) 12 months and within 24 months 2.950 2.950 - 24 months and within 5 years 6.207 9.907 3.700 5 years and within 10 years 21.639 24.439 2.800 10 years and within 20 years 33.177 26.177 (7.000) 20 years and within 30 years 6.225 6.225 - 30 years and within 40 years 106.887 106.887 - 40 years and within 50 years 15.000 15.000 - 50 years and above 10.000 10.000 - Total Borrowing 245.566 243.534 (2.032) 95
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NORTH AYRSHIRE COUNCIL 29 August 2023 Cabinet Title: Health and Safety Annual Report 2022/23 Purpose: To provide Cabinet with an update report on the Health and Safety performance within Council Services during 2022/23. Recommendation: That the Cabinet notes the Annual Health & Safety Performance update for 2022/23 and the statistics covering a 3-year period. 1. Executive Summary 1.1 Health and Safety cuts across every Service within the Council. North Ayrshire Council has a legal duty of care to protect the health, safety and welfare of its employees and others who are affected by its business. Corporate Health and Safety operates in partnership with all Services and external partners to provide advice, guidance and support to improve the health and safety culture and reduce the risk of injury and ill-health incidents. 1.2 The Corporate Health and Safety team issues and keeps under review a range of guidance documents to reflect organisational change and new updated working practices. 1.3 With reference to the Corporate Health & Safety Annual Report at Appendix 1, information is provided which illustrates the incident trends within the Council. The report includes important information regarding the three years of statistics; and recognising that 2020/21 is a stand-alone year due to the COVID 19 pandemic and should not be used for meaningful trend analysis. 1.4 The Corporate Health and Safety team has been particularly active during 2022/23 in supporting Council Services to return to normal working following the effects of the COVID 19 pandemic. 2. Background 2.1 The Health and Safety at Work Act places a Duty of Care on employers towards employees while they are at work. To meet its Duty of Care, it is essential that the Council works pro-actively to provide safe systems of work risk assessments and training, as well as monitoring health and safety performance. 2.2 The Corporate Health and Safety Annual Report, which is attached at Appendix 1 to this report, is a key part of the monitoring and reporting process to Senior Management and Elected Members. Agenda Item 8 97
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2.3 The Annual Report outlines in detail the following: • Developments during 2022/23 • Corporate Health and Safety Training • Incident Statistics and monitoring • Planned Improvements for 2023/24. Developments 2.4 Much of the focus of the team during 2022/23 related to supporting Council Services to return to normal working following the COVID pandemic. 2.5 There was a continued focus on working from home during the pandemic and then the subsequent return to work and engaging in the new hybrid way of working. This initially posed challenges regarding first aid cover and fire warden cover due to the possibility of employees who cover these roles working from home and not in the office, however solutions were put in place to address those issues. 2.6 The Corporate Health, Safety and Wellbeing Policy communicates the Council’s commitment, direction and priority of protecting employees' health, safety and wellbeing within the workplace. The policy was updated in January 2023 and the Policy Statement of Intent was approved by the Chief Executive. 2.7 The Council has an on-going Duty of Care regarding elected members, and the Personal Safety for Elected Members Guidance was updated in April 2022 and issued out to all members. Training 2.6 The suspension of face to face training due to the COVID pandemic continued into 2022, however, from January 2023 we have gradually re-introduced face to face training commencing with Risk Assessment. It is planned to introduce the IOSH courses at the beginning of 2023/24. Incident Monitoring 2.7 Monitoring the Council’s performance of health and safety requires statistics to be analysed to identify appropriate actions. The monitoring is undertaken by Elected Members, Chief Officers, Senior Management and Trade Unions. 2.8 To support effective Health and Safety monitoring, each Directorate holds a Health and Safety Planning Group meeting, normally chaired by a Chief Officer on a quarterly basis. The purpose of these meetings is to review, discuss and plan operational Health and Safety Performance, actions and improvements. 2.9 Furthermore, on a quarterly basis, the Corporate Health and Safety team reports on directorate performance statistics, health and safety projects and performance to the Corporate Health and Safety Group chaired by the Leader of the Council and attended by senior health and safety representatives from all Services and Trade Unions. 2.10 Section 4 of the annual report provides a detailed statistical review across a three-year period, however, 2020/21 should not be used for meaningful comparison or trend analysis as the Covid-19 pandemic had an effect on the health and safety 98
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performance for that particular year. The data shows that there has been a total of 1567 incidents for this year which is up by 59 compared to last year. 2.11 With regard to the more serious incidents which are reported under the RIDDOR (Reporting of Incidents and Dangerous Occurrences Regulations), there were 25 incidents this year compared to 25 incidents last year. 2.12 The type of incident returning the highest numbers is aggression and violence within education settings. The number of recorded incidents of aggression and violence in ASN schools was proportionally higher than in other education settings. A very high percentage of these were identified as “without intent.” This was in line with expectations within the new reporting mechanisms and relates to specific additional support needs, including medical conditions. 2.13 A working group, including trade unions and corporate health and safety, is being set up to look at ways of reducing the incidence of aggression and violence incidents, with a relationship-based approach as the focus for improvement. The working group will consider report into the Corporate Health & Safety Group on a quarterly basis. Planned Improvements 2.14 Plans are in place to deliver further improvements to the Health and Safety framework during 2023/24 – these include: • Implement the new Evotix Assure Incident Reporting System • Develop guidance for the new Evotix Assure System • Review and cascade new or amended Health and Safety Policies/Guidance • Procure supplier for Lone Working Devices • Procure new COSHH Assessment System; and • Increase delivery of health and safety training for all Services. 3. Proposals 3.1 It is proposed that the Cabinet notes the Annual Health & Safety report for 2022/23 and the statistics covering a 3-year period. Also, that Cabinet notes in 2020/21, COVID 19 was still having an effect on Council Services and this was reflected in health & safety data. 4. Implications/Socio-economic Duty Financial 4.1 None. Human Resources 4.2 Supporting health, safety and wellbeing for Council employees, customers and service users. 99
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Legal 4.3 Ensuring that the Council meets its Duty of Care and complies with Health and Safety legislation. Failure to do so may result in prosecutions or financial penalties. Equality/Socio-economic 4.4 None. Climate Change and Carbon 4.5 None. Key Priorities 4.6 A robust Health and Safety culture supports the delivery of the key priorities in the Council Plan 2023-2028. Community Wealth Building 4.7 None. 5. Consultation 5.1 The Corporate Health and Safety Team consults regularly on Health and Safety with Elected Members, employees and Trade Unions. The subject matter within this report has been shared at directorate planning groups and at the Corporate Health and Safety group. Mark Boyd Head of Service (Finance) For further information please contact James Walls, Team Manager (Health & Safety), on 07920845048. Background Papers None. 100
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CORPORATE HEALTH AND SAFETY ANNUAL REPORT 2022/23 & 3 Year Statistical Comparison (2020/21 – 2021/22 – 2022/23) Version: 1.0 Date: August 2023 Author: James Walls Classification: Public 101
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10/08/2023 Page 2 of 14 [PUBLIC] CORPORATE HEALTH AND SAFETY ANNUAL REPORT 2022/2023 1 Background 1.1 The Health and Safety at Work Act places significant requirements on employers to ensure a Duty of Care to employees while at work. To meet its Duty of Care, it is essential that the Council provides safe systems of work, carries out risk assessments and monitors health and safety performance in relation to its services, employees and service users. Monitoring the Council’s performance of health and safety requires statistics to be gathered and analysed, to identify appropriate action. The monitoring is undertaken by Elected Members, Chief Officers, Senior Management, Employees and Trade Unions. 1.2 To support effective Health and Safety monitoring, each directorate holds a Health and Safety Planning Group meeting, normally chaired by a Chief Officer on a quarterly basis. The purpose of these meetings is to review, discuss and plan operational Health and Safety performance, actions and incident statistics. 1.3 On a quarterly basis, the Corporate Health and Safety team reports on combined directorate statistics, health and safety projects and performance to the Corporate Health and Safety Group chaired by the Leader of the Council and attended by senior health and safety representatives from all Council Services and also Trade Unions. 1.4 The Corporate Health and Safety Team comprises four Health and Safety Advisers, and the Health and Safety Manager, who provide professional advice, guidance and support to Council Services, including the Health and Social Care Partnership. 1.5 The Corporate Health and Safety Team continues to promote the theme of “Safety in Mind”. The overarching aim of this theme is to raise the profile and understanding of Health and Safety in the workplace and to keep health and safety at the forefront of all our employees' minds on a day-to-day basis. 2 Developments during 2022/23 2.1 The sections below include the areas where the Corporate Health and Safety Team has supported all Services. Reviews of Policies and Guidance 2.2 To ensure all Employees have access to current health and safety information and advice, all policies and guides have been published on the Council Intranet Site Connects. 2.3 The Corporate Health, Safety and Wellbeing Policy communicates the Council’s commitment, direction and priority of protecting employees' health, safety and wellbeing within the workplace. The policy provides clarity and definition of workplace responsibilities at each level within the Council and was developed in partnership with Chief Officers, Employees and Trade Unions. The policy was updated in January 2023 and the Policy Statement of Intent was signed by the Chief Executive. 102
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10/08/2023 Page 3 of 14 [PUBLIC] 2.4 The following documents have been Developed/Updated since the last Cabinet report: • Corporate Health, Safety & Wellbeing Policy • Infection Guidance • Personal Safety Elected Members Guidance • New & Expectant Mothers • Corporate Health & Safety Group Meeting Guidance 2.5 The following documents have been under review and will be updated in 2023/24: • Fire Guidance • CRID (Corporate Risk Indicator Database) Guidance • 6 Monthly Inspection Guidance • 6 Monthly Inspection Form • Lone Working Guidance • New Health & Safety Reporting System Guidance. Health and Safety Audits 2.6 Corporate Health & Safety along with the Service Support Officer for H&SCP have carried out a number of visits to premises, with a total of 17 being audited on Fire Management and First Aid Management. Premises responsible managers were very appreciative of the help and advice given. HSE Visits 2.7 In 2022/23 we received one visit from the Health & Safety Executive which was carried out at the Bartonholm Waste Transfer Site in January 2023. The inspector issued NAC with 3 Prohibition Notices and an action plan was developed to implement corrective measures. The actions have all been completed. 3 Corporate Health and Safety Training 3.1 During 2020/21 and 2021/22 all face-to-face training was suspended due to the COVID-19 lockdown. 3.2 The Corporate Health and Safety Team recognised that additional training was required especially regarding risk assessment. Towards the middle of the pandemic we started on the development of a virtual risk assessment course which was available in May 2021. This continued through 2022 and it is only at the end of 2022/23 where we have re-introduced face to face training which commenced with Risk Assessment Training. 3.3 The plan going forward for 2023/24 is to get the IOSH Managing Safely Course back up and running and then bring the rest of the corporate courses into play as well. 103
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10/08/2023 Page 4 of 14 [PUBLIC] 4 Incident Statistics 4.1 A key part of the Corporate Health and Safety Team’s monitoring role is to collect and review statistics on all reported Health and Safety incidents and near misses. Please Note: When analysing the statistics in the following sections within the report, please note that 2020/21 cannot be used for meaningful comparison or trend analysis as the Covid-19 pandemic had an effect on the health and safety performance for that particular year. All Health and Safety Incidents 4.2 Graph 1 below provides an analysis of incidents over a 36-month period and shows a comparison of all incidents from 1st April 2020 to 31st March 2023. Please Note: 2020/21 was heavily influenced by the COVID 19 Virus and this is reflected in the total number of incidents in the year. This means that as stated in section 4.1 above, 2020/21 cannot be included when doing a trend analysis, only the last 2 years should be used to compare health & safety performance. Graph 1 4.3 Graph 1 shows a split between the RIDDOR Reportable incidents and the non- Reportable incidents. If we add both together, in 2020/21 we had a total of 798 incidents, 1508 incidents in 2021/22, and 1567 incidents in 2022/23. The total number of RIDDOR incidents reportable to the HSE are shown above in Graph 1, however, further detailed analysis is provided in the paragraphs below. RIDDOR Incidents by Directorate 4.4 The Council has a legal duty to report certain incidents to the Health and Safety Executive as per the requirements of the Reporting of Injuries Diseases and Dangerous Occurrences Regulations (RIDDOR). Graph 2 below shows a comparison of RIDDOR reportable incidents across all Directorates over the last 3 years. 4.5 Graph 2 below shows that over the 3-year period, the Place Directorate has reported the highest number of RIDDOR incidents with a total of 34, followed by Communities & Education with 26 and then Health and Social Care Partnership with 21. It should be noted that the H&SCP are showing a distinctive trend downwards over the last 3 years. All Incidents RIDDOR Reportable and Non-Reportable 2000 1483 1542 1500 1000 767 500 31 25 25 0 Non-Reportable Reportable 2020-21 2021-22 2022-23 104
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10/08/2023 Page 5 of 14 [PUBLIC] Graph 2 4.6 Directorates comply with the findings identified in all RIDDOR Incident Investigation reports which detail corrective actions to help prevent reoccurrence. Directorates also share their RIDDOR incidents and findings with the Corporate Health and Safety Group to help others learn from experience. All Incidents by Directorate 4.7 Graph 3 below gives an analysis of the total number of all incidents that have occurred over the 3-year period and breaks down the incident statistics by Directorate. Graph 3 4.8 This shows that over the 3-year period, Communities & Education recorded the most incidents with a total of 3041, Health & Social Care Partnership returned 586 and Place 242. These totals include aggression and violence incidents. Please Note: In 2020/21 within Communities & Education, there was a significant reduction in the number of incidents, however this covers the period of school closures through the COVID-19 lockdown. RIDDOR Incidents by Directorate 20 16 15 10 11 10 10 10 7 8 5 5 4 0 Communities Health and Social Care Partnership Place 2020-21 2021-22 2022-23 1400 1200 1000 800 600 400 200 0 Total Incidents by Directorate 1317 1189 535 198 223 165 0 3 1 65 93 84 Chief Executives Communities Health and Social Care Partnership Place 2020-21 2021-22 2022-23 105
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10/08/2023 Page 6 of 14 [PUBLIC] 4.9 Further detail on the incidents within these three Directorates is provided later in this report; however, no further information is provided on Chief Executive’s as the number of incidents is very low. This helps to focus attention on the most significant areas. Most Common Incidents (excluding Aggression and Violence) 4.10 Graph 4 below shows the total number of incidents by cause (excluding Aggression and Violence) across the Council over the past 3 years. Graph 4 4.11 The incident type showing the highest numbers across the 3-year period is ‘Slip Trip and Fall’ with 243 incidents, Struck Against/Struck By with 217, Use of Work Equipment 66 and Manual Handling 56. 4.12 The reporting of near miss incidents is a pro-active way of investigating issues before they become accidents/incidents where people are injured, and a high number of Near Miss Incidents is a positive safety performance indicator The Near Miss Campaign in 2018/19 raised awareness and encouraged employees to report Near Misses. Graph 4 above shows that we had 25 more Near Miss Reports last year compared to this year. Aggression and Violence Incidents 4.13 Graph 5 below gives an indication of where the most aggression and violence incidents are taking place, with Communities & Education returning the most incidents. Significant work is ongoing in the directorate to both to ensure all incidents are recorded and to ensure that an early intervention and prevention approach is taken to health and safety. A more detailed breakdown can be found later in this report. 4.14 H&SCP have been pro-active in ensuring that staff are reporting all incidents of physical and verbal aggression towards staff, however minor. 4.15 Place Directorate are returning low numbers however still realise the need to train staff, and as a result, Corporate Health and Safety have been continuing to deliver Aggression and Violence training to Housing employees. Type of Incident (exc Aggression & Violence) 120 100 80 60 40 20 0 85 88 96 76 70 56 65 15 25 16 51 36 14 24 28 5 3 8 0 1 5 8 11 7 19 0 1 2 1 3 5 9 7 2020-21 2021-22 2022-23 106
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10/08/2023 Page 7 of 14 [PUBLIC] Graph 5 1400 1200 Aggression & Violence Incidents by Directorate 1159 425 Communities 122 140 118 Health and Social Care Partnership 2020-21 2021-22 2022-23 12 24 Place 26 1000 800 600 400 200 0 4.16 Graph 6 gives more detail on the type of aggression and violence incidents that are taking place across all Directorates, with physical violence being the most significant cause. Graph 6 Analysis of Incidents by Directorate Place Directorate 4.17 Graph 7 below gives a detailed analysis of the common types of incidents (excluding Aggression and Violence) within the Place Directorate. 2020-21 2021-22 2022-23 Verbal Abuse Threatening/Intimidating Behaviour Physical Violence 0 103 115 74 134 202 131 800 600 400 354 200 854 1000 Aggression & Violence Incidents by Type 1066 1200 107
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10/08/2023 Page 8 of 14 [PUBLIC] Graph 7 4.18 For the year 2020/21 there was a total of 53 incidents, 69 for 2021/22, and 58 for 2022/23, however, COVID 19 impacted on the figures returned for 2020/21. Over the 3-year period, the type of incident returning the highest numbers was ‘Slip Trip Fall’ (49) ‘Struck Against/Struck by Object’ (42), ‘Manual Handling’ (27), and Use of Work Equipment’ (25) 4.19 With reference to graph 2 in the report, we can see that RIDDOR incidents have increased slightly on last year with a total of 10. We continue to roll out learning outcomes from all our incidents and with increased training and awareness the focus is to drive the number down. 4.20 Focusing on 2022/23 activities, improvements have been made in the following areas: • Streetscene bin and dog waste collection routes were visited to review manual handing concerns. • Provided support and guidance for public events including pedal Irvine and motorcycle safety events. • Met with trade union representatives to discuss aggression & violence at HWRC sites. • Provided guidance for the change in approach to COVID-19 and return to work within the buildings. Toolbox talk developed for vehicle use. • Visited Eglington Country Park and Mackerston Play Park to review play equipment following an incident. • Visited various schools with insurance and risk to review external fire safety for schools during the holidays. • Met with the Ardrossan hostel to review staff security and fire safety. • Assisted the new Lochshore hub with fire risk assessments, fire evacuation and their opening day. • Reviewed pedestrian and vehicle segregation at Dreghorn Primary school following a serious near miss incident with facilities management. • Visit to Garnock Campus to review vehicle parking interference with delivery loading and unloading at the kitchen loading area. • Manual handling risk assessments for Streetscene, Waste and Facilities Management. Place Incidents (exc Aggression & Violence) 25 20 15 21 16 12 19 16 9 11 10 10 5 0 7 4 4 7 5 7 7 8 4 4 5 1 0 1 0 0 0 1 0 0 1 0 0 0 0 2020-21 2021-22 2022-23 108
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10/08/2023 Page 9 of 14 [PUBLIC] • Refuse collection team to review the manual handling of wheelie bins. • Slip, Trip Fall Campaign was again launched at the start of winter. 4.21 With regards to the control of Hand Arm Vibration, we have re-created a version of the HSE Exposure Calculation which can be used on a phone or tablet to record operative’s use. The HAVs meter has been recalibrated and a few members from Streetscene received training on using the HAVs meter. The next step is now to appoint an employee to measure and record the vibration from equipment and input this into the exposure calculator to allow employees to start recording their equipment usage. 4.22 Looking towards 2023/24, the Place Directorate will focus on improvements in the following areas: Slip, Trip, Fall awareness, Hand Arm Vibration, Manual Handling, Fire Safety, Incident reporting and Investigation and aggression & Violence. Health and Social Care Partnership 4.23 Graph 8 below gives a detailed 3-year breakdown of incidents within the Health and Social Care Partnership (excluding aggression and violence). This shows that 2020/21 returned 76 incidents, 2021/22 returned 96 and 2022/23 returned 47. Graph 8 4.24 Over the 3-year period, the incident type returning the highest numbers is ‘Slip Trip Fall’ with a total of 65. The next highest incident type is ‘Struck Against/By Object’ with 33, followed closely by ‘Manual Handling’ with 24 and ‘Vehicle’ incidents with a total of 19. Vehicle incidents are down by 2 compared to last year and down by 14 compared to 2020/21. 4.25 Near Miss Incident Statistics are pro-active indicators, and are up by one on last year, however numbers are still low. It is hoped that these numbers will increase with the introduction of the new health and safety reporting system, Assure, in 2023. 4.26 With reference to RIDDOR incidents, graph 2 shows that the RIDDOR incidents are on a downward trend, down by 3 compared to last year and down by 6 on the previous year. The majority of RIDDOR incidents within HSCP are in relation to direct assistance/personal care with service users whose needs are becoming more varied and complex. HSCP Incidents (exc Aggression & Violence) 35 30 25 20 15 10 5 0 29 26 20 13 121415 15 4 3 7 10 6 7 6 0 0 0 1 2 1 5 0 0 0 0 0 0 2 2 2 3 1 2020-21 2021-22 2022-23 109
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10/08/2023 Page 10 of 14 [PUBLIC] 4.27 HSCP continue to assist NHS Ayrshire and Arran in the delivery of the Spring/Summer 2023 Covid-19 Booster Vaccination programme to cohorts identified as “at risk”. Planning has also commenced for the Winter Covid-19 and Seasonal Flu Vaccination Programmes. 4.28 HSCP along with East and South Ayrshire colleagues are in the process of planning the Childhood Flu Programme across Ayrshire. Clinics will be delivered within nurseries, primary & secondary schools and local centres. 4.29 HSCP continue to maintain a reduced PPE distribution centre to the Care at Home workforce mainly gloves, aprons, wipes, gel etc. Full body coveralls and shoe coverings are also held as per infection control guidance and risk assessments. 4.30 The Partnership have developed a bespoke training hub for Care at Home staff in the former Castleview Day Services building in Glasgow Street, Ardrossan. The facility will act as a hub for staff working within the service to learn the essential moving and handling skills they require in their day-to-day role, allowing them to move and position clients safely, respectfully, and in a way that promotes their independence, dignity and functional mobility. The space contains classroom areas for theoretical training sessions, with additional areas set up to mirror a home environment including a living room area, bedrooms with different types of beds and a shower room. These zones will allow staff to learn how to use a variety of lifting equipment such as hoists, slings, slide sheets and other aids that they may encounter when caring for people in their own homes, with moveable dividers meaning that the dimensions of the rooms can be altered to mimic particular issues staff may encounter – in a smaller or awkward shaped room, for example. Equipment is also in place that will allow more in-depth training on how to move plus-size clients, including a suit that will allow staff to personally experience the difficulties that plus-size clients may have when moving around, promoting empathy and a greater understanding of the challenges faced by those they care for. In addition, Castleview offers space for Care at Home induction sessions, medication training, SVQ work and meeting spaces. Staff can also pop into the hub for advice and guidance. A staff wellbeing space has also been created within the facility, which is equipped with massage chairs, calming mood-lighting and relaxing music. 4.31 Healthy Working Lives activities and information was promoted within the Service. Information is circulated across the Partnership notifying staff of available activities to assist with health and wellbeing across the workforce. 4.32 Scottish Government allocated funding to North Ayrshire Health & Social Care Partnership in 2021/22, with additional funding being agreed by North Ayrshire Integration Joint Board in 2022/23, to continue to support the wellbeing and mental health of staff who work within the Primary Care and Social Care sectors, including independent contractors, out of hours services and support staff. 110
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10/08/2023 Page 11 of 14 [PUBLIC] 4.33 The Primary & Social Care Staff Wellbeing Grant Scheme continues and to date 327 grant applications have been received for a wide range of wellbeing activities such as cycling and wellbeing retreats, yoga sessions, escape rooms, fitness and wellbeing equipment, therapy treatments eg Reflexology, Reiki, Indian head massage, team wellbeing and development days. 4.34 Staff continue to have opportunities to sign up for Mindfulness training and a programme of Optima Health workshops: Nutrition; Keeping Active at Work; Improving Concentration & Focus; Mental Health Awareness. Health checks are being delivered in various settings in conjunction with KA Leisure Active Lifestyles. All events and activities are offered to Primary & Social Care staff as well as our third and independent providers. 4.35 Taster sessions for Trauma Release Exercises (TRE) were delivered during April and May 2023 and due to positive feedback, the 4-week TRE programme will be offered to staff in the coming months. Partnership staff also continue to have access to free National Trust Passes throughout the year. Communities & Education Directorate 4.36 Graph 9 below gives a detailed analysis of incidents within the Communities & Education Directorate (excluding aggression & violence), where across the 3 period, ‘Struck Against/By Object’ (140), followed by ‘Slip Trip Fall’ (129) and ‘Use of Work Equipment’ (35) are showing the highest numbers. Graph 9 4.37 Over the 3-year period, ‘Struck Against/By Object’ returned 140 incidents, Slip Trip Fall 129 and Use of Work Equipment 35. 4.38 With reference to Near Miss Incidents, this is a positive health and safety performance category and would fall into the pro-active bracket as it results in corrective actions being implemented to prevent an incident taking place where someone suffers an injury. 2022/23 returned 25 less incidents than the previous year. It is hoped that this number will increase with the introduction of the new Incident Reporting System. Communities & Education Incidents (exc Aggression & Violence) 60 50 40 30 20 10 0 55 55 4648 35 42 43 30 20 0 0 0 0 1 1 7 8 6 0 1 4 0 0 2 1 3 5 5 12 18 0 1 1 2020-21 2021-22 2022-23 111
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10/08/2023 Page 12 of 14 [PUBLIC] 4.39 With reference to Aggression and Violence, the following totals were generated across the 3-year period, 2020/21 (425), 2021/22 (1007) and 2022/23 (1159). 4.40 Graph 10 below gives further analysis and shows that over the 3-year period, the highest number of incidents are taking place within the ASN sector with a total of 1,587, followed by primary schools with a total of 701 and secondary schools with 274. It is acknowledged and reported nationally that Covid and the ongoing cost of living crisis has had an impact on behaviour in schools. In addition, in 2021, the 4 ASN Schools closed, and the pupils relocated to Lockhart Campus. This change of environment understandably had an impact on the children and young people, which has produced some challenges which has taken some time to work through. However, quarter four statistics for 2022/23 were showing a slight improvement and this is reflected in the overall annual totals with a reduction of 29 incidents. Graph 10 4.41 Graph 11 below shows a comparison of the type of aggression and violence incidents, where physical violence is returning the highest numbers with a dip in 2020/21 due to the lockdown school closure. 4.42 Analysis of the data from the HSIR system shows that the number of recorded incidents of aggression and violence in ASN schools was proportionally higher than in other education settings. This was in line with expectations and relates to specific additional support needs, including medical conditions. 4.43 The health and safety reporting system allows staff to record incidents that they believe to be unintentional, and with reference to the Aggression & Violence incidents recorded last year (2022/23), 87 were deemed to be without intent. Communities & Education Aggression & Violence by Location 800 700 600 500 400 300 200 683 654 346 220 250 135 142 93 100 0 1 11 14 39 0 0 3 Early Years Centre Primary Schools Secondary Schools Additional Support Schools Connected Communities 2020-21 2021-22 2022-23 112
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10/08/2023 Page 13 of 14 [PUBLIC] Graph 11 4.44 Staff and Trade Unions continue to work collaboratively to explore ways of trying to reduce the number, type and negative impact of Aggression and Violence incidents; Schools will continue to review pupil care plans in consultation with Parents/Carers and Health Partners. A working group including the trade unions and Corporate Health and Safety has been set up to look at ways of reducing the incidence of aggression and violence incidents, including a focus on relationship based approaches. The group will report into the Corporate Health & Safety Group on a quarterly basis. Education continues to have a clear focus on improving current approaches to aggression and violence, wellbeing and health and safety: • 50 staff have been trained in the Mentors in Violence Programme which means we now have 8/9 secondary schools taking part in the programme, reaching out to over 1000 pupils; • Promotion of Education Scotland’s National Health and Wellbeing Hub which provides quick links to the most up-to-date Health and Wellbeing documents and national programmes; • Around 200 additional staff engaged with the Children and Young Person’s Mental Health and Wellbeing (CYPMH) Professional Learning. • The Health and Wellbeing workstream supported one Primary cluster to implement the Scottish Government’s Whole School Approach to Mental, Health and Wellbeing. A whole school approach is preventative, universal and includes targeted interventions to ensure that all members of a school community can flourish and sustain a state of being mentally healthy. • Services continued to invest time and effort to repost Livewell opportunities and initiatives through Service wide Sharepoint sites to promote uptake and participation. • Finalising the Health, Safety and Wellbeing Action Plan and communicating this via a range of platforms to all staff teams. • Commencing a review and reform of Education Business Continuity Plans with a focus on simplifying the template and raising awareness on risk management and emergency planning. Communities & Education Aggression & Violence by Type 1200 1002 1000 776 800 600 400 287 200 109 156 83 29 75 74 0 Physical Violence Threatening/Intimidating Behaviour Verbal Abuse 2020-21 2021-22 2022-23 113
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10/08/2023 Page 14 of 14 [PUBLIC] • Engaging with KA Leisure and the Council’s Equality & Health Improvement Officer to understand and promote the wellbeing initiatives and opportunities available to the workforce. • Preparing for the changes set out by the Scottish Fire & Rescue in response to fire alarm activations by conducting fire risk management reviews and developing and communicating a package of training and awareness materials. • Proactive reporting and monitoring of incidents and accidents across services and establishments and escalating any items of concern. Education staff continued to assist with the sharing and promotion of any new initiatives, processes and procedures relating to Health, Safety and Wellbeing. Connected Communities 4.45 A short life working group was established to review and reform the Health, Safety and Wellbeing (HS&W) Action Plan taking account of new and emerging priorities. The document was endorsed by the Directorate Planning Group and Directorate leadership team. 4.46 There was a review and changes made to the format of the Directorate H&S Planning group meetings to improve and widen membership and discussion points. 4.47 The further investment was made on purchasing ICT devices to ensure site staff had electronic access to communication tools to keep abreast of H&S updates and wellbeing initiatives. 4.48 The Services developed ‘H&S and Compliance’ SharePoint sites as a portal to store relevant safety information and compliance documentation and to provide easy and quick links to guidance, systems, and templates. 4.49 Officers met with the Health Improvement and Equalities Officer to understand, discuss and help promote opportunities relating to employee Wellbeing and in particular, initiatives relating to Livewell. 4.50 Work commenced by Community resources to scope out a transition to water-based cleaning products to remove the need for PPE & COSHH assessments. A range of benefits were identified by the team, mainly the environmentally friendly credentials and removal of COSHH risks. Proof of concept was demonstrated, and plans were underway for a phased roll out across all Community Facilities. 4.51 Further detailed planning meetings took place on power resilience and Blackstart with the development of awareness sessions and additional purchase and 114
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10/08/2023 Page 15 of 14 [PUBLIC] deployment of generators and kit for the establishment of Public Assistance Centres. A learning conference event was hosted in November 2022, facilitated by the Community Facilities Manager and the Councils Risk Manager. 4.52 Community Learning And Development discussions commenced to initiate a review and reform of BCP’s with a risk-based approach. 4.53 All Service Business Continuity Champions actively engaged in Civil Contingency Planning Groups (CCPLG) meetings and training sessions. 4.54 An internal working group was formed and tasked with the review and update of the Venue Assistants Handbook. This documentation outlines safe systems, compliance, and standards for operating community venues with links to Health and Safety guidance. The draft document was ready for wider consultation and roll out. 4.55 The Community Association Handbook and Community Contract were revised to incorporate H&S, risk, and compliance procedures. 5 Corporate Health and Safety Planned Improvements 5.1 To meet the requirements of Health and Safety legislation in relation to the Duty of Care and to improve the management of Health and Safety within the Council, it is important to identify areas to improve the safety culture and performance at all levels. 5.2 Corporate Health and Safety in conjunction with Directorates will seek to implement continuous improvement in a variety of ways. The following improvement actions are currently planned for 2023/24: • Implement the new Evotix Assure Incident Reporting System • Develop guidance for the new Evotix Assure System • Review and cascade new or amended Health and Safety Policies/Guidance • Procure supplier for Lone Working Devices • Procure new COSHH Assessment System • Increase delivery of health and safety training for all Services. 115
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NORTH AYRSHIRE COUNCIL 29 August 2023 Cabinet Title: Council Tax Multipliers: Scottish Government Consultation Purpose: To consider the Consultation response in respect of the review of the level of Council tax multipliers for Band E to Band H properties Recommendation: Cabinet is asked to approve the Consultation response from North Ayrshire Council included in Appendix 1 and for this to be submitted to the Scottish Government by 20 September 2023. 1. Executive Summary 1.1 The Scottish Government and COSLA launched a joint consultation on a proposal to increase the level of increase (multipliers) in respect of Council tax band E to band H properties. This follows an agreement by COSLA leaders at the end of June 2023. 1.2 Included in appendix 1 is the draft response from North Ayrshire Council. The proposed changes would impact those properties in Council tax band E to band H. 1.3 Based on the current number of dwellings and the current levels of North Ayrshire Council tax this proposed change would impact 21% of properties across North Ayrshire and the annual increase would range from £143 (£2.75 per week) for a band E property to £800 (£15.39 per week) for a band H property. 1.4 Any increase in Council tax revenue would contribute towards the cost of providing vital Council services and this is set within the context of significant inflationary related cost increases contributing to a projected budget gap for the Council of over £16million in 2024/25. 2. Background 2.1 The Scottish Government and COSLA launched a joint consultation on a proposal to increase the level of increase (multipliers) in respect of Council tax band E to band H properties. This follows an agreement by COSLA leaders at the end of June 2023. 2.2 The proposal seeks views on a potential change to the current system of Council tax multipliers. Currently, Councils in Scotland set Council tax rates by determining the rate for a band D property, with charges for bands A to C and E to H then calculated as lower or higher proportions (multipliers) of the band D rate. The size of the Agenda Item 9 117
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multipliers is determined by national legislation and applies across Scotland, with the last change occurring in 2017. 2.3 The current Council tax rates are based on property valuations undertaken in 1991. Lower value properties and therefore, those in the lowest income deciles, currently pay a proportionally higher level of Council tax when compared to the Council tax relating to properties of a higher value. To illustrate this point the Scottish Average Council tax charge for a band A property as a proportion of a mid-point band A property value represents a charge equating to 3.62% of the property value. When compared to the Scottish Average Council tax charge for a band H property as a proportion of a mid-point band H property value this represents a charge equating to 1.33% of the property value. In North Ayrshire Council, based on 2023/24 Council tax levels the proportion for a band A Council tax charge to property value currently sits at 4.03%, with band H 1.48%. If the proposed changes were applied to the Council tax charges then band H would increase to 1.82%. 2.4 The consultation proposes an increase to the multipliers affecting properties in band E to band H. When applied to current council tax rates in North Ayrshire the potential increases are set out in the undernoted table: - Band Current Charge £ Multiplier Increase Potential Charge Annual Increase £ Weekly Increase £ Band D £1,452.12 - £1,452.12 - - Band E £1,907.92 7.5% £2,051.03 £143.11 £2.75 Band F £2,359.69 12.5% £2,654.67 £294.98 £5.67 Band G £2,843.73 17.5% £3,341.40 £497.67 £9.57 Band H £3,557.69 22.5% £4,358.17 £800.48 £15.39 2.5 North Ayrshire has 70,217 dwellings which attract council tax. A total of 55,467 dwellings (79%) sits within council tax band A to band D, with 14,750 dwellings (21%) across band E to band H. Around 25% of households in North Ayrshire receive support from the Council Tax Reduction scheme and should the proposals be implemented, this scheme should be expanded to recognise the additional burden placed on households across the affected bands. Based on the current number of dwellings and the current levels of North Ayrshire Council tax this proposed change would impact 21% of properties across North Ayrshire and the annual increase would range from £143 (£2.75 per week) for a band E property to £800 (£15.39 per week) for a band H property. 2.6 Comparative council tax rates for England, Wales and Scotland for 2023/24 are included in the table below. The table reflects the proposals to increase the multipliers is implemented:- 118
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For comparative purposes, if the consultation proposals were implemented, council tax rates for those in band A to band G would remain lower than the average charge in England, while the average charge for band D properties would remain significantly lower than in both England and Wales. 2.7 The consultation also considers whether any proposed changes should be introduced immediately or phased in over two or three years. This should be considered within the context of the financial challenges facing the Council, with an estimated budget gap of over £16million in 2024/25 which has been influenced by the significant impact of inflationary cost increases. Any increase in Council tax revenue would contribute towards the cost of providing vital Council services. 2.8 The potential additional revenue generated for North Ayrshire Council is estimated at £2.743million. It is vital that, should the proposals be implemented, any potential additional council tax revenue to local authorities is distributed to local authorities in an equitable way, recognising that some local authorities have a greater proportion of band E to band H properties than others. Any potential additional revenue should not be regarded as a substitute to the requirement for fair levels of grant funding from Scottish Government. 3. Proposals 3.1 Cabinet is asked to approve the Consultation response from North Ayrshire Council included in appendix 1 and for this to be submitted to the Scottish Government by 20 September 2023. 4. Implications/Socio-economic Duty Financial 4.1 The proposals if implemented by Scottish Government could generate an additional £2.743million. Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 This is a consultation response. The proposals, if implemented, would financially impact all households across band E to band H. This equates to 14,750 households across North Ayrshire. Climate Change and Carbon 4.5 None. 119
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Key Priorities 4.6 The consultation response aligns with the key priorities of a sustainable council, wellbeing and communities and local democracy. Community Wealth Building 4.7 None. 5. Consultation 5.1 This is a national Scottish Government consultation launched on the 12 July 2023 and it is due to close on 20 September 2023. The consultation is open to all citizens and organisations. Mark Boyd Head of Service (Finance) For further information please contact Mark Boyd, Head of Finance, on 01294 324560. Background Papers 0 120
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Appendix 1 Council Tax Multipliers: Consultation Respondent Information Form Please Note this form must be completed and returned with your response. To find out how we handle your personal data, please see our privacy policy: https://www.gov.scot/privacy/ Are you responding as an individual or an organisation? Individual Organisation Full name or organisation’s name Phone number Address Postcode Email Address The Scottish Government would like your permission to publish your consultation response. Please indicate your publishing preference: Publish response with name Publish response only (without name) Do not publish response We will share your response internally with other Scottish Government policy teams who may be addressing the issues you discuss. They may wish to contact you again in the future, but we require your permission to do so. Are you content for Scottish Government to contact you again in relation to this consultation exercise? Yes No North Ayrshire Council 01294 324560 KA12 8EE North Ayrshire Council Cunninghame House Friar's Croft, Irvine, markboyd@north-ayrshire.gov.uk Information for organisations: The option 'Publish response only (without name)’ is available for individual respondents only. If this option is selected, the organisation name will still be published. If you choose the option 'Do not publish response', your organisation name may still be listed as having responded to the consultation in, for example, the analysis report. 121
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Appendix 1 About You Questions 1. About you Question 1 [For individual respondents] Please tell us which local authority area(s) you live in Local Authority Area(s): [For organisational respondents] Please tell us which local authority area(s) your organisation operates in Local Authority Area(s): North Ayrshire 2. About you Question 2 If you pay Council Tax, please indicate which Council Tax band(s) apply to the property (or properties) for which you pay Council Tax: Band A Band B Band C Band D Band E Band F Band G Band H I don’t pay Council Tax I don’t know 122
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Appendix 1 Consultation Questions 1. Do you think that Council Tax in Scotland should be changed to apply increases to the tax on properties in Bands E, F, G, and H? Yes/ No/ Don’t know Please give reasons for your answer? This proposal provides greater parity with Council tax levels across England and Wales for Council tax bands E to G, whilst protecting Council tax bands A to D. The result of which would mean that bands E to G would generally still remain lower than comparative levels in England and Wales, with bands A to D remaining significantly lower. On balance these proposals reflect a fairer model of Council tax charging. In North Ayrshire the additional annual charges would range from £143 for band E (£2.75 per week) to £800 for band H (£15.39 per week). It is important to recognise the additional financial burden that any increase would have on families. Access to the Council Tax Reduction scheme would not be impacted by this change and would continue to offer means tested reductions of up to 100% to those households who meet the eligibility criteria. More Information: The table below presents current Council Tax charges in Scotland and shows the rate for each band as a proportion of the rates applicable to Band D properties. Band A Band B Band C Band D Band E Band F Band G Band H Scotland Average Council Tax Charge 2023-24 £944 £1,102 £1,259 £1,417 £1,861 £2,302 £2,774 £3,470 Council Tax charges as a proportion of the charge for a property in Band D 0.67 0.78 0.89 1.00 1.31 1.63 1.96 2.45 2. The proposal is to increase the Council Tax on properties in Bands E, F, G and H by 7.5%, 12.5%, 17.5% and 22.5% respectively. Do you agree with the levels of increase set out in this proposal? Yes/ No/ Don’t know The current Council tax rates are based on property valuations undertaken in 1991. It is recognised that lower value properties and therefore, those in the lowest income deciles, currently pay a proportionally higher level of Council tax 123
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Appendix 1 when compared to the Council tax relating to properties of a higher value. To illustrate this point the Scottish Average Council tax charge for a band A property as a proportion of a mid-point band A property value represents a charge equating to 3.62% of the property value. When compared to the Scottish Average Council tax charge for a band H property as a proportion of a mid-point band H property value this represents a charge equating to 1.33% of the property value. In North Ayrshire Council, based on 2023/24 Council tax levels the proportion for a band A Council tax charge to property value currently sits at 4.03%, with band H 1.48%. If the changes were applied to the Council tax charges then band H would increase to 1.82%. 3. If you have answered no to Question 2, what do you think the increases to the Council Tax on properties in Bands E, F, G and H should be? o The increases should be smaller o The increases should be greater o Don’t know 4. , When should any increases be introduced if the tax on higher band properties is increased as proposed? o Full effect from 2024-25 o Phased-approach over two financial years (2024-25 and 2025-26) o Phased-approach over three financial years (2024-25, 2025-26, and 2026- 27) o Other (Please state) The recommendation is to apply the full effect from 2024-25. In North Ayrshire the additional annual charges would range from £143 for band E (£2.75 per week) to £800 for band H (£15.39 per week). This would provide additional revenue to fund vital council services, against a backdrop of significant inflationary costs. More information: • Increasing Council Tax on properties in Bands E, F, G and H by 7.5%, 12.5%, 17.5% and 22.5% respectively would increase bills by around £139, £288, £485 and £781 per dwelling in these bands, based on 2023-24 Council Tax rates. • Changes could take effect from 2024-25, or could be introduced as a phased- approach, with year-on-year increases over a number of financial years (e.g. for Band H a £260 increase in each of the next three financial years starting from 2024-25, such that the full £781 (22.5%) increase does not apply until 2027-28). 5. Should the Council Tax Reduction scheme be expanded to protect those on lower incomes from any increases to higher band properties? Yes/ No/ Don’t know 124
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Appendix 1 More information: • In 2017, the Council Tax Reduction Scheme was expanded to provide relief to households affected by the changes if their income was in the lower half of incomes in Scotland. • The expanded Council Tax Reduction Scheme relief scheme protected low- income households living in Bands E to H from the increase in their bill caused by the increase in the multipliers, and is still available. 6. The proportion of properties in each valuation bands E - H varies across the country. This means that some councils would benefit more than others from any increases in council tax in these property bands. Should steps be taken to ensure that all councils benefit proportionately from this policy? Yes/ No/ Don’t know Please give reasons for your answer? The key point to note is that any increased Council tax revenue generated from this change will go towards funding vital Council services. This is set against a very challenging financial landscape faced by Councils across the country which has been impacted significantly through rising inflationary costs. Any overall additional revenue generated should not be a substitute to the need for fair levels of funding from Scottish Government. Across individual local authorities It is recognised that some local authorities have a greater proportion of higher band properties than others, therefore, it is recommended that the Scottish Government work with Scottish Council Directors of Finance through the Settlement and Distribution Group to ensure fairness and equity of revenue distribution across all local authorities. More information: • If further changes were made to charges for property Bands E to H there would be disproportionate benefits to some council areas where they have more Band E to H properties relative to other councils. • General Revenue Grant is the main source of funding for local authorities. • The distribution of General Revenue Grant could be adjusted to ensure the benefits are shared proportionately by all councils. • This adjustment would mean that any changes would not disproportionately benefit, or disadvantage, any council. 125
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Appendix 1 In North Ayrshire, based on the current 2023/24 levels of Council tax the proposed increases would impact the Council tax payer as follows:- Current Charge 2023/24 £ % Increase Potential Charge Annual Increase £ Weekly Increase £ Band D £1,452.12 - £1,452.12 - - Band E £1,907.92 7.5% £2,051.03 £143.11 £2.75 Band F £2,359.69 12.5% £2,654.67 £294.98 £5.67 Band G £2,843.73 17.5% £3,341.40 £497.67 £9.57 Band H £3,557.69 22.5% £4,358.17 £800.48 £15.39 It is recognised that such increases will have an impact on household finances across the area. The Council supports an expanded Council Tax Reduction Scheme to help protect eligible low-income households living in Bands E to H from the increase in their bill caused by the increase in the multipliers. 7. Please tell us how changes to Council Tax rates for properties in Bands E, F, G and H might impact you, or the people your organisation represents? More information: We have undertaken initial work to assess the potential impacts of these changes for individuals and communities. We would welcome your views and comments to help us better understand these impacts. Answer: Please provide your views 8. Please tell us how you think changes to Council Tax rates for properties in Bands E, F, G and H would affect your local area, or Scotland as a whole (please consider social, economic, environment, community, cultural, enterprise impacts that you think are relevant)? More information: We have undertaken initial work to assess the potential impacts of these changes for individuals and communities. We would welcome your views and comments to help us better understand these impacts. 126
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Appendix 1 Council Tax Band Number of Dwellings % A 21,793 31.0% B 18,657 26.6% C 7,693 11.0% D 7,324 10.4% 79.0% E 9,183 13.1% F 4,238 6.0% G 1,272 1.8% H 57 0.1% 21.0% 70,217 100.0% 100.0% North Ayrshire is home to 134,220 residents (2.4% of Scotland’s population) with around 70,000 dwellings for Council tax purposes. Based on the Scottish Index of Multiple Deprivation (SIMD) datazone statistics across Scotland, North Ayrshire has 186 data zones, of which 52 (30%) are in the 15% most deprived in Scotland. Within the Council Taxpayer base around 25% of Council Taxpayers are in receipt of Council Tax Reduction, with approximately 20% receiving the maximum 100% Council Tax reduction. In terms of property dwellings, 79% (55,467 dwellings) are categorised within Band A to Band D and will therefore not be affected by the proposed change to the multiplier, with 21% (14,750 dwellings) affected. Answer: Please provide your views 9. Please tell us how you think changes to Council Tax rates for properties in Bands E, F, G and H might affect Island Communities More information: • If further changes were made to charges for property Bands E to H there would be disproportionate benefits to some council areas where they have more Band E to H properties relative to other councils. • General Revenue Grant is the main source of funding for local authorities. 127
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Appendix 1 North Ayrshire has 2 Island communities. Arran and the Isle of Cumbrae within the North Coast locality. Based on recent Economic baseline analysis the working age population in the Isle of Cumbrae is 11% lower than the Scottish average (i.e. 53% versus 64% nationally) with the % share of the population over 65 years old sitting at 38% versus a national average of 19%. In terms of SIMD one of the 2 datazones relating to Cumbrae fall within the top 15% most deprived areas in Scotland. The majority of Council tax bandings fall within the Band A to Band D range and will therefore not be affected by this potential change. Cumbrae has 1,343 dwellings that attract council tax. A total of 1,221 (91%) of properties on the island fall within Band A to Band D and will therefore be unaffected, with 122 (9%) across the Band E to Band H range. The council supports an expansion of the council tax reduction scheme to provide further assistance to eligible households. With regards to Arran, all but one of Arran’s datazones rank above the median overall domain ranking and there is a much higher proportion of properties across the Band E to Band H range. Arran has a total of 3,174 dwellings which attract council tax. A total of 2,029 properties (64%) fall within the Band A to Band D range, with 1,145 properties (36%) across Bands E to H. It is also important to consider the correlation between this Consultation response and that of the Council tax second home consultation. Both island communities have a high proportion of second homes. North Ayrshire Council supports the policy of having the powers to set any Council tax premium on second homes, however, the extent to which will require further detailed modelling of consequences and any unintended consequences. Therefore, any proposed increase in the level of Council tax multiplier would form part of further modelling and impact assessments in respect of the level of any potential Council tax premium related to second homes. • The distribution of General Revenue Grant could be adjusted to ensure the benefits are shared proportionately by all councils. • This adjustment would mean that any changes would not disproportionately benefit, or disadvantage, any council. Answer: Please provide your views 10. Do you think there would be any equality, human rights, or wellbeing impacts as a result of the proposed increases in Council Tax rates for properties in Bands E, F, G and H ? Please tell us what you think these impacts would be. Answer: Yes 128
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Appendix 1 This change would impact around 14,750 households across North Ayrshire (21%). The consultation is open for citizens to express their views for the Scottish Government to consider. The council supports an expanded council tax reduction scheme to provide further support to those eligible households who require it. No Don’t know Please give reasons for your answer. 129
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NORTH AYRSHIRE COUNCIL 29th August 2023 Cabinet Title: North Ayrshire Council Plan 2023-28: Performance Management Framework Purpose: To consider and agree the Council Plan 2023 – 2028 Performance Management Framework. Recommendation: Cabinet agrees: (i) To approve the Council Plan 2023-28 Performance Management Framework attached at Appendix 1; (ii) To refer the Performance Management Framework to the Audit and Scrutiny Committee for consideration. 1 Executive Summary 1.1 Our Council Plan 2023-28 is the overarching strategy of our Council and details our Council’s strategic priorities. We have a statutory duty to publish information that enables effective scrutiny of our performance. 1.2 This report asks Cabinet to consider and approve the Council Plan 2023-28 Performance Management Framework (PMF) (Appendix 1). This will be used alongside updates on actions (listed in our Council Plan), case studies, contextual information and priority Local Government Benchmarking Framework (LGBF) indicators to demonstrate progress against our Council Plan priorities in our six monthly Progress Reports. 2 Background 2.1 Our Council Plan is our Council’s most important strategic document setting out our vision of ‘a North Ayrshire that is fair for all’ and key priorities. Our new Council Plan 2023-28 was approved by Council on 21st June 2023. It was agreed that the supporting framework would be developed and presented to Cabinet for approval following the summer recess. 2.2 Many of the challenges North Ayrshire experiences are complex and longer-term solutions are required to address them sustainably. As a result, each Council Plan is designed to build on the progress of the previous plan and a degree of continuity can be identified in each. In consideration of this, 13 indicators remain relevant and continue from the previous Council Plan. Agenda Item 10 131
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3 Our Performance Management Framework 3.1 Actively managing performance through the collection of accurate and relevant information and setting informed targets is crucial to the successful delivery of our Council Plan and demonstrating Best Value. The Statutory Performance Information Direction 2021 states local authorities must publish information that compares with previous years as well as with other local authorities in order to demonstrate Best Value. Information must be presented in an accessible style for all of our citizens and communities. 3.2 As agreed at Council, performance will be measured through regular reporting to Cabinet and the Audit and Scrutiny Committee. 3.3 The framework measures are included at Appendix 1 alongside current baselines and targets. It contains a range of 26 performance indicators directly linked to our priorities and our Council’s performance. However, our Council does not operate in isolation, and impact cannot be shown through numerical measures alone. Therefore the framework is part of a suite of information provided through our Council Plan reporting to allow effective scrutiny of our delivery. This includes: • The Inclusive Growth Dashboard Summary – A locally developed tool that provides contextual data on trends within North Ayrshire and is independent of the Council Plan PMF. This includes indicators such as child poverty rates, employability and area-wide climate measures. A summary will be provided in reporting to provide context to our performance. • LGBF Priority Indicators – LGBF measures that directly link to our priorities. Ten are included directly in the PMF and a benchmarking report is provided on all priority LGBF indicators annually. • Action Updates – Published within our Council Plan and linked directly to the delivery of our strategies throughout our Council, these provide qualitative updates on progress and impact on our residents. • Case Studies – Capturing real lived experience to help show the impact of our Council, including through partnership working. 3.4 We will review our Performance Framework regularly to ensure the information continues to be relevant and takes account of any external changes or opportunities. 3.5 In summary, the aim has been to produce a Council Plan Performance Management Framework which is strategic, transparent and has the potential to evolve over the lifetime of the Council Plan. Most importantly it will help demonstrate how we are working together to improve the lives of our people in North Ayrshire and deliver a North Ayrshire that is fair for all. 132
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4 Proposals 4.1 Cabinet agrees: (i) To approve the Council Plan 2023-28 Performance Management Framework attached at Appendix 1; (ii) To refer the Performance Management Framework to the Audit and Scrutiny Committee for consideration. 5 Implications/Socio-economic Duty Financial 5.1 There are no financial implications arising from this report. Human Resources 5.2 There are no human resource implications arising from this report. Legal 5.3 There are no legal implications arising from this report. Equality/Socio-economic 4.4. There are no equality/socio-economic implications arising from this report. Climate Change and Carbon 5.4 There are no climate change and carbon implications arising from this report. Key Priorities 5.5 The Performance Management Framework provides a robust basis for scrutinising the delivery of our Council Plan strategic priorities for the next five years. Community Wealth Building 5.6 There are no Community Wealth Building implications arising from this report. Consultation 5.7 Consultation was undertaken with Chief Officers. Craig Hatton Chief Executive of North Ayrshire Council For further information please contact Isla Hardy, Team Manager (Policy and Performance), on 01294 324035 or email IslaHardy@north-ayrshire.gov.uk. 133
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Our Council Plan Performance Management Framework August 2023 Appendix 1 134
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Contextual Indicators These indicators provide context to the environment in which we operate. They form part of the Inclusive Growth Dashboard which will be summarised in Council Plan 2023-28 repor�ng. Description LGBF Baseline 2022/23 (or most recent) Ambition Popula�on No 134,220 (June 2021) Increase % of Children living in poverty a�er housing costs (LGBF) Yes 29% (2021/22) Decrease % of Households in Fuel Poverty No 28% (2020/21) Decrease % of working age popula�on in employment No 73.6% (December 2022) Increase Propor�on of people earning less than the living wage (LGBF) Yes 11.7% (2021/22) Decrease Area-wide CO2 Emissions (LGBF) Yes 5.43% (2020/21) Decrease Council Plan Performance Indicators These performance indicators are directly influenced by the work of our Council. When considered alongside the contextual indicators, ac�ons and case studies within repor�ng, they form a clear basis for effec�ve scru�ny. Description LGBF Baseline 2022/23 (or most recent) Target 2023/24 Target 2027/28 Number of residents participating in community learning and development activity including youth work No 17,804 18,700 20,600 Percentage of children achieving their developmental milestones at the time the child starts primary (LGBF) Yes 78.5% (2021/22) 79% 80% Average total tariff score of pupils living in the 20% most deprived SIMD areas No 711 (2021/22) 714 TBD* 135
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Description LGBF Baseline 2022/23 (or most recent) Target 2023/24 Target 2027/28 Overall average total tariff (Average tariff score: All Leavers) No 905 (2021/22) 908 TBD* Average total tariff for Care Experienced Young People No 457 465 TBD* Percentage of school leavers entering positive destinations (LGBF) Yes 96% (2021/22) 96.4% 97.5% Number of unemployed people progressing into employment supported by our Employability Service No 437 450 550 Percentage of procurement spent on local enterprises No 22.93% (2021/22) 26% 27% Number of new build housing units reaching completion (all tenures) (Actual not cumulative) No 562 295 530 Number of empty homes brought back into use (Actual) No 123 200 200 Hectares of vacant and derelict land in North Ayrshire No 1,198 (2021/22) 1,094 1,000 Street Cleanliness (Street Cleanliness Index - percentage clean) (LGBF) Yes 84.6% 87% 87% (Overall) % of road network that should be considered for maintenance treatment No 34.8% 34.8% 34.8% Provided floor space of commercial/industrial space within our Council portfolio (sq ft) No 400,991 404,755 435,600 Percentage of Council budget directed via participatory methods No 2.74% 1.5% 2.5% Number of Council assets under community management (cumulative) No 49 54 65 Total installed capacity of low carbon heat and electricity generation across the Council's estate (kW) (cumulative) (LGBF) Yes 11,680 (2021/22) 12,000 25,000 136
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Description LGBF Baseline 2022/23 (or most recent) Target 2023/24 Target 2027/28 Overall carbon emissions (tonnes) No 20,896 19,500 15,300 Proportion of council dwellings that are energy efficient (LGBF) Yes 97.7% (2021/22) 98.1% 99 % Length of new or improved active travel routes per annum (metres) No 1,090 2,000 2,000 Number of trees planted under the North Ayrshire 2030 Tree Planting Strategy No 35,627 40,000 80,000 Proportion of operational buildings that are suitable for their current use (LGBF) Yes 91.09% (2021/22) 92.1% 92.5% Percentage of total household waste that is recycled (calendar year as per SEPA) (LGBF) Yes 56.3% (2021/22) 57% 57% Percentage of Council dwellings that meet the Scottish Housing Standards (LGBF) Yes 49.28% (2021/22) 72.5% 99% Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year (LGBF) Yes 7.14% 6.5% 4.5% Percentage of income due from council tax received by the end of the year (LGBF) Yes 93.34% (2021/22) 94% 94% *The 2027/28 indicator and targets will be confirmed in response to the outcomes of the current independent review of qualifica�ons and assessment. 137
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NORTH AYRSHIRE COUNCIL 29 August 2023 Cabinet Title: Crown Estates Scotland – Memorandum of Understanding Purpose: This report seeks approval to renew a Memorandum of Understanding with Crown Estates Scotland. Recommendation: Cabinet approves that the Council continues the partnership agreement with Crown Estates Scotland, to further explore investment opportunities to support North Ayrshire Council’s regeneration and economic development priorities. 1. Executive Summary 1.1 Cabinet of March 2020 approved the proposal for North Ayrshire Council to enter into a partnership agreement with Crown Estates Scotland (CES) to explore investment opportunities to support North Ayrshire’s regeneration and economic development priorities. 1.2 The Council and CES subsequently signed a Memorandum of Understanding (MoU) following the Cabinet approval of March 2020, with CES having an enabler and co- ordinator role. However, the MoU has now lapsed (as of March 2023) and requires to be renewed to enable the partnership to continue. 2. Background 2.1 CES was established in 2017 to manage the Crown Estate’s assets, to support sustainable development generally, and economic development, regeneration, social and environmental well-being specifically. 2.2 CES manages the seabed property rights adjacent to and associated with North Ayrshire. They also manage parts of the foreshore of North Ayrshire and have numerous agreements across the region in relation to ports and harbours, cables and pipelines, aquaculture and outfalls. 2.3 They are committed to their vision of ‘communities and businesses thriving through enterprising and sustainable development of property and natural resources’. They aim to work with local communities on benefits realisation, having regard to the principles of inclusive growth and community wealth building. Agenda Item 11 139
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2.4 The partnership during the first MoU explored a range of options for investment opportunities for CES including supporting a number of Ayrshire Growth Deal projects - the i3 Flex Space industrial programme at Irvine, investment at Hunterston and expansion of the Maritime Museum as part of the Great Harbour Programme in Irvine. However, no investment opportunities were identified due to lack of commerciality for CES or financial benefit for NAC. 2.5 CES has also funded 50% of the Marine Tourism Regeneration Manager post within the Council’s Growth & Investment Team for the past two years. The post is focused on identifying marine tourism investment opportunities in alignment with the Ayrshire Growth Deal Marine Tourism Programme and also with progressing the Boat Based Tourism Investment Challenge Fund which CES manage. 2.6 An updated draft MoU has been prepared which has been the subject of discussions between NAC and CES. The main joint working opportunities are now likely to arise through the Ayrshire Growth Deal Marine Tourism Programme and the Boat Based Tourism Fund. CES have indicated that it does not foresee additional capital investment being available at the moment, but CES does continue to see a role for an MoU between CES and NAC, to explore other support mechanisms to achieve priorities shared between both organisations. In addition, CES have confirmed they will continue to fund 50% of the NAC Marine Tourism post for a further two years. 2.7 The Council and CES have provisionally agreed to have regard to the following areas of opportunity as part of the updated MoU: • Projects that have potential to enhance value of the Scottish Crown Estate; • Projects or activities which secure regeneration within North Ayrshire, and/or development of coastal communities and the marine and coastal economy, including marine tourism destination areas; • Projects or activities which maximise sustainability, sustainable and inclusive growth and promote Community Wealth Building; • Support for projects or activities that involve third parties where combined efforts of the parties can unlock new opportunities; and • Support for projects or activities which maximise the impact of the Ayrshire Growth Deal investment, and other major capital investment programmes, and increase capacity to leverage private sector investment and activity, resulting in investment in communities and access to employment opportunities. 2.8 While the purpose of the MoU is no longer primarily about seeking new capital investment related to new projects, it is recommended that the Council renews the MoU with CES as it would help provide a framework for partnership work with CES, particularly around the Marine Tourism Programme and the Boat Based Tourism Fund. It would also provide a framework to continue to support the jointly funded marine tourism post working arrangements. 140
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3. Proposals 3.1 It is recommended that Cabinet: i) approves that the Council continues the partnership agreement with Crown Estates Scotland, to further explore investment opportunities to support North Ayrshire Council’s regeneration and economic development priorities. 4. Implications/Socio-economic Duty Financial 4.1 There are no direct financial implications arising from the proposed updated Memorandum of Understanding. CES have supported 50% of the funding of a Marine Tourism post within the Council, which they have committed to for a further two years. Human Resources 4.2 None. Legal 4.3 The proposal involves the update of a Memorandum of Understanding, which has been developed and discussed with Crown Estates Scotland, in line with the terms set out in this report and in conjunction with Legal Services. Equality/Socio-economic 4.4 There are no impacts arising from the proposed renewed agreement to work in partnership to explore further opportunities for investment in North Ayrshire. Any emerging proposals would be subject to future approvals and further considerations would be given at that time to equalities and / or socio-economic implications. Climate Change and Carbon 4.5 CES have stated that they support the sustainable development of property and natural resources. In addition, the MoU will help support the delivery of the Marine Tourism programme in North Ayrshire which includes projects that will have a number of measures to reduce carbon emissions. Key Priorities 4.6 The continued MoU with CES will contribute towards the four priorities in Our Council Plan 2023 to 2028, in terms of Wellbeing, Communities and Local Democracy, Climate Change and a Sustainable Council. In particular, CES are keen to ensure their involvement in North Ayrshire provides positive community wealth building and inclusive growth outcomes. 141
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Community Wealth Building 4.7 The proposal supports and promotes community wealth building as a key objective of the MoU, with a focus on empowering coastal and island communities through the identification and delivery of place-based projects. 5. Consultation 5.1 Consultation regarding the updated MoU has taken place with the Council’s Legal Services team. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Neale McIlvanney, Interim Head of Service, Economic Growth & Employability, on nealemcilvanney@north-ayrshire.gov.uk . Background Papers 0 142
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NORTH AYRSHIRE COUNCIL 29 August 2023 Cabinet Title: Visitor Levy Consultation Purpose: To seek Cabinet approval to respond to active consultations on the Visitor Levy (Scotland) Bill; and set out working arrangements for exploration of the potential benefit and impact of a visitor levy. Recommendation: It is recommended that Cabinet: a) Approves responding to consultations on the Visitor Levy (Scotland) Bill in support of the introduction of a levy, subject to further exploration of costs and benefits. b) Notes the formation of an internal Visitor Levy Officer Working Group which will engage with the Tourism Forum, businesses and regional stakeholders to inform any future emerging proposals related to the implementation of a visitor levy. 1. Executive Summary 1.1 The Visitor Levy (Scotland) Bill has been introduced to the Scottish Parliament. Under the proposals within the Bill, the implementation of a visitor levy would be optional for each local authority, but, if implemented, would allow councils to collect a levy on overnight stays by visitors. 1.2 The levy scheme has the potential to deliver additional income to North Ayrshire Council to support services used by visitors. However, there are costs associated with setting up and operating a visitor levy scheme and these need to be evaluated against potential scheme income to inform any decision to implement a visitor levy within North Ayrshire. 1.3 This report sets out the background to the current consultation and required next steps to assess the viability of introduction of a visitor levy and provides a basis for responding to consultations on the current Bill. 2. Background Visitor Levy Bill 2.1 On 24th May 2023 the Scottish Government introduced the Visitor Levy (Scotland) Bill. This will give local authorities in Scotland a discretionary power to apply a levy to the Agenda Item 12 143
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accommodation portion of overnight visitor stays in all or part of their area, to help fund relevant local activities and services. The Scottish Government has indicated that the levy will give councils 'additional fiscal flexibility' and states that the levy should be used to ‘facilitate achievement of objectives that relate to developing, supporting or sustaining facilities or services which are substantially for or used by those visiting the scheme area for leisure purposes’. Local authorities intending to introduce a levy are required to conduct a series of consultations and give 18 months notice prior to implementation. This means that the earliest a levy could be introduced in Scotland is 2026. 2.2 The levy will be a percentage of the accommodation portion of an overnight stay and applies to most types of accommodation, including hotels, hostels, guest houses, camping sites, caravan parks and boat moorings. The percentage rate will be set by each local authority, with no cap on the level, however existing schemes elsewhere typically apply a levy of between 1% and 7%. The levy can vary by location or date but not by accommodation type. 2.3 There is no Scottish Government financial support to set up a scheme; and each local authority will need to meet the set-up and recurring costs of running a scheme. The Scottish Government estimates costs of £110,000-£480,000 for set up, with recurring annual costs of between £190,000-£500,000 per local authority. Not all local authorities will have sufficient visitor spend on accommodation for a scheme to be cost-effective, and careful consideration needs to be given by each local authority to the viability of a scheme in their area. The identified new costs are consultation and decision-making costs, including establishing a governance model, set-up costs and ongoing admin costs, including monitoring, enforcement and communications. Those costs need to be weighed against the potential income a levy might generate. 2.4 Accommodation providers will also have costs associated with the introduction of a levy, in terms of setup and administration, which could include changes to systems, staff training, preparing returns to local authorities, additional record-keeping and explanation of the scheme to visitors. 2.5 Potentially many local authorities in Scotland will set up schemes, with much duplication of cost and effort, however, the Bill creates provision for two or more local authorities to act jointly to create a scheme. This creates provision to work regionally within Ayrshire to explore operational and financial benefits that may arise from a regional approach, if appropriate and beneficial. Visitor Levy Bill Consultation 2.6 Following the introduction of the Bill there is now a further round of consultations by the Scottish Government and SLAED, closing on 1st and 15th September, seeking views on the proposals in the Bill, and on the implications for local authorities and businesses. 2.7 In previous consultations, North Ayrshire Council has agreed to support taxation powers being given to Local Authorities, which included the visitor levy, and responded to Scottish Government consultations and it is proposed to maintain in principle support to the Bill through the current consultation, subject to exploration of financial and operational arrangements. 144
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2.8 The Bill consultation seeks responses to the consultation in a questionnaire format, and the proposed Council response is attached as Appendix 1. In completing the questionnaire, engagement with the Tourism Forum, an Elected Member Briefing session and engagement with officers at East and South Ayrshire Councils has taken place to incorporate views of members and to provide consistency of approach across Ayrshire, where appropriate. 2.9 The response to the Bill will also inform responses to ongoing consultations on the visitor levy by SLAED and the Government Finance Committee. Next Steps 2.10 As it is not possible to undertake detailed assessment of the viability of a visitor levy scheme in advance of responding to the Visitor Levy Bill consultation, essential work needs to be done to explore the options for a delivery model, assess the opportunities, and undertake detailed analysis of potential costs and financial benefit of a scheme based on suitable information. Accordingly, a short-life officer working group will be formed with council officers from relevant services to explore the financial and operational implications of the Visitor Levy to be able to recommend future proposals related to the implementation of a visitor levy. It is anticipated that this process will include engagement with the Tourism Forum and industry stakeholders. It is also anticipated that working arrangements will include engaging with East and South Ayrshire councils to clarify any regional implications or opportunities within the process of identifying options for the implementation of a visitor levy scheme. 3. Proposals 3.1 It is recommended that Cabinet: a) Approves responding to consultation on the Visitor Levy (Scotland) Bill in support of the introduction of a levy, subject to further exploration of costs and benefits. b) Notes the formation of an internal Visitor Levy Officer Working Group which will engage with the Tourism Forum, businesses and regional stakeholders to inform any future emerging proposals related to the implementation of a visitor levy. 4. Implications/Socio-economic Duty Financial 4.1 There are no financial implications from responding to consultations, creating an internal working group and engaging with our colleagues in neighbouring local authorities. A future paper will be brought to Cabinet outlining the findings of the working groups. 145
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Human Resources 4.2 Responding to consultations and taking part in working groups will be coordinated within existing staff resource. Legal 4.3 None Equality/Socio-economic 4.4 None Climate Change and Carbon 4.5 None Key Priorities 4.6 This proposal is linked to the priority outcome contained in the Council Plan for North Ayrshire to have vibrant, welcoming and attractive places. Community Wealth Building 4.7 None 5. Consultation 5.1 Consultation has taken place with the member/officer Tourism Forum and feedback from members has been reflected in the draft response to the Visitor Levy Bill consultation. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Neale McIlvanney, Interim Head of Service, Growth, Investment and Employability, on nealemcilvanney@north-ayrshire.gov.uk. Background Papers 0 146
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SLAED Response to Visitor Levy (Scotland) Bill Consultation 1. What are your views on whether local authorities should have a power to place a levy (a type of additional charge or fee) on top of the price charged for overnight accommodation in their area? In principle North Ayrshire Council is in favour of local authorities having this discretionary power, however the means of calculation and guidelines on scheme design, set-up and implementation need further consideration. 2. Given that the Bill is likely to result in different councils introducing a visitor levy in different ways or not doing so at all, what impact do you think the Bill will have in your area and across different parts of Scotland? For example, this could include any impact (positive or negative) on local authority finances, local accountability and flexibility, businesses, or on numbers of overnight visitors. • Local authorities will have to meet front-end costs in the two years prior to the introduction of the scheme. This leaves them financially exposed and means that once the scheme is operating it may be some time before the costs are repaid and the scheme delivers useable proceeds. • Businesses equidistant from a visitor attraction may fall either side of a local authority boundary, with different/no levies, making one more attractive to/cost effective for a visitor. • Local authorities with a large number of accommodation providers will potentially have a large financial boost to their visitor facilities and services, making them more attractive and widening the gap between those in honey- spot areas and those in more disadvantaged areas, which are the areas that could potentially benefit most from investment in tourism. • Accommodation providers considering location of their business or setting up an additional business may decide to locate outwith a levy area. • Local authorities may be under pressure to ringfence levy spend in the area in which the levy is raised. E.g. in North Ayrshire, almost half of our visitor accommodation is on Arran. 3. Do you agree with the Bill’s definitions of a “chargeable transaction” and of “overnight accommodation”? If not, what definitions do you think would be better? The definition of a chargeable transaction is too open to abuse. An accommodation provider could essentially offer a ‘free’ bed and present an overnight charge which they can attribute to breakfast, parking, servicing, marketing, etc. This could prove very difficult to manage and take up local authority time and resources, reducing potential scheme income. 147
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4. What are your views on the Bill’s proposal to allow councils to set the levy as a percentage of the chargeable transaction? Are there any other arrangements that you think might be better? If so, please give examples and a short description of the reasons why. Unless the levy is a percentage of the overall transaction it is open to abuse. Accommodation providers could claim that most of the cost of the stay is non- chargeable. A flat percentage on the whole transaction or a flat £ charge is more transparent and more manageable. However, while a flat £ charge is more manageable it would have to be tiered so those who provide lower cost accommodation (e.g. campsites) were not disproportionately affected. 5. What are your views on the absence of an upper limit to the percentage rate (which would be for councils to decide) and that it could be different for different purposes or different areas within the local authority area, but not for different types of accommodation? The Bill should contain an absolute upper limit to the percentage rate. It would be more flexible if it could be varied for different types of accommodation, particularly if a local authority is trying to encourage growth of certain types of accommodation providers within its area, perhaps to bring a wider offering to appeal to more types of visitors. 6. The Bill would allow councils to apply local exemptions and rebates to some types of guests if they choose to. It also allows the Scottish Government to set exemptions and rebates on a national basis where it considers it appropriate. What are your views on the Bill’s proposals in relation to exemptions and rebates? While exemptions and rebates would make the scheme fairer (e.g. islanders staying in accommodation on the mainland due to a hospital appointment), the practicalities of managing exemptions could be challenging for the accommodation providers. For instance, would they have to ask all of their guests why they are staying there? It seems like an invasion of privacy. It also means the scheme is open to potential abuse by visitors claiming their stay is for an exempt purpose, so there would need to be a level of ‘proof’ of exempt purposes, which again increases the administrative burden for all parties. 7. Do you agree with the Bill’s requirements around the introduction and administration of a visitor levy scheme, including those relating to consultation, 148
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content, and publicity (Sections 11 to 15)? Are there any other requirements you think should be met before any introduction of the levy in a given area? 8. What are your views on the Bill’s requirements for local authorities in respect of records keeping, reporting, and reviewing? (Sections 16, 18 and 19) There will be a huge duplication of work across local authorities as they each establish systems to set up and then manage the scheme. This is an unnecessary front-end cost. A centrally designed scheme with suitable software and systems which could then be purchased/adopted by individual local authorities would be more cost-effective. 9. The Bill requires that net proceeds of the scheme should only be used to “achieve the scheme’s objectives” and for “developing, supporting, and sustaining facilities and services which are substantially for or used by persons visiting the area of the local authority for leisure purposes.” Do you agree with how the Bill proposes net proceeds should be used and if not, how do you think net proceeds should be used? The Bill needs to allow flexibility about how the net proceeds should be used locally to reflect local circumstances. While the statement above does capture the spirit of the intention of the Bill, there should be acknowledgement of local circumstances informing what the net proceeds can be used for. 10. What are your views on the Bill’s requirements for accommodation providers to identify the chargeable part of their overnight rates, keep records, make returns, and make payments to relevant local authorities? Are there any other arrangements that you think would be better, for example, by reducing any “administrative burden” for accommodation providers? • Unless the levy is a percentage of the overall transaction it is open to abuse. Accommodation providers could claim that most of the cost of the stay is non-chargeable. A flat percentage on the whole transaction or a flat £ charge is more transparent and more manageable for the providers. However, while a flat £ charge is more manageable it would have to be tiered so the lowest cost providers and those who provide accommodation to arguably the most disadvantaged visitors (e.g. campsites) were not disproportionately affected. • Where an accommodation provider operates businesses in more than one local authority, they may have to manage reporting at different levy rates to different local authorities. If they have a central booking system this becomes even more complicated. 149
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• Accounting software used by many small businesses may not have the flexibility to manage the levy and exemptions which could add to the cost and complexity for the providers. 11. Do you have any comments on Part 5 of the Bill (Enforcement and Penalties and Appeals)? Are there any other arrangements that you think might be more appropriate in ensuring compliance and reducing the risk of avoidance? Enforcement could potentially be a very expensive aspect of the scheme. The powers given to local authorities to enter premises and seize documents seem very heavy-handed and there is potential for human rights/privacy issues with enforcement, e.g. an individual offering bed and breakfast in their own home. 12. Do you have any comments on the issues that the Scottish Government proposes to deal with in regulations after the Bill has been passed? (Set out in the Delegated Powers Memorandum) Are there any that you think should be included in the Bill itself rather than being dealt with by regulations and if so, why? 13. Do you have any comments on the accuracy of the estimated costs for the Scottish Government, local authorities, accommodation providers and others as set out in the Financial Memorandum and Business and Regulatory Impact Assessment (BRIA)? 150
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NORTH AYRSHIRE COUNCIL 29 August 2023 Cabinet Title: Tree and Woodland Management Policy Purpose: To seek Cabinet approval on the proposed updated Tree and Woodland Management Policy. Recommendation: That the Cabinet approves the updated Tree and Woodland Management Policy, attached at Appendix 1. 1. Executive Summary 1.1 Trees and woodland have a significant effect upon the quality of life within the area. They provide environmental, aesthetic and amenity value and support the Council’s wider strategic objectives. For example, helping to become carbon net zero by 2030, supporting biodiversity, providing an attractive environment, contributing to regeneration and improving health and wellbeing. To help contribute towards carbon net zero, the Council has a target to introduce 108,000 new trees by 2030 as part of North Ayrshire’s 2030 Woodland project. 1.2 The Council is responsible for over 275 hectares of woodlands within its area. There are a number of legal obligations placed upon the Council in relation to the management of trees and woodlands, for which it is responsible. 1.3 The Council receives a high number of enquiries in respect of trees within its area. This formal policy enables the Council to outline how it will discharge its responsibilities and manage its tree and woodland stock in a sustainable way. 1.4 People often live in close proximity to trees which can occasionally cause an inconvenience. The Tree and Woodland Management Policy aims to capture the Council’s position on the most frequent tree related enquiries. 2. Background 2.1 The current Tree and Woodland Management Policy was approved by Cabinet in 2013 and has been in use since that time. 2.2 The policy has been reviewed by relevant members of the Streetscene Service, with input from the Roads Service, and updated accordingly to consider recent council policies and strategies, such as North Ayrshire’s 2030: Tree Planting Strategy. The Tree and Woodland Management Policy is attached at Appendix 1. 2.3 The main changes to the policy are an acknowledgement of the ambition to reach net zero by 2030 and the Council’s actions to support this. The complaints process has also been amended and is now aligned to and will be dealt with through the already established North Ayrshire Council Complaints Procedure. Agenda Item 13 151
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2.4 North Ayrshire Council has set a target to introduce 108,000 new trees by 2030 as part of ‘North Ayrshire's 2030 Woodland’ plan which aims to contribute to the Council’s wider efforts to reach net-zero carbon emissions. Progress against this initiative has been good with 35,627 new trees planted, as of 19 July 2023. In terms of replacement trees, if trees have to be removed, we aim to replace on a like for like basis where possible, or appropriate, to do so. If it’s not possible to do so, we will plant a replacement tree of a suitable species at a suitable location. 3. Proposals 3.1 That the Cabinet approves the updated Tree and Woodland Management Policy attached at Appendix 1. 4. Implications/Socio-economic Duty Financial 4.1 None. Human Resources 4.2 None. Legal 4.3 There are a number of legal responsibilities and duties placed on the Council in relation to the management of its tree and woodland stock, which are described in the policy attached at Appendix 1. Equality/Socio-economic 4.4 None. Environmental and Sustainability 4.5 Trees and woodland areas provide a significant contribution to the overall environmental wellbeing of an area. As trees absorb substantial amounts of carbon from the atmosphere, trees play a vital role in helping to combat climate change and to achieving the Council’s target of achieving net zero carbon emissions. Trees and woodlands are integral to the Council’s Environmental Sustainability & Climate Change Strategy (ESCCS) 2021-23 and contribute towards a sustainable environment. Key Priorities 4.6 The network of trees and woodlands positively contributes to the Council Plan 2023- 28 of which a key priority is Climate Change. One of the Key Activities of the Council Plan is 'Promoting new woodland creation and protecting our green spaces to provide a natural resource for carbon sequestration.’ The strategy and initiative also play an important role in delivering against Scotland’s 152
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Public Health Priority 1 of ‘A Scotland where we live in vibrant, healthy and safe places and communities.’ Community Wealth Building 4.7 The Tree and Woodland Management Policy aligns with the Council’s Community Wealth Building mission of “Enhancing local wealth and the creation of fair jobs and maximising the potential of all our places through working in partnership with our communities and businesses.” This includes working with communities on the development of community orchards and ‘wee forests.’ Consultation 5.1 The Tree and Woodland Management Policy has been reviewed and updated to align with national guidance and reflect recent Council strategies, policies, and priorities. 5.2 Consultation has taken place within the Council’s Streetscene Service and Roads Service. 5.3 The Policy Advisory Panel were consulted and provided feedback on the revised policy on 18 April 2023. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Thomas Reaney, Head of Service (Neighbourhood Services), on 01294 324570. Background Papers Appendix 1 – Tree & Woodland Policy 153
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Page 1 of 12 North Ayrshire Council Tree and Woodland Management Policy 1. Introduction 1.1 Trees are an essential asset and yet at the same time can be seen as being highly emotive, both in terms of perceived nuisance and of the benefit they provide. They can form important local landmarks and landscape features whilst making a tremendous impact on visitors and residents alike, providing significant aesthetic, amenity, economic and ecological benefits and help contribute to a healthier environment. 1.2 The Council is responsible for many thousands of trees and over 275 hectares of woodland within the area. A programme of assessment and inspection has commenced although given the number and extent of trees within the area it is anticipated that this will take many years to complete. The Council also has an obligation to survey trees within their portfolio, in line with Health and Safety at Work etc Act 1974. 1.3 There are a number of legal obligations placed upon the Council in the management of trees and woodlands for which it is responsible. 1.4 The aim of this policy to set out how the Council will effectively manage trees and woodlands for which it is responsible ensuring that they positively contribute to the area and achievement of the corporate priorities of the Council whilst meeting legal obligations. The policy does not consider trees within private ownership unless the Council has a legislative responsibility or power in respect of their management. 2. Effective Tree and Woodland Management 2.1 The Council seeks to manage its trees and woodland in an effective manner in the following ways:- Providing and maintaining healthy and safe trees. Maintaining and encouraging biodiversity. Maintaining and improving landscape quality via the care of existing trees and the inclusion of future plantings. Compliance with legal responsibilities in both Common Law and through Statute. Effectively communicating, educating and engaging with the public and local communities. Providing clear channels of advice and information to the public and other Council services regarding arboriculture and obligations relating to the inspection and surveying of trees within their ownership. Managing its woodlands in appreciation of the Ayrshire and Arran Woodland Strategy. 3. The Importance of Trees 154
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Page 2 of 12 3.1 Trees are of vital importance to the landscape. They are living and dynamic structures that, dependent up on species and location, can live for generations. They are widely appreciated for enhancing rural and urban environments and make a positive contribution to the scenic character and diversity of the landscape. However, the benefits they attach to the environment greatly extend beyond perceived visual amenity and include:- Social, educational, and communal benefits through connecting people with nature. Embellish and reduce the impact of building development and hard landscaping. Environmental benefits such as carbon sequestration, improved air quality, screening from sun, wind, and rain, filtering noise and attracting wildlife. Providing economic benefits, e.g. adding value to property and reduced energy costs (windbreaks). Reduce surface water run-off and the effects of soil erosion. Green and leafy industrial sites, retail and/or shopping areas may attract more inward investment than similar areas and sites devoid of trees. Contribute to human physical and mental health and relaxation. Provide a sustainable resource. 4. Tree Related Issues 4.1 People often live in close proximity to trees, particularly in urban areas, which can create varying degrees of inconvenience. These trees are either their own, their neighbours’ or quite commonly belong to the Council. Conflict or disputes can arise where a tree or group of trees make an important contribution to the local environment yet create inconvenience to residents. There are a number of common sources of complaint including:- Size and spread of tree canopy. Branches overhanging into gardens and the road. Low branches over footpaths. Trees blocking natural light, streetlights and road signs. Leaf and fruit fall. Sticky deposits. Physical damage to structures. Interference with utilities. Affecting TV and satellite reception. Affecting CCTV and security systems. Obscuring a view. Road safety issues. Fear of tree safety. Birds and wildlife. 155
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Page 3 of 12 4.2 Complaints often arise as a result of inappropriate species selection in the past where trees increase in size until they reach maturity. In these situations, it may be difficult or impossible to resolve in all parties’ favour. 5. Trees on Council Land 5.1 Parks, Open Spaces and Cemeteries Trees are fundamental aspects of parks and open spaces as they can provide high levels of visual amenity and are valuable in encouraging use of these sites by residents and visitors alike. Parks are ideal for tree planting as there are relatively few conflicts and species that would be unsuitable elsewhere can be grown here. Cemeteries and churchyards often contain large specimen trees that were planted out when these sites were first developed and can offer a sense of calm for visitors. These areas are sanctuaries for wildlife and the existing trees are often of historic or of great personal value to local communities. The many decorative mature trees are characteristics of many sites providing excellent flora and fauna values. 5.2 Council Housing Areas A large proportion of the Council’s Housing stock was built in line with the new town concept, particularly within the Irvine area. Extensive planting of both trees and shrubs was undertaken both in garden areas and in the surrounding open space using a wide range of species. These were often quick growing to provide rapid greening including shrub beds and group planting. Many trees were planted close to houses without full consideration of future growth potential. The maturing of these trees has given rise to a number of complaints from residents who live in close proximity. Complaints or enquiries from tenants regarding trees within the housing portfolio, including trees within tenant’s gardens and open space, will be dealt with by the Housing Service with appropriate reference to the Arboriculture Officer. 5.3 Road Trees Road trees are those growing in pavements and verges along the Council’s road network and are the responsibility of the Council as Roads Authority. The Council is not responsible for trees alongside major trunk roads or private roads and footpaths. Road trees are extremely important as they help to filter traffic pollution and help to provide shade to car-parking and pedestrian passage. A tree- lined street will improve the aesthetic and amenity appearance of a street 156
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Page 4 of 12 itself. The Council values road planting as it presents a real opportunity to improve environmental quality and image. However, consideration should be given to the location of trees in relation to roads, windows to the front of properties, overhead telephone wires, underground services, sight lines, lighting, traffic controls and signs. The roots of trees can also potentially cause problems with the surface of roads including pavements and verges. Where a tree (or trees) on Council owned or adopted land is deemed to be a danger to road users or pedestrians, or is causing an obstruction, the Council as Roads Authority will take steps to make the tree(s) safe or remove the obstruction. Where a tree on privately owned land is considered to be a danger to road users or pedestrians the Council as Roads Authority will attempt to contact the owner in order to remove the risk or obstruction. If there is no immediate danger the Council as Roads Authority can serve notice on the owner requiring them to undertake the necessary works within 28 days. Where the owner fails to comply with the notice the Council as Roads Authority are empowered to carry out the necessary works and recover expenses reasonably incurred from the owner. Where in the Council’s opinion the danger from the tree is imminent then there is no requirement to serve a notice and the Council as Roads Authority can carry out the necessary works and recover expenses reasonably incurred from the owner. 5.4 Woodlands The Council is responsible for over 275 hectares of woodland. They provide significant biodiversity and wildlife value, as the ground flora, lower plant, fungi and invertebrate populations within them have developed over many years and are specialised to that environment. The long-established nature of these woodlands is reflected by the large amount of self-seeded trees that are often densely located leading to poor quality or weak specimens. The Ayrshire and Arran Woodland Strategy was published in 2014 as a collaboration between North Ayrshire Council, East Ayrshire Council, South Ayrshire Council, Ayrshire Green Network and Forestry Commission Scotland. It seeks to develop the woodland of Ayrshire and Arran as a model of integrated and sustainable use of land that supports the local economy and contributes to the community wellbeing and that also promotes environmental excellence. Whilst being mindful of this Strategy the Council’s primary objective is to ensure that all its woodlands are enhanced and sustained on a long- term basis with the involvement and support of local communities and schools co-ordinated through the Countryside Ranger Service. Amongst other improvement works and where resources allow the Council will seek to undertake appropriate thinning works to encourage improved tree growth and the quality of specimens. Effective 157
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Page 5 of 12 maintenance works will support the development of a range of woodlands that can be used for public recreational use, wildlife habitat and for educational purposes and the Council’s Local Biodiversity Action Plan. The creation of woodland paths has been utilised to encourage the public to visit woodlands improving access to nature and the outdoors. 6. Trees on Private Land 6.1 Other than where the Council has a specific legislative responsibility such as the administration of Tree Preservation Orders, the Roads (Scotland) Act and within Conservation Areas, maintenance and management rests entirely with the landowner who has a duty of care under Common Law. 6.2 The Council will not undertake any works to privately owned trees unless it has a legislative responsibility or power, or in emergency situations where the owner cannot be identified and located. In these situations, the Council will seek to recover any costs incurred from the owner. 7. The Council’s Planning Responsibilities 7.1 The responsibilities of the Council as the Local Planning Authority are set out in the Town and Country (Scotland) Planning Act 1997 (as amended) and the Planning (Listed Buildings and Conservation Areas (Scotland) Act 1997. 7.2 In granting planning permission for any development, the Council must ensure that appropriate provision is made, usually by the imposition of conditions, for the preservation or planting of trees. Such conditions can be the subject of appeal or an application to vary the condition. Non- compliance with any condition imposed can be the subject of enforcement action. 7.3 There are numerous Tree Preservation Orders in force at present within the area of the Council. The Council’s Planning Service has a duty to review existing tree preservation orders. A Tree Preservation Order (TPO) may be made if it appears to the Council to be: expedient in the interest of amenity and/or, that the trees, groups of trees or woodlands are of cultural or historical significance. Owners, lessees, and occupiers of land affected by a proposed TPO have the right to make objections prior to confirmation. 7.4 Prior to the commencement of any works to trees protected by a Tree Preservation Order application must be made to the Council. Where a tree is not protected by TPO but is within a Conservation Area notice must be given to the Council at least 6 weeks prior to the commencement 158
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Page 6 of 12 of any work. Where protected trees have been removed the Council will normally require the planting of replacements. 7.5 The High Hedges (Scotland) Act 2013 is a stand-alone legislation and not a direct responsibility of the planning authority, but in the North Ayrshire Council area it is administered by Planning Services. The Act relates to any hedge which is (i) over 2 metres in height, (ii) formed by a row of two or more trees or shrubs and (iii) forms a barrier to light. It allows any owner or occupier of a domestic property, who feels that the height of a high hedge adversely affects their reasonable enjoyment of their property, as a “last resort” to pay a fee and apply to the Council for a High Hedge Notice to be issued requiring the owner of the hedge to remedy the adverse effect, usually by reducing the height of the hedge. An appeal against the terms of the Notice can be made to the Scottish Government by either the applicant or the owner. The Act refers to all trees whether otherwise protected or not and if a Notice is served then the works must be carried out. The Scottish Government Guidance on the Act specifies that there are no special procedures laid down for applications where the local authority is directly involved, either as applicant or owner, and that these should be processed as normal. The guidance states “it is hoped that in such cases, attempts made to resolve the problem amicably would result in a solution before the applicant felt the need make a formal application”. 8. Inspection of Trees 8.1 Assessment of tree enquiries is currently undertaken in response to service requests or complaints as and when required. It is not practicable to formally inspect all trees where service requests or complaints are received. As a general rule, site inspections will not be undertaken in response to enquiries relating to nuisance value. In these instances, advice will be provided to enquirers in line with this policy from the land portfolio holder concerned. 8.2 The minimum standards for managing the risk from trees, including risk assessment by a competent person is outlined under Section 3 of the Health and Safety at Work etc Act 1974. The Council has a duty and responsibility for ensuring they have systems in place to control risks from trees to members of the public in the community, their employees and to contractors. 8.3 A pro-active programme of inspection is being developed utilising a risk- based approach to identify priority. The criteria utilised to establish priority includes tree location in relation to roads, footpaths, built structures, high or frequently used areas etc. Tree inspections are primarily concerned with health and safety, identifying foreseeable risks and hazards commonly associated with trees, rather than aesthetic or amenity value, 159
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Page 7 of 12 although these can be considered. Inspection will consider the presence of the following factors, including, but not restricted to:- Tree canopy die-back Deadwood Fungal and/or fruiting body associations Root-plate heave Stem cavities or decay Included bark unions Previous branch failure points Tree canopy touching adjoining buildings, obscuring signage/streetlights/CCTV Low branches or tree canopy obstruction over roads and footpaths Tree diseases 9. Felling and Pruning of Trees 9.1 Where inspection either re-active or planned identifies that a tree constitutes a hazard or is unsafe action will be taken as soon as practicably possible to minimise risks within a pre-determined time, by the relevant portfolio / duty holders. Examples of circumstances that require immediate action include:- The tree is unstable, uprooted and is leaning in the direction of property or areas of public access. The level of risk and the degree of urgency required to address the problem will be dependent on the target type (the public, vehicles, buildings, footpaths and roads, as examples) and frequency of use, size of the tree, extent of root- lift and current and forecasted weather conditions. The tree has hung up limbs that if were to become detached would cause harm or damage to public or property. The tree is blocking a part of the Council’s roads network. The tree has fallen from council or adopted land and is blocking access to property. The tree has fallen onto property or vehicles from council or adopted land. 9.2 Other than where a tree presents a hazard or forms part of a woodland management plan there is a general presumption against the removal or pruning of trees which are healthy, except for exceptional circumstances where the Council’s Arboriculture Officer will advise. 9.3 Where it has been decided that works are required to trees consideration will be given to maintain the value and health of the tree. 9.4 Consideration will be given to pruning. However, excessive pruning or reducing a tree’s size can adversely affect the health, appearance and amenity value of the tree, as well as resulting in weakly attached re- growth. Examples of where pruning is appropriate include:- 160
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Page 8 of 12 Minor works. To improve the growth and establishment of adjacent trees. To prevent or rectify direct or indirect physical damage to buildings, structures and public utilities where practical and accessible. Formative pruning of any newly planted trees. To improve the health and condition of existing trees, e.g. crown cleaning. As part of woodland or screen thinning operations. 9.5 Felling/Removal will be considered, generally, but not restricted to the following instances: The tree is dead, dying or diseased and presents an unacceptable degree of risk to persons or property. The tree is uprooted or wind-thrown and presents an unacceptable degree of risk to persons or property. The tree is causing damage to buildings, structures or public amenities. Regeneration of woodland (clear felling) and landscaped areas. To improve the growth and establishment of adjacent trees, e.g. woodland thinning. To facilitate works by statutory undertakers. Where pruning or alternative options are not practical. To control / limit / treat the spread of notifiable diseases. 10. Subsidence and Drains 10.1 Where trees are believed to be causing subsidence to a property, including damage to drains, the claimant will be required to provide supporting expert evidence, usually through their property insurers. All enquiries and any subsequent claims will be passed to the Council’s Finance and Risk Management Service. 11. Trees, Overhanging Branches and Root Encroachments 11.1 Under Common Law in Scotland there is no legal duty on the owner of a tree to cut or prune trees within their land or property other than ensuring the trees present no risk of damage to life or property. 11.2 Trees, especially when growing near to property can cause concern to people who live near or in close proximity to them. The size of a tree alone is not reason enough to prune or fell a tree. Such measures could adversely affect the amenity value of the site, over-expose adjacent trees to prevailing wind or cause irreversible damage to the tree where pruning has occurred. Accordingly, trees will not be pruned or felled unless they present a safety issue or a hazard to the public or property. 11.3 The Council will not undertake works to trees that overhang adjacent land unless the tree or overhanging branches present a safety issue or part of 161
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Page 9 of 12 the tree is in contact with any building or boundary within that land. Under Common Law affected landowners can prune any overhanging growth providing the cuts are made on their side of the boundary. The arisings legally belong to the owner of the tree and should be offered back to them unless they have given permission to keep or dispose of them. 12. Light, TV and Satellite Reception, Views and General Nuisance. 12.1 As a general rule the Council will not carry out tree pruning or removal works on trees within council ownership or adopted land directly attributable to: Loss or interference with TV or satellite signal reception Restriction of sunlight or artificial lighting, unless adjudged to excessive, in which case the Council’s Arboriculture Officer will advise on this. Blocking or obstructing a view from a residence Medical ailments unless supported by expert medical opinion. The Council reserves the right to challenge such opinion. 12.2 As a general rule the Council will not carry out tree pruning or removal works on trees within council ownership or adopted land in direct response to, or relating to enquiries regarding natural or seasonal events, for example: Falling leaves Sap exudation (honeydew) Falling fruits/nuts Bird droppings Blossom Reduction or increased moisture within gardens Basal stem sucker growth Germinating seeds from trees Blockages or obstructions from tree deposits and leaves Presence of algae and/or build up of moss. 12.3 Only when required, and when all other potential solutions have been exhausted, will tree pruning or removal be considered. Examples of potential alternative solutions include:- Slippery road and path surfaces arising from leaf or fruit fall should be reported to the Streetscene operations who will arrange for those areas that are formally owned or adopted by the Council to be swept. Leaf and/or fruit fall within private gardens can be deposited within the ‘brown’ garden waste bin collected by the Waste Management service. The council are not responsible for the removal of leaf fall from properties. 162
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Page 10 of 12 Re-location or use of extension poles for aerials and satellite receivers or contacting suppliers to discuss alternatives. 12.4 Landowners are able to exercise their rights under common law in respect of any over hanging branches or encroachments and will be advised of these. 13. Poisonous Trees 13.1 Any works undertaken in respect of poisonous trees will be based on the level of risk relating to each individual case. Factors for consideration will include the level, nature and frequency of site usage, level of toxicity, position of berries and seeds, etc on the tree and any alternative means of addressing/managing the problem, such as regular uplift of fruit fall. 14. Trees with Thorns 14.1 Where trees bear thorns or spines that pose a hazard to the public, action will be taken to remove the part of the tree most likely to cause harm. Influencing factors on the action taken will include the level, nature and frequency of site usage, the setting of the site, the effect of pruning on the tree and, alternative means of managing the problem, e.g. replanting the tree in a more suitable location. 15. Wildlife/Insects 15.1 Trees will not be pruned or felled to remove any animal protected under the Wildlife and Countryside Act 1981 (as amended), other appropriate Protected Species legislation, or to remove insects such as wasps, bees, or midges. In the case of pests, advice can be sought from Protective Services. 15.2 Where birds are found to be nesting, tree work will be postponed until the end of the nesting season, other than where there is an immediate risk to safety. 15.3 Where trees have been identified as a roosting site for bats, work will not be carried out until an assessment has been undertaken by an appropriately qualified practitioner or Scottish Natural Heritage, other than where there is an immediate risk to safety. 15.4 Where possible, safe to do so and in appropriate areas arboriculture practices will be used to create wildlife habitats. This may include practices such as:- Retaining dead standing trees as natural habitats, preferring to prune rather than fell. Leave in situ and dead or felled trees in order to create wildlife habitats when safe to do so. 163
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Page 11 of 12 16. Public Utilities and Close Circuit Television (CCTV) and streetlighting 16.1 CCTV systems and streetlighting should be erected clear of any trees to enable a clear view of the areas covered. Where subsequent tree growth obscures all or part of public CCTV systems and street lighting appropriate works will be undertaken by the premise/land portfolio holder / duty holder to maintain the original level of coverage. 16.2 Where trees are in contact with or threaten public utilities appropriate pruning, or where necessary removal, works will be undertaken after an assessment of the site. In all cases works will seek to retain the value of the tree. 17. Vandalism and Antisocial Behaviour 17.1 Where it is claimed that trees are contributing to antisocial behaviour or crime the enquirer will be passed to the Police or the Council’s Community Safety Team. Only in exceptional cases and where the written support of either the Police or the Council’s Antisocial Behaviour Investigation Team is provided will appropriate works be undertaken. 17.2 Any work undertaken to a Council owned tree, unless it is overhanging or encroaching upon a private property, and in accordance with Common Law, will be considered as vandalism and will be reported to the Police as a criminal act. Members of the public who witness acts of vandalism to trees should report the matter directly to Police Scotland. 18. Tree Planting 18.1 The Council aims to create a wide, varied and sustainable tree stock. New tree planting can create opportunities to increase age and species diversity and improve the local landscape. To achieve this the Council or in partnership with the community will endeavour to plant new and replacement trees, where appropriate opportunity arises, to ensure continuous tree cover, with priority being given to appropriate species. Where trees are removed, we aim to replace them on a like for like basis. However, if this is not possible or appropriate to do so, we will replace with a suitable species at a suitable location. 18.2 North Ayrshire’s 2030 Woodland Plan: A Tree Planting Strategy: By 2030, the Council aims to plant 108,000 trees in recognition of the importance of trees in carbon absorption as part of our overall approach to becoming carbon net-zero by 2030. This will be delivered as part of a large-scale woodland tree planting programme to provide the anticipated level of carbon sequestration required to meet the net-zero ambition. 164
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Page 12 of 12 18.3 Before reaching a decision as to whether new or replacement tree(s) are to be planted, the Council will consider the Tree Planting Strategy objectives and take into account the following considerations: Will the new or replacement tree/s be of public benefit? Is there sufficient room for a new tree(s) to grow and develop without causing future problems? Is there a deficit of trees in the area? Was the removed tree part of a local feature or of historical significance? What species is appropriate for the site? Sources of planting stock. Relevant legislation. The Council’s commitment to achieving net-zero carbon emissions by 2030. All new tree planting will be carried out during the winter months. 18.4 When planning a planting programme for open spaces within community areas, local Elected Members and community groups will be consulted wherever possible, with other council services being consulted where appropriate. 19. Review of Decisions 19.1 Where anyone disagrees and wishes to contend with the decisions taken in implementing this policy, North Ayrshire Council’s Complaints Procedure should be used. 20. Review of Policy The implementation of this policy will be monitored on an ongoing basis and the policy will be reviewed September 2026. 165
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NORTH AYRSHIRE COUNCIL 29 August 2023 Cabinet Title: Memorial benches, plaques and other memorial opportunities Purpose: To provide an overview and seek Cabinet approval of the appropriate options to be supported for memorials for members of the public to remember a loved one. Recommendation: That Cabinet approves the range of options in respect of memorials. 1. Executive Summary 1.1 North Ayrshire Council has a longstanding history of providing memorial benches and plaques to offer bereaved families an opportunity to remember their loved ones in a lasting and meaningful way. Over time, the large accumulation of benches and plaques together with challenges with suitable locations, maintenance and sensitivities associated with the removal of floral tributes led to the ongoing temporary suspension of the service and investigation of alternative approaches. 1.2 Elected Members and enquiries from the public have indicated there is an appetite for an enhanced and bespoke suite of memorial alternatives that could be offered to bereaved families. The Streetscene Strategy Team has identified potential solutions that could offer an enhanced service to meet these needs and requirements. 2. Background 2.1 North Ayrshire Council has a longstanding history of providing memorial benches and plaques to offer bereaved families the opportunity to remember their loved ones in a lasting and meaningful way. Over time, the large accumulation of benches and plaques, challenges with suitable locations, maintenance, and sensitivities of removing tributes, led to the temporary suspension of the service and the investigation of alternative approaches. 2.2 It is recognised and acknowledged that there is a desire of many members of the public to remember loved ones with a memorial in the surroundings with which they were familiar. These requests are agreed and accommodated wherever possible, but any decision must recognise the needs of the wider public. The Council therefore requires to ensure that the memorial process is managed and regulated for the mutual benefit of all. This can also be to the benefit of the community if the memorial enhances or makes the location more attractive by helping to maintain the character of the area. The principles to be adopted will ensure that requests for memorials are responded to in a consistent efficient and sympathetic manner. Agenda Item 14 167
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Objectives 2.3 The objectives of a memorial offer are to ensure that: • Unique remembrance spaces for local people are provided to celebrate and mark the lives of loved ones; • The memorial offer and service is clear and easily understood; • The response to contrasting needs is balanced and appropriate; • The use of public spaces is not compromised and ensure the quality of attractiveness is maintained for the use of all residents and visitors; • Any memorial is appropriate for the location in which it is placed; • All memorials are cost-neutral and low maintenance for the Council; • Costs of supply and installation are affordable and are covered by the applicant of the memorial. Responsibilities 2.4 The following responsibilities and requirements are proposed for the options. • The location and types of memorials for individuals will be agreed with applicants. • Priority will be given to applicants that are resident In North Ayrshire or have a direct connection with the area. Other applications will be considered on a case by case basis; • Memorials should have some community benefit either as street furniture or by enhancing the appearance of the local area; • The cost of supply and installation of any memorial will be covered by the applicant and paid for prior to installation; • The responsibility for the maintenance of any memorial is clearly defined and communicated prior to installation; • The Council will accept no responsibility if a memorial is damaged, vandalised or stolen; • In the event of damage by accident, vandalism or it becomes unsafe and beyond economical repair, the Council reserves the right to remove and not replace the memorial; • Once installed the memorial can only be repositioned with the agreement of the Council; • Any plaques or wording must be a suitable size, colour and type face and agreed with the Council in advance; • Once installed the memorial will become the property of the Council and any routine maintenance costs will be covered by the Council. • Any plaques will remain the property of the applicant and must be maintained in good condition; • No additional structures or mementoes e.g. fencing, wreaths, flowers, can be placed on or at the memorial at any time. 168
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Options Memorial Benches and Plaques 2.5 The existing memorial option of procuring a memorial bench and/or attaching plaques to benches is nearing saturation point and it is proving difficult to support the wishes of individuals in specific locations such as Largs Promenade. 2.6 To provide this service in the future, consideration must also be given to the length of time a memorial stays in place and to consider potentially bringing assets back into circulation after a period of time. 2.7 Alternatively, the option to purchase a bench with a prefabricated memorial could remain. However, the asset would be placed in a location identified by the Council and agreed with the applicant, such as parks and open spaces rather that the already congested coastal areas. 2.8 North Ayrshire Council will be responsible for all installation work. If the bench is to be placed on grass it will usually be fitted to a concrete base. Memorial plaques will require to be made of brass, stainless steel or aluminium and will be a maximum agreed size. Any inscription on plaques will require approval by the Council prior to fitting. The engraved plaque will be fitted to the bench by the Council. 2.9 It is proposed that this would be cost neutral to the Council with actual costs paid by those requesting the bench and/or plaque. It should be acknowledged that the costs of a memorial bench could be significant as the bench will be placed in a public space and will need to be durable, hard wearing and be of a higher specification than a typical bench used in someone’s garden. Living Memorial Tree 2.10 Dedicating a tree provides a living, growing memorial to a loved one and a poignant way of remembering them. 2.11 The Woodland Trust offer this facility across the UK and can range from individual trees to whole areas of woodland. It is proposed that North Ayrshire consider a similar initiative and identify, and set aside, areas that will be suitable for this. 2.12 This would not only provide a remembrance to a loved one but also contribute to the global climate challenge. This would complement the Councils tree planting strategy ‘North Ayrshire’s 2030 Woodland’ with areas of woodland/open space be set aside for memorial trees. 2.13 To recognise Climate Change and the Cost of Living Crisis, and the work done by the Council to reduce the impact of this, it is proposed that living memorial trees be provided free of charge to residents. The only cost to residents would be the purchase and installation of a plaque. This will be funded from the Tree Planting Strategy Investment Fund budget until the budget is fully committed. 169
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Metallic memorial trees 2.14 Metallic memorial trees positioned in high amenity areas would offer a unique opportunity to remember family members and loved ones. 2.15 Metallic memorial trees are able to provide up to 640 memorials in one location, creating a focal point for visitors and a single point of focus for families. The assets could become an attraction to visitors, require little to no maintenance, have a reduced impact on resources and would be cost-neutral. 2.16 Officers have identified an opportunity to promote this as a memorial offering. Once installed, the tree then has anodised gold-effect aluminium ‘leaves’, engraved with a loved ones’ details, affixed securely to its branches over time. Leaves would be attached by Streetscene maintenance operatives. Similar trees have been installed successfully in other locations including across the UK and internationally. Example images of the tree and the leaves are provided below. 2.17 The tree is manufactured from laser cut steel, stands at 3.2m in height, and has 640 spaces for memorial leaves. The tree is fixed to the ground with a two-part concrete foundation. The materials and manufacturing process are designed to withstand all weather conditions including exposed locations. Having purchased a memorial leaf, people can arrange the engraving of names, dates of birth and death with the possibility of a personalised message on the reverse and return it to be attached to the memorial tree. The tree memorial acts as a striking piece of public art, large enough that most leaves remain out of reach but still providing legibility of the messages engraved. 2.18 As with any public realm asset, the risks from anti-social behaviour must be considered. If this is an offering that members are keen to promote, potential locations for this will be discussed further with local ward members. The tree is exceptionally robust, and the leaves themselves are securely fixed to the tree with pop rivets. 2.19 It is estimated that the cost of implementing this initiative could be cost neutral over a 5- 7 year period. Memorial Rocks 2.20 Memorial rocks and stones offer a simple natural way to remember loved ones. Rocks can be placed on a beach or thrown into the sea, potentially being washed up for others to find. They can be placed in a park or open space where loved ones enjoyed or potentially into areas specifically created to house the memorials. 170
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Digital Remembrance 2.21 Not all bereaved family and friends are local and may not be able to easily visit physical memorials. 2.22 A digital page of remembrance would offer people from all over the world the chance to log in and view memorials at any time. Options from other organisations/charities Royal Society for the Protection of Birds (RSPB) 2.23 The RSBP offer bereaved families the opportunity to remember their loved ones by making a gift In Memory to the RSPB this will help protect birds and wildlife in the UK and abroad, whilst continuing the memory of loved ones. National Trust for Scotland, Plant a Memory 2.24 Plant a Memory helps bereaved families celebrate the life of their loved one whilst remembering them in a special way. It also helps National Trust for Scotland to protect the places that loved ones visited and explored, creating many fond memories. Approach from other Local Authorities 2.25 Councils around the UK have implemented a varied memorial offer. Officers have researched a number of offerings via the Association of Public Sector Excellence (APSE) and other desk research. The proposals contained within this paper align with best practice across the UK. 3. Proposals 3.1 The existing memorial offer is nearing capacity in North Ayrshire. Throughout the country, practical alternatives are being considered and implemented that offer a range of affordable options with minimal resource implications to Councils. 3.2 It is proposed that the North Ayrshire Council memorial offer provides a range of affordable options to bereaved families and friends to assist them to celebrate a life and remember a loved one. Choice and affordability will be key with responsibilities made clear from the outset. It is proposed that North Ayrshire Council will limit prices to the actual cost of each memorial selected with living trees provided free of charge. Therefore, the Council will not generate any surplus from its memorial offer. 3.3 It is proposed that Cabinet approves a balanced range of memorial options for implementation including: • Benches and Plaques • Living Memorial Trees • Metallic Memorial Trees • Memorial rocks • Digital Remembrance 171
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4. Implications/Socio-economic Duty Financial 4.1 It is proposed that memorial offerings are cost neutral through full cost recovery with no surplus incurred. The offer of living memorial trees free of charge will be met from the Tree Planting Strategy Investment Fund. Human Resources 4.2 This initiative will be delivered from existing resources from the Council’s Streetscene service. Legal 4.3 This proposal is fully aligned to the duty to promote Wellbeing and Best Value contained in the Local Government (Scotland) Act 2003. Equality/Socio-economic 4.4 None. Environmental and Sustainability 4.5 In respect of the living memorial tree option this will contribute to the Council’s declaration of a Climate Emergency and to help reach net zero. Key Priorities 4.6 The proposal supports the Council Plan’s strategic priority on Climate Change through the Living Tree memorial. The offer of no cost/low cost options also supports the Council’s desire to reduce the impact of the Cost of Living Crisis. Community Wealth Building 4.7 The proposals align to the Councils Community Wealth Strategy through the Land and Assets pillar. 5. Consultation 5.1 Consultation took place with the Policy Advisory Panel on 2 February 2023 and each of the six Locality Partnerships in March 2023. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Thomas Reaney, Head of Service (Neighbourhood Services), on 01294 324570. Background Papers 0 172
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NORTH AYRSHIRE COUNCIL 29th August 2023 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 enclosed applications from the Arran, Three Towns and Kilwinning Locality Partnerships in line with CIF criteria; b) Approves the CIF application in relation to Arran Geopark; c) Approves the CIF application in relation to Saltcoats Active Lifestyle Team (SALT) ; and d) Approves the CIF application in relation to the Corra Foundation. 1. Executive Summary 1.1 Within its budget for 2017-18, North Ayrshire Council provided a funding allocation for the creation of an innovative fund to enable communities to address the priorities they have identified though Locality 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 are refining proposals for expenditure in line with their locally identified needs. This is a difficult process, and it is a testament to the dedication of the Locality Partnerships and their community partners that proposals are now emerging to provide creative approaches to addressing local challenges. 1.3 This report brings forward proposals which respond to the specific need of the local community, and which have been developed based on local circumstances and opportunities. 1.4 These proposals have been approved to be submitted to Cabinet through a process of collaboration and consensus by the Locality Partnerships. Agenda Item 15 173
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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 though Locality 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. A further £3m was added to the funding in 2021, to be distributed among Localities as follows: 2.2 It was agreed that the CIF awards range between £5,000 and £100,000 for the 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; • 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 request) and efficiently and effectively managed. This can include an organisation to be created to deliver the project; 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 £558 435 £290 000 £580 000 £1 065 565 Kilwinning £286 000 £286 190 £120 000 £240 000 £359 810 Three Towns £598 000 £861 973 £240 000 £480 000 £456, 027 Garnock Valley £390 000 £341 805 £150 000 £300 000 £498 195 North Coast £468 000 £429 066 £170 000 £340 000 £548 934 Arran £104 000 £45 226 £30 000 £60 000 £148 774 TOTAL £2 600 000 £2 522 695 £1 000 000 £2 000 000 £3 077 305 174
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• 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. 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 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, 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 have been developed by community partners and North Ayrshire Council officers and are now recommended for approval by Cabinet. The proposals are as follows: 2.5 The Arran Locality Partnership The allocations and funds committed to date are outlined in the table below. The Arran Locality Partnership CIF allocation to date: £194,000 Arran Youth Foundation and Arran High Joint Bid - Young People's Mental Health £45,226 Balance £148,774 2.6 Proposal: Arran Geopark (£79,853) (See Appendix 1) 2.6.1 Arran Geopark are seeking funding to appoint a Project Director who will develop and implement the Geopark’s management plan, which is aligned with the Local Island plan. The aim within the two-year project period is to gain UNESCO Global Geopark status for the whole of the Isle of Arran. There are two proposed stages with funding only being released when the milestone is passed: • Stage 1 – submission and management of the UNESCO application process, including desktop and field assessment. A milestone for the project will occur when notification is received (late 2024) from UNESCO that the application is successful or if a decision is deferred, requiring further information; • Stage 2 – responding to UNESCO’s recommendations, which will be given if the application is successful or deferred. An “improvement report” will be submitted to UNESCO if the application is deferred. 2.6.2 If the application is unsuccessful at stage 1, the stage 2 funding will not be released. Stage 1 funding amounts to £40,291 and stage 2 would be a further £39,562. 2.6.3 UNESCO Global Geopark status would act as a catalyst to drive diverse benefits to 175
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the island’s community, environment, and economy with a particular focus on the following groups: • Local people and visitors will benefit from an increased understanding and appreciation of the island's heritage. • Visitors from new geographical areas and backgrounds will be enticed to visit by the increased visibility provided by the UNESCO designation. • Local businesses will benefit as a result of the global platform afforded by the UNESCO designation. This will be true for local service providers as well as producers/exporters. • Young people (e.g. from local and visiting schools) will benefit through the Geopark’s outreach programme and educational resources. 2.6.4 The project would particularly support the locality priority of reducing social isolation by providing residents with a deeper sense of belonging and pride in their island and its heritage, and offering volunteering opportunities, as well as providing young people in particular with enhanced knowledge of their local environment. It would also support community wealth building aspirations by encouraging visitors to the island and increasing the potential for local businesses to generate income. 2.7 The Three Towns Locality 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 Balance £456, 027 2.8 Proposal: Saltcoats Active Lifestyle Group (SALT) (£45,600) (see Appendix 2) 2.8.1 SALT is a constituted voluntary community organisation which was established in August 2021.Their aims and objectives are to advance the emotional and physical wellbeing of the inhabitants of Saltcoats 176
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through the provision and regeneration of such facilities which enable this. 2.8.2 They have recently successfully completed the upgrade and regeneration of the local playpark and secured the total funding package of over £100,000. This has led to a safe space for the provision and development of play for the children and young people of the town. 2.8.3 SALT are looking to install CCTV adjacent to the playpark to safeguard the facilities and create a safe space where children, young people and adults come together to enjoy the playpark. Recent survey analysis has concluded that the installation of CCTV would create a greater sense of community safety and lead to increased use of the park. The project will be delivered in partnership with NAC and the SALT group. Once the camera is in place NAC will add this to their existing network and monitor the area. The SALT CCTV has been able to be included in the Council’s system on this occasion only due to the availability of a licence which was freed up from another site. 2.8.4 The project supports the delivery of the 3 Towns locality partnership priorities, promoting the local economy and tourism and regenerating community facilities by providing a safe and attractive play area, increasing civic pride and community engagement by reducing anti- social behavior and improving community wellbeing by helping residents feel safer and encouraging children and families to be active outdoors. 2.9 Kilwinning Locality Partnership The allocation and funds committed to date are outlined in the table below. The Kilwinning Locality Partnership CIF allocation to date: £646 000 Kilwinning McGavin Park £35 000 Multi-Purpose Youth and Community Hub £41 190 Multi-Purpose Youth and Community Hub – Phase 2 £15,000 Kilwinning McGavin Park – Phase 3 £45,000 Almswell Park Pitch replacement £45,000 Corsehill Playpark £50,000 Kilwinning Tennis Club £55,000 Balance £359,810 2.10 Proposal: The Corra Foundation (£36,000) (see Appendix 3) 2.10.1. Corra Foundation exists to make a difference to the lives of people and communities. It works with others to encourage positive change, opportunity, fairness, and growth of aspirations which improve quality of life. Corra wants to see a society in which people create positive change and enjoy fulfilling lives. 177
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2.10.2. Since 2016 Corra and North Ayrshire Council have been working in partnership alongside the community of Blacklands. This long-term work has supported strong connections to be built and established a firm foundation of increased confidence, capacity, and community-led action. This partnership has been underpinned by a simple pledge designed to support, what was then, a new way of working alongside communities. 2.10.3 Corra plan to build their ongoing work in Blacklands around three key elements: • Priorities – we know that communities’ priorities are changing and can offer a supportive space to explore, define and articulate them. • Plans – supporting communities to set out their priorities and actions to achieve them in a ‘community-owned’ plan. • Partnerships – connecting with partners who can help to produce the plan and/or help deliver on community priorities. 2.10.4 Corra see their role within North Ayrshire as integral to supporting community members in Blacklands to be aware of the Locality Plan, engage in the structures and processes and help shape the evolution of the plan and priorities to recognise community need. This will involve supporting community members to develop confidence and capacity to deliver and lead on activity that directly contributes to the priorities identified. 2.10.5 The requested funding would contribute to the overall running costs of the People in Place project over the next three years and see a strengthening of the relationship that already exists between Corra, North Ayrshire Council and the Kilwinning Locality Partnership. 2.10.6 Getting Alongside Communities will directly contribute to the Kilwinning Locality Priorities of supporting skills and work, alleviating poverty and promoting equality of access to opportunities, improving community wellbeing, and building strong communities. As community confidence and capacity to grow in terms of participating in locality planning structures and providing their ideas, there is also potential to make a more significant contribution to the priority of ‘Improving our local environment’ which has been a feature of some smaller scale local action to date. 3. Proposals That Cabinet: a) Reviews the enclosed applications from the Three Towns and Kilwinning Locality Partnerships in line with CIF criteria; b) Approves the CIF application in relation to Saltcoats Active Lifestyle Team (SALT) ; and c) Approves the CIF application in relation to the Corra Foundation. 178
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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 and advance community empowerment. Each of the CIF proposals is tested against that purpose before being presented to Cabinet. Climate Change and Carbon 4.5 Environmental and sustainability along with Climate Change and Carbon issues are considered in relation to each CIF application. Key Priorities 4.6 The proposals contained within the report support the North Ayrshire Council Plan priorities: • Active and strong communities • Inclusive, growing, and enterprising local economy • People enjoy good life-long health and wellbeing. Community Wealth Building 4.7 The applications support the following pillars of community wealth building: • Advancing community enterprises; • Advancing local ownership of underused land and buildings; • Making financial power work for local places; and • Supporting local business activities and increasing the variety of ownership models. 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. 179
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Audrey Sutton Executive Director (Communities & Education) For further information please contact Rhonda Leith, Head of Service (Connected Communities), on (01294) 324415. Background Papers Appendix 1: CIF Application: Arran Geopark Appendix 2: CIF Application: Saltcoats Active Lifestyle Group (SALT) Appendix 3: CIF Application: The Corra Foundation 180
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COMMUNITY INVESTMENT FUND ARRAN LOCALITY PARTNERSHIP 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: Anne-Marie Hunter Engagement and Participation Officer North Ayrshire Council Connected Communities 2nd Floor (West) Cunninghame House Irvine KA12 8EE Email: Anne-MarieHunter@north-ayrshire.gov.uk Tel: 01294 324706 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 Appendix 1 181
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COMMUNITY INVESTMENT FUND ARRAN LOCALITY PARTNERSHIP 1. Details of your organisation Name of Organisation Arran Geopark Postal Address for Correspondence Click or tap here to enter text. Name of Contact Person Malcolm Wilkinson Position in Organisation Coordinator Telephone Number Click or tap here to enter text. Email Address Click or tap here to enter text. 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. Arran Geopark is managed by the Arran Access Trust (charity no. SC029027) and the project has been in existence since 2017. We are in the process of forming a separate SCIO. Arran Geopark’s vision is that “our environment and heritage are conserved, enhanced, and valued for their contribution to people’s well-being and Arran’s sustainability”. We aim to achieve this by: • Increasing understanding and appreciation of our remarkable environment and heritage to local people and to visitors. • Supporting sustainable local economic development through education, interpretation, practical conservation work, and nature-based tourism. • Collaborating with communities, businesses, and other local stakeholders who share our vision. • Provide opportunities for all to contribute to enhancing Arran’s environment through a programme of volunteering, thereby increasing participants mental and physical wellbeing. We see the UNESCO status as a catalyst to drive diverse benefits to our island’s community, environment, and economy. 182
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COMMUNITY INVESTMENT FUND ARRAN LOCALITY PARTNERSHIP 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. We are seeking funding to appoint a Project Director who will develop and implement the Geopark’s management plan, which is aligned with the Local Island plan. The aim within the two-year project period is to gain UNESCO Global Geopark status for the whole of the Isle of Arran. There are two proposed stages with funding only being released when the milestone is passed: • Stage 1 – submission and management of the UNESCO application process, including desktop and field assessment; o Milestone - notification is received (late 2024) from UNESCO that are application is successful or if a decision is deferred, requiring further information; o If application is rejected, Stage 2 funding will not be released. • Stage 2 – responding to UNESCO’s recommendations, which will be given if the application is successful or deferred. An “improvement report” will be submitted to UNESCO if the application is deferred. Where it will be held / delivered? The project, and the boundary of the proposed UNESCO Global Geopark, will cover the entire area of the Isle of Arran (inclusive of Holy Isle and Pladda). This is an area of almost 800 square kilometres and it includes the entirety of the South Arran Marine Protected Area and No Take Zone. Who is your target audience? Our target audience is both local people and visitors to the island. Who will benefit from it and how? 183
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COMMUNITY INVESTMENT FUND ARRAN LOCALITY PARTNERSHIP Gaining UNESCO Global Geopark status will act as a catalyst to drive diverse benefits to our island’s community, environment, and economy – with a particular focus on the following groups: • Local people and visitors will benefit from an increased understanding and appreciation of the island's heritage. • Visitors from new geographical areas and backgrounds will be enticed to visit by the increased visibility provided by the UNESCO designation. • Local businesses will benefit as a result of the global platform afforded by the UNESCO designation. This will be true for local service providers as well as producers/exporters. • Young people (e.g. from local and visiting schools) will benefit through the Geopark’s outreach programme and educational resources. Project partners Arran Geopark’s growing board is comprised of representatives of the following organisations: • Arran Access Trust; • Arran Community Council; • Community of Arran Seabed Trust (COAST); • Lochranza Centre CIC; • National Trust for Scotland; • VisitArran; and • Community representatives. We have received or continue to receive funding from the following organisations, who we work closely with: • Arran Trust; • NatureScot; and • North Ayrshire Council. 184
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COMMUNITY INVESTMENT FUND ARRAN LOCALITY PARTNERSHIP 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 Communities, Economy and Environment. We are seeking funding to appoint a Project Director who will implement the Geopark’s management plan, which is aligned with the Local Island plan, and aims to gain UNESCO Global Geopark status for the island. The Geopark’s work, over this crucial two-year period, will tackle the following Island Plan themes: ● Community: o Opportunities for practical conservation work; o Increased mental and physical health through volunteering and outdoor activities; o Increased understanding & appreciation of natural heritage, amongst residents young and old; o Inclusion: reach out to more vulnerable groups to engage them in their local environment; and o Provide a forum for local representatives from land managers, tourism, community groups and economic groups to discuss issues relating to the environment and develop island-wide solutions to visitor management and mitigate impacts. ● Environment: o Education and awareness of our natural environment and the human impacts on it; o Engage with the island community to develop local solutions for climate change mitigation and adaptation; o Support and monitor local efforts towards the Sustainable Development Goals; o Enhance the local environment through conservation programmes aimed at increasing biodiversity and reducing the impact of visitors on our landscape; and o Develop partnerships with Universities and Colleges to encourage the use of our island resource for research and furthering our understanding of the island and its environment. 185
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COMMUNITY INVESTMENT FUND ARRAN LOCALITY PARTNERSHIP ● Economy: o Gain international exposure, benefiting local businesses both through tourism and increased exports; and o Work with partners to develop a sustainable tourism strategy and to provide opportunities to increase visitor stay duration and spend. Longer term sustainability is at the core of the proposal. We will seek new and innovative funding streams to ensure the Geopark can continue to operate indefinitely; such as commercial sponsorship, memberships and supporter fees. We will also lobby with partners across Scotland to secure Scottish Government core funding for the nation’s UNESCO sites. The success of the project will be measured and reported using a range of specific and measurable goals – these are outlined in Question 8, below. How does proposal seek to reduce island inequalities? ● Inclusion of a wide spectrum of groups through education and practical activities; ● Outreach to all ages enabling them to participate in volunteering and/or educational experiences; and ● Development of a Geopark Community Liaison Group where all aspects of the island’s society is represented and where solutions to issues can be developed. 186
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COMMUNITY INVESTMENT FUND ARRAN LOCALITY PARTNERSHIP 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. Due to the partnership structure of the Geopark, where representatives of various local community groups sit on the board, community consultation has been an intrinsic part of the organisation since it was formed in 2017. In addition to the membership of the board, project staff and board members have engaged with the following groups and representative of these groups: ● Archaeology Scotland ● Arran Community Council ● Arran Distillers ● Arran Eco Savvy ● Arran Estates ● Arran Farmers’ Show ● Arran Heritage Museum ● Arran Natural History Society ● Arran Trust ● Community of Arran Seabed Trust (COAST) ● Dougarie Estate ● Drumadoon Estate ● European Geoparks Network ● Forestry and Land Scotland ● Foundation Scotland ● Local outdoor activity providers ● NAC Islands Plan Working Group ● National Trust for Scotland ● NatureScot ● North Ayrshire Council ● Scottish Geology Trust ● Taste of Arran ● UK Geoparks Network ● UNESCO ● VisitArran ● VisitScotland 187
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COMMUNITY INVESTMENT FUND ARRAN LOCALITY PARTNERSHIP 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 on Arran? Please include the number of volunteering opportunities and employment opportunities • If there are any staff requirements, please outline your HR plans The following chart shows the proposed management structure of Arran Geopark and where the Project Director role fits in (circled in red): How the finances will be managed? Finances will be managed by the Geopark’s treasurer in close cooperation with other board members and project staff. Two signatories will be required to make withdrawals from the account. We have included fees for a bookkeeper to reduce staff admin time and to ensure that the charity is meeting its regulatory requirements. 188
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COMMUNITY INVESTMENT FUND ARRAN LOCALITY PARTNERSHIP Does the proposed project contribute to volunteering or employment opportunities on Arran? Volunteering opportunities are integral to the Geopark’s management structure and operations and are split between three distinct areas: • Community Liaison Group, • Working Groups, and • Practical outdoor work meets. A Community Liaison Group is to be formed to inform the Geoparks overall strategy and delivery. This is an open invitation for local people to get involved and ensure that they have a strong voice in the overall vision of Arran Geopark. This is particularly important as all Geoparks are “grass roots” community-led organisations. Working Groups are to be formed in order to serve particular functions of the Geopark (see organisation chart, above). There groups are to be formed largely of volunteers and to be managed by Geopark staff. Practical outdoor work meets have been in action for several years now. These popular activities have involved path maintenance, beach cleans, non-native species work and installing/maintaining footpath and information boards. Providing employment opportunities is also a key part of the Geopark’s work. The key aim of Geoparks is to encourage sustainable economic growth while protecting and conserving natural heritage. Indeed, the motto of UNESCO Global Geoparks is "Celebrating Earth Heritage, Sustaining Local Communities". Encouraging new high growth markets (identified by VisitScotland) of “localism”, “authentic experiences”, and “voluntourism” are key to the Geopark’s vision of a diverse island economy. Since its inception in 2017, Arran Geopark has employed a variety of staff including rangers, educators, a path maintenance team, and apprenticeship scheme. Our NatureScot funded Ranger Service is now in its third year of operation. We look forward to continuing this work. Outline of HR plans To ensure the best candidate is recruited for the post, it will be advertised locally and nationally (e.g. Arran Banner, Countryside Jobs Service, EnvironmentJob.co.uk, etc). 189
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COMMUNITY INVESTMENT FUND ARRAN LOCALITY PARTNERSHIP Arran Geopark has equality and equal opportunities policies, available on request. 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 (£) 79,853 Please give a breakdown of cost and recent quotations where appropriate. Costs Stage 1 Stage 2 TOTAL Salary @ 0.8 FTE £ 24,000 £ 24,960 Pension & NICs £ 2,816 £ 2,928 Office & utilities £ 5,000 £ 5,200 Conference fees, travel & accommodation £ 1,750 £ 1,820 UNESCO assessment (assessors' travel, accommodation & expenses) £ 3,500 £ - European Geoparks Network membership annual fee (€1,500) £ - £ 1,300 Other travel & expenses £ 450 £ 468 Bookkeeping & charity administration £ 1,250 £ 1,300 Insurance £ 875 £ 910 Training & development £ 350 £ 364 Website £ 300 £ 312 TOTALS £ 40,291 £ 39,562 £ 79,853 The following table lists the total funds (both restricted and unrestricted) received by the Arran Access Trust over the last 5 years: Year Total funds Funding source (only funders >£1k listed) 2017 £ 78,335.00 Coastal Communities Fund 2018 £ 117,688.00 Coastal Communities Fund, NatureScot 2019 £ 143,824.00 Coastal Communities Fund, NatureScot, Arran Trust, Betty and Roy Ure Trust 2020 £ 36,809.00 Coastal Communities Fund, Betty and Roy Ure Trust 2021 £ 25,173.00 NatureScot, Betty and Roy Ure Trust, Betty and Roy Ure Trust 2022 £ 19,565.00 NatureScot, North Ayrshire Council, Arran Trust, Betty and Roy Ure Trust 2023 TBC NatureScot, North Ayrshire Council, Betty and Roy Ure Trust 190
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COMMUNITY INVESTMENT FUND ARRAN LOCALITY PARTNERSHIP We have recently received project funding from NatureScot for two seasonal Island Rangers (£25,428) and Heritage and Culture funding from NAC (£40,000). We have no outstanding grant applications with other funding bodies. 191
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COMMUNITY INVESTMENT FUND ARRAN LOCALITY PARTNERSHIP 8. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. The project will be managed by the Project Director who reports to the Arran Geopark board. This will be done at project meetings, board meetings and by weekly email updates. Project spend and projected spending will be included in the weekly reports. A summary of the above will be provided to the Locality Partnership, in time for its scheduled meetings. The success of the project will be measured and reported using the following outcomes: ● Gaining UNESCO Global Geopark status (staged approach to funding); ● Securing long-term funding; ● Number of business partners sign-ups; ● Number of volunteer hours logged; ● Number of inclusion groups engaged with; ● Number of participants in education/outreach activties; ● Number of school groups visiting Arran; ● Number of university groups visiting Arran; ● Social media reach; Longer term indicators in the success of UNESCO Global Geopark status are likely to be: ● Increase in the average stay time of visitors; and ● Increase in the average spend of visitors. 192
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COMMUNITY INVESTMENT FUND **** LOCALITY PARTNERSHIP The CIF will support proposals and projects that: • 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. • 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 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: Name Colin Ferris Locality Officer (Three Towns Locality) North Ayrshire Council St John’s Primary School Morrison Avenue Stevenston KA20 4HH Email: colinferris@north-ayrshire.gov.uk Tel: 475912/212 Mob: 0758461250 Appendix 2 193
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COMMUNITY INVESTMENT FUND **** LOCALITY PARTNERSHIP 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 1. Details of your organisation Name of Organisation Saltcoats Active Lifestyles Team (SALT Postal Address for Correspondence Position in Organisation Donna McGregor Chairperson Telephone Number Click or tap here to enter text. Email Address 2. Brief description of your organisation SALT is a constituted voluntary community organisation which was established in August 2021. Our aims and objectives are to advance the emotional and physical wellbeing of the inhabitants of Saltcoats through the provision and regeneration of such facilities which enable this. We have recently successfully completed the upgrade and regeneration of the local playpark and secured the total funding package of over £100,000. This has led to a safe space for the provision and development of play for the children and young people of the town. 194
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COMMUNITY INVESTMENT FUND **** LOCALITY PARTNERSHIP 3. Title and summary of proposal We are looking to install CCTV adjacent to the playpark to safeguard the facilities and create a safe space where children, young people and adults come together to enjoy the playpark. Our recent survey analysis has concluded that the installation of CCTV would create a greater sense of community safety and lead to increased use of the park. The project will be delivered in partnership with NAC and the SALT group. Once the camera is in place NAC will add this to their existing network and monitor the area. . 4. What difference will this project make within the locality and to local services and programmes? The installation of a CCTV camera adjacent to the park will have the following benefits: • Reduction in crime i.e vandalism and anti-social behaviour • Protect and safeguard community assets which would otherwise be expensive to repair/replace. • Greater use of the playpark as sense of community safety increases • NAC are a key partner in the delivery of this project. The 3 Towns locality partnership priorities which will be met are as follows: • Promoting the local economy and tourism • Regenerating Community Facilities • Increasing civic pride and community engagement • Improving community wellbeing The successful development of the playpark has had a positive impact on all of the above and this will be further enhanced with the addition of CCTV. 195
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COMMUNITY INVESTMENT FUND **** LOCALITY PARTNERSHIP 5. What engagement has taken place in relation to the project? We have success delivered a community consultation event at Winton Circus playpark with 600 residents. There was overwhelming support for our CCTV initiative with almost no negative responses. In addition, online surveys with local residents have also been carried out which further support the need for CCTV. 6. How will the project be managed The finances for the project will be managed by our voluntary management committee. Our financial procedures ensure the efficient and safe management of funds. Whilst this project does not directly create any specific paid employment opportunities there is the opportunity to volunteer and join the voluntary management committee and get involved in future projects. There is also the opportunity for local young people and children’s organisation who are more likely to use the facilities as their concerns around safety will be somewhat be alleviated with the installation of CCTV. 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”. To date in excess of £100,000 has been secured for the successful development of the playpark. Amount of funding requested (£) - £45,600 These are the costs to purchase and install a CCTV camera adjacent to the playpark provided by Graham Emans (Co-ordinator Homeless and Community Safety) 196
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COMMUNITY INVESTMENT FUND **** LOCALITY PARTNERSHIP 8. Monitoring and evaluation process Monitoring will be carried out by NAC as the new CCTV camera will be added to their existing network and be monitored directly by trained staff who understand the legislative and legal requirements around the use of CCTV The data from crime stats will provide evidence on the impact of the camera and its success. The SALT group will carry out further community consultation after the installation of the camera to look at the impact of the camera on user numbers of the parky and the sense of security and safety which has resulted. 197
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COMMUNITY INVESTMENT FUND KILWINNING LOCALITY PARTNERSHIP 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 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 Appendix 3 198
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COMMUNITY INVESTMENT FUND KILWINNING LOCALITY PARTNERSHIP 1. Details of your organisation Name of Organisation Corra Foundation Postal Address for Correspondence Name of Contact Person: Gordon McLean Position in Organisation: National Programme Manager 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. Corra Foundation is a charity registered in Scotland (No SC009481) and is also a company limited by guarantee (No SC096068). The organisation was previously known as Lloyd’s TSB Foundation for Scotland from 1985 until it rebranded as Corra in 2018. Corra Foundation exists to make a difference to the lives of people and communities. It works with others to encourage positive change, opportunity, fairness and growth of aspirations which improve quality of life. Corra wants to see a society in which people create positive change and enjoy fulfilling lives. Corra achieves this through grantmaking and its place-based programme of which Getting Alongside Communities is a key part. In 2020 Corra launched a ten-year strategy. It is long term because making a different on the big challenges will take time. At its heart is the strong belief that when people find their voice, they unlock the power to make change happen. www.corra.scot 199
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COMMUNITY INVESTMENT FUND KILWINNING LOCALITY PARTNERSHIP About Getting Alongside Communities Established in 2015, as part of Corra’s People in Place programme, Getting Alongside Communities is currently working alongside eight communities across seven Scottish local authority areas, supporting local people to connect, collaborate on ideas, and take action to create positive change. The community is at the heart of everything we do. Each community we work alongside has a dedicated Community Co-ordinator whose long-term relational approach - based on listening, bringing people together for conversations, and helping to identify shared priorities – has established deep knowledge, trust and connections with local people and partners. The approach is designed to help facilitate and enable capacity building within the community; widening community participation, seeking out voices that are seldom heard; and ultimately resulting in locally-led actions being taken. The ambition for each community is set by the people in that place. Corra’s commitment is to help create the conditions and connections needed for bold change to happen. 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. Getting Alongside Communities: Blacklands The proposal is for a partnership funding contribution towards the continued delivery of the Getting Alongside Communities programme in Blacklands for a three-year period between 2023 and 2026. The work builds upon the community capacity that has been developed since Corra’s partnership with North Ayrshire Council began in 2016, and will focus on increasing 200
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COMMUNITY INVESTMENT FUND KILWINNING LOCALITY PARTNERSHIP the sustainability of community initiatives through the development of local capacity, infrastructure and connections with wider structures, including Locality Planning. Since 2016 People in Place has invested £235k directly into the work alongside Blacklands. In addition, Corra’s local knowledge and trusting relationships have connected local groups with other funding sources, including £46k to support pandemic response work. During that time the programme has: • Supported 13 community ideas into action • Engaged over 538 people • Benefitted from 587 hours of volunteering • Partnered with Council colleagues to support community and strategic development • Created opportunities for communites and colleagues to share learning, ideas and amplify community voices at a national level. Some notable areas of activity include: Increased Participation & Decision Making: connecting with existing groups, supporting new community activity and strategic developments - including participatory budgeting through - Blacklands Community Kitty. System Changers: co-designed programme to explore systems and design thinking – and how this knowlegde can be applied to support positive change in Kilwinning. Community spaces: supporting community use of and investment in local facilities. Tackling poverty and stigma: including dignified food provision and clothing initiative. Partners that the Community Co-ordinator regularly works with include: North Ayrshire Council and HSCP, NHS Ayrshire, KA Leisure, Blacklands Community Association, Kilwinning Community Football Academy, Blacklands Primary School. The Community Co-ordinator has developed strong relationships with community members and local partners and has been supporting and facilitating conversations and responses to alleviating poverty, ensuring equality of access and improving wellbeing. Integral to this approach is enabling individuals, groups and organisations to identify and develop ideas – building confidence and capacity, which in turn results in empowerment and a stronger and more sustainable community. 201
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COMMUNITY INVESTMENT FUND KILWINNING LOCALITY PARTNERSHIP In addition to directly working alongside Blacklands, Corra has supported the development and delivery of a System Changers project for Kilwinning and will continue to facilitate this work over the next two years. The ‘system changers’ are a mix of public and third sector staff and community members. They have developed a deep understanding of systems change and are exploring ways to put this theory into practice in Kilwinning. The group has identified metal health and wellbeing as a particular focus and are developing experiments to test how best to meet need and improve outcomes. An example of this is the coffee, cake and chat sessions, which libraries across North Ayrshire are currently looking to establish following the positive impact – including improved wellbeing and reduced in isolation - of pilot sessions in Kilwinning Library. The overall budget will include an annual ‘Ideas into Action’ allocation of £7,500 to support community members and groups to test ideas and develop them. This provides experience of managing funds and evidencing impact, which builds confidence and the capacity to access larger sums of funding available through third sector funding programmes in the future. 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. Supporting skills and work 2. Improving our local environment 3. Alleviating Poverty and promoting equality of access to opportunities 4. Improving Community Wellbeing. Since 2016 Corra and North Ayrshire Council have been working in partnership alongside the community of Blacklands. This long-term work has supported strong connections to be built and established a firm foundation of increased confidence, capacity and community-led action. This partnership has been underpinned by a simple pledge designed to support, what was then, a new way of working alongside communities. Six years into the work, it feels timely and important to review and deepen that collaboration. Collective investment from partners, with a shared interest in learning from and resourcing communities to tackle deep-rooted social challenges, has always been at 202
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COMMUNITY INVESTMENT FUND KILWINNING LOCALITY PARTNERSHIP the heart of the People in Place programme. This approach is now vital, if we are to move beyond immediate financial pressures and achieve lasting change. Communities are facing a critical moment of transition as they emerge from the pandemic and begin to grapple with the rising cost of living. We are seeing and hearing, in addition to difficult issues, new priorities emerging and an urgency to act. This proposal sets out how partner funding from North Ayrshire Council can support a deeper collaboration with Corra and communities that can deliver new ways of working. Through recent discussions we know that there are a shared ambitions - between communities, Corra and North Ayrshire Council - including in relation to the wellbeing economy, increasing community participation and how long-term funding models can support strategic partnerships and key community organisations. To help achieve these ambitions, Corra will build our work around three key elements: • Priorities – we know that communities’ priorities are changing and can offer a supportive space to explore, define and articulate them. • Plans – supporting communities to set out their priorities and actions to achieve them in a ‘community-owned’ plan. • Partnerships – connecting with partners who can help to produce the plan and/or help deliver on community priorities. These ‘three P’s’, and the evolution of approach they support, build on the strong foundations – of trust, relationships, skills and knowledge - that have been established to date and will continue to be instrumental in the work. This approach will help North Ayrshire Council and communities deliver key outcomes including: • An enhanced understanding of new and emerging community priorities. • Communities taking action to achieve these priorities contributing to lasting change. • Improved connections between local action and strategic priorities. • Leading examples - including in relation to the wellbeing economy and public service transformation - for other Local Authorities to follow. • Enabling structures that support increased community capacity, local leadership, genuine sharing of decision-making and power. • Financial and social returns on investment. 203
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COMMUNITY INVESTMENT FUND KILWINNING LOCALITY PARTNERSHIP Corra has a strong understanding of the Locality Plan and governance structures for Kilwinning. We see our role within North Ayrshire as integral to supporting community members in Blacklands to be aware of the Locality Plan, engage in the structures and processes and help shape the evolution of the plan and priorities to recognise community need. This will involve supporting community members to develop confidence and capacity to deliver and lead on activity that directly contributes to the priorities identified. Getting Alongside Communities will directly contribute to the following Localotu Partnership priorities: • Supporting skills and work • Alleviating Poverty and promoting equality of access to opportunities • Improving Community Wellbeing • Building strong communities As community confidence and capacity to grow in terms of participating in locality planning structures and providing their ideas, there is also potential to make a more significant contribution to the priority of ‘Improving our local environment’ which has been a feature of some smaller scale local action to date. 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. Corra has worked alongside 538 different community members and partners within Blacklands over the past 6 years and has established trust and effective relationships. This has included children at Blacklands Primary and older people engaging in chair-based exercise and the highly valued tea and chat afterwards, which is often group members main chance for company each week. Corra also supports parents to be involved and lead the local parent and toddler’s group. The community-led grant making work (Community Kitty) involved a range of community members including children and young people, who designed the process and identified criteria and worked very effectively together. 6. How will the project be managed? Please include: • How the finances will be managed 204
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COMMUNITY INVESTMENT FUND KILWINNING LOCALITY PARTNERSHIP • Does the proposed project contribute to volunteering or employment opportunities in Kilwinning? Please include the number of volunteering opportunities and employment opportunities • If there are any staff requirements, please outline your HR plans The investment will contribute to the overall budget for Blacklands and be managed by Corra’s National Programme Manager. Volunteering and potential employability will be increased through development of skills and confidence. As community members are supported to develop ideas, community participation and volunteering increases. The intention is that some ideas and activity will result in the creation of governance structures and local organisations that will develop over time and result in paid employment. There has been 587 hours of volunteering provided so far and we expect that to increase at a faster rate as momentum builds. The Community Co-ordinator is line managed by the National Programme Manager. Corra has a central HR department that supports all staff in the organisation. 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 (£) £36000 over 3 years Please give a breakdown of cost and recent quotations where appropriate. Getting Alongside Communities: Blacklands 23/24 24/25 25/26 Total Staff & Delivery Costs 43,579 43,579 43,579 130,737 Ideas into Action budget 7,500 7,500 7,500 22,500 153,237 From 2023–26 projected investment in Blacklands is £153k. A contribution of £36k (£12k p.a.) from North Ayrshire Council would be integral to the success of this approach – and leverage further investment of £117k that would not otherwise reach the area. Corra’s Board has confirmed investment in the People in Place programme for the next 3 years. Corra is also actively exploring investment from other partners. A funding commitment from North Ayrshire Council would be instrumental in securing additional new investment, a significant endorsement of the work to date, and underpin its continued success. 205
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COMMUNITY INVESTMENT FUND KILWINNING LOCALITY PARTNERSHIP 8. Monitoring and evaluation process Please include detail on the monitoring and evaluation processes planned or in place. Monitoring and evaluation is underpinned by reflective logs, produced by Corra’s Community Co-ordinator, which include a mix of qualitative and quantitative data and input from community members. This informs the analysis of our approach in Blacklands and across the programme. We use the qualitative data analysis to identify emerging themes, challenges and opportunities within and across communities. The data collected through the reflective logs also informs the Annual Update that is produced alongside community members to describe the activity that has taken place, its impact and what has been learned. There are also several case studies within each Annual Update, the most recent of which is included as an example: Blacklands Annual Update 2022. Annual Updates from 2017 onwards can be accessed here. The Getting Alongside Communities team regularly meets with Corra’s learning team to discuss the learning gathered and identify opportunities to evolve the approach. Corra also supports community members to share their experiences and impact through community stories. An example of a Blackland’s story is: School Costs: A community pulls together - Corra An annual event brings communities and partners - including council staff - together from across the People in Place programme to share learning, exchange ideas and plan ahead. In addition, Corra facilitates a Community of Practice that brings colleagues from across different partner local authorities together to explore shared challenges, opportunities and exchange learning. An example of this includes collaboration between Fife and North Ayrshire Council colleagues that was instrumental in supporting dignified food provision in communities across North Ayrshire. 206