Agenda Document Pack - Cabinet - 19/03/2024
North Ayrshire Council · 19 March 2024
Back to Cabinet — 19 March 2024 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, 19 March 2024 at 14:30 to consider the undernoted business. Meeting Arrangements - Hybrid Meetings This meeting will be held on a predominantly physical basis but with provision, by prior notification, for remote attendance by Elected Members in accordance with the provisions of the Local Government (Scotland) Act 2003. Where possible, the meeting will be live-streamed and available to view at https://north-ayrshire.public- i.tv/core/portal/home. 1 Declarations of Interest Members are requested to give notice of any declarations of interest in respect of items of business on the Agenda. 2 Minutes The accuracy of the minutes of meeting of the Cabinet held on 20 February 2024 will be confirmed and the Minutes signed in accordance with Paragraph 7 (1) of Schedule 7 of the Local Government (Scotland) Act 1973 (copy enclosed). Reports by the Chief Executive 3 Strategic Risk Register 2024/25 Submit a report by the Head of Finance to seek approval of the Strategic Risk Register for 2024/25 (copy enclosed). 4 Revenue Budget 2023/24 : Financial Performance to 31 January 2024 Submit a report by the Head of Finance to advise of the financial performance for the Council at 31 January 2024 (copy enclosed). 1
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE 5 Capital Programme and Treasury Management Performance to 31 January 2024 Submit a report by the Head of Finance to advise of progress in delivering the Capital Investment Programme 2023/24 and the associated Treasury Management performance to 31 January 2024 (copy enclosed). Reports by the Executive Director (Place) 6 Irvine Locality Property Review Submit a report by the Executive Director (Place) to provide details of the Irvine Locality Property Review and recommend next steps (copy enclosed). 7 Lease Extension - Parterre Hall, 19 High Street, Irvine Submit a report by the Executive Director (Place) to seek approval to provide an extension to the lease of Parterre Hall, 19 High Street, Irvine to Irvine Judo Club (copy enclosed). 8 Auchengate Submit a report by the Executive Director (Place) update on a motion passed at a meeting of North Ayrshire Council on 13 December 2023 in respect of Auchengate (copy enclosed). 9 Decriminalised Parking Enforcement Submit a report by the Executive Director (Place) to update on the introduction of Decriminalised Parking Enforcement (DPE) on 28 March 2024 and the proposal for enforcement of the new parking prohibitions contained within the Transport (Scotland) Act 2019 commonly referred to as the Pavement Parking Ban (copy enclosed). 10 Roads, Structures and Street Lighting Maintenance Programme 2024/25 Submit a report by the Executive Director (Place) to seek approval of the proposed Roads, Structures and Street Lighting Maintenance Programme 2024/25 (copy enclosed). Reports by the Executive Director (Communities and Education) 11 North Ayrshire Leisure Limited (NALL) Performance Impact Report Incorporating the 2024-25 Budget Submit a report by the Executive Director (Communities and Education) to seek approval for the North Ayrshire Leisure Limited (NALL) Performance and Impact Report Incorporating the 2024-25 Budget (copy enclosed). 12 Food Provision in Schools Submit a report by the Executive Director (Communities and Education) to propose an interim expansion of the current food provision in school settings based on the funding available in 2024/25 (copy enclosed). 2
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE 13 Urgent Items Any other items which the Chair considers to be urgent. 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. 14 Lease Disposal - Mackerston Putting Green, Mackerston Place, Largs Submit a report by the Executive Director (Place) to seek approval to enter into a lease for an area of ground at Mackerston Putting Green, Mackerston Place, Largs to Gordon Auld t/a AEAE Limited. Webcasting Please note: this meeting may be filmed/recorded/live-streamed to the Council's internet site and available to view at https://north-ayrshire.public- i.tv/core/portal/home, where it will be capable of repeated viewing. At the start of the meeting, the Provost/Chair will confirm if all or part of the meeting is being filmed/recorded/live-streamed. You should be aware that the Council is a Data Controller under the Data Protection Act 2018. Data collected during the webcast will be retained in accordance with the Council’s published policy, including, but not limited to, for the purpose of keeping historical records and making those records available via the Council’s internet site. Generally, the press and public 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@north-ayrshire.gov.uk. 3
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North Ayrshire Council, Cunninghame House, Irvine KA12 8EE Cabinet Sederunt Marie Burns (Chair) Shaun Macaulay (Vice-Chair) Tony Gurney Alan Hill Margaret Johnson Christina Larsen Chair: Apologies: Attending: 4
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Cabinet 20 February 2024 IRVINE, 20 February 2024 - 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 for consideration of Education Authority Business Elizabeth Turbet, Andrew Bruce and Jacqui McKenzie. In Attendance C. Hatton, Chief Executive, C. Cameron, Director (Health and Social Care Partnership); M. Boyd, Head of Service (Finance) (Chief Executive’s Service); A. Sutton, Executive Director, R. Leith, Head of Service (Communities), A. McClelland, Head of Service, and F. Hopkins, Senior Manager (Education) (Communities & Education); R. McCutcheon, Executive Director, D. Hammond, Head of Service (Sustainability, Transport and Corporate Property), N. McIlvanney, Interim Head of Service (Growth, Investment & Employability), L. Kirk, Interim Head of Service (Economic Development & Regeneration), E. McMullen, Senior Manager (Economic Policy), M. Paterson, Economic Policy Manager (Community Wealth Building), and C. Fitzsimmons, Senior Manager (Regeneration) (Place); A. Craig, Head of Service, M. Sugden, Communications Officer (Communications) and S. Wilson, Committee Services Officer (Democratic Services). Also In Attendance Cameron Inglis, Davina McTiernan and Chloé Robertson. Apologies Rev. Mark Goodman. 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 23 January 2024 were confirmed and the Minutes signed in accordance with Paragraph 7 (1) of Schedule 7 of the Local Government (Scotland) Act 1973. Agenda Item 2 5
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3. Early Learning and Childcare – Redesign of Service Submitted a report by the Executive Director (Communities and Education) seeking approval for the proposed refresh of North Ayrshire Council’s Early Learning and Childcare provision. The Cabinet agreed to approve the proposed redesign of North Ayrshire’s Early Learning and Childcare provision as outlined in the report. 4. Review of Early Learning and Childcare (ELC) Hourly Rate for Funded Providers Submitted a report by the Executive Director (Communities and Education) seeking approval to increase the sustainable rate of payment to funded providers of early learning and childcare (ELC) in North Ayrshire who are contracted by the Council to deliver funded ELC to eligible 2–5-year-olds. The Cabinet agreed to (a) increase the current hourly rate paid by the Council to funded providers from 1st of April 2024; and (b) receive a further report in advance of the next annual review of the sustainable rate for funded providers. 5. Naming of the New Primary School at Montgomerie Park, Irvine Submitted a report by the Executive Director (Communities and Education) to select a name for the new non-denominational primary school at Montgomerie Park, Irvine. The Cabinet reflected on consultation responses, considered the proposed names and selected “Montgomerie Park Primary School” as the name for the school. 6. Proposals for Community Investment Fund (CIF) Expenditure Submitted a report by the Executive Director (Communities and Education) on an application from the Irvine Locality Partnership on the allocation of Community Investment Fund (CIF) funding. The application from the Irvine Locality Partnership, in relation The Micah Project, was attached at Appendix 1 to the report. Having reviewed the application in line with the CIF criteria, the Cabinet agreed to approve a £50,000 CIF award to the Irvine Locality Partnership. With the consent of the Chair and on behalf of the Cabinet, Councillor Macaulay took the opportunity to pay tribute to Audrey Sutton, Executive Director (Communities and Education) for the work undertaken throughout her time with North Ayrshire Council, highlighting her bright personality and positive outlook, and wished her well in her upcoming retirement. 6
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7. Scottish Maritime Museum Trust – Memorandum of Understanding Submitted a report by the Executive Director (Place) seeking approval to sign a Memorandum of Understanding with the Scottish Maritime Museum Trust, to develop the Maritime Heritage Hub project at Irvine harbourside as part of the Ayrshire Growth Deal funded Great Harbour programme. A Member asked a question and was provided with further information in relation to the overall implications if the museum was unable to raise the funds needed for the project to progress. The Cabinet agreed to approve the signing of a Memorandum of Understanding between North Ayrshire Council and the Scottish Maritime Museum Trust to facilitate collaboration between parties to develop the Maritime Heritage Hub project as part of the Ayrshire Growth Deal funded Great Harbour programme. 8. International Marine Science & Environment (IMSE) Ayrshire Growth Deal Project - Collaboration Agreement Submitted a report by the Executive Director (Place) outlining progress in developing a business case pathway for Ayrshire Growth Deal investment in IMSE with partners Field Studies Council and University of Stirling. A Member asked a question and was provided with further information in relation to the risks associated with the project. The Cabinet agreed to approve (i) the strategic direction for the IMSE project and (ii) the establishment of a Collaboration Agreement between the Council, Field Studies Council and University of Stirling to develop related project activity. On behalf of the Cabinet, the Chair, took the opportunity to pay tribute to Neale McIlvanney, Interim Head of Service (Growth, Investment & Employability) who was attending his last meeting of the Cabinet prior to leaving North Ayrshire Council in the coming weeks. The Chair expressed her gratitude to Neale for the contributions he made to North Ayrshire Council, particularly with the Ayrshire Growth Deal, and wished him well in his new role and future career. 9. Transport Scotland - Public consultation for the Clyde and Hebrides Ferry Services (CHFS3) Contract Submitted a report by the Executive Director (Place) seeking approval for the proposed North Ayrshire Council submission to Transport Scotland’s public consultation for the Clyde and Hebrides Ferry Services (CHFS3) contract. The proposed response to the consultation was attached at Appendix 1 to the report. The Cabinet agreed to approve the submission of the proposed response to the consultation attached at Appendix 1 to the report. 7
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The following item was subject to the call-in procedure per the Council's Scheme of Administration. The call-in was subsequently withdrawn and the decision implemented. 10. Community Wealth Building Refresh Strategy Submitted a report by the Executive Director (Place) providing an update on progress of the Council’s Community Wealth Building Strategy 2020-2025 and seeking approval of the refreshed Community Wealth Building Strategy 2024-2027, which was attached at Appendix 1 to the report. Members asked questions and were provided with further information in relation to: • how Community Wealth Building was delivered at a locality level; and • the Scottish Government consultation on Building Community Wealth and the timeline for this new legislation being implemented. The Cabinet agreed to (a) note the progress against actions of the Community Wealth Building Strategy 2020-2025; and (b) approve the refreshed Community Wealth Building Strategy 2024-2027 attached at Appendix 1 to the report. 11. Social Housing Net Zero Standard (SHNZS) Consultation Submitted a report by the Executive Director (Place) providing details of the proposed new Social Housing Net Zero Standard (SHNZS) and seeking approval of the proposed response to the Scottish Government consultation, which was attached at Appendix 1 to the report. A Member asked a question and was provided with further information in relation to the pathfinder project. The Cabinet agreed to (a) note the potential implications arising from the introduction of the Social Housing Net Zero Standard; and (b) approve the proposed response attached at Appendix 1 to the report. 12. Scottish Government Consultation on the Proposed Heat in Buildings Bill Submitted a report by the Executive Director (Place) providing Cabinet with details of the proposed Heat in Buildings Bill and seeking approval of the proposed response to the Scottish Government consultation attached at Appendix 1 to the report. The Cabinet agreed to (a) note the potential implications arising from the proposed Heat in Buildings Bill; and (b) approve the proposed response attached at Appendix 1 to the report. Councillor Burns, Chair, intimated that there had been a change to the Cabinet structure, confirming that Councillor Hill’s portfolio included Communities, Housing and Protective Services. 8
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13. Urgent Items There were no urgent items. The meeting ended at 3:35 p.m. 9
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NORTH AYRSHIRE COUNCIL 19 March 2024 Cabinet Title: Strategic Risk Register 2024/25 Purpose: To seek Cabinet approval of the Strategic Risk Register for 2024/25. Recommendation: That Cabinet approves the Council’s Strategic Risk Register for 2024/25. 1. Executive Summary 1.1 The Strategic Risk Register has been reviewed and updated for 2024/25. 1.2 It is recommended that three of the eight previous risks remain on the Strategic Risk Register at their existing risk scores and titles – Inequalities, Cyber Security and Climate Change. 1.3 The risk previously titled Financial Environment is recommended to change to Financial Sustainability to more closely reflect the fundamental funding issues the Council is facing in this year and future years budgets. The risk scoring remains the same. 1.4 The Financial Sustainability of the Health and Social Care Partnership risk and the Community Capacity Building & Empowerment risk have increased in risk scoring whereas the Transformation risk has reduced in scoring. 1.5 A new risk reflecting the impact of a deteriorating property asset portfolio with insufficient funding is proposed. 1.6 It is proposed by the Health and Social Care Partnership’s Head of Finance and Transformation that the previously identified National Care Service Risk be removed from the Strategic Risk register. 2. Background 2.1 North Ayrshire Council is committed to ensuring that it is proactive in identifying and managing the risks impacting on the authority. The Council recognises that a certain amount of risk is inevitable if the organisation is to achieve its objectives. Agenda Item 3 11
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2.2 The aim of risk management is to reduce the likelihood and/or impact of risk by identifying and controlling risks to the Council. If risk is to be managed appropriately, and Services are aware of these risks, risk management can contribute positively towards the organisation's decision-making processes, making the Council more innovative and effective in its approach to service delivery. 2.3 The most significant risks are identified through the Council's Strategic Risk Register, recognising the challenges facing the Council and demonstrating the arrangements in place to manage these risks. 2.4 The Strategic Risk Register has been reviewed and updated for 2024/25 and is attached at Appendix 1 to this report. For each of the risks detailed within the register a number of components are identified: • Risk proximity factors; • Risk score; • Potential effect on the Council's priorities; • Internal controls currently in place; • Assessment of controls; and • Additional actions identified. 2.5 To assist in the assessment of each risk, the Council’s agreed risk matrix was used to ensure consistency. This is used to assess the likelihood of occurrence (on a scale from 1 to 5) and the significance of the impact of the risk should it occur (on a scale from 1 to 5). The risk score is the product of likelihood multiplied by impact. Only those risks rated as high or very high (10 or above) will feature on the SRR to ensure a focus on managing the most significant risks. 2.6 Four risks remain on the Strategic Risk Register at their existing risk scores – Financial Sustainability (previously Financial Environment), Inequalities, Cyber Security and Climate Change. 2.7 The Financial Sustainability of the Health and Social Care Partnership risk has increased in risk from score 12 to 16 due to increasing budget pressures. 2.8 Community Capacity Building and Empowerment risk has increased from score 12 to 16 due to increasing financial and resource demands. 2.9 Transformation risk has reduced from score 16 to 12 as a result of positive workstream developments and programme delivery against the requirements of The Council Plan. 2.10 An additional risk is proposed around the condition of property and the lack of sufficient funding for ongoing maintenance. 2.11 It is recommended, by the Health and Social Care Partnership Head of Finance and Transformation, that the previously identified risk regarding the implementation of the National Care Service is removed from the Strategic Risk Register as there have been a number of changes to the proposals. These are as follows: • A tripartite agreement between national and local government and the NHS in Summer 2023 included agreement that statutory delivery functions would remain 12
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with local authorities and health boards, along with assets, employment of staff and relevant funding. • Scottish Ministers will exercise strategic framework accountability for NCS services which will include a role in setting policy, having oversight and providing direction; this will be done through the establishment of a National Care Service Board, but otherwise local integration authorities will remain in place but may be subject to some reform. • Timescales have also slipped by 3 years, with the new arrangements not now expected to be in place until 2029. 2.12 Very High Risks • Financial Sustainability – this risk reflects the ongoing financial challenge faced by the Council year on year (risk score 20). • Inequalities – this highlights the socio-economic inequalities faced in North Ayrshire (risk score 20). • Property Asset Risk – This reflects the impact of long-term restricted budgets on the Councils ability to maintain these to a good standard (risk score 20). High Risks • Cyber Security – this reflects the ongoing risk from external cyber-attack which is being faced by all organisations (risk score 16). • Transformation – this reflects the wider risks associated with delivering the current Transformation Programme and developing a pipeline of future initiatives (risk score 12). • Climate Change – this risk has been on the Strategic Risk Register following the declaration by the Council of a Climate Change Emergency during 2019 (risk score 16). • Financial Sustainability of the Health and Social Care Partnership – this reflects the ongoing financial challenges faced by the Partnership and the risk these present to the Council (risk score 16). • Community Capacity Building and Empowerment – this highlights the challenges associated with the community empowerment act (risk score 16). 2.13 Council services have identified high level strategic actions within their planning for 2024/25 to help the Council mitigate against its strategic risks. These actions are detailed in summary format in the Risk Management Action Plans following each Risk within Appendix 1. These actions will assist with performance monitoring and reporting on the strategic risks. 2.14 The Council’s Internal Audit Plan 2024/25 is scheduled to be approved at the Audit and Scrutiny Committee on 21 March 2024 and is risk-based with clear links in place between the audit plan and key risks the Council faces. Longer-term risks & Horizon Scanning 2.15 The Strategic Risk Register identifies the most significant risks which the Council faces at the present time. 2.16 The Corporate Risk Management Group identifies any new relevant risks though internal reviews and external horizon scanning utilising a number of sources. 13
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3. Proposals 3.1 Cabinet is requested to approve the Strategic Risk Register 2024/25. 4. Implications/Socio-economic Duty Financial 4.1 The Council continues to have a robust long- and medium-term financial planning framework. Key strands include development of key transformation themes and the establishment of an Investment Fund that will generate future savings alongside delivery of a number of key Council priorities. Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 The risk to the Council is that North Ayrshire residents, and in particular certain groups, will experience increasing levels of poverty and its effects. Current control measures fall into two categories - measures to address the root causes of socio- economic inequalities - income through employment or benefits – and mitigation measures to minimise the impacts of poverty. Climate Change and Carbon 4.5 The Council has declared a climate change emergency and has in place an Environmental Sustainability and Climate Change Strategy. Significant work to help mitigate the risk of flooding is included within the Capital Plan. The Council is undertaking an ambitious renewable energy programme. Key Priorities 4.6 A successful risk management framework helps to underpin the delivery of the Council’s strategic priorities in Our Council Plan 2023-2028. Community Wealth Building 4.7 None. 14
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5. Consultation 5.1 The Strategic Risk Register has been reviewed in consultation the Corporate Risk Management Group. Mark Boyd Head of Service (Finance) For further information please contact Alex Fitzharris, Team Manager (Risk and Insurance), on 01294-324515. Background Papers None. 15
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Appendix 1 - Strategic Risk Report 2024/25 Risk Code SRR2425_R01 Risk Title Financial Sustainability Latest Note Date 09-Feb-2024 Risk Owner Mark Boyd Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact The risk is that the level of funding from Scottish Government to local government falls significantly below the level required to operate services effectively. This will require the Council to take increasingly difficult and challenging decisions. The 2024/25 local government settlement represents a reduction in core funding of £2.191m (0.64%). This is against a backdrop of significant cost increases, resulting in a Budget gap of £16.000m for 2024/25. The North Ayrshire position is further affected by a reducing overall population demographic and a growing elderly population. This will further impact the Council’s share of funding across the short, medium and long term. Although there is a commitment through the Verity House agreement for Councils and Scottish Government to work together there continues to be challenges around the level of flexibility the Council has on key areas of Budget, most notable in areas like HSCP funding and funding for teachers and support staff, where conditions remain. The Scottish Government has passed legislation to give Councils powers to charge additional council tax for second homes. This is an area the Council will consider within the context of local circumstances and island communities. Scottish Government funding to support the Council’s capital programme has also been reduced by almost 10% in the Budget settlement for 2024/25. Set against high inflationary driven construction costs there is a risk that the 10-year capital programme will be unaffordable. This could require projects to be reduced in scale or even ceased. Funding not keeping pace with demand and inflationary cost pressures means that there will be a reduction in some service areas potentially resulting in higher risks for service users. The future delivery of balanced budgets will become increasingly challenging. The capital programme could also be significantly impacted leading to reduced levels of capital investment. Robust monitoring of the Council’s revenue and capital budgets is in place as well as regular reporting of financial performance of the IJB to Cabinet and Audit and Scrutiny. To assist financial planning The Medium and Long- Term Financial Outlook (LTFO) to 2033/34 was approved at Council on 13 December 2023 – this is the cornerstone of the Council's financial planning in the medium to long term. The annual budget process for the General Fund revenue and Capital Programmes and financial performance monitoring process will continue to provide the framework from which control measures will continue in addressing the financial position. Delivery of the Council’s Change Programme is also vital in addressing the Budget challenges and this is being progressed by the Council’s Transformation Board, which is chaired by the Chief Executive. Utilising the Council’s available statutory powers is another important area in addressing the financial challenges. 4 5 Status Risk Score Heat Map Change in Score Approach No change Treat Stable 20 16
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Strategic Risk Action Plan Date Updated 09-Feb-2024 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Regular financial monitoring of Revenue and Capital Budgets. 09 February 2024: Ongoing monitoring. 31-Mar-2025 Mark Boyd Maintain Financial Governance Arrangements for IJB. 09 February 2024: Under ongoing review. 31-Mar-2025 Mark Boyd Progress dialogue via COSLA with Scottish Government on a range of areas including fair funding, multi-year settlements, reduction in levels of ring-fenced resources, true costs of SG policy areas, financial flexibilities and a New Deal partnership with SG and local government. 09 February 2024: Ongoing discussions via COSLA around the Verity House Agreement and the need for maximum financial flexibility for Councils. 31-Mar-2025 Mark Boyd Develop the 2024/25 to 2026/27 revenue budget (medium-term financial strategy) and capital programme taking account of all pressures and savings via Directorates and Transformation programme. 09 February 2024: Options to address the £16m Budget gap for 2024/25 have been developed for elected member consideration at Council Meeting on 28 February 2024. Following this, require to develop a more detailed programme of options to address the structural funding challenges over the medium and long-term. 31-Mar-2025 Mark Boyd 17
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Risk Code SRR2425_R02 Risk Title Inequalities Latest Note Date 25-Jan-2024 Risk Owner Audrey Sutton/Caroline Cameron Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact North Ayrshire residents, and in particular certain excluded groups, will experience increasing levels of poverty and its effects, as a result both of the economic situation and Covid- 19. Health inequality is closely linked to poverty, employment and people's earliest experiences as children, and will increase. The population of North Ayrshire is projected to fall over the next 10 years but there will also be a larger proportion of the population considered dependent (not economically active). The impact on specific risk groups is greatest for our children, young people and families, unemployed people and those in in-work poverty and people exposed to the risks of drug and alcohol addiction. Demand for HSCP and Council Services will increase. As reductions in resources increase, early intervention and prevention activities are at risk, thus increasing the potential for an increase in costly crisis interventions. The local economy will be impacted by reduced spending power by economically inactive residents. The HSCP re-affirmed its commitment to Tackling Inequalities by continuing to consider it a key priority with the Partnership’s Strategic Plan. Through the HSCP strategic plan, the Partnership sets out actions to tackle inequality through its Partnership Pledge and across its strategic priorities. Tackling inequalities is addressed across HSCP service areas. An example of actions to help address local inequalities include: Establishing the Money Matters service in 9 GP practices and 7 local schools in the more deprived areas of North Ayrshire. This will improve accessibility of the service to those who would benefit most. Building on this approach through the launch of the Financial Inclusion Partnership bringing a range of key partners and stakeholders together to improve access and support for the most vulnerable NA residents. Increase the number of employability mentors in Justice Services, to support those with experience of the justice service into meaningful employment or training opportunities and to help divert away from criminal behaviours. Working closely with Housing colleagues to support transitions from care and ensuring care experienced young people can access a positive and stable housing destination. In our Drug and Alcohol Services, we are implementing actions to reduce the number of local drug and alcohol related harms and deaths. This includes implementing the national MAT (Medicated Assisted Treatment) standards and increasing the number of ABIs (Alcohol Brief Interventions) delivered across North Ayrshire. Through the Caring for Ayrshire programme, we have set out a phased approach to improve local primary care premises (GP Practices and Health Centres). This will improve overall professional capacity within GP practices for Multi- Disciplinary Teams, ensuring the right support is available for local people with health concerns. Investment in early intervention teams and approaches in Children’s Services to support vulnerable families, including in Child Protection and Whole Family Support. The Council considers reducing inequalities to be at the heart of its work. The Communities and Education Directorate leads the Community Planning Partnership for the Council and the CPP has recently developed a new Local Outcomes Improvement Plan, the purpose of which is reducing inequalities. The themes are Wellbeing, Work and World, the latter addressing climate change and fuel poverty. Locality Planning priorities and Community Investment Fund funded initiatives are also focused on a range of inequalities, including poverty, age-related inequalities and digital inequalities. Recent CIF-funded projects have focused on employability, addictions and community food. The Directorate also leads the work of the Child Poverty and Cost of Living Board, chaired by the Council Leader. The five strategic themes of the Board to date have been: • No Wrong Door – access to services • Employability • Food • Islands • Childcare 5 4 18
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Work to address child poverty and the Cost-of-Living crisis includes a range of employability initiatives to support parents and people with disabilities, each of whom are Scottish Government priority groups. Progress has been made with partners through a series on mini-enquiries, ensuring that lived experience influences developments and actions. This is supported by the data and Single Shared Assessment projects being developed by the Transformation team, to provide holistic support for residents who need it most. The Child Poverty Early Intervention Fund is being used to address gaps in current planning and provision. Recent funding decisions have been made, as a consequence of the mini-enquiries - to support employability and travel, childcare developments and support for care experienced young people and families. The Scottish Government has provided a second year of funding to address inequalities on the islands.8 This has been used to fund energy support, welfare advice and support, third sector interventions and school activities. The commitment to reducing inequalities is also reflected in the Communities and Education Directorate plans: • The Educational Service Improvement Plan • Connected Communities strategic plans and • Facilities Management plans. Examples of actions to reduce inequalities: • Deployment of Scottish Attainment Challenge funding to reduce the poverty related attainment gap in schools • Use of the Pupil Equity Fund to ensure equity of pupil experience in schools, at the discretion of head teachers • Cost of the School Day actions to reduce, for example, the cost of school uniforms and clothing, food and outings • Support for care experienced young people, both in schools and through youth services • Additional national and local investment in Active Schools to focus on inequalities and equity • The Fairer Food Network, with 14 community larders which support the needs of individual communities • A network of warm spaces and events to mitigate energy use and social isolation • Work to support “New Scots,” in schools, with families and in community settings through language support and capacity building, including women’s groups • LGBT support groups for young people and those over 18 • Mentoring support for young people in secondary schools through a partnership with MCR Pathways Participation strategies for children and young people and adults to ensure our strategies and investment are informed by as wide a range of views as possible. Status Risk Score Heat Map Change in Score Approach No Change Treat Stable 20 19
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Strategic Risk Action Plan Date Updated 25-Jan-2024 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Global and national conditions which affect the cost-of-living and poverty continue to undermine the effectiveness of local control measures. Substantial work continues to mitigate inequalities but child poverty data, for example, continues to show an increase. National data collection methodologies have changed which explains the change in part, but North Ayrshire continues to have c. 29% of children living in poverty. Although unemployment has reduced, it continues to be a driver of poverty, with in-work poverty a key factor. Access to benefits is a key driver of poverty and the range of strategies described above continues to ensure we are maximising access to entitlements. The Single Shared Assessment work will improve this. 25 January 2024: The wide range of strategies and initiatives described above, and further developed and implemented, will continue to make a significant contribution to a range of inequalities. Actions are being progressed and remain within the target dates for completion. 31-Mar-2025 Audrey Sutton; Caroline Cameron 20
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Risk Code SRR2425_R03 Risk Title Financial Sustainability of the Health and Social Care Partnership Latest Note Date 06-Feb-2024 Risk Owner Caroline Cameron Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact Resources have not kept pace with the demand for and cost of social care services. The budget settlement for 2024-25 is extremely challenging with a gap of over £10m across the IJB. Financial modelling suggests significant ongoing challenges across the medium-term. There is no certainty around future funding against growing demand, increasing costs and demographic pressures, with one-year budget settlements remaining in place. The ongoing work to review the Integration Scheme and to develop new risk-sharing arrangements between the Council and Health Board in relation to the acute set aside and primary care prescribing present a financial risk to the Partnership. An overspend in the region of £3.7m is projected for 2023-24 which will reduce the reserves held by the Partnership to less than the recommended minimum level of 2%. Low-volume high-cost care packages and care placements and an increasing reliance on agency staff continue to present a particular financial challenge to the Partnership. Funding levels could result in savings being made that are not in alignment with the strategic plan. This could impact on the future demand levels e.g. reduction in early intervention and prevention means that future demand is increased. An in-year overspend position impacts on financial reserves and ultimately poses a financial risk to the Council and NHS Board as funding bodies. Funding levels increase the requirement to transform services at scale and pace. The IJB actively monitors the financial position with regular detailed reporting. Directors of Finance of the Council and Health Board have oversight and regular updates are provided to the Council's Cabinet. There is an integrated approach to managing the totality of NHS and Council resources delegated to the IJB. A three-year Medium-term Financial Outlook is updated on a rolling basis each year. Previous financial settlements have seen both partners meet the Scottish Government settlement conditions with any additional resources passed to the IJB. The IJB had uncommitted financial reserves of £5.821m at the beginning of April 2023, which remains towards the lower end of the good practice target of 2%-4%. In addition, £2m of additional reserves were set aside at the start of 23-24 to offset the likelihood of an overspend in-year, this reduces the impact on unearmarked reserves of the current projected overspend to £1.7m. The Partnership has developed a new 3-year Transformation Plan 2024-2027 which will be approved by the IJB in March 2024. There is £2.2m of earmarked reserves set aside to support service change and re-design. 4 4 Status Risk Score Heat Map Change in Score Approach Increase from 12 to 16 Tolerate Increasing risk 16 21
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Strategic Risk Action Plan Date Updated Feb-2024 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Budget Monitoring - Regular budget monitoring reports to IJB are effective. 06 February 2024: Budgets are closely monitoring by the finance team in conjunction with budget holders to enable corrective action to be taken and regular in-year budget monitoring reports are presented to the IJB. 31-Mar-2025 Caroline Cameron; Paul Doak Corrective Action – Transformation Board is effective 06 February 2024: A three-year Transformation Plan covering the period 2024-2027 will be approved by the IJB in March 2024. This focusses on addressing the future financial challenge in a sustainable way, as well as reviewing service delivery models and implementing local and national priorities. 31-Mar-2025 Caroline Cameron; Paul Doak 22
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Risk Code SRR2425_R04 Risk Title Cyber Security Latest Note Date 17-Jan-2024 Risk Owner Fiona Walker Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact The potential compromise of business operations or a data breach orchestrated via either digital channels or the IT infrastructure. This can include targeting of the user base. Risk derives from both Council operations and those of its supply chain. The increasing importance of delivering services through digital channels and maximising efficiency through effective and secure use of technology. This includes a growing adoption of cloud-based computing resources which extend processing capabilities, and associated risks, beyond the Council’s network. Hybrid remote and mobile working is now the normal working practice for over 3,000 staff. Such a distributed work force increases the complexity of protecting against cyber and data protection risks. Failure by Services to adopt and comply with strategies, policies and procedures may result in a failure to adequately ensure the desired levels of cyber-security required to maintain and protect council systems and data. There may be a significant impact on the authority through the release of personal and/or sensitive information resulting in a loss of public confidence and significant financial loss incurred through fines and service disruption. A successful cyber-attack (malicious external or internal action) on the Council’s IT environments could also result in significant service disruption, loss of income streams and possible data loss/exposure. Impacts of a cyber-attack could include economic (i.e. inability to collect online payments), societal disruption (i.e. loss of diaries and client appointments), and reputational damage (i.e. loss of public confidence in digital services). It is recognised that it is not possible for any organisation to expect to be completely protected against continually evolving cyber threats. A threat actor with sufficient motivation, resource and capability will be able to compromise the most secure system. The Council takes a sociotechnical approach to reducing risk by continually developing protective measures through technical, organisational and people-focused controls. Technical controls are implemented in areas such as network defences, secure configuration of systems, user authentication, malware protection, and vulnerability management. These are based on best practice and independently tested on an annual basis to confirm their effectiveness in accordance with compliance schemes. The Council maintains a comprehensive set of policies, standards, guidelines, metrics and reporting mechanisms as part of its information security governance structure. A comprehensive training and awareness programme is delivered to nurture a cyber- aware workforce and culture. 4 4 Status Risk Score Heat Map Change in Score Approach No change Treat Stable 16 23
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Strategic Risk Action Plan Date Updated 17-Jan-2024 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Incident Detection and Response – Recent cyber-attacks on public sector organisations highlight the need for robust incident detection and response procedures and technologies. The current response procedures been shown to be effective based on incidents experienced so far, however detection capabilities will need to be reviewed and improved. 17 January 2024: A joint procurement of a Managed Security Operation Centre (SOC) service with other local authorities is being taken forward by the Digital Office. This has however been delayed due to resource challenges and to date no procurement timescales have been set. Given the delays to the national SOC procurement project, the Council will consider other SOC alternatives and Manage Detect & Response (MDR) services. 31-Mar-2025 Fiona Walker Training and Awareness 17 January 2024: Cyber Security in person training has resumed with multiple sessions being organised to tackle the backlog incurred due to the pandemic. The Cyber Security Essentials E-Learning course is a mandatory training requirement for all staff with access to Council digital resources. Staff are also encouraged to complete this annually. In addition, the course has been converted into a briefing to provide as a toolbox talk to reach all of our workforce. Phishing simulations continued to be hosted to test the effectiveness of training and raise awareness. Ongoing Fiona Walker 24
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Risk Code SRR2425_R05 Risk Title Transformation Latest Note Date 09-Feb-2024 Risk Owner Mark Boyd Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact There is a risk that transformation and change activities, which are core to the future delivery models and long-term financial sustainability of both the Council and Health and Social Care Partnership, fail to deliver at the level of scale and pace required. Failure to deliver transformational change will impact on the Council’s financial sustainability, effectiveness of service delivery and delivery of the outcomes set out in the Council Plan 2023-28 and the Local Outcome Improvement Plan (LOIP). Failure to deliver the HSCP Transformation programmes across the Partnership, involving North Ayrshire Council (NAC) and NHS Ayrshire & Arran (NHSAA) services may lead to the identified outcomes not being delivered; resulting in financial instability, reduced performance, deteriorating patient outcomes, and reputational damage within North Ayrshire Health and Social Care Partnership (NAHSCP). Failure to embed cultural transformation activities may lead to difficulties in building future workforce capacity and in ensuring we have an engaged, skilled and knowledgeable workforce to meet service demand. The transformation programme aligns to the Council Plan and is monitored via the Transformation Board. The Board is chaired by the Chief Executive. Workstreams have been developed across Transport and Travel, Accessing our Council, Land and Property assets, Sustainability, Financial Inclusion as well as ongoing reviews across Waste Services, ELC, Learning Resources and Housing. HSCP have an established Transformation Board to closely monitor progress with plans, regular updates on programme to the IJB and regular meetings with the Chief Executive and S95 Officer to review progress and mitigation plans. Cultural transformation activities continue to evolve to support the Council’s transformation and improve effectiveness and capability. This includes sharing learning and skills, engagement, design experiments and a whole systems approach to transformation and change. Our workforce planning approach utilises a variety of tools and techniques, such as career development, succession planning, vacancy management, redeployment and early release schemes to ensure our workforce requirements for the future, in terms of skills and capabilities, are planned. Each Head of Service has a workforce plan, and these are monitored six-monthly with continued HR support and guidance to ensure service review and redesign of the workforce is on track. 3 4 Status Risk Score Heat Map Change in Score Approach Reduce from 16 to 12 Treat Stable 12 25
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Strategic Risk Action Plan Date Updated 25-Jan-2024 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Existing project level governance and controls remain effective and are constantly reviewed. 25 January 2024: Progress on Transformation projects continues to be governed and monitored via the Transformation Board which is chaired by the Chief Executive. Meetings held quarterly Workstreams have been fully developed and progress and all actions tracked. Financial efficiencies across commercial property, waste review, learning resource review, ELC review and the sustainability programme have been fed into the Council’s Budget programme for 2024/25 to 2026/27. Quarterly Mark Boyd / Chief Executive and Executive Directors Review current governance arrangements and project delivery in view of land and property workstream to seek optimal delivery aligned to the council’s net zero ambitions. 25 January 2024: Key progress made around Irvine Based locality property Review. Next stages to present Cabinet Paper in March 2024 to consider plans. March 2024 Mark Boyd / Chief Executive and Executive Directors 26
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Risk Code SRR2425_R06 Risk Title Climate Change Latest Note Date 08-Feb-2024 Risk Owner Russell McCutcheon Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact Climate change is expected to continue and worsen in the future if no action is taken, with increases to mean global temperatures, sea level rises and the increasing frequency and severity of weather events such as floods, heatwaves, droughts and storms. More frequent and intense heavy rainfall events increase the risk of soil erosion and flooding. Rises in mean sea level increases risks of coastal erosion, flooding, saltwater intrusion and soil salinisation (risk to agricultural land and freshwater habitats). Severe weather is already affecting public services across Scotland, with operational, reputational, financial and legal consequences. There is also an ongoing impact of severe winter weather including snowfall and freezing temperatures which impact service delivery and the integrity of our roads open space and buildings infrastructure. This shift in weather patterns caused by climate change is also affecting biodiversity across Scotland. Increased frequency of severe weather conditions and flooding events may lead to more instances of damage to Council infrastructure and property, interruptions to service delivery and increased demands on services, often with little notice. Risk to life, transport disruption and pollution to the local environment, as well as impact adversely on the local economy if businesses are unable to operate. Council requirement to provide immediate response and manage the adverse effects of more frequent and severe weather emergency situations, including support to local communities and businesses. The Council is required to comply with the ‘Public Bodies Climate Change Duties’ under the Climate Change (Scotland) Act 2009. These duties require the Council to assess the risks, threats and opportunities associated with climate change and identify actions to increase resilience to climate change. North Ayrshire Council declared a Climate Emergency in June 2019, committing to act on climate change and reduce carbon emissions. In January 2020 the Council approved the target to become net-zero carbon by 2030, for both Council estate emissions and area-wide emissions. Following implementation of the Council’s third Environmental Sustainability and Climate Change Strategy (2021-23), Cabinet approved the new Sustainable North Ayrshire Strategy (2024-27) in December 2023. This strategy provides a road map to achieve the net zero carbon emissions by 2030 target. There are 5 workstreams within the Sustainable North Ayrshire strategy, namely Energy, Nature, Transport, Waste and Adaptation. We continue to utilise Adaptation Scotland’s Capability Framework to ensure North Ayrshire takes a strong, proactive approach to adapting to climate change. Officers are participating in the Sustainable Scotland Network’s ‘Adaptation Scotland Benchmarking Group’ to learn and share best practice with other local authorities. Adaptation actions are identified within the Ayrshire Flood Risk Management Plan (2021), the Ayrshire Local Flood Risk Management Plan (2022), the Ayrshire Shoreline Management Plan and in the Adaptation Capability Framework. Flood studies are undertaken to help the Council identify areas that are at risk of flooding and to appraise options to reduce flood risk to communities and infrastructure. In addition, actions to mitigate Climate Change risk are held within strategies such as the Core Paths Plan, Outdoor Access Strategy, Local Biodiversity Action Plan, and Weather and Winter Emergencies Plan. Asset management plans are in place which are regularly reviewed for our Roads, Fleet, Housing, Property and Open Spaces. Furthermore, through the Ayrshire Civil Contingencies Team there are emergency planning arrangements in place in the event of severe weather and flooding conditions causing major disruption and damage to the area or to individual communities within it. 4 4 Status Risk Score Heat Map Change in Score Approach No change Treat Stable 16 27
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Strategic Risk Action Plan Date Updated 08-Feb-2024 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Reducing Carbon Emissions: North Ayrshire Council declared a Climate Emergency in June 2019, committing to act on climate change and reduce carbon emissions. In January 2020 the Council approved the target to become net-zero carbon by 2030, for both Council estate emissions and area-wide emissions. The Council has taken action against climate change since our first Carbon Management Plan in 2006/07, by working to reduce emissions associated with Council services, and using the baseline year of 2005/06 from which to measure progress. Since the baseline year of 2005/06, Council estate emissions have reduced by 68.9%, from 67,719 tonnes of carbon dioxide equivalent (tCO2e) to 20,940 tCO2e (a reduction of 854 tCO2e from the previous year). Area-wide emissions are published by BEIS. Current records show total emissions have reduced across North Ayrshire by 42.6%, from 1,437 kilo-tonnes of carbon dioxide (ktCO2) in 2005 to 835 ktCO2 in 2019. To ensure North Ayrshire Council can develop a leading, cross- sector and community led approach we established a Climate Change Steering Group (CCSG) in 2021. The CCSG is chaired by the Cabinet Member for Green Environment and Economy, and brings together young people, local businesses and community organisations from across North Ayrshire. Existing controls remain effective and are under review as our response to climate change develops and we progress towards achieving net zero by the 2030 target. 8th February 2024: Implementation of the Sustainable North Ayrshire strategy, which includes 9 strategic principles and 46 actions under the 5 workstreams of Energy, Nature, Transport, Waste and Adaptation. The 9 strategic principles which are being implemented are: 1.We will take a whole system approach (including behaviour change) to tackling climate change as far as possible, including identification of optimal approaches to achieve social and economic benefits alongside environmental ones. 2.We will continue to clarify and report transparently on our emissions so that the North Ayrshire emissions baseline is clearly understood. 3.We will complete a Local Heat and Energy Efficiency Strategy to help understand where efforts to reducing emissions and reducing fuel poverty are best focused. 4.We will prioritise actions in relation to two of the biggest emissions sources where have the most influence, commonly referred to as ‘heat and fleet’, including through project pathfinder approaches for decarbonisation of domestic and non-domestic buildings and vehicles to bring scale and pace to emissions reduction. 5.We will work with stakeholders, including the Scottish Government, to articulate the potential costs and skills requirements to meet our net-zero aspirations. 6.We will expand on the need for adaptation measures, recognising mitigation alone will not combat the impacts of climate changes on communities. 7.We will identify opportunities for expansion of carbon sinks and other carbon capture technologies, which are expected to be an essential element of our net-zero strategy to mitigate residual emissions by 2030. 8.We will seek to expand the remit and membership of the CCSG to enable us to work more closely with communities, taking account of outcomes from recent projects such as Climate Action Towns and Carbon Neutral Islands. 9.We will explore the potential for carbon accounting, including carbon budgets for Council services, to support our journey to net-zero. Updates on progress are provided through the Council’s performance reporting system, Pentana, on a quarterly basis, and governed through the Sustainability Board. Actions are designed to be directly and indirectly responsible for carbon reduction and deliver other socio-economic benefits. 31-Mar-2027 Russell McCutcheon 28
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Strategic Risk Action Plan Date Updated 08-Feb-2024 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Flood Risk Management Plan: Cycle 2 of the Ayrshire Local Flood Risk Management Plan has been developed and was published on 31st December 2022. Studies and modelling will be undertaken to identify and prioritise vulnerable areas where financial damage and risk to life are most likely. There is an ongoing programme of monthly inspections of debris screens which have been installed to prevent vulnerable culverts from blocking and causing flooding. CCTV inspections of culverts are also undertaken to identify blockages and deterioration of assets that might cause flooding. This has been effective in reducing flooding, although there are capacity issues h that this process cannot address. The Upper Garnock Valley FPS has been completed and is currently providing flood protection. Ayrshire Shoreline Management Plan: The Ayrshire Shoreline Management Plan will be replaced with a Coastal Change Adaptation Plan. The adaptation plan will enable the Council and other stakeholders to effectively plan our future actions whilst allowing for flexibility in response to future changes. It will incorporate recent international and UK advances in adaptation and shoreline management planning to allow for local interpretation and involvement. 22 February 2024: 1. We will undertake the actions outlined in cycle 2 of the Ayrshire Local Flood Risk Management Plan. 2. We will continue to look for opportunities to implement Natural Flood Management and we will develop a range of further flood protection measures, which can be put forward as schemes for inclusion in cycle 3 of the Ayrshire Flood Risk Management Plan and the Ayrshire Local Flood Risk Management Plan. 3. We will complete the Millport Coastal FPS and the Mill Burn FPS. 4. We will continue to Inspect culverts, screens and watercourses for clearance and repair work in accordance with the published schedule and prioritise maintenance works that would substantially reduce flood risk. Efforts will be made to continue to identify unknown culverts and add these assets to the ongoing inspection and maintenance process. 5. We will develop the Ayrshire Coastal Change Adaptation Plan in partnership with South Ayrshire Council and other stakeholders. 30-06-2028 Thomas Reaney 29
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Risk Code SRR2425_R07 Risk Title Community Capacity Building and Empowerment Latest Note Date 05 February 2024 Risk Owner Rhonda Leith Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact Unrealistic timescales for implementation of aspects of legislation of the Community Empowerment Act (Scotland) 2015, such as Community Asset Transfer. Pressure to support community capacity building and the variation of needs within a reducing workforce. Duplication of effort across HSCP and Locality Partnerships to foster community participation and deliver engagement activities. Complying with the complex and resource intensive consultation legislation in service redesign. Rising energy and utility costs relating to property management. Budget savings and pressure on property maintenance budgets. Where the risk is not managed effectively the potential benefits of community capacity building and empowerment may be lost. Widening inequality gap between those communities where levels of capacity and engagement with the empowerment agenda are high and those with less social capital where interest remains low, which constrains the ability to influence the planning and delivery service. Any disconnect between the Council’s aspirations, community appetite for increasing ownership of assets and what communities themselves feel able and prepared to commit to can result in community assets reverting back to Council. Accelerating asset transfer risks losing services and facilities and risks the ability to plan, connect and deliver strategic services. Over-engagement carries disengagement and engagement fatigue. Increased property costs can be a deterrent for organisations engaging and completing the CAT process. Lack of budget to undertake proactive maintenance may result in NAC buildings falling into disrepair detracting organisations from progressing to lease and or ownership of NAC assets. Ongoing commitment to community empowerment and locality partnerships from CPP. Six locality partnerships and alignment with HSCP locality arrangements. Leadership of the CPP Senior Officers’ Group. Enabling approach with community partners and support with third sector interface to build capacity and identify opportunities for growth and sustainability. Reviewed guidance and processes relating to community empowerment functions. Participatory budgeting approach local grants, commitment to PB with partners and leading practice in mainstreaming participatory approaches External funding bid help for groups through regular meetings with third sector, funders and funding officers. Membership of The Consultation Institute. Investment from Community Asset Transfer Start Up Fund, prioritising additional staffing capacity to support CAT in Connected Communities and TACT. A collaboration and shared resource approach across Connected Communities Teams will be taken to ensure the Service deliver on this priority. 4 4 Status Risk Score Heat Map Change in Score Approach Increase from 12 to 16 Tolerate Stable 16 30
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Strategic Risk Action Plan Date Updated 05 Feb 2024 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG Implementation of Community Empowerment Act: Existing controls remain effective and are kept under review. 05 February 2024: Strategic CLD Plan 2021-2024 identifies priorities for capacity building and the programme of community support is addressing needs. No further update at this time. 31-Mar-2025 Rhonda Leith 05 February 2024: Post implementation the plan will be monitored and reported as per statutory timescales. 31-Jul-2024 Rhonda Leith Staff capacity: Existing controls remain effective however forthcoming VER structure changes will result in a reduction of CLD professional staff and risks further pressures on staff to deliver effectively to key outcomes. 05 February 2024: CLD service redesign will be implemented from 1st of April with a 6-month review date. The redesign in light of VER impacts has resulted in the loss of the Capacity and Empowerment Team, all key priorities of the team will be embedded in the newly formed localities Contact agreement established with key 3rd Sector organisations This will mitigate the impact on developments of the key outcomes as detailed in the CLD plan. The CLD plan review will commence in April, following guidance due to be issued by the Scottish Government which will be informed by the National Review Of CLD. 31-Jul-2024 Rhonda Leith Duplication of effort: Clearly defined roles and lean processes are reviewed and maintained to avoid duplication of effort and minimise time and resource wastage. The team foster open communication channels with both staff and key stakeholders. 05 February 2024: Existing controls are effective but remain under proactive review. 31-Jul-2024 Rhonda Leith Consultation: Existing controls remain effective. Existing controls remain effective and hybrid engagement models have been implemented post covid to encourage and provide greater access to participation. 05 February 2024: Proactive review 6 months post VER restructure to assess the effectiveness of CLD support for community engagement and consultation. No further update at this time. 31-Jul-2024 Rhonda Leith Increased property costs and lack of investment in community assets. 05 February 2024 A collaborative approach involving PMI and CC is being used to survey and evaluate community buildings that require investment. CAT funds have been identified for corrective actions, which will involve incorporating green investments to support future CAT and Service development initiatives. 31-Jul-2024 Rhonda Leith 31
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Risk Code SRR2425_R08 Risk Title Property Asset Risk Latest Note Date 08-Feb-2024 Risk Owner Russell McCutcheon Risk Proximity Factors Consequences / Impact Existing Risk Control Measures Likelihood Impact The long-term impact of restricted budget availability for investment in the Council’s property assets means these assets means they are in declining condition and have greater long term investment needs. Systemic building safety issues have been evidenced by issues such as national high profile safety issues, and the presence of RAAC through the public sector property portfolio. These have highlighted the substantial increasing burden of property asset management. There have been a number of near misses or critical failures of aging heating plant and equipment which the council cannot afford to replace on a programmed basis. Inflationary pressures, and on-going volatility in the construction & related activities sphere, place further difficulties in the ability of restricted budgets to address all priorities. Maintenance issues and failure of building components are increasingly likely to result in disruption to service delivery. There is also an increasing risk of health and safety and statutory compliance obligations not being achieved. Property events requiring significant interventions leading to service disruption, closure of facilities, decant etc. are in increasing in frequency and often over-lapping (often coinciding with weather events). Property condition information is gathered and recorded within the Council’s electronic asset management system, providing a baseline to measure building element lifecycle replacement requirements across the corporate estate. Limited investment is therefore targeted on priorities. Reactive maintenance, and statutory compliance are also undertaken corporately by PMI by appropriately trained / experienced staff. There is an on-going Transformation programme workstream focusing on property rationalisation as a means of reducing the financial burden of the estate through reducing overall area occupied (aligned to carbon reductions). Post Incident reviews and lessons learned exercises with actions undertaken where feasible to do so. Risk based property reviews are underway to examine, on a property by property basis, where property risks have the potential to impact service delivery. The information gathered influences both investment plans and business continuity plans. This work is on-going in respect of the school estate and is being rolled-out to other services’ assets. 4 5 Status Risk Score Heat Map Change in Score Approach New Risk Tolerate Increasing 20 32
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Strategic Risk Action Plan Date Updated 08-Feb-2024 Analysis of Effectiveness of Controls Further Action Required Target Date for Completion Officers Responsible Current Status: RAG CC&M team within PMI managing reactive maintenance and statutory compliance. Team resources stretched; however, restricted budgets are principal risk. Ongoing Russell McCutcheon Asset management team within PMI collecting asset condition information and leading prioritisation of lifecycle investment. Improved asset management system is being investigated; however, restricted budgets are principal risk. Ongoing Russell McCutcheon Property rationalisation programme Locality based property review work currently underway to increase scale and pace of implementation. Ongoing Russell McCutcheon Risk based property review process Requires up to date property information, including client information and cross service buy-in to be effective. Ongoing Russell McCutcheon 33
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NORTH AYRSHIRE COUNCIL 19 March 2024 Cabinet Title: Revenue Budget 2023/24 : Financial Performance to 31 January 2024 Purpose: To advise Cabinet of the financial performance for the Council at 31 January 2024. Recommendation: That Cabinet agrees to: (a) note the information and financial projections outlined in the report; (b) note the latest financial projection for the Health and Social Care Partnership highlighted at 2.6; and (c) 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 fourth report for 2023/24 and covers the period to the end of January 2024 (Period 10). Projections have been made to the year-end. 1.3 At Period 10 the General Fund is forecasting a net in-year overspend of £0.146m, (0.0%), after transferring resources to/from earmarked reserves. 1.4 The Housing Revenue Account is forecasting a net in-year underspend of (£6.170m), (10.6%). 1.5 At the end of January 2024, the Health and Social Care Partnership is projecting a year-end overspend of £4.171m, (1.3%), for 2023/24. This is an increase of £0.313m from the previously reported position. The Council services element is reporting a projected overspend of £3.353m, an increase of £0.853m, and the Health services element reported a projected overspend of £0.818m, a reduction of £0.540m from the previously reported position. Agenda Item 4 35
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1.6 Ongoing risks to the reported position have been identified arising from inflationary pressures across services, linked to the higher than anticipated Consumer Price Index with particular issues identified in relation to external residential childcare placements and teacher absence cover costs. 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 £0.146m, (0.0%), 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: Appendix No Annual Budget Projection to 31 March 2024 Projected Variance for year (Fav)/Adv Projected Variance @ Period 8 (Fav)/Adv Movement Note Service Expenditure £000's £000's £000's £000's £000's Chief Executives 1 21,776 20,912 (864) (684) (180) (i) Communities 2 189,773 190,460 687 820 (133) (ii) Place 3 58,886 60,390 1,504 1,150 354 (iii) Other Corporate Services 4 15,613 14,385 (1,228) (1,053) (175) (iv) Sub Total 286,048 286,147 99 233 (134) Health and Social Care Partnership 8 123,862 123,862 - - - 2.6 Balance for Services 409,910 410,009 99 233 (134) Financing Charges 5 12,947 12,947 - - - Contribution to Loans Fund Reserve 5 5,699 5,699 - - - Total Planned Expenditure 428,556 428,655 99 233 (134) Planned Income Aggregate External Finance 5 (353,004) (353,004) - - - Council Tax 5 (65,382) (65,335) 47 31 16 Use of Earmarked Funds 5 (10,170) (10,170) - - - Total Planned Income (428,556) (428,509) 47 31 16 Net Expenditure/ (Income) - 146 146 264 (118) 36
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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: 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. Detailed explanations of the significant variances in service expenditure compared to the approved budgets are provided in appendices 1 to 5 to this report. A brief explanation of the significant movements for each service since Period 8 is outlined as follows: (i) Chief Executive’s – underspend of (£0.864m), an increase of (£0.180m) from the previously reported underspend The movement since Period 8 is primarily related to: • Vacancy management across services, (£0.101m); and • Lower than forecast contract renewal costs within ICT, (£0.073m). (ii) Communities – overspend of £0.687m, a reduction of (£0.133m) from the previously reported overspend The movement since Period 8 reflects updated cost pressures across services, including: • Vacancy management across services, including increased teacher turnover, (£0.846m); and • Additional income in relation to children from other local authorities accessing placements, (£0.083m). These have been partly offset by: • Additional teacher cost overspend within Primary Schools, £0.685m; and • Increased PPP utility expenditure, £0.116m. Non Domestic Rates Specific Grants TOTAL AEF Planned Income £000's £000's £000's Revised Budget 30 November 2023 (287,858) (40,982) (19,940) (348,780) Movements: SJC Pay Settlement 23-24 (4,136) (4,136) Teacher Induction Scheme (80) (80) Self Directed Support (5) (5) Climate Intelligence Adjustment 10 10 Education Psychologist (15) (15) Rounding Adjustment 2 2 Revised Planned Income (292,082) (40,982) (19,940) (353,004) General Revenue Grant £000's 37
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(iii) Place – overspend of £1.504m, an increase of £0.354m from the previously reported overspend The movement since Period 8 reflects updated income and cost forecasts across services, including: • Additional property costs associated with essential statutory compliance works and contract inflation, £0.394m; and • Lower than anticipated income from property rents and advertising, £0.112m. These have been partly offset by a rebate on Community Hub recharges, (£0.087m). Virements in relation to the recognition of additional income within Roads and Employability have been included within Appendix 7. (iv) Other Corporate Items – underspend of (£1.228m), an increase of (£0.175m) from the previously reported underspend The movement since Period 8 is primarily related to lower than anticipated drawdowns from centrally held inflationary cost provisions to support pressures within services, (£0.191m). Health and Social Care Partnership 2.6 A copy of the HSCP financial performance report as at the end of January 2024 is attached at Appendix 8. The HSCP report highlights the key challenges and variances for the Partnership. The key points for Cabinet to note are summarised as: • The projected outturn is a year-end overspend of £4.171m for 2023/24. • The projected overspend on the Council Services element is £3.353m, with a projected overspend on the Health Services element of £0.818m; • The projected overspend for 2023/24 will be funded by IJB reserve balances - £2m has been earmarked to support the 23/24 financial position and any overspend above this level will be met from the unearmarked balance. This will contain the financial risk within the IJB but is likely to reduce the unearmarked balance below the recommended level of 2%; • The most significant areas of overspend include residential placements for children, supplementary staff in wards and unplanned activities within the lead partnership for mental health. A substantial programme of work is being progressed by the HSCP in partnership with colleagues in Education and Housing, to develop a plan to reduce the number of Children’s Residential Placements. Further detail is included in the report at Appendix 8. 38
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The main areas of risk identified in the report included: • 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; • Lead / hosted service arrangements, including managing pressures and reporting this across the 3 IJBs; • The impact on Lead Partnership and acute services from decisions taken by other Ayrshire areas; • The use of supplementary staffing for enhanced observations across a number of service areas; • The use of high-cost agency staff to support frontline service delivery in areas where there are recruitment challenges; • Continuing risks associated with provider sustainability; and • The NHS Ayrshire and Arran Health Board financial deficit and the risks around further escalation in the national framework for financial escalation. North Ayrshire IJB have already discussed our position in relation to the request for payment for delayed discharges. These risks will continue to be monitored during the remainder of the financial year. Risks 2.7 Ongoing risks to the reported position have been identified arising from inflationary pressures in relation to essential commodities, including food and utilities. 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. Housing Revenue Account 2.8 The Housing Revenue Account budgeted for a breakeven position in 2023/24 and an in-year underspend of (£6.170m), (10.6%), 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. 39
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2.9 Commentary on Significant Movements from the Approved Budget A brief explanation of the significant movements from the previous forecasts is outlined as follows: (i) Employee Costs – underspend of (£0.463m), an increase from the previously reported underspend of (£0.168m) The movement is primarily related to vacancy management across the service. (ii) Property Costs – overspend of £1.438m, a reduction from the previously reported overspend of (£0.154m) The movement is primarily related to reduced expenditure on Planned & Cyclical Maintenance, (£0.173m), and Responsive Repairs, (£0.113m), partly offset by increased expenditure on Void Repairs, £0.061m, and Other Property Costs, £0.117m. (iii) Capital Financing Costs – underspend of (£7.059m), a reduction from the previously reported underspend of £0.068m The movement is related to revised capital charges reflecting movements in the HRA Capital Programme. (iv) Income – underrecovery of £0.044m, a reduction from the previously reported underrecovery of (£0.503m) The movement is primarily related to updated income from temporary accommodation rents and service charges, (£0.538m). Annual Budget Projection to 31 March 2024 Projected Variance for year (Fav)/Adv Previous Variance @ Period 8 (Fav)/Adv Movement Note £000's £000's £000's £000's £000's Employee Costs 5,504 5,041 (463) (295) (168) (i) Property Costs 22,718 24,156 1,438 1,592 (154) (ii) Supplies and Services 671 691 20 14 6 Transport and Plant Costs 28 28 - - - Administration Costs 1,892 1,918 26 7 19 Third Party Payments 3,519 3,343 (176) (180) 4 Transfer Payments 172 172 - - - Other Expenditure 380 380 - - - Capital Financing 23,309 16,250 (7,059) (7,127) 68 (iii) Gross Expenditure 58,193 51,979 (6,214) (5,989) (225) Income (58,193) (58,149) 44 547 (503) (iv) Net Expenditure - (6,170) (6,170) (5,442) (728) 40
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3. Proposals 3.1 It is proposed that Cabinet agrees to: (a) note the information and financial projections outlined in the report; (b) note the latest financial projection for the Health and Social Care Partnership highlighted at 2.6; and (c) approve the virements detailed in Appendix 7. 4. Implications/Socio-economic Duty Financial 4.1 General Services The net projection for the year as at 31 January 2024 is a net overspend of £0.146m. Housing Revenue Account The net projection for the year as at 31 January 2024 is a net underspend of (£6.170m). 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. 41
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5. Consultation 5.1 Progress as outlined in this report has been approved by the Executive Directors. Mark Boyd Head of Service (Finance) For further information please contact David Forbes, Senior Manager (Strategic Business Partner), on 01294 324551. Background Papers Revenue Budget 2023/24 : Financial Performance to 30 November 2023 – Cabinet 24 January 2024 42
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Appendix 1 CHIEF EXECUTIVES BUDGETARY CONTROL 2023/24 REPORT FOR THE 10 MONTHS TO 31 January 2024 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Chief Executive Chief Executive 159 163 4 3% Total for Chief Executive 159 163 4 3% Financial Services Change Programme 294 294 - 0% Audit, Fraud, Safety & Insurance 1,062 1,073 11 1% Corporate Procurement 1,040 987 (53) (5%) 1 Financial Services 1,541 1,511 (30) (2%) 2 Revenues (462) (609) (147) 32% 3 Transformation 786 761 (25) (3%) 4 Total for Financial Services 4,261 4,017 (244) (6%) People & ICT Employee Services 980 980 - 0% HR & Organisational Development 1,115 1,113 (2) (0%) ICT 5,550 5,177 (373) (7%) 5 Business Support 1,373 1,373 - 0% Customer Services 4,195 4,189 (6) (0%) Total for People & ICT 13,213 12,832 (381) (3%) Democratic Services Legal & Licensing 604 510 (94) (16%) 6 Policy, Performance & Elections 530 411 (119) (22%) 7 Communications 498 502 4 1% Civil Contingencies 60 60 - 0% Committee Services 569 564 (5) (1%) Member Services 1,340 1,339 (1) (0%) Ayrshire Support Service 484 464 (20) (4%) 8 Information Governance 58 50 (8) (14%) Total for Democratic Services 4,143 3,900 (243) (6%) Totals 21,776 20,912 (864) (4%) 43
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Appendix 1 Subjective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance £000 £000 £000 Employee Costs 18,502 18,185 (317) (2%) Property Costs 68 85 17 25% Supplies and Services 3,419 3,099 (320) (9%) Transport and Plant Costs 23 19 (4) (17%) Administration Costs 1,356 1,330 (26) (2%) Other Agencies & Bodies 2,342 2,340 (2) (0%) Transfer Payments 852 853 1 0% Other Expenditure - - - - Capital Financing - - - - Gross Expenditure 26,562 25,911 (651) (2%) Income (4,786) (4,999) (213) 4% Net Expenditure 21,776 20,912 (864) (4%) 44
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Appendix 1a CHIEF EXECUTIVES BUDGETARY CONTROL 2023/24 REPORT FOR THE 10 MONTHS TO 31 January 2024 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Finance - Corporate Procurement Movement - There has been a favourable movement of £0.019m since P8 due to vacancy management. 1,070 (60) -6% Employee costs - There is a projected underspend of £0.061m due to vacancy management. 7 Other minor movements (53) Note 2 Finance - Financial Services Movement - There has been a favourable movement of £0.030m since P8 due to vacancy management. 1,518 (30) -2% Employee costs - There is a projected underspend of £0.030m due to vacancy management. (30) Note 3 Finance - Revenues Movement - There has been no movement from P8. (1,289) (147) 11% Income - There is a projected over recovery in Council Tax Statutory Additions of £0.077m and agreed revised Scottish Water income resulting in a £0.070m over recovery. (147) Note 4 Finance - Transformation Movement - There has been a favourable movement of £0.025m from P8 due to external funding. 691 (25) -4% Employee Costs - There is a projected underspend of £0.025m due to salaries being paid by external funding in the year. (25) Note 5 People & ICT - ICT Movement - There has been a favourable movement of £0.125m from P8 due to lower than forecasted contract renewal costs and various management vacancies. 3,513 (52) -1% Employee Costs - Projected underspend of £0.052m due to various management vacancies. 2,248 (321) -14% Supplies & Services - There is a £0.239m underspend in software licenses and support due to contracts ending and renewing at a lower cost. There is also a £0.045m underspend in WAN due to the upgrade project and £0.036m underspend in LAN due to lower costs than anticipated. (373) Note 6 Democratic Services - Legal & Licensing Movement - There is an adverse movement of £0.032m from P8, this is primarily due to a decrease in projected Licence income. 1,185 (34) -3% Employee Costs - There is a projected underspend of £0.034m due to vacancy management. (735) (73) 10% Income - There is a projected over-recovery of £0.089m in Licensing income mainly due to new licence income for Short Term Lets, which is partally offset with an under recovery of £0.017m in Recovery of Legal Costs. 13 Other minor movements (94) Note 7 Democratic Services - Policy, Performance & Elections Movement - There is an adverse movement of £0.031m from P8 due to revised payroll projections. 512 (123) -24% Employee Costs - There is a projected underspend of £0.123m due to vacancy management. 4 Other minor movements (119) Democratic Services - Information Governance Movement - There is a favourable movement of £0.031m since P8 due to revised payroll projections. 499 (23) -5% Employee Costs - There is a projected underspend of £0.023m due to vacancy management. 3 Other minor movements (20) Note 8 45
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Appendix 2 COMMUNITIES BUDGETARY CONTROL 2023/24 REPORT FOR THE 10 MONTHS TO 31 January 2024 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Early Years Education 21,837 21,178 (659) (3%) 1 Primary Education 50,042 50,333 291 1% 2 Secondary Education 63,152 63,124 (28) (0%) 3 Additional Support Needs 14,137 14,833 696 5% 4 Education - Other 2,105 3,339 1,234 59% 5 Pupil Equity Fund 4,614 4,614 - 0% Facilities Management 19,181 18,334 (847) (4%) 6 Connected Communities 14,705 14,705 - 0% 7 Net Total 189,773 190,460 687 0% Subjective Summary Annual Budget Final Year End Outturn Annual Variance Adverse or (Favourable) % variance £000 £000 £000 Employee Costs - Teachers 96,479 98,702 2,223 2% Employee Costs - Non Teachers 61,711 59,676 (2,035) (3%) Property Costs 1,802 1,938 136 8% Supplies and Services 24,929 24,577 (352) (1%) Transport and Plant Costs 152 166 14 9% Administration Costs 597 561 (36) (6%) Other Agencies & Bodies 15,004 15,909 905 6% Transfer Payments 580 580 - 0% Other Expenditure - - - Capital Financing 71 71 - 0% Gross Expenditure 201,325 202,180 855 0% Income (11,552) (11,720) (168) 1% Net Expenditure 189,773 190,460 687 0% 46
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Appendix 2a COMMUNITIES BUDGETARY CONTROL 2023/24 REPORT FOR THE 10 MONTHS TO 31 January 2024 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Early Years Education Movement : There has been a favourable movement of £0.132m compared to P8. This is primarily due to turnover and vacancy management. 16,917 (449) -3% Employee Costs: Projected underspend of £0.449m in establishments due to vacancy management. 4,672 (168) -4% Third Party Payments: There are forecasted underspends of £0.304m in payments to funded providers and £0.028m in payments to other bodies for current registered children. Payments to other Local Authorities is projected to be an overspend of £0.154m as more children are expected to take up Early Years places outwith North Ayrshire than children coming into NAC Early Years establishments. 248 (42) -17% 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. (659) Note 2 Primary Education Movement : There has been a unfavourable movement of £0.685m compared to P8 primarily due to increased employee costs 47,666 261 1% Employee Costs : projected overspend in teacher costs of £0.705m offset against underspend in non teaching costs across all Primary Schools of £0.444m 2,183 41 2% Supplies & Services: projected overspend in the PPP unitary charge mainly due to NDR and utility increases (11) Other minor movements 291 Note 3 Secondary Education Movement : There has been a unfavourable movement of £0.116m compared to P8 mainly due to an increase in the reported PPP costs 48,396 (229) 0% Employee Costs : projected underspend in non teaching costs across all Secondary Schools 14,590 193 1% Supplies & Services: projected overspend in the PPP unitary charge mainly due to NDR and utility increases. All PPP costs and income will be monitored over the coming months and the final outturn will be dependent on potential further penalty deductions to offset the overspend. 8 Other minor movements (28) Note 4 ASN Movement: There has been a favourable movement of £0.125m compared to P8. This is mainly due to a £0.037m increase in employee costs underspends and a projected increase of £0.083m in Other Local Authority section 23 income due to increased rates being applied for the 2023/24 session and an additional out of authority child accessing a place in NAC. 12,442 (334) -3% Employee costs: Projected underspend of £0.273m in non teaching staff costs across all ASN school and bases provision and £0.061m forecasted underspend in teaching costs. The increased cost pressure for Classroom Assistants of £0.874m is managed this year by drawing down a temporary amount from earmarked funds. This position will be addressed as part of the ongoing discussion with the Scottish Government and as part of the 24/25 budget process. 355 (65) -18% There is a forecasted underspend of £0.065m on payments to Other Local Authorities due to a reduction in the number of NAC children accessing placements in their establishments. 1,003 135 13% There is a projected overspend of £0.135m on external day placements as a result of additional children requiring this level of support and an increase in rates from these establishments. 499 1,048 210% There is a projected overspend of £1.048m on external specialist residential placements. Currently there are 15 children in, or expected in, accommodation. Increased pressures on internal care settings as well as changing needs of children and young people have resulted in an increase in the need for external residential settings. Joint working is ongoing with HSCP to ensure that all options are fully explored to ensure that all options are considered to retain young people within their local community where possible. Where this is not possible, a forum has been set up to further discuss those young people who will require care and education provision to support them appropriately. Any future additional children who enter Residential Accommodation will increase the future projected overspend. (264) (100) There is a projected over recovery of £0.100m in Other Local Authorities income due to the number of other authority children accessing a place in NAC establishments and increased rates being applied for the 2023/24 session. - 12 Other minor movements. 684 47
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Appendix 2a Budget £000 Projected Variance £000 Variance as % of budget Section Note 5 Education Other Movement :There has been a favourable movement of £0.596m compared to P8. This is mainly due to a projected increase in teacher turnover. 977 1,497 153% Employee costs: mainly as a result of significant increase in costs associated with mandatory cover for teacher absence. Absence levels are subject to regular review across the service and appropriate actions are taken to maximise attendance (1,184) (271) 23% Income: PPP insurance rebate £0.098m, PPP deductions of £0.148m in excess of budget, £0.024m salaries received from capital 8 Other minor movements. 1,234 Note 6 Facilities Management Movement: There has been a favourable movement of £0.081m compared with P8 mainly due to vacancy management. 15,750 (372) -2% Employee Costs: There is an underspend of £0.372m primarily due to recruitment challenges and a targeted reduction of overtime and casual costs. 5,116 (701) -14% Supplies and services: There is a saving of £0.257m due to lower school meal uptake. In addition, there is an underspend within Early Years of £0.463m which has arisen due to lower attendance rate than anticipated. (2,798) 177 -6% Income: There is an under-recovery in commercial catering income of £0.258m due to a reduction in commercial events and cost/income challenges within commercial venues. This is partially offset by an over- recovery of cleaning and janitorial income of £0.100m. 48 Other minor movements (847) Note 7 Connected Communities Movement: There has been no change since period 8. 8,649 (185) -2% Employee Costs: Underspends in Community Facilities, Libraries, Country Parks, Community Development and Arran Outdoor due to vacancy management. 500 87 17% Property Costs: £0.033m overspend in Libraries, £0.030m overspend in Country Parks on various property works and removal of trees affected by ash dieback, £0.019m overspend in Community Facilities, which is partly on cleaning materials, and £5k overspend in Arts. 1,154 109 9% Supplies and Services: Overspend in Arts events costs, which is offset by an over-recovery of income, and small overspends in a number of budget lines across the service. (2,204) (17) 1% Income: £0.018m under recovery in Community Facilities as income has not returned to pre-covid levels and projected over-recovery of £0.007m in Arran Outdoor Education Centre, £0.004m in Country Parks and £0.021m in Arts. 6 Other minor movements. - General Due to the industrial action taken by various staff there is a underspend of approximately £200k across all sectors. This underspend is included in all non teaching employee budget lines across the entire Communities budget monitoring report. A further £20k of underspend was made against grant funded services SEF and PEF. 48
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Appendix 3 PLACE BUDGETARY CONTROL 2023/24 REPORT FOR THE 10 MONTHS TO 31 January 2024 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Directorate and Support 206 206 - 0% Housing and Public Protection Building Services (2,542) (2,542) - 0% 1 Property Governance (7) (7) - 0% Planning Services 371 217 (154) (42%) 2 Protective Services 1,912 1,800 (112) (6%) 3 Other Housing 3,236 3,196 (40) (1%) 4 Total for Housing and Public Protection 2,970 2,664 (306) (10%) Neighbourhood Services Roads 6,968 6,968 - 0% Streetscene 5,834 5,866 32 1% 5 Waste Resources 10,125 10,720 595 6% 6 Municipalisation Advertising (123) (21) 102 (83%) 7 Total for Neighbourhood Services 22,804 23,533 729 3% Economic Development, Growth and Investment Economic Policy 213 149 (64) (30%) 8 Employability & Skills 2,484 2,512 28 1% Regeneration 1,271 1,271 - 0% Business 1,064 1,064 - 0% Growth & Investment 258 258 - 0% Total for Economic Development, Growth and Investment 5,290 5,254 (36) (1%) Sustainability, Transport and Corporate Property Property Management & Investment 1,737 1,758 21 1% Housing Assets & Investment (1) (1) - 0% Property Maintenance 3,602 4,292 690 19% 9 Property Running Costs 4,675 4,761 86 2% 10 Energy and Sustainability 7,537 7,537 - 0% 11 Internal Transport 10,066 10,386 320 3% 12 Total for Sustainability, Transport and Corporate Property 27,616 28,733 1,117 4% Net Total 58,886 60,390 1,504 3% 49
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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 50,717 50,804 87 0% Property Costs 23,859 24,632 773 3% Supplies and Services 9,717 9,937 220 2% Transport and Plant Costs 9,635 10,423 788 8% Administration Costs 818 822 4 0% Other Agencies & Bodies 21,163 21,115 (48) (0%) Transfer Payments - - - 0% Other Expenditure 182 263 81 45% Capital Financing - - - Gross Expenditure 116,091 117,996 1,905 2% Income (57,205) (57,606) (401) 1% Net Expenditure 58,886 60,390 1,504 3% 50
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Appendix 3a PLACE BUDGETARY CONTROL 2023/24 REPORT FOR THE 10 MONTHS TO 31 January 2024 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Building Services Movement: There has been no movement since P8 however the service are currently managing significant financial challenges to achieve a break-even position. 5,345 216 4% Supplies & Services: An overspend of £0.216m in supplies and services. This is due to an overspend of £0.061m in relation to the purchase of PDA's to monitor hand vibrations, £0.019m in employee clothing, £0.038m in tools and implements and £0.097m in materials which relates to the increase in volume and scope of void and damp works. 579 181 31% Transport costs: An overspend of £0.181m in transport costs. This is due to an overspend of £0.055m in scaffolding which relates to factoring works, £0.064m in skip hire costs and £0.062m in other transport costs. 2,833 316 11% Third Party Payments: An overspend of £0.316m in third party payments is largely in relation to an increase in the volume of void and damp work. (21,515) (759) 4% Income: There is a projected over recovery in income of £0.759m largely in relation to the volume and scope of void and damp works and other increased costs. 46 Other minor movements - Note 2 Planning Services Movement: There has been a favourable movement of £0.041m since P8 mainly due to a projected increase in planning fee income. 775 (28) (4%) Employee Costs: Projected underspend of £0.028m due to vacancy management. (609) (121) 20% Income: Forecasted over recovery of £0.072m due to additional planning fee application income. (5) Other minor movements (154) Note 3 Protective Services Movement: There has been a favourable movement of £0.017m since P8 which is primarily due to £0.040m of further employee costs underspends due to vacancy management within the Out of Hours team, partially offset by projected dangerous buildings costs of £0.017m. 2,494 (97) (4%) Employee Costs: projected underspend of £0.097m due to vacancy management. (15) Other minor movements (112) Note 4 Other Housing Movement: There has been no overall significant movement from P8. 3,839 (249) (6%) Employee Costs: projected underspend of £0.249m due to vacancy management. This underspend includes vacant posts being held due to the Housing Service review, new employees taking up posts at the bottom of the pay scale and a number of staff not part of the Local Government Pension Scheme. £0.046m of the underspend relates to the Rapid Rehousing Transition Plan (RRTP). 2,395 67 3% Property Costs: projected overspend due to £0.065m in furnished tenancy grant costs, a review of the charging structure is to be undertaken; and £0.015m additional costs in property rents. This is partially offset by a £0.010m expected underspend in window cleaning costs. 104 97 93% Other Expenditure: there is a projected overspend of £0.061m in arrears write offs and a forecasted additional bad debt provision of £0.025m. (5,862) 29 (0%) Income: projected under recovery of £0.015m due to backdated rent adjustment in Temporary Furnished Accommodation, along with a forecasted reduction in HRA contribution of £0.011m. 16 Other minor movements (40) 51
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Appendix 3a Budget £000 Projected Variance £000 Variance as % of budget Section Note 5 Streetscene Movement: There has been an adverse movement of £0.032m since period 8, which is mainly in employee costs. 7,157 (18) (0%) Employee Costs: £0.018m underspend due to vacancy management. 50 Other minor movements. 32 Note 6 Waste Services Movement: There has been a favourable movement of £0.026m since P8. 5,132 730 14% Employee Costs: The overspend includes temporary additional resources required 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. 572 126 22% Supplies & Services: Forecast overspend on Compactors £0.047m, Tools and Implements £0.042m and Trade effluent £0.034m. 160 213 133% Transport Costs: Additional vehicles were temporarily in place earlier in the year to deal with pressures from new builds and seasonal demands in Garden Waste, however a reduction of 3 vehicles has been implemented since 1st October 2023. One additional vehicle is still required and 2024/25 budget provision is being reviewed for this vehicle. 6,418 (69) (1%) Third Party Payments: An underspend of £0.048m is largely in relation to the Clyde Valley contract. (3,110) (370) 12% Income: Additional income from the renewal of kerbside recyclate contracts of £0.325m and £0.029m from sale of scrap. (35) Other minor movements 595 Note 7 Municipalisation Advertising Movement: There has been an unfavourable movement of £0.062m from P8 due to a further projected under recovery of advertising income. (123) 102 (83%) Income: A projected under recovery of £0.102m primarily due to lead in time delays in vehicle advertising and unfavourable market conditions. This was a high end/stretched target and the market rates when tendered were not as favourable as forecast. However, the team continue to robustly progress this initiative with 7 companies now signed up and we are currently in negotiations with a further 10 companies. 102 Note 8 Economic Policy Movement: There has been a favourable movement of £0.027m from P8 due to an increase in employee costs underspends. 221 (65) (29%) Employee Costs: A projected underspend of £0.065m due to vacancy management and funding received for work completed in house. 1 Other minor movements. (64) Note 9 Property Maintenance Costs Movement: There has been adverse movement of £0.394m since P8 largely due to essential re-profiling of backlog statutory compliance works, and increased contract costs. 6,855 680 10% Property costs: There is a projected £0.278m overspend related to unforeseen RAAC mitigation works (£0.178m) and other essential reactive maintenance works. In addition, there is a projected overspend of £0.459m in Statutory Compliance due to essential re-profiling of backlog electrical compliance work. This has been offset by a £0.077m underspend in PMB projects due to reprioritisation to mitigate the above overspend position. 10 Other minor movements 690 Note 10 Property Running Costs Movement: There has been favourable movement of £0.029m since P8 due to a rebate of £0.087m in relation to Community hub charges. This has been partially offset by a £0.050m under recovery in property rental income. 6,349 32 1% Property Costs: There is a projected £0.032m overspend due to associated costs for community hubs within SHUs. Discussions are ongoing between HSCP, Housing and Communities to resolve the matter. 1,784 50 3% Income: There is a projected under recovery in property rental income. 4 Other minor movements 86 52
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Appendix 3a Budget £000 Projected Variance £000 Variance as % of budget Section Note 11 Energy and Sustainability Movement: There has been a favourable movement of £0.025m since P8 due to decreased projected utility costs. 7,968 - - Property Costs: Due to the current energy crisis and after drawing down £2.754m from contingencies and earmarked funds there is no projected overspend in property costs. A number of workstreams are ongoing to reduce the above tariff related increases and as part of our overall sustainability strategy. - Note 12 Internal Transport Movement: There has been a small favourable net movement of £0.002m since P8. 1,796 (115) (6%) Employee Costs: Projected underspend of £0.115m due to vacancy management. 4,441 323 7% Transport Provision Costs: Projected overspend of £0.323m due to an increase in the number of pupils requiring transport for 2023/24, along with increases in contract costs due to inflation. 1,769 (49) (3%) Fuel: Projected underspend in Fuel of £0.049m due to lower than projected usage 476 128 27% External Hires: Projected overspend of £0.128m for the additional hire of vehicles. This is a due to a combination of increased rental costs from suppliers, the prolonged lead delivery times for replacement vehicles and the increase in downtime of fleet vehicles due to age and the availability of parts. 1,117 160 14% Repairs & Maintenance: Projected overspend of £0.160m in repairs and maintenance as a result of price increases and maximising the life of assets due to replacement vehicle lead times. (3,081) (93) 3% Income: Projected over recovery of £0.093m, mainly due to over recovery of £0.140m in bus transport income and hire of pool vehicles, which is partially offset by a projected under recovery of £0.050m in the pool car scheme. (34) Other minor movements 320 53
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Appendix 4 OTHER CORPORATE ITEMS BUDGETARY CONTROL 2023/24 REPORT FOR THE 10 MONTHS TO 31 January 2024 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £000 £000 £000 Strathclyde Passenger Transport 2,257 2,234 (23) (1%) SPT Concessionary Fares 286 291 5 2% Ayrshire Joint Valuation Board 965 932 (33) (3%) 3,508 3,457 (51) (1%) 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.) 7,273 6,196 (1,077) (15%) 2 Housing Benefits 2,587 2,487 (100) -4% 3 15,613 14,385 (1,228) (8%) 54
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Appendix 4a OTHER CORPORATE ITEMS BUDGETARY CONTROL 2023/24 REPORT FOR THE 10 MONTHS TO 31 January 2024 Budget £000 Projected Variance £000 Variance as % of budget Section Note 1 Joint Boards There has been no signficant movement since Period 8 3,508 (51) -1% Projected underspend of £0.051m due confirmation of annual requisitions and applicable refunds. (51) Note 2 Other Corporate Items There has been a favourable movement of £0.165m since Period 8 primarily due to a revised drawdown of centrally held inflation provision to support pressures within services. 7,273 (1,077) -15% The projected underspend is primarily related to centrally held inflationary cost provisions, which are being applied to offset pressures reported across other services, and additional income from employee benefit schemes. The impact of inflation will continue to be monitored throughout the year. (1,077) Note 3 Housing Benefit There has been a £0.010 favourable movement since Period 8 2,587 (100) -4% Projected underspend of £0.100m due to the provision of Housing Benefits and overpayment recovery. (100) 55
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Appendix 5 MISCELLANEOUS ITEMS BUDGETARY CONTROL 2023/24 REPORT FOR THE 10 MONTHS TO 31 January 2024 Objective Summary Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % variance Note No £000 £000 £000 Financing Charges 12,947 12,947 - - Contribution to Loans Fund Reserve 5,699 5,699 - - Scottish Government Funding (353,004) (353,004) - - Council Tax (65,382) (65,335) 47 (0%) 1 Use of Earmarked Funds (10,170) (10,170) - - Net Total (409,910) (409,863) 47 (0%) There has been a significant increase in the value of CTR claims received to date, £0.496m. This has been offset by reduced bad debt provision and the utilisaton of centrally held cost of living provisions. Note 1 Council Tax 56
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Appendix 6 HOUSING REVENUE ACCOUNT BUDGETARY CONTROL 2023/24 REPORT FOR THE 10 MONTHS TO 31 January 2024 Annual Budget Projected Outturn Annual Variance Adverse or (Favourable) % Variance Note No £ £ £ Employee Costs 5,504 5,041 (463) (8%) 1 Property Costs Responsive Repairs 7,189 6,998 (191) (3%) Void Repairs 3,577 4,320 743 21% Planned and Cyclical Maintenance 4,834 5,230 396 8% Aids and Adaptions 1,667 1,667 - 0% Other property costs 5,451 5,941 490 9% Total for Property Costs 22,718 24,156 1,438 6% 2 Supplies & Services 671 691 20 3% Transport Costs 28 28 - 0% Administration Costs 1,892 1,918 26 1% Third Party Payments 3,519 3,343 (176) (5%) 3 Transfer Payments 172 172 - 0% Other Expenditure 380 380 - 0% Capital Financing Costs 23,309 16,250 (7,059) (30%) 4 Gross Expenditure 58,193 51,979 (6,214) (11%) Income Council House Rents (56,803) (56,383) 420 (1%) Other Rents (332) (399) (67) 20% Recharges (828) (1,032) (204) 25% Other Income (230) (335) (105) 46% Total Income (58,193) (58,149) 44 (0%) 5 Net Expenditure - (6,170) (6,170) 57
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Appendix 6a HRA BUDGETARY CONTROL 2023/24 REPORT FOR THE 10 MONTHS TO 31 January 2024 Budget £000 Variance £000 Variance as % of budget Note 1 5,504 (463) -8% (463) Note 2 22,718 1,438 6% 1,438 Note 3 3,519 (176) -5% (176) Note 3 23,309 (7,059) -30% (7,059) Note 4 (58,193) 44 0% 44 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 - - 6.170 (2.648) 8.231 1.500 - - - - 1.500 5.000 - - - (1.417) 3.583 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 - - 6.170 (4.065) 15.790 HRA reserves and balances Capital Financing Costs There is a projected underspend in capital financing costs of £7.059m due to lower than anticipated loan charges. This is due to the profiling within the HRA Capital budget and the continued under borrowed position as the council utilises internal funds in line with the Treasury Management and Investment Strategy. The underspend will be reflected in the Business Plan which is currently being reviewed. Movement: There has been an adverse movement of £0.068m since P8. Property Costs Movement - there has been a favourable movement of £0.154m since Period 8. This is due to a favourable movement of £0.113m in Responsive Repairs, £0.173m in Planned and Cyclical Maintenance and £0.046m in Aids & Adaptations. This has been partially offset by an adverse movement of £0.061m in Void Repairs and £0.117m in other property costs. A projected overspend of £1.438m in Property Costs. This is due to a projected overspend of £0.743m in Void Repairs, £0.395m in Planned and Cyclical, including increased costs in relation to timber and damp works. Maintenance and £0.490m in other property costs. This is partially offset by a projected underspend of £0.190m in Responsive Repairs. Income Movement - There has been a favourable movement of £0.503m since Period 8. This is due to an increase in Council House Rents of £0.538m and other rents of £0.002m, partially offset by adverse movements of £0.033m in recharges and £0.004m in other income. There is a projected under recovery of income of £0.044m. Rental Income is projected to be under recovered by £0.420m as a result of protracted and Long term voids. This is partially offset by an over recovery of £0.067m other rents, £0.204m in recharges and £0.105m in other income. Third Party Payments Movement - there has been an adverse movement of £0.004m since Period 8. A projected underspend of £0.176m in third party payments primarily due to an anticipated reduction in the ASB contribution. Section Employee costs An underspend in employee costs of £0.463m. This is due to vacancy management. Movement - there has been a favourable movement of £0.168m since Period 8 due to vacancy management. 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 58
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Appendix 7 1) Budget Virements Place Roads - Third Party Payments T 0.060 Roads - Supplies and Services T 0.066 Roads - Employee Costs T -0.038 Roads - Income T -0.088 Employability - Third Party Payments T 0.650 Employability - Employee Costs T -0.425 Employability - Supplies and Services T -0.004 Employability - Income T -0.221 0.000 0.000 Budget Management - 31 January 2024 Virement/Budget Adjustment Requests 2023/24 Perm (P) / Temp(T) Virement £m Directorate Total £m 59
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Integration Joint Board 14th March 2024 Subject : 2023-24 – Month 10 Financial Performance Purpose : To provide an overview of the IJB’s financial performance as at month 10 (January). Recommendation : It is recommended that the IJB: (a) notes the overall integrated financial performance report for the financial year 2023-24 and the current overall projected year- end overspend of £4.171m; (b) notes the progress with delivery of agreed savings; (c) notes the actions which are being taken to progress financial recovery; (d) notes the remaining financial risks for 2023-24; and (e) approves the budget reductions which are detailed at paragraph 2.10. Direction Required to Council, Health Board or Both Direction to :- 1. No Direction Required X 2. North Ayrshire Council 3. NHS Ayrshire & Arran 4. North Ayrshire Council and NHS Ayrshire & Arran Glossary of Terms NHS AA NHS Ayrshire and Arran HSCP Health and Social Care Partnership MH Mental Health 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 Appendix 8 60
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refers to the position at the end of January, further work is undertaken following the month end to finalise projections, therefore the projected outturn position is as current and up to date as can practicably be reported. 1.2 The projected outturn is a year-end overspend of £4.171m (1.3%) for 2023-24 which is an adverse movement of £0.313m from month 7. 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 10 At month 10 against the full-year budget of £312.972m there is a projected year-end overspend of £4.171m (1.3%). 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 £3.353m (£0.853m adverse) in social care services and a projected overspend of £0.818m (£0.540m favourable) 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. 2.3 Health and Community Care Services Against the full-year budget of £92.978m there is a projected overspend of £0.690m (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 £0.547m (£0.049m favourable movement). The budgeted number of permanent placements is 780 and at month 10 there are 784 placements. The projection assumes that the current number of placements will continue to the end of the year. Within the projection there is an assumption 61
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that recent placements which do not have a completed financial assessment (often due to the pressure to discharge from hospital) are costed with 25% of the cases at the current average cost of a placement and 75% 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 included in the projection above and is assumed to be £0.599m over recovered (£0.395m favourable) 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) Interim care beds are projected to underspend by £0.400m (£0.150m favourable) based on the usage to date and projected usage until the year end. c) Care at home (in house and purchased) is projected to be £0.156m overspent (£0.574m adverse). The position includes an underspend in in-house services of £0.362m (£0.557m adverse) 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. The adverse movement is due to covering high levels of absence during December and January . This is partly offset by an overspend in purchased services of £0.518m (£0.018m adverse) as the budget was reduced to reflect the additional costs of bringing some services in-house after the provider withdrew from the contract. There is also a projected underspend of £0.093m (£0.093m favourable) in supplies. d) Reablement services are projected to be £0.185m (£0.060m favourable) underspent due to vacancies. e) Care at Home Charging Income is projected to under recover by £0.050m (£0.010m favourable) due to an ongoing shift towards personal care which is non chargeable. f) Physical Disability Services - projected underspend of £0.269m (£0.019m favourable) in community care packages, £0.442m underspend (£0.007m adverse) in direct payments and £0.532m overspend (£0.074m adverse) for residential placements. There is also an under-recovery of income of £0.126m (£0.007 favourable). g) Anam Cara is projected to overspend by £0.073m (no movement) due to covering vacancies and sickness absence (£0.017m) and under-recovered income (£0.056m). 62
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h) Integrated Island Services is projected to be £0.308m overspent (£0.041m adverse movement). There is an overspend at Montrose House of £0.264m (adverse movement of £0.022m) which relates to employee costs (the net cost of agency staff versus vacancies). There is also an overspend of £0.050m due to Band 6 nurses receiving back-dated recruitment and retention premium this financial year. Arran medical services are projecting to overspend by £0.032m and the remaining projected overspend is due to supplies costs increasing. The overspends are partially offset by a projected underspend in care at home costs of £0.018m (£0.068m adverse movement). There are staffing vacancies which are included within the payroll turnover savings figures below which offset the use of agency and bank staff. i) District Nursing is projected to overspend by £0.201m (£0.006m adverse movement) due to an overspend on bank nursing costs and supplies. j) Rehab wards are projected to overspend by £0.140m which is an £0.062m favourable movement (Redburn ward £0.202m overspent and Douglas Grant £0.062m underspent). The overspend is due to cover costs for vacancies as well as supplementary staffing for patients who require one to one support. k) Wards 1 and 2 are projected to overspend by £1.004m (£0.079m adverse movement) due to increased use of supplementary staffing. l) Cumbrae Lodge Continuing Care beds are projected to underspend by £0.260m (£0.110m favourable) due to a reduced charge to reflect the reduction in beds used. 2.4 Mental Health Services Against the full-year budget of £102.727m there is a projected overspend of £0.882m (0.9%) 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 £0.859m (£0.189m adverse) and the main variances are: • Care Packages (including residential and direct payments) - projected underspend of £0.183m in community care packages (£0.026m favourable), projected overspend of £0.310m in direct payments (£0.074m favourable) and £0.451m for residential placements (£0.005m adverse). The LD community packages are being reviewed based on the quarter 3 actual costs to date. This could lead to a variation between the current projection and the actual outturn 63
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• Void costs for Supported Accommodation are projected to overspend by £0.124m. This will reduce into 2024-25 as the developments are now operational. • Trindlemoss non-employee costs are projected to overspend by £0.088m. This is due to increased energy charges. b) Community Mental Health services are projected to underspend by £0.437m (£0.192m favourable movement) which is mainly due to an underspend of £0.443m in community packages (including direct payments) and an overspend in residential placements of £0.275m. The MH community packages are being reviewed based on the quarter 3 actual costs to date. This could lead to a variation between the current projection and the actual outturn. c) The Lead Partnership for Mental Health is projecting to be £0.456m overspent (£0.732m favourable movement) and the main variances are as follows: • A projected overspend in Adult Inpatients of £0.530m (£0.010m adverse movement) due to overspends in supplementary staff for enhanced observations, staff cover due to sickness (inc. covid outbreak) and reduced bed sale income. • The UNPACS (Unplanned Activities) budget is projected to overspend by £1.168m (£0.242m favourable movement) based on current number of placements and enhanced costs remaining until the year end. The favourable movement is due to one placement moving from an external provider to on- house care at Woodland View. 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 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 £0.086m (£0.002m adverse) due to an increase in substitute prescribing costs. • Learning Disability Services are projected to underspend by £0.311m (£0.633m favourable movement). There is a high usage of supplementary staffing due to backfill for sickness, increased and sustained enhanced observations and vacancies. The enhanced observations are reviewed on a daily basis. The favourable movement is due to additional recharge income for two out of authority placements. 64
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• Elderly Inpatients are projected to overspend by £0.169m (£0.004m favourable) due to the use of supplementary staffing. • The Innovation Fund is projected to underspend by £0.234m (£0.002m adverse) due to slippage within some of the projects and not all of the funding was allocated. • Addictions in patients are projected to overspend by £0.003m (no movement) due to the use of supplementary staffing. • The Directorate cost centre is projected to overspend by £0.095m (no movement) mainly due and overspend of £0.049m on supplies and £0.012m of legal fees. • Action 15 – is reported as on-line as any underspend will be carried forward and earmarked for use in 2024-25. The current projected underspend is £0.278m but this is not included in the overall projected outturn. • 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 £1.115m (£0.139m adverse) 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: • Adult Community MH £0.029m • CAMHS £0.592m • Mental Health Admin £0.354m • Psychiatry £0.267m • Psychology £0.683m • Associate Nurse Director £0.063m Vacancy Savings Target (£0.873m) Projected to March 2024 £1.988m Over/(Under) Achievement £1.115m 2.5 Children and Justice Services Children’s Services Against the full-year budget of £40.313m there is a projected overspend of £5.325m (13.2%) (£0.056m adverse) and the main variances are: a) Care Experienced Children and Young People is projected to overspend by £4.863m (£0.065m favourable). The main areas within this are noted below: 65
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• Children’s residential placements are projected to overspend by £5.445m (£0.040m favourable). We started 2023/24 with 32 external placements and there are currently 37 placements (month 7 was 35 placements) which are assumed to continue until the end of the year. Within the £5.445m there is £0.232m relating to enhanced costs for four placements. One placement has also moved from being 100% funded with HSCP to 50/50 (from Jan 24). 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 who have been identified in North Ayrshire. • A number of young people in residential care have requested Continuing Care, whereby a young person can remain in their placement until age 21. • Where appropriate young people are placed to meet their educational needs, the cost of Residential School Placements in the most cases is shared 50/50 with Education services. 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, this forms part of the Transformation Plan which seeks IJB approval elsewhere on the agenda for this meeting. • Looked After and Accommodated Children (fostering, adoption, kinship etc) is projected to be £0.623m underspent (£0.094m favourable); this is based on the current number of placements and reflects additional monies received to support the uplift in rates for fostering and kinship placements (16+year olds) and the costs associated with this. • Children with disabilities – residential placements are projected to overspend by £0.272m (£0.033m favourable). This is based on 10 current placements. Direct payments are projected to underspend by £0.219m (£0.021m adverse). Community packages are projected to underspend by £0.124m (£0.005m favourable) based on 62 current number of packages and one further package until the year end. • Residential respite – placements are projected to overspend by £0.054m (£0.005m adverse movement). 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. 66
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b) Head of Service – is projected to overspend by £0.336m (£0.030m adverse). The overspend is mainly due to the planned saving of £0.233m in relation to the staff reconfiguration in the children’s houses which will not be achieved in 23-24. There are also projected costs of £0.092m for the JII (Joint Investigative Interview) project which is not funded. c) Justice Services – is projected as being spent in full. There was no additional grant funding to mitigate the impact of the 23/24 pay award but this is being funded non-recurringly in 23-24 by savings from vacant posts. 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 £0.514m (£0.049m favourable) 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 £1.745m (£0.042m favourable) and the main areas of underspend are: • There is projected slippage on the LD and MH transition funding of £0.954m (£0.260m favourable) due to delays in children transitioning into adult services. • The agreed local government pay award was not fully funded. The total cost of the pay award was £4.826m against the budgeted increase of £1.982m. The additional cost of £2.844m will be partially met by additional recurring Scottish Government funding of £2.577m and the gap of £0.267m is an in- year overspend. Additional funding is expected to be included in the 24/25 budget which will cover the remaining gap. • An over-recovery of payroll turnover of £0.655m (£0.068m adverse) for social care services and an over-recovery of payroll turnover of £0.546m (£0.240m favourable) for health services as outlined in the table below. The turnover targets and projected achievement for the financial year for Health and Social Care services outwith the Lead Partnership is noted below: 67
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The position in the table above reflects the assumption in the current financial projections. For social care, a total of £3.069m (102% of annual target) has been achieved to date. Social Care Health Services Vacancy Savings Target (3.014m) (1.433m) Projected to March 2024 3.669m 1.979m Over/(Under) Achievement 0.655m 0.546m The health vacancy projection to the year-end is based on the month 9 position and is informed by the recruitment plans and confidence in recruitment to posts for the remainder of the year. 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 service areas are: • Children and Families £0.838m • Learning Disability £0.096m • Management and Support £0.399m • Community Care Service Delivery £0.260m • Rehab and Reablement £0.234m • Locality Services £0.288m • Integrated Island Services £0.312m • Community Mental Health £0.049m 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 10 £m Red - 0.273 Amber 2.245 0.322 Green 2.718 0.560 Blue - 3.808 TOTAL 4.963 4.963 68
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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. 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: Ref Description Amount 1 Training Grade Adjustment – November (21,000) 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 10 the MH lead partnership is projected to overspend by £0.456m (£0.149m NRAC share for East and £0.130m for South). South HSCP (month 9 information) – projected overspend of £0.564m (£0.204m adverse) of which £0.209m will be allocated to North. The overspend is mainly due to an overspend of £0.432m in the community store to replace obsolete equipment, which will reduce maintenance costs in the medium term and mattress replacement, 69
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£0.171m in the continence service and an underspend £0.039m in the Family Nurse Partnership. East HSCP (month 9 information) – projected underspend of £0.143m (£0.006m favourable) of which £0.053m will be allocated to North. The underspend is mainly due to: Primary Care and Out of Hours Services (Lead Partnership) There is a projected overspend of £0.118m on the Primary Care Lead Partnership budget and includes a projected underspend in Dental services totalling £0.309m, where staffing numbers are running at less than establishment. Recruitment over the remainder of the financial year has the potential to impact further on the projected outturn position at month 9. In addition, there are projected reduced costs within Primary Care contracting and support £0.127m, largely due to staff turnover. These reduced costs are partially offset by additional Primary Medical Services costs £0.425m, as well as additional costs in Out of Hours services £0.129m, with work ongoing to mitigate increased costs as far as possible over the course of the 2023/24 financial year and going forward into 2024/25. The projected outturn position assumes funding will be allocated to fully offset Urgent Care Pathway projected costs £1.170m, as well as Covid-19 Therapeutics projected costs £0.226m Prison and Police Healthcare (Lead Partnership) The £0.118m projected overspend at month 9 is largely due to increased costs associated with the new national medical contract. Allied Health Professions (Lead Partnership) Work has been undertaken to analyse Allied Health Professions services which are hosted by East Ayrshire IJB on a Lead Partnership basis. There is a projected underspend of £0.369m for the current year which mainly relates to staffing savings in Physiotherapy / MSK and Podiatry services and is partially offset by increased Orthotics costs. Set Aside: - Work has been undertaken with partnerships to progress and develop set aside arrangements to fully implement the legislative requirement. This includes arrangements in relation to the use of Directions, Joint Commissioning Plans and overall progression towards fair share allocations of resources. The assumed North budget for set aside resources for 2023-24 was £35.547m. This was based on the 2022-23 figure of £34.850m inflated by the 2023- 24 uplift of 2%. Ayrshire Finance Leads have now agreed a baseline methodology for set aside budgets which involves using the four full years prior to the pandemic, 2016/17 – 2019/20 inclusive. This was included in a Q3 update for Ayrshire Finance Leads on 23/01/24. This changes the set aside budget to £35.453m, being the baseline activity at 2023/24 prices. 70
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The annual budget for Acute Services is £424.8m. The directorate is overspent by £25.5m after 10 months and are forecast to be £30.5m over by year end. This is caused by increasing overspends on agency medical and nursing staff, together with drug expenditure. These have been required due to the level of operational pressure being experienced, in common with many other areas in Scotland. Around 180 additional beds were open across both main hospital sites during January. There is a material underlying deficit caused by: • Unachieved efficiency savings • Length of Stay (LoS) in NHS Ayrshire and Arran acute hospitals is above the Scottish average • High expenditure on medical and nursing agency staff, high rates of absence and vacancies causing service pressure. • Delayed transfers of care and high acuity of patients. The IJBs and the Health Board work closely in partnership to maintain service and improve performance. 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. Heads of Service have closely reviewed expenditure and have implemented actions which have reduced some areas of overspend as outlined in the table below. The projected year-end position has improved by a net £0.405m since Month 3. Favourable Movement since Month 3 Payroll Turnover – Health (non-Lead) 285,000 Anam Cara staffing 104,000 Care Experienced Young People 324,000 Looked After Children 262,000 Transitions funding 574,000 Care Homes 216,000 Physical Disabilities (Community Packages, Direct Payments and Residential) 346,000 Interim Care Beds 400,000 Mental Health Care Packages 82,000 Mental Health Lead Partnership – North element 368,000 Children with a disability 177,000 Carers Funding 135,000 District Nursing 24,000 Rehab Wards 124,000 71
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These areas of improvement have been partially offset by adverse movements in Care at Home, Integrated Island Services, Wards 1 and 2 at Woodland View, UNPACS and intervention services. Work is ongoing to further improve the projected position and minimise the overspends continuing into 2024-25. This work is built on the following general principles: • No adverse impact on delayed discharges or patient flow during Winter • Exercising professional judgement around the use of waiting lists where this may have an impact elsewhere in the system • Reviewing the need for more active management of non-frontline vacant posts • The non-recurring use of reserves • Working with East and South on lead partnership projections 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 £2.171m. The IJB also holds a General Fund reserve balance of £5.821m of unallocated funds, this would underwrite the risk of the remainder of the projected overspend. This is not a sustainable position 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 • Lead / hosted service arrangements, including managing pressures and reporting this across the 3 IJBs. • The impact on Lead Partnership and acute services from decisions taken by other Ayrshire areas. • The use of supplementary staffing for enhanced observations across a number of service areas. • The use of high-cost agency staff to support frontline service delivery in areas where there are recruitment challenges. • Continuing risks associated with provider sustainability. 72
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• The NHS Ayrshire and Arran Health Board financial deficit and the risks around further escalation in the national framework for financial escalation. North Ayrshire IJB have already discussed our position in relation to the request for payment for delayed discharges. These risks will continue to be monitored during the remainder of 2023-24. 2.14 RESERVES The IJB reserves position is summarised in the table below. The opening ‘free’ general fund balance of £5.821m is held as a contingency balance; this equates to around 2.1% of the initial approved IJB budget for 2023-24 which is within, but towards the lower end, of the target range of 2%-4%. The table has been updated to reflect the estimated draws during 2023-24. General Fund Reserve Earmarked Reserves Total Unearmarked External Funding HSCP £m £m £m £m Opening Balance - 1 April 2023 6.448 6.997 4.219 17.664 Audit Adjustment (0.627) (0.309) - (0.936) Corrected Opening Balance 5.821 6.688 4.219 16.728 2023-24 Draw Per the Budget Paper - (1.252) - (1.252) Current Reserve balances 5.821 5.436 4.219 15.476 Estimated 2023-24 Draws (2.171) (3.159) (2.365) (7.695) Projected Balance – 31 March 2024 3.650 2.277 1.854 7.781 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 a further amount of £2.000m which was agreed to support the financial position during 2023-24. The reserves above now reflect the adjustment of £0.936m which was identified in the external audit of the 2022/23 accounts and reported to the November IJB. This related to a difference between the total IJB reserves and the balances due to the IJB from partners’ audited accounts and has now been reconciled. 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. 73
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3.3 Measuring Impact The final outturn for 2023-24 will be reported to the IJB in June 2024. 4. IMPLICATIONS 4.1 Financial The financial implications are as outlined in the report. Against the full-year budget of £312.972m there is a projected overspend of £4.171m. 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 2.13 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. 74
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Caroline Cameron, Director Author – Paul Doak, Head of Finance and Transformation Eleanor Currie, Principal Manager Finance [pdoak@north-ayrshire.gov.uk/eleanorcurrie@north-ayrshire.gov.uk] 75
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PUBLIC INFORMATION 2023-24 Budget Monitoring Report–Objective Summary as at 31st January 2024 Appendix A Budget Outturn Over/ (Under) Spend Variance Budget Outturn Over/ (Under) Spend Variance Budget Outturn Over/ (Under) Spend Variance £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 COMMUNITY CARE AND HEALTH 73,444 72,846 (598) 19,534 20,822 1,288 92,978 93,668 690 132 558 : Locality Services 28,920 27,990 (930) 5,356 5,636 280 34,276 33,626 (650) (652) 2 : Community Care Service Delivery 38,711 38,690 (21) 0 0 0 38,711 38,690 (21) (612) 591 : Rehabilitation and Reablement 2,162 2,167 5 0 0 0 2,162 2,167 5 5 0 : Long Term Conditions 1,000 1,062 62 10,463 11,352 889 11,463 12,414 951 1,090 (139) : Community Link Workers 191 187 (4) 0 0 0 191 187 (4) (7) 3 : Integrated Island Services 2,460 2,750 290 3,715 3,834 119 6,175 6,584 409 308 101 MENTAL HEALTH SERVICES 30,170 30,596 426 72,557 73,013 456 102,727 103,609 882 1,618 (736) : Learning Disabilities 23,125 23,984 859 471 471 0 23,596 24,455 859 670 189 : Community Mental Health 6,055 5,618 (437) 1,743 1,743 0 7,798 7,361 (437) (245) (192) : Addictions 990 994 4 1,868 1,868 0 2,858 2,862 4 5 (1) : Lead Partnership Mental Health NHS Area Wide 0 0 0 68,475 68,931 456 68,475 68,931 456 1,188 (732) CHILDREN & JUSTICE SERVICES 35,431 40,653 5,222 4,882 4,985 103 40,313 45,638 5,325 5,269 56 : Irvine, Kilwinning and Three Towns 3,339 3,352 13 0 0 0 3,339 3,352 13 (31) 44 : Garnock Valley, North Coast and Arran 3,126 3,137 11 0 0 0 3,126 3,137 11 (65) 76 :Intervention Services 1,908 1,908 0 8 8 0 1,916 1,916 0 (21) 21 : Care Experienced Children & Young people 23,326 28,189 4,863 0 0 0 23,326 28,189 4,863 4,928 (65) : Head of Service - Children & Families 1,098 1,434 336 0 0 0 1,098 1,434 336 306 30 : Justice Services 2,413 2,413 0 0 0 0 2,413 2,413 0 (1) 1 : Universal Early Years 221 220 (1) 4,211 4,314 103 4,432 4,534 102 153 (51) : Lead Partnership NHS Children's Services 0 0 0 663 663 0 663 663 0 0 0 CHIEF SOCIAL WORK OFFICER 1,858 1,349 (509) 0 0 0 1,858 1,349 (509) (465) (44) PRIMARY CARE 0 0 0 52,998 52,932 (66) 52,998 52,932 (66) (66) 0 ALLIED HEALTH PROFESSIONALS 0 10,014 10,014 0 10,014 10,014 0 0 0 COVID NHS 0 0 0 0 (275) (275) 0 (275) (275) (274) (1) MANAGEMENT AND SUPPORT COSTS 6,898 5,718 (1,180) 3,716 3,151 (565) 10,614 8,869 (1,745) (1,703) (42) NATIONAL COMMISSIONED SERVICE 0 0 0 3 3 0 3 3 0 0 0 FINANCIAL INCLUSION 1,467 1,459 (8) 0 0 0 1,467 1,459 (8) (2) (6) OUTTURN ON A MANAGED BASIS 149,268 152,621 3,353 163,704 164,645 941 312,972 317,266 4,294 4,509 (215) Return Hosted Over/Underspends East 0 0 0 0 0 (149) 0 0 (149) (389) 240 Return Hosted Over/Underspends South 0 0 0 0 0 (130) 0 0 (130) (340) 210 Receive Hosted Over/Underspends South 0 0 0 0 0 209 0 0 209 133 76 Receive Hosted Over/Underspends East 0 0 0 0 0 (53) 0 0 (53) (55) 2 OUTTURN ON AN IJB BASIS 149,268 152,621 3,353 163,704 164,645 818 312,972 317,266 4,171 3,858 313 Over/ (Under) Spend Variance at Period 7 Movement in projected variance from Period 7 TOTAL Partnership Budget - Objective Summary Council Health 2023/24 Budget 76
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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 10 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 Blue 1,000,000 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. 3 Care Home Respite Amber Green 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. 4 Montrose House Capacity Green Amber 210,000 Registration amended from 30 beds to 20 beds across 2 staffed wings. This is 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 Blue 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 Blue 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 Blue 30,000 The contract has ceased and will not be renewed. 9 Carers Act Funding - Substitution of Spend Green Blue 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. North Ayrshire Health and Social Care Partnership 2023/24 Savings Children, Families & Criminal Justice Community Care & Health Mental Health Other Areas 77
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PUBLIC INFORMATION Savings ref number Description Deliverability Status at budget setting Deliverability Status at month 10 2023/24 Saving Description of the Saving 10 Payroll Turnover - increase to target (social care) Green Blue 1,000,000 The saving is based on less than 50% of the 2022/23 overachievement 11 Income Generation - 5% Increase to fees and charges Green Blue 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. 12 Staffing Reconfiguration - Finance and Transformation Green Blue 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 10 Approved Saving 2023/24 £m Description of the Saving 13 Payroll Turnover - Health Lead Partnership Green Blue 392,245 The saving is based on less than 25% of the 2022/23 overachievement 14 Payroll Turnover - Health Non Lead Partnership Green Blue 250,000 The saving is based on less than 50% of the 2022/23 overachievement 15 Reprovisioning of Continuing Care beds Amber Blue 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. TOTAL HEALTH SAVINGS 942,245 4,962,868 TOTAL NORTH HSCP SAVINGS Other Areas 78
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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 1-6 P 24.640 HSCP Fin Circ 3 1-3 P 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) Care at Home – Draw from reserves 4 T 0.173 Transport (taxi) budget transferred to HSCP 6 P 0.247 Curator fees budget transferred from Legal Services 6 P 0.004 Fostering and Kinship – additional SG funding re increased rates. 6 P 0.486 Commercial Waste 7 P 0.005 Pay Award Funding 8 P 1.603 Interim Care 8 T 0.610 ICT Licences 8 P 0.002 Roundings 9 0.005 Social Care Budget Reported at Month 10 149.268 HEALTH Period Permanent or Temporary £'m Initial Baseline Budget 164.500 Month 10-12 Adjustments 2.473 MDT funding 0.828 Adjust for full year impact of part year amounts 0.052 Revised Baseline P 167.853 Baseline Funding Increase P 2.164 Adjust for recurring funding P 7.629 Adjust for non-recurring T 2.434 Resource Transfer P (24.640) 79
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PUBLIC INFORMATION 2023/24 Opening Position 155.440 Net impact of Pan Ayrshire Pressures 1 P 0.028 Top Slicing Posts 2022-23 2 P (0.054) MDT Funds to Arran Medical Group 3 T (0.033) Training Grade Adjustments 3 P (0.035) Ward 3 Band 2 Domestic 3 P (0.004) V2 B6 to AHM233 3 P (0.061) Virement 12 Band 2 Domestic 4 P (0.010) Virement 18 Band 3 budget transfer - J Baird 4 P 0.019 Lymphoedema Top Slice RX 4 P (0.029) HD Ref 51 Band 2-4 4 P 0.054 District Nursing Anticipated 5 P 0.032 HD REF 110 Multi-Disciplinary Teams 5 P 0.120 Post (EB) transferred to Medical Records 5 T (0.037) Integrated Infant Feeding (South) 5 P 0.057 Integrated Infant Feeding (SG) 5 T 0.050 2023-24 RX Budget 6 P (0.908) Training Grade ADJ - August 6 P 0.270 PFG LOCAL IMPROVEMENT 6 P 0.457 ADP National Mission 6 T 0.207 ADP Residential Rehab 6 T 0.094 ADP AFC Pay Uplift 6 T 0.091 ADP Lived & Living Experience 6 T 0.009 ADP Drug Prevalence 6 T 0.059 ADP Whole Family Approach 6 T 0.066 ADP MAT 70% 6 T 0.175 HD126: MENTAL HEALTH AFTER COVID HOSPITALISATION SERVICE 23-24 6 T 0.039 REMOVE Anticipate MACH (Mental Health After Covid) 6 T (0.102) HD185: MENTAL HEALTH OUTCOMES FRAMEWORK 6 P 2.178 HD227: DELIVERY OF VETERAN SPECIFIC MENTAL HEALTH SUPPORT 6 T 0.105 HD229: DIGITAL THERAPY POSTS 6 P 0.059 COMMUNITY PHLEBOTOMY - NORTH SHARE 6 P (0.039) SOUTH ADP WARD 5 W/VIEW PAY UPLIFT 6 T 0.003 SOUTH ADP ORT PAY UPLIFT 6 T 0.005 SOUTH ADP PREV&SERVICES SUPPORT PAY UPLIFT 6 T 0.004 Apprenticeship Levy 6 P 0.225 Training Grade ADJ - September 6 P (0.007) ADP PSST Support - South 6 T 0.008 South Naloxone kits 6 T 0.002 80
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PUBLIC INFORMATION South MAT Funding - Psychiatry 6 T 0.029 ADP Pay Uplift 6 T 0.003 Drug Tarif Anticipate 2023-24 6 P 0.525 North HSCP Medical Pay Award 23/24 6 P 0.532 LDS Shortfall - Alloway Place 7 P (0.008) TEC (North) to CSS 7 P (0.075) Budget adj for Buvidal use NADARS 7 T (0.002) MH Strategy Action 15 Workforce 23-24 7 P 0.879 CAMHS IMP - IPCU 7 P 0.243 CAMHS IMP - INT HOME TREATMENT TEAMS 7 P 0.221 CAMHS IMP - OOH UNSCHEDULED CARE 7 P 0.148 CAMHS IMP - LD FORENSIC AND SECURE 7 P 0.089 HD305: SPECIALIST COM PERINATAL MH, INFANT MH & NEONATAL PSYCHOLOGY INTERVENTION 7 T 0.373 ANTICIPATE TRANCHE 2: SPECIALIST COM PERINATAL MH, INFANT MH & NEONATAL PSYCHOLOGY INTERVENTION 7 T 0.215 DE-ESCALATION ROOMS TO RESOURCE 7 T (0.025) Hd254 Pharmacy tariff reduction to reflect historic NRAC share. 7 P (0.015) Hd256 Increase to the pharmacy tariff to match the actuals on the national allocation letter. 7 P 0.018 Blood Borne Virus Outcomes Framework 8 T 0.277 Injection Equipment Provision (IEP) 8 T 0.014 Funding for an Assistant Nursing Practitioner from the Maternal & Infant Nutrition bundle 8 T 0.020 Training Grade Adj - November 8 P (0.021) HD383: Post Diagnostic Support - Dementia 23/24 9 T 0.094 Roundings 9 T 0.004 Anticipated budgets included in the report but not in the ledger 10 T and P 1.629 Health Budget Reported at Month 10 163.704 TOTAL COMBINED BUDGET 312.972 81
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NORTH AYRSHIRE COUNCIL 19 March 2024 Cabinet Title: Capital Programme and Treasury Management Performance to 31 January 2024 Purpose: To advise Cabinet of progress in delivering the Capital Investment Programme 2023/24 and the associated Treasury Management performance to 31 January 2024. Recommendation: That Cabinet agrees to: (a) note the revisions to budgets outlined in the report; and (b) note (i) the General Services and HRA revised budgets at 31 January 2024; and (ii) the forecast expenditure to 31 March 2024. 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 January 2024 (Period 10) and forecast expenditure to 31 March 2024. 1.3 At Period 10 the General Fund is forecasting a net breakeven position against a revised budget of £86.766m. The HRA is forecasting a projected underspend of (£1.899m) against a revised budget of £37.371m. 1.4 Within the General Fund, adjustments to funding have resulted in a net reduction to the overall capital programme of (£0.104m). These are primarily related to additional Scottish Government funding of £3.791m to support the Ayrshire 5GIR project, offset by the transfer of (£4.000m) of previously notified funding to Revenue to support the 2023/24 SJC pay settlement. 1.5 Reviews of individual project plans have identified a number of adjustments to the current profiles. As a result, (£10.753m) has been reprofiled for delivery in 2024/25 and beyond. This has been partly offset by the acceleration of £0.544m to 2023/24 from future years. Agenda Item 5 83
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1.6 Within the HRA, a further review of delivery timescales has identified a requirement to re-profile £4.853m of works for delivery in 2024/25 and beyond. This has been partly offset by the acceleration £1.560m to 2023/24 from future years. 1.7 Major risks to the forecast position continue to arise from ongoing cost volatility and the uncertainty around potential future changes to local authority capital accounting arrangements. In terms of cost volatility, individual project costs will continue to be monitored closely with cost increases met initially from the additional flexibility built into the programme. Any costs in excess of the current level of flexibility provision will require to be funded from within existing resources. In addition, COSLA and the Directors of Finance Group continue to engage with the Scottish Government to ensure that the potential impact of any proposed regulatory changes on local government capital investment programmes are given due consideration. 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 30 November 2023 97.079 a) Changes to Funding 3.361 b) Other Revisions to the Programme (3.465) Revised Budget 96.975 b) Alterations to phasing of projects:- 2023/24 to 2024/25 (10.753) 2024/25 to 2023/24 0.544 Budget as at 31 January 2024 86.766 Funding Body Amount Project Scottish Government £3.791m Ayrshire 5GIR SPT Grant Downturn (£0.140m) B714 Active Travel Links SPT Grant Downturn (£0.087m) Bus Corr idor Improvements SPT Grant Downturn (£0.020m) Cumbrae Ferry & Bus Stop SUSTRANS downturn (£0.100m) Saltcoats Old Cal Railway Ph1 & 2 SUSTRANS downturn (£0.083m) Links to Eglinton Park Total £3.361m 84
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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 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 (£10.753m) of works for delivery in 2024/25 and beyond: Funding Source Amount Project CFCR £0.410m Coastal Play Parks CFCR £0.065m Park Improvements CFCR £0.058m Street Furniture Capital Receipts £0.002m Sale of Vehicles Prudential Borrowing (£4.000m) Transfer to Revenue for 23/24 Pay Settlement Total (£3.465m) Service Amount Project Chief Executives (£0.190m) ICT Investment Fund (£0.016m) Telephony (£0.206m) Communities (£0.240m) Kilwinning Learning Environment (£0.223m) Marress House (£0.137m) CO2 Monitors (£0.100m) Lockhart Campus (£0.027m) Universal Free School Meals (£0.727m) HSCP (£0.355m) Residential & Respite Unit (£0.254m) 47 West Road (£0.017m) Trindlemoss (£0.626m) Place (£6.042m) Solar PV Nethermains (£3.791m) Ayrshire 5GIR (£1.356m) Solar PV Shewalton (£0.530m) Fleet Decarbonisation (£0.511m) Nature Restoration Fund (£0.395m) Lochshore Hub Play Area (£0.380m) Lighting (£0.350m) CCTV Review (£0.235m) PBIP Kilwinning Abbey (£0.180m) Access Path Network Prog 85
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These adjustments have been partly offset by the acceleration of £0.544m of expenditure to 2023/24 from future years. 2.5 These adjustments have resulted in a revised 2023/24 budget at 31 January 2024 of £86.766m. Service Amount Project Place (continued) (£0.140m) Montgomerie Park Neighbourhood Centre (£0.132m) VDLF - Harbour Master Office (£0.130m) VDLF Kyle Road Phase 2 (£0.115m) Digital SIPP Great Harbour (£0.100m) Dockhead St Saltcoats (£0.090m) Lochshore Kilbrinie (£0.080m) Island Infrastructure Fund (£0.077m) Irvine High Street (£0.071m) AGD - Great Harbour (£0.065m) VDLF Development Work (£0.060m) Lochshore Garnock Hub (£0.059m) Montgomerie Park Masterplan (£0.258m) Other Minor Adjustments (£15.147m) Corporate £5.953m Sensitivity Adjustment £5.953m Total (£10.753m) Service Amount Project Communities £0.426m Ardrossan New Build £0.040m Other Minor Adjustments £0.466m Place £0.059m Property Lifecycle Investment £0.019m Other Minor Adjustments £0.078m Total £0.544m 86
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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 (£10.313m) from the revised budget, including: Category Amount Comments Borrowing £9.385m Reduced and rephased aligned to projected expenditure CFCR (£1.025m) Additional CFCR Contribution Capital Grants £1.389m Rephased and additional government grants Other Grants £0.574m Rephased and revised contributions Capital Receipts (£0.010m) Realigned capital receipts Total £10.313m 18.349 0.799 0.757 93.126 2.900 115.931 21.681 0.892 2.265 107.802 (25.388) 107.252 22.099 0.771 2.265 102.971 (22.274) 105.832 18.466 4.711 2.460 84.085 (12.643) 97.079 18.205 0.505 1.834 72.912 (6.690) 86.766 (0.144) (0.294) 1.077 (20.214) (9.590) (29.165) Approved Programme Movement Programme @ P5 Programme @ P3 Programme @ P10 Programme @ P8 87
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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 A net breakeven position is projected. 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 across a number of projects. These risks are linked to a number of factors, including cost volatility linked to inflationary pressures; limited availability of contractors, supply chain issues and material shortages which are impacting on tender returns and the cost of materials; delays resulting from interaction with external agencies and regulators; and other contract management issues 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, that any costs in excess of the current level of flexibility provision will require to be funded from within existing resources. Revised 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 18.466 - (0.261) 18.205 18.205 - Chief Executive 0.711 - (0.206) 0.505 0.505 - Health and Social Care Partnership 2.460 - (0.626) 1.834 1.834 - Place 88.085 (0.104) (15.069) 72.912 72.912 - Other including Flexibility (12.643) - 5.953 (6.690) (6.690) - Total Expenditure 97.079 (0.104) (10.209) 86.766 86.766 - Income General Capital Grant (38.482) - - (38.482) (38.482) - Specific Capital Grant (12.918) (3.791) 5.180 (11.529) (11.529) - Capital Funded from Current Revenue (0.380) (1.025) - (1.405) (1.405) - Capital Receipts (0.527) (0.010) - (0.537) (0.537) - Other Grants & Contributions (3.890) 0.430 0.144 (3.316) (3.316) - Prudential Borrowing (40.882) 4.500 4.885 (31.497) (31.497) - Total Income (97.079) 0.104 10.209 (86.766) (86.766) - 88
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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 and proposed changes to capital and loans fund accounting regulations currently being considered by the Scottish Government. Proposals currently under consideration include limitations to the methodology used to calculate the annual Loans Fund repayments for the financing of capital investments. If the current annuity method is withdrawn and replaced with straight line charges over the life of the advance this could have a significant impact on the affordability of the current capital investment programme. 2.12 The Scottish Government have also indicated a desire to undertake a wider review of local authority capital accounting arrangements which could have unforeseen implications for local authority investment programmes. COSLA and the Directors of Finance group continue to engage with the Scottish Government, challenging the proposed changes to the regulations and the need for a wider review of capital accounting arrangements. Housing Revenue Account 2.13 The following table outlines the movements in the 2023/24 HRA Capital budget: 2.14 (a) Alterations to the Phasing of Projects A review of the timescale for delivery of capital projects has identified a requirement to re-profile (£4.853m) of works for delivery in 2024/25 and beyond, including: 2023/24 £m Budget as at 30 November 2023 40.664 a) Alterations to phasing of projects:- 2023/24 to 2024/25 (4.853) 2024/25 to 2023/24 1.560 Budget as at 31 January 2024 37.371 Category Amount Project New Builds (£1.200m) James Reid Site (£0.972m) Garnock Academy Site (£0.479m) Unallocated Regeneration Block (£0.428m) Montgomerie Park (£0.350m) Corsehillhead (£0.300m) Kings Arms - High Street (£0.015m) Acquisitions - Open Market (£3.744m) 89
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This has been partly offset by the acceleration of £1.560m of project expenditure for delivery during 2023/24, including: 2.15 These adjustments have resulted in a revised 2023/24 budget at 31 January 2024 of £37.371m. 2.16 The impact on budgeted funding is reduced Prudential Borrowing aligned to the revised programme: Category Amount Project Improvements (£0.447m) Solar Panels (£0.240m) Pathfinder Project (£0.203m) Heating (£0.083m) Roofing (£0.973m) Other Capital Works (£0.086m) Estates Based Regeneration (£0.050m) Lift Replacement (£0.136m) Total (£4.853m) Category Amount Project New Builds £0.676m St Marys Primary Largs £0.200m Laburnum Av/Newhouse Dr £0.035m Bourtreehill Village £0.911m Improvements £0.046m Electrical Wiring £0.041m Wallfloor Rendering £0.028m Window Replacement £0.115m Other Capital Works £0.534m Sheltered Housing Units £0.534m Total £1.560m Category Amount Comments Borrowing £3.293m Reduction aligned to projected expenditure Total £3.293m 90
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2.17 Projected Capital Expenditure to 31 March 2024 The projections are summarised in the following table: 2.18 A variance of (£1.899m) is projected within the HRA capital programme for 2023/24 arising from revisions to a number of projects, including: The most significant movements since the previous reporting period are in relation to: • a (£0.334m) reduction in the projected overspend on EWI, reflecting a reduction in the number of units now projected for completion this year; and • a (£0.539m) increase in the reported underspend on the demolition of the High Flats following the completion of the project. 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 40.664 (3.293) 37.371 35.472 (1.899) Total Expenditure 40.664 (3.293) 37.371 35.472 (1.899) Income CFCR (5.151) - (5.151) (5.151) - Capital Grants (6.785) - (6.785) (6.785) - Use of Reserves (4.065) - (4.065) (4.065) - Affordable Housing Contribution (2.445) - (2.445) (2.445) - Prudential Borrowing (22.218) 3.293 (18.925) (17.026) 1.899 Total Income (40.664) 3.293 (37.371) (35.472) 1.899 Project Variance Comments High Flats Demolition (£0.643m) Project Complete Heating (£0.552m) Scope of works reduced Wet Rooms & Bathrooms (£0.386m) Scope of works reduced Health and Safety Works (£0.207m) Budget no longer required Kitchen Voids (£0.166m) Scope of works reduced Friars Lawn (£0.114m) Project Complete St Michael's Wynd (£0.101m) Project Complete Parkhall & Kirkhall Asbestos (£0.017m) Budget no longer required Major Improvements (£0.006m) Budget no longer required Newhouse Drive (Regen 1b) (£0.005m) Budget no longer required EWI £0.012m Increased Unit Costs Marress House Refurb £0.012m Project Complete Dalrymple Place £0.017m Project Complete St Colms Largs £0.021m Project Complete Springvale £0.107m Project Complete Brathwic Terrace £0.129m Project Complete Total (£1.899m) 91
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2.19 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. 3. Proposals 3.1 That Cabinet agrees to: (a) note the revisions to budgets outlined in the report; and (b) note (i) the General Services and HRA revised budgets at 30 November 2023; and (ii) the forecast expenditure to 31 March 2024. 4. Implications/Socio-economic Duty Financial 4.1 The financial implications are as outlined in the report. Expenditure will continue to be closely monitored to ensure early action is taken regarding any projected underspends or overspends. Human Resources 4.2 None. Legal 4.3 None. Equality/Socio-economic 4.4 None. Environmental and Sustainability 4.5 None. Key Priorities 4.6 This report directly supports the Council Plan 2023 to 2028 by focusing our investment on priorities, managing risk and supporting delivery of key priorities. Community Wealth Building 4.7 None. 92
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5. Consultation 5.1 Progress as outlined in this report has been approved by Executive Directors. Mark Boyd Head of Service (Finance) For further information please contact David Forbes, Senior Manager (Strategic Business Partner), on 01294 324551. Background Papers Capital Programme Performance to 31 August 2023 – Cabinet 7 November 2023 Treasury Management and Investment Mid-Year report 2023/24 – Cabinet 7 November 2023 93
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North Ayrshire Council Capital Statement 2023/24 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 31 January 2024 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 16,349,969 16,142,929 16,349,969 0 550,594 (223,090) 327,504 0 343,554 343,554 327,504 0 0 Primary Schools 45,955,442 23,365,634 45,955,442 0 15,377,417 (18,200) 15,359,217 0 15,197,981 15,197,981 15,359,217 0 0 Secondary Schools 82,214,567 4,569,039 82,214,567 0 1,594,172 185,742 1,779,914 0 652,364 652,364 1,779,914 0 0 Special Education 25,343,637 25,243,710 25,343,637 0 138,595 (99,927) 38,668 0 38,668 38,668 38,668 0 0 Schools Other 880,194 772,697 880,194 0 728,737 (105,285) 623,452 0 621,240 621,240 623,452 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 214,276,667 113,495,569 214,276,667 0 18,500,110 (260,760) 18,239,350 0 16,833,105 16,833,105 18,239,350 0 0 Chief Executive Council IT Strategy 8,797,380 2,786,384 8,797,380 0 711,645 (205,550) 506,095 0 302,649 302,649 506,095 0 0 SUB TOTAL 8,797,380 2,786,384 8,797,380 0 711,645 (205,550) 506,095 0 302,649 302,649 506,095 0 0 Health & Social Care Management & Support 1,832,058 1,124,677 1,832,058 0 1,421,922 (254,187) 1,167,735 0 852,494 852,494 1,167,735 0 0 Housing Non HRA 656,571 542,561 656,571 0 656,571 0 656,571 0 542,561 542,561 656,571 0 0 Adults 4,608,078 4,590,773 4,608,078 0 18,047 (16,755) 1,292 0 742 742 1,292 0 0 Young People 5,579,718 5,224,534 5,579,718 0 363,177 (355,184) 7,993 0 7,993 7,993 7,993 0 0 SUB TOTAL 12,676,425 11,482,544 12,676,425 0 2,459,717 (626,126) 1,833,591 0 1,403,789 1,403,789 1,833,591 0 0 Place Roads 113,754,874 47,382,784 113,754,874 0 40,177,663 (527,467) 39,650,196 0 25,704,290 25,704,290 39,650,196 0 0 Streetscene 8,424,557 4,809,566 8,424,557 0 1,400,510 102 1,400,612 0 1,129,426 1,129,426 1,400,612 0 0 Transport 4,760,064 2,998,118 4,760,064 0 3,997,076 (530,165) 3,466,911 0 2,735,130 2,735,130 3,466,911 0 0 Waste Services 13,321,491 13,272,542 13,321,491 0 48,949 (48,949) 0 0 0 0 0 0 0 Renewable Energy 14,660,789 2,153,075 14,660,789 0 9,266,377 (7,909,499) 1,356,878 0 930,858 930,858 1,356,878 0 0 Office Accommodation 2,398,377 1,276,971 2,398,377 0 1,571,557 58,596 1,630,153 0 1,276,971 1,276,971 1,630,153 0 0 Other Property 1,672,164 812,657 1,672,164 0 434,275 (13,926) 420,349 0 315,768 315,768 420,349 0 0 Other Housing 470,000 0 470,000 0 381,025 (350,000) 31,025 0 (88,975) (88,975) 31,025 0 0 Economic Development & Regeneration172,073,059 33,931,791 172,073,059 0 31,056,486 (5,708,623) 25,347,863 0 8,191,855 8,191,855 25,347,863 0 0 Completed Projects 6,355,261 6,276,590 6,355,261 0 40,595 (39,628) 967 0 (35,991) (35,991) 967 0 0 SUB TOTAL 337,890,637 112,914,093 337,890,637 0 88,374,513 (15,069,559) 73,304,954 0 40,159,331 40,159,331 73,304,954 0 0 Other Other 8,633,036 0 8,633,036 0 1,884,036 0 1,884,036 0 0 0 1,884,036 0 0 SUB TOTAL 8,633,036 0 8,633,036 0 1,884,036 0 1,884,036 0 0 0 1,884,036 0 0 Uncertainty / Sensitivity Adjustment* (9,001,848) (9,001,848) (9,001,848) Total Project Expenditure 582,274,144 240,678,590 582,274,144 0 111,930,021 (25,163,843) 86,766,178 0 58,698,874 58,698,874 86,766,178 0 0 Total Project Income (111,930,021) 25,163,843 (86,766,178) (48,789,701) (48,789,701) 0 (86,766,178) 0 0 Total Net Expenditure 0 0 0 (48,789,701) 9,909,173 58,698,874 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 Year Ended 31st March 2024 Period 10 The following classifications have been used to highlight delivery performance against original timescales set 94
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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 (25,452,169) 51,337,425 40,499,362 (10,838,063) SUB TOTAL 68,291,931 5,814,577 2,683,086 76,789,594 (25,452,169) 0 51,337,425 0 40,499,362 (10,838,063) SCOTTISH GOVERNMENT FUNDING Specific Capital Grants Early Learning & Childcare 0 26,594 59,206 85,800 1 85,801 85,801 85,801 0 Cycling / Walking /Safer Streets 1,159,954 (117,150) 271,000 1,313,804 30,000 1,343,804 301,464 1,343,804 0 Vacant & Derelict Land Funding 3,857,216 403,874 198,048 4,459,138 (1,413,630) 3,045,508 4,459,137 2,533,187 (512,321) UK Government Grant - AGD 3,653,000 (98,741) 3,554,259 (2,125,602) 1,428,657 74,116 1,435,431 6,774 Town Centre Regeneration 0 65,691 140,000 205,691 (1) 205,690 205,690 205,690 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 Garrison House Project 730,998 730,998 0 730,998 0 Ardrossan Promenade 788,000 788,000 0 788,000 763,000 788,000 0 Islands Pit Stops 20,000 520,000 540,000 (500,000) 40,000 540,000 40,000 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 1,571,637 256,000 1,827,637 2,332,637 1,207,171 (620,466) UK Shared Prosperity Fund 98,414 98,414 202,330 300,744 300,744 300,744 0 Island Infrastructure Fund 0 140,373 140,373 1 140,374 140,374 60,000 (80,374) Dyemill Bike Park Project 220,625 220,625 0 220,625 0 B714 Improvements 500,000 322,741 822,741 428,054 1,250,795 1,250,795 1,250,795 0 Road Safety Improvement Fund 215,647 215,647 0 215,647 0 Digital-SIPP Great Harbour 114,883 114,883 114,883 0 (114,883) Ayrshire 5GIR 3,791,000 3,791,000 1,356,835 0 (3,791,000) 2-4 Boyle Street Hostel 31,025 31,025 0 31,025 31,025 31,025 0 CO2 Monitors in Schools 0 0 76,651 76,651 76,651 9,358 (67,293) 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 2,778,000 17,957,000 32,894,500 17,957,000 0 SUB TOTAL 45,105,170 1,896,235 3,615,531 50,616,936 4,573,957 0 55,190,893 45,998,706 50,011,330 (5,179,563) OTHER INCOME TO PROGRAMME Use of Funds :- Capital Fund 0 0 0 0 0 0 0 300,000 0 0 CFCR 0 0 0 0 1,404,729 0 1,404,729 1,404,729 1,404,729 0 Grants & Contributions 2,068,411 632,323 301,603 3,002,337 457,699 0 3,460,036 1,002,464 3,315,667 (144,369) Capital Receipts 465,555 0 0 465,555 71,383 0 536,938 83,802 536,938 0 SUB TOTAL 2,533,966 632,323 301,603 3,467,892 1,933,811 0 5,401,703 2,790,994 5,257,334 (144,369) TOTAL CAPITAL PROGRAMME FUNDING 115,931,067 8,343,135 6,600,220 130,874,422 (18,944,401) 0 111,930,021 48,789,701 95,768,026 (16,161,995) 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 31 January 2024Funding Description Carry Forward from 2022/23 Changes after Capital Refresh Mar 2023 Total Changes in Year Changes at Capital Refresh Mar 2024 95
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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 31 January 2024 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 KILMORY EARLY YEARS 57,108 65,190 57,108 0 28,921 0 37,003 37,003 28,921 0 0 Complete Complete Complete Complete Complete ST PETERS EARLY YEARS 1,261,310 1,273,594 1,261,310 0 17,583 0 29,867 29,867 17,583 0 0 Complete Complete Complete Complete Complete BEITH PS EARLY YEARS 341,180 341,180 341,180 0 1,417 0 1,417 1,417 1,417 0 0 Complete Complete Complete Complete Complete WEST KILBRIDE EARLY EARLY YEARS 226,562 226,562 226,562 0 1,507 0 1,507 1,507 1,507 0 0 Complete Complete Complete Complete Complete FAIRLIE EARLY YEARS 208,220 208,220 208,220 0 3,100 0 3,100 3,100 3,100 0 0 Complete Complete Complete Complete Complete CUMBRAE EARLY YEARS 41,339 41,339 41,339 0 1,155 0 1,155 1,155 1,155 0 0 Complete Complete Complete Complete Complete PIRNMILL EARLY YEARS 78,680 78,680 78,680 0 6,834 0 6,834 6,834 6,834 0 0 Complete Complete Complete Complete Complete SHISKINE EARLY YEARS 127,013 142,324 127,013 0 0 0 15,311 15,311 0 0 0 Complete Complete Complete Complete Complete CORRIE EARLY YEARS 29,405 29,337 29,405 0 963 0 895 895 963 0 0 Complete Complete Complete Complete Complete LAMLASH EARLY YEARS 15,000 4,001 15,000 0 14,123 0 3,124 3,124 14,123 0 0 Complete Complete Complete Complete Complete BRODICK EARLY YEARS 364,857 364,358 364,857 0 10,198 0 9,698 9,698 10,198 0 0 Complete Complete Complete Complete Complete MARRESS HOUSE 4,010,310 3,781,160 4,010,310 0 450,000 0 220,850 220,850 226,910 (223,090) (223,090) 22-Jul-22 30-May-24 Construction On Target Significantly off target Contractor Delays Other Nursery Education ANNICK PRIMARY EXT - EARLY YRS PROVISION 3,085,147 3,083,147 3,085,147 0 14,793 0 12,793 12,793 14,793 0 0 Complete Complete Complete Complete Complete Total Nursery Education 16,349,969 16,142,929 16,349,969 0 550,594 0 343,554 343,554 327,504 (223,090) 0 (223,090) Primary Schools MOORPARK PRIMARY 12,149,441 10,592,368 12,149,441 0 5,612,892 0 4,055,819 4,055,819 5,612,892 0 0 31-Jan-24 31-Jan-24 Construction On Target Slightly off target Further information on the delivery status is awaited from the contractor MONTGOMERIE PARK SCHOOL 23,448,999 12,158,004 23,448,999 0 9,303,600 0 11,062,005 11,062,005 9,312,399 8,799 8,799 01-Aug-24 01-Aug-24 Construction On Target On Target UNIVERSAL FREE SCHOOL MEALS EXPANSION 3,214,757 0 3,214,757 0 255,385 0 0 0 255,385 0 0 31-Mar-24 31-Mar-24 Tender On Target On Target UFSM ARDEER PRIMARY SCHOOL 22,500 1,155 22,500 0 22,500 0 1,155 1,155 21,817 (683) (683) 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 0 (22,500) (22,500) 31-Dec-24 31-Dec-24 Tender On Target On Target UFSM BRODICK PRIMARY SCHOOL 144,178 124,065 144,178 0 22,844 0 2,732 2,732 2,732 (20,112) (20,112) Complete Complete Complete Complete Complete UFSM CORRIE PRIMARY SCHOOL 53,977 53,977 53,977 0 1,182 0 1,182 1,182 1,182 0 0 Complete Complete Complete Complete Complete UFSM CORSEHILL PRIMARY SCHOOL 60,000 219 60,000 0 0 0 219 219 9,375 9,375 9,375 31-Aug-25 31-Aug-25 Tender On Target On Target UFSM GARNOCK COMMUNITY CAMPUS 90,000 0 90,000 0 0 0 0 0 5,000 5,000 5,000 31-Aug-25 31-Aug-25 Tender On Target On Target UFSM GLEBE PRIMARY SCHOOL 2,046,397 2,528 2,046,397 0 2,528 0 2,528 2,528 2,528 0 0 31-Jul-28 31-Jul-28 Tender On Target On Target UFSM GLENCAIRN PRIMARY SCHOOL 22,500 1,091 22,500 0 22,500 0 1,091 1,091 22,500 0 0 31-Dec-24 31-Dec-24 Tender On Target On Target UFSM HAYOCKS PRIMARY SCHOOL 82,500 234 82,500 0 0 0 234 234 10,091 10,091 10,091 31-Aug-25 31-Aug-25 Development On Target On Target UFSM KILMORY PRIMARY SCHOOL 60,000 47,487 60,000 0 60,000 0 47,487 47,487 54,987 (5,013) (5,013) 31-Aug-24 31-Aug-24 Tender On Target On Target UFSM LOUDOUN-MONTGOMERY PRIMARY SCHOOL 2,082,540 1,463 2,082,540 0 1,463 0 1,463 1,463 1,463 0 0 31-Aug-28 31-Aug-28 Tender On Target On Target UFSM PENNYBURN PRIMARY SCHOOL 22,500 998 22,500 0 22,500 0 998 998 17,660 (4,840) (4,840) 31-Dec-24 31-Dec-24 Tender On Target On Target UFSM SHISKINE PRIMARY SCHOOL 6,616 10,135 6,616 0 544 0 4,063 4,063 544 0 0 Complete Complete Complete Complete Complete UFSM WEST KILBRIDE PRIMARY SCHOOL 2,252,504 204,013 2,252,504 0 1,979 0 (2,359) (2,359) 3,662 1,683 1,683 31-Jul-27 31-Jul-27 On Site On Target On Target UFSM WHITING BAY PRIMARY SCHOOL 25,000 19,363 25,000 0 25,000 0 19,363 19,363 25,000 0 0 30-Sep-23 30-Sep-23 Construction On Target On Target Total Primary Education 45,955,442 23,365,634 45,955,442 0 15,377,417 0 15,197,981 15,197,981 15,359,217 (18,200) 0 (18,200) Secondary Schools KILWINNING LEARNING ENVIRONMENT 2,805,435 2,491,322 2,805,435 0 378,401 0 64,288 64,288 138,338 (240,063) (240,063) 31-Mar-24 30-May-24 Construction On Target On Target ARDROSSAN NEW BUILD 79,409,132 2,077,718 79,409,132 0 1,215,771 0 588,076 588,076 1,641,576 425,805 425,805 31-Aug-26 31-Aug-26 In Development On Target On Target Total Secondary Education 82,214,567 4,569,039 82,214,567 0 1,594,172 0 652,364 652,364 1,779,914 185,742 0 185,742 Special Education LOCKHART CAMPUS 25,343,637 25,243,710 25,343,637 0 138,595 0 38,668 38,668 38,668 (99,927) (99,927) Complete Complete Snagging Complete Complete Total Special Education 25,343,637 25,243,710 25,343,637 0 138,595 0 38,668 38,668 38,668 (99,927) 0 (99,927) Schools Other CO2 MONITORS IN SCHOOLS 298,000 159,315 298,000 0 146,543 0 7,858 7,858 9,358 (137,185) (137,185) 31-Mar-25 31-Mar-25 Planning On Target On Target SCHOOLS ICT INVESTMENT * 582,194 613,382 582,194 0 582,194 0 613,382 613,382 614,094 31,900 31,900 31-Mar-24 31-Mar-24 On-going On Target On Target Total Schools Other 880,194 772,697 880,194 0 728,737 0 621,240 621,240 623,452 (105,285) 0 (105,285) 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 214,276,667 113,495,569 214,276,667 0 18,500,110 0 16,833,105 16,833,105 18,239,350 (260,760) 0 (260,760) CAPITAL MONITORING 2023/24 CommentsProject Description TOTAL PROJECT COMPLETION DATES DELIVERY STATUS2023/24 BUDGETS 96
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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 31 January 2024 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 4,055,131 965,196 4,055,131 0 423,398 0 55,463 55,463 233,398 (190,000) (190,000) 31-Mar-26 31-Mar-26 On-going On Target On Target WAN 922,556 402,197 922,556 0 20,359 0 0 0 20,359 0 0 31-Mar-28 31-Mar-28 Implementation On Target On Target LAN/WiFi 2,673,000 1,167,848 2,673,000 0 228,838 0 223,686 223,686 228,838 0 0 31-Mar-28 31-Mar-28 Implementation On Target On Target TELEPHONY 1,146,693 251,143 1,146,693 0 39,050 0 23,500 23,500 23,500 (15,550) (15,550) 31-Mar-28 31-Mar-28 Implementation On Target On Target Total IT Strategy 8,797,380 2,786,384 8,797,380 0 711,645 0 302,649 302,649 506,095 (205,550) 0 (205,550) Total Chief Executive 8,797,380 2,786,384 8,797,380 0 711,645 0 302,649 302,649 506,095 (205,550) 0 (205,550) CAPITAL MONITORING 2023/24 CommentsProject Description COMPLETION DATESTOTAL PROJECT DELIVERY STATUS2023/24 BUDGETS 97
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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 31 January 2024 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 COMMUNITY ALARMS - ANALOGUE TO DIGITAL 996,000 844,521 996,000 0 853,857 0 840,331 840,331 853,857 0 0 31-Dec-24 31-Dec-24 In progress On Target On Target 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 12,163 300,000 0 300,000 0 12,163 12,163 45,813 (254,187) (254,187) 21-Jun-24 21-Jun-24 Refurbishment On Target On Target Total Management & Support 1,832,058 1,124,677 1,832,058 0 1,421,922 0 852,494 852,494 1,167,735 (254,187) 0 (254,187) Housing Non HRA IMPROVEMENT GRANTS * 656,571 542,561 656,571 0 656,571 0 542,561 542,561 656,571 0 0 31-Mar-24 31-Mar-24 Ongoing On Target On Target Total Housing Non HRA 656,571 542,561 656,571 0 656,571 0 542,561 542,561 656,571 0 0 0 Adults TRINDLEMOSS 4,608,078 4,590,773 4,608,078 0 18,047 0 742 742 1,292 (16,755) (16,755) Complete Complete Complete Complete Complete Total Older People 4,608,078 4,590,773 4,608,078 0 18,047 0 742 742 1,292 (16,755) 0 (16,755) Young People RESIDENTIAL & RESPITE UNIT 5,579,718 5,224,534 5,579,718 0 363,177 0 7,993 7,993 7,993 (355,184) (355,184) Complete Complete Snagging Complete Complete Total Young People 5,579,718 5,224,534 5,579,718 0 363,177 0 7,993 7,993 7,993 (355,184) 0 (355,184) Total Health & Social Care 12,676,425 11,482,544 12,676,425 0 2,459,717 0 1,403,789 1,403,789 1,833,591 (626,126) 0 (626,126) CommentsProject Description DELIVERY STATUS CAPITAL MONITORING 2023/24 2023/24 BUDGETSTOTAL PROJECT COMPLETION DATES 98
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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 31 January 2024 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 4,399,766 4,447,261 0 4,447,261 0 4,114,503 4,114,503 4,399,766 (47,495) (47,495) 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 46,813 46,813 215,647 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 0 281,026 281,026 375,735 0 0 31-Mar-24 31-Mar-24 In Development On Target On Target DOCKHEAD STREET SALTCOATS 100,000 0 100,000 0 100,000 0 0 0 0 (100,000) (100,000) 31-Mar-25 31-Mar-25 In development On Target On Target LIGHTING * 1,417,342 532,028 1,417,342 0 1,417,342 0 532,028 532,028 1,037,370 (379,972) (379,972) 31-Mar-24 31-Mar-24 Multiple Projects On Target On Target LED LIGHTING REPLACEMENT 694,999 122,210 694,999 0 154,169 0 122,210 122,210 154,169 0 0 31-Mar-24 31-Mar-24 Multiple Projects On Target On Target A737 DALRY BYPASS LIGHTING 20,684 15,973 20,684 0 16,610 0 15,973 15,973 16,610 0 0 31-Mar-24 31-Mar-24 Preparing Works Packages On Target On Target UPPER GARNOCK FPS 18,503,800 17,947,156 18,503,800 0 600,000 0 511,184 511,184 600,000 0 0 Complete Complete Complete Complete Complete MILLPORT COASTAL FPS 48,599,797 17,801,636 48,599,797 0 26,724,382 0 15,961,221 15,961,221 26,724,382 0 0 31-Aug-24 30-Sep-24 Construction On Target On Target MILLBURN FPS 1,757,000 255,851 1,757,000 0 50,000 0 2,380 2,380 50,000 0 0 31-Jul-24 31-Jul-25 In Development On Target Slightly off target Delays due to Scottish Water permissions MILLPORT PIER 500,000 150,080 500,000 0 40,000 0 0 0 40,000 0 0 31-Dec-25 31-Dec-25 In Development On Target On Target BRIDGES INFRASTRUCTURE PROG * 799,430 528,314 799,430 0 799,430 0 528,314 528,314 799,430 0 0 31-Mar-24 31-Mar-24 Multiple Projects On Target On Target LARGS PROMENADE SEAWALL 4,149,000 2,639,722 4,149,000 0 3,815,046 0 2,305,767 2,305,767 3,815,046 0 0 30-Apr-24 31-Jul-24 Construction On Target On Target B714 UPGRADE 31,693,443 2,153,621 31,693,443 0 1,250,795 0 1,264,363 1,264,363 1,250,795 0 0 31-Jul-26 31-Jul-26 In Development 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 97,871 250,610 0 170,585 0 17,846 17,846 170,585 0 0 31-Mar-24 31-Mar-24 In Development On Target On Target Total Roads 113,754,874 47,382,784 113,754,874 0 40,177,663 0 25,704,290 25,704,290 39,650,196 (527,467) 0 (527,467) Streetscene CEMETERY EXTNS, WALLS & INFRA * 479,055 0 479,055 0 (1,149) 0 0 0 (1,149) 0 0 Holding Code Holding Code Holding Code Holding Code Holding Code CMTY, ARDROSSAN - PLOTS/WALLS 217,922 162,154 217,922 0 61,864 0 6,096 6,096 61,864 0 0 Complete Complete Complete Complete Complete HAYLIE BRAE CEMETERY 455 455 455 0 455 0 455 455 455 0 0 Complete Complete Complete Complete Complete DALRY CEMETERY 250 250 250 0 250 0 250 250 250 0 0 Complete Complete Complete Complete Complete CMTY, KILWINNING - NEW 1,402,589 1,365,070 1,402,589 0 138,061 0 100,542 100,542 138,061 0 0 Complete Complete Complete Complete Complete CMTY, KNADGERHILL - EXTENSION 416,471 415,470 416,471 0 1,661 0 660 660 1,661 0 0 Complete Complete Complete Complete Complete CMTY, WEST KILBRIDE - WORKS 398,033 371,493 398,033 0 36,892 0 10,352 10,352 18,743 (18,149) (18,149) Complete Complete Complete Complete Complete CMTY, STEV HIGH ROAD - WORKS 506,878 496,535 506,878 0 137,408 0 127,065 127,065 137,408 0 0 Complete Complete Complete Complete Complete 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 134,370 16,106 134,370 0 46,601 0 480 480 46,601 0 0 31-Mar-25 31-Mar-25 Tender awarded On Target On Target CMTY, BEITH - WALLS 182,592 15,135 182,592 0 65,124 0 500 500 70,624 5,500 5,500 31-Mar-25 31-Mar-25 Tender awarded On Target On Target CMTY, ABBEY TOWER - WALLS 95,550 6,612 95,550 0 560 0 560 560 560 0 0 31-Aug-25 31-Aug-25 Feasibility Works On Target On Target CMTY, STEV HAWKHILL - WALLS 108,732 6,340 108,732 0 480 0 480 480 480 0 0 31-Aug-25 31-Aug-25 Feasibility Works On Target On Target CMTY, WEST KILBRIDE - WALLS 99,528 4,964 99,528 0 360 0 360 360 360 0 0 On Hold On Hold On Hold On Hold On Hold CMTY, DREGHORN - WALLS 8,240 8,240 8,240 0 4,980 0 4,980 4,980 4,980 0 0 Future years Future years Feasibility Works On Target On Target CMTY, KILBIRNIE - NEW 601,663 26,580 601,663 0 12,543 0 15,293 15,293 25,294 12,751 12,751 Future years Future years Feasibility Works On Target On Target COASTAL PLAY PARKS 409,925 410,685 409,925 0 409,925 0 410,685 410,685 409,925 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target STREET FURNITURE IMPROVEMENT 127,741 138,549 127,741 0 58,272 0 69,080 69,080 58,272 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target PARK ENABLING WORKS 149,895 158,775 149,895 0 64,532 0 73,412 73,412 64,532 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target RENEWAL OF PLAY PARKS 1,391,000 416,167 1,391,000 0 356,712 0 306,879 306,879 356,712 0 0 31-Mar-24 31-Mar-24 Construction On Target On Target Total Streetscene 8,424,557 4,809,566 8,424,557 0 1,400,510 0 1,129,426 1,129,426 1,400,612 102 0 102 Transport VEHICLES * 3,296,237 2,660,819 3,296,237 0 3,296,237 0 2,660,819 2,660,819 3,296,237 0 0 31-Mar-24 31-Mar-24 Ongoing On Target On Target WORKPLACE CHARGERS 318,261 292,285 318,261 0 92,858 0 66,882 66,882 92,858 0 0 31-Mar-24 31-Mar-24 Ongoing On Target On Target FLEET DECARBONISATION 1,145,566 45,014 1,145,566 0 607,981 0 7,429 7,429 77,816 (530,165) (530,165) 31-Mar-24 31-Mar-24 Ongoing On Target On Target Total Transport 4,760,064 2,998,118 4,760,064 0 3,997,076 0 2,735,130 2,735,130 3,466,911 (530,165) 0 (530,165) Waste Services SHEWALTON LANDFILL 13,321,491 13,272,542 13,321,491 0 48,949 0 0 0 0 (48,949) (48,949) Complete Complete Complete Complete Complete Total Waste Services 13,321,491 13,272,542 13,321,491 0 48,949 0 0 0 0 (48,949) 0 (48,949) Renewable Energy SOLAR PV RETROFIT EXTENSION 120,000 50,936 120,000 0 77,986 0 8,922 8,922 77,986 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target SOLAR PV INVESTMENT - NETHERMAINS 7,289,441 681,622 7,289,441 0 6,622,319 0 535,941 535,941 580,077 (6,042,242) (6,042,242) 30-Apr-24 30-Apr-24 Work Ongoing On Target On Target SOLAR PV INVESTMENT - SHEWALTON 5,540,347 501,368 5,540,347 0 1,791,483 0 403,258 403,258 435,226 (1,356,257) (1,356,257) 30-Oct-24 30-Oct-24 Work Ongoing On Target On Target NON DOMESTIC ENERGY EFFICIENCY PROGRAMME 1,000,000 919,149 1,000,000 0 63,589 0 (17,263) (17,263) 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 0 200,000 (511,000) (511,000) 31-Mar-24 31-Mar-24 Planning On Target On Target Total Renewable Energy 14,660,789 2,153,075 14,660,789 0 9,266,377 0 930,858 930,858 1,356,878 (7,909,499) 0 (7,909,499) Project Description TOTAL PROJECT 2023/24 BUDGETS DELIVERY STATUS Comments CAPITAL MONITORING 2023/24 COMPLETION DATES 99
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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 31 January 2024 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 Project Description TOTAL PROJECT 2023/24 BUDGETS DELIVERY STATUS Comments CAPITAL MONITORING 2023/24 COMPLETION DATES Office Accommodation PROPERTY LIFECYCLE INVESTMENT * (106,596) 0 (106,596) 0 (106,596) 0 0 0 0 106,596 106,596 31-Mar-24 31-Mar-24 Mulitple projects On Target On Target PLI CASTLEVIEW DAY SERVICES 140,000 5,604 140,000 0 140,000 0 5,604 5,604 140,000 0 0 31-May-24 31-May-24 Planning On Target On Target PLI CENTRAL AVE STREETSCENE DEPOT* 6,654 6,325 6,654 0 6,654 0 6,325 6,325 6,654 0 0 Complete Complete Complete Complete Complete PLI WEST KILBRIDE CEMETERY 30,000 26,399 30,000 0 30,000 0 26,399 26,399 30,000 0 0 31-Mar-24 31-Mar-24 Planning 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 WEST KILBRIDE COMMUNITY CENTRE 650 650 650 0 650 0 650 650 650 0 0 Complete Complete Complete Complete Complete PLI PORTLAND PLACE 17,267 17,267 17,267 0 17,267 0 17,267 17,267 17,267 0 0 Complete Complete Complete Complete Complete PLI WEST BYREHILL DEPOT 107,524 107,524 107,524 0 107,524 0 107,524 107,524 107,524 0 0 Complete Complete Complete Complete Complete PLI GOLDCRAIGS DEPOT 114,767 4,878 114,767 0 4,878 0 4,878 4,878 4,878 0 0 31-Mar-25 31-Mar-25 Planning On Target On Target PLI ANNICK PRIMARY SCHOOL 186 186 186 0 186 0 186 186 186 0 0 Complete Complete Complete Complete Complete PLI BEITH PRIMARY SCHOOL 1,957 1,957 1,957 0 1,957 0 1,957 1,957 1,957 0 0 Complete Complete Complete Complete Complete PLI BLACKLANDS PRIMARY SCHOOL 809 809 809 0 809 0 809 809 809 0 0 Complete Complete Complete Complete Complete PLI CASTLEPARK PRIMARY SCHOOL 84,253 84,253 84,253 0 84,253 0 84,253 84,253 84,253 0 0 Complete Complete Complete Complete Complete 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 DREGHORN PRIMARY SCHOOL 64,503 64,503 64,503 0 64,503 0 64,503 64,503 64,503 0 0 Complete Complete Complete Complete Complete PLI GLENCAIRN PRIMARY SCHOOL 4,469 4,469 4,469 0 4,469 0 4,469 4,469 4,469 0 0 Complete Complete Complete Complete Complete PLI LOUDOUN MONTGOMERY PS 2,700 0 2,700 0 2,700 0 0 0 2,700 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target PLI MAYFIELD PRIMARY 4,850 0 4,850 0 4,850 0 0 0 4,850 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target PLI PENNYBURN PRIMARY 179,316 172,899 179,316 0 179,316 0 172,899 172,899 179,316 0 0 Complete Complete Complete Complete Complete PLI SKELMORLIE PRIMARY SCHOOL 618,480 16,996 618,480 0 123,980 0 16,996 16,996 123,980 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target PLI ST BRIDGETS PRIMARY 20,184 20,184 20,184 0 20,184 0 20,184 20,184 20,184 0 0 Complete Complete Complete Complete Complete 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* 374,081 372,749 374,081 0 374,081 0 372,749 372,749 374,081 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target PLI IRVINE ROYAL ACADEMY* 12,974 18,369 12,974 0 12,974 0 18,369 18,369 12,974 0 0 Complete Complete Complete Complete Complete PLI KILWINNING ACADEMY 207,433 200,395 207,433 0 207,433 0 200,395 200,395 207,433 0 0 Complete Complete Complete Complete Complete Underlying structural issues identified during constuction PLI KYLE ROAD UNIT 34 4,069 4,069 4,069 0 4,069 0 4,069 4,069 4,069 0 0 Complete Complete Complete Complete Complete PLI BRIDGEGATE HOUSE 166,423 2,912 166,423 0 12,306 0 2,912 2,912 12,306 0 0 30-Sep-24 30-Sep-24 Planning On Target On Target PLI ACHNAMARA CHILDREN'S UNIT 11,954 11,954 11,954 0 11,954 0 11,954 11,954 11,954 0 0 Complete Complete Complete Complete Complete PLI THE MEADOWS 39,500 0 39,500 0 39,500 0 0 0 39,500 0 0 Complete Complete Complete Complete Complete PLI ANAM CARA 95,473 56,343 95,473 0 95,473 0 56,343 56,343 95,473 0 0 31-Oct-23 19-Jan-24 Construction On Target On Target PLI TAIGH MOR 3,500 0 3,500 0 3,500 0 0 0 3,500 0 0 31-Mar-24 31-Mar-24 Construction On Target On Target PLI VIKINGAR 2,500 3,096 2,500 0 2,500 0 3,096 3,096 2,500 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target PLI EGLINTON CASTLE 48,000 0 48,000 0 48,000 0 0 0 0 (48,000) (48,000) 31-Mar-24 31-Oct-24 Planning On Target On Target PLI GARNOCK CAMPUS 5,800 5,800 5,800 0 5,800 0 5,800 5,800 5,800 0 0 Complete Complete Complete Complete Complete PLI THE PORTAL 47,754 47,754 47,754 0 47,754 0 47,754 47,754 47,754 0 0 Complete Complete Complete Complete Complete Total Office Accommodation 2,398,377 1,276,971 2,398,377 0 1,571,557 0 1,276,971 1,276,971 1,630,153 58,596 0 58,596 Other Property HOME 289,971 289,971 289,971 0 1,323 0 1,323 1,323 1,323 0 0 On Hold On Hold On Hold On Hold On Hold BUILD 47,749 47,749 47,749 0 1,500 0 1,500 1,500 1,500 0 0 On Hold On Hold On Hold On Hold On Hold EMERGENCY CONTROL CTR 158,000 67,191 158,000 0 156,780 0 65,971 65,971 156,780 0 0 31-Mar-24 31-Mar-24 In development On Target On Target GOLDCRAIGS REFURBISHMENT 766,000 25,000 766,000 0 0 0 0 0 11,650 11,650 11,650 31-Mar-26 31-Mar-26 In development On Target On Target GALLOWGATE TOILETS 275,803 273,681 275,803 0 246,153 0 244,031 244,031 246,153 0 0 31-Aug-23 17-Nov-23 Construction On Target Slightly off target Contractor delays WOODLANDS PRIMARY PLAYINGFIELD DRAINAGE 134,641 109,065 134,641 0 28,519 0 2,943 2,943 2,943 (25,576) (25,576) Complete Complete Complete Complete Complete Total Property 1,672,164 812,657 1,672,164 0 434,275 0 315,768 315,768 420,349 (13,926) 0 (13,926) Other Housing CCTV REVIEW 350,000 0 350,000 0 350,000 0 0 0 0 (350,000) (350,000) 31-Mar-25 31-Mar-25 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) 31,025 (350,000) 0 (350,000) 100
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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 31 January 2024 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 Project Description TOTAL PROJECT 2023/24 BUDGETS DELIVERY STATUS Comments CAPITAL MONITORING 2023/24 COMPLETION DATES Regeneration TOWN CENTRE REGENERATION 1,201,658 1,104,030 1,201,658 0 205,690 0 108,062 108,062 205,690 0 0 30-Sep-23 31-Mar-24 Construction On Target On Target REPURPOSING PROPERTY GRANT FUND 348,665 94,466 348,665 0 97,985 0 93,786 93,786 97,985 0 0 30-May-25 30-May-25 In development On Target On Target MILLPORT TOWN HALL REGENERATION 754,026 754,026 754,026 0 220,534 0 220,534 220,534 220,534 0 0 Complete Complete Complete Complete Complete MILLPORT TOWN HALL PHASE 2 433,520 135,327 433,520 0 433,520 0 135,327 135,327 433,520 0 0 31-May-23 31-Mar-24 Construction On Target Significantly off target GARRISON HOUSE PROJECT 730,998 15,980 730,998 0 730,998 0 15,980 15,980 730,998 0 0 31-Mar-24 31-Mar-24 In development On Target On Target ISLANDS PIT STOPS 540,000 0 540,000 0 40,000 0 0 0 40,000 0 0 31-Jul-24 31-Jul-24 In development On Target On Target ISLAND INFRASTRUCTURE FUND 259,000 144,183 259,000 0 140,374 0 25,557 25,557 60,000 (80,374) (80,374) 31-Mar-24 31-Dec-24 In development On Target On Target DYEMILL BIKE PARK PROJECT 220,625 171,938 220,625 0 220,625 0 171,938 171,938 220,625 0 0 31-Mar-24 31-Mar-24 Construction On Target On Target ISLANDS COST CRISIS FUND 17,000 17,000 17,000 0 17,000 0 17,000 17,000 17,000 0 0 Complete Complete Complete Complete Complete PLACE BASED INVESTMENT PROGRAMME (PBIP) 910,681 512,154 910,681 0 529,904 0 481,377 481,377 490,000 (39,904) (39,904) 31-Mar-26 31-Mar-26 In development On Target On Target UK SHARED PROSPERITY FUND (SPF) 300,744 102,330 300,744 0 300,744 0 102,330 102,330 300,744 0 0 31-Mar-25 31-Mar-25 In development On Target On Target DIGITAL - SIPP GREAT HARBOUR 242,765 0 242,765 0 114,883 0 0 0 0 (114,883) (114,883) 31-Mar-25 30-Jul-25 Planning On Target On Target AYRSHIRE 5GIR 3,791,000 0 3,791,000 0 3,791,000 0 0 0 0 (3,791,000) (3,791,000) 31-Mar-25 31-Mar-25 Planning On Target On Target PBIP – KILWINNING ABBEY IMPROVEMENTS 235,354 0 235,354 0 235,354 0 0 0 0 (235,354) (235,354) 31-Mar-25 31-Mar-25 In development On Target On Target LOCHSHORE HUB PLAY AREA 445,000 0 445,000 0 445,000 0 0 0 50,000 (395,000) (395,000) 30-Jun-24 30-Jun-24 Construction On Target On Target PBIP 36 BANK STREET 169,999 107,238 169,999 0 36,827 0 24,066 24,066 36,827 0 0 31-Dec-25 31-Dec-25 In development On Target On Target PBIP GALT HOUSE 50,000 4,125 50,000 0 25,000 0 4,125 4,125 5,000 (20,000) (20,000) 31-Mar-24 31-Mar-25 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) 38,647 (77,314) (77,314) Complete Complete Complete Complete Complete 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 1,787,539 4,218,597 0 78,665 0 12,606 12,606 20,000 (58,665) (58,665) 31-Mar-30 31-Mar-30 In development On Target On Target LOCHSHORE, KILBIRNIE 1,961,138 1,840,274 1,961,138 0 319,358 0 198,495 198,495 230,000 (89,358) (89,358) 31-May-25 31-May-25 In development On Target On Target LOCHSHORE GARNOCK HUB 4,145,999 4,086,620 4,145,999 0 62,229 0 2,850 2,850 2,850 (59,379) (59,379) Complete Complete Complete Complete Complete VDLF - KYLE ROAD PHASE 2 1,398,066 143,495 1,398,066 0 170,208 0 2,655 2,655 40,000 (130,208) (130,208) 31-Mar-24 31-Dec-26 In development On Target On Target VDLF - ANNICKBANK PH 3* 1,988,996 1,698,678 1,988,996 0 1,912,735 0 1,622,417 1,622,417 1,912,735 0 0 31-Mar-24 31-Mar-24 Construction On Target On Target VDLF - DEVELOPMENT WORK* 417,479 212,861 417,479 0 205,000 0 119,394 119,394 140,000 (65,000) (65,000) 31-Mar-25 31-Mar-25 In development On Target On Target VDLF - STRATEGY 25,559 25,559 25,559 0 25,559 0 25,559 25,559 25,559 0 0 Complete Complete Complete Complete Complete MONTGOMERIE PARK NEIGHBOURHOOD CTR 175,000 0 175,000 0 175,000 0 0 0 35,000 (140,000) (140,000) 31-Mar-24 31-Dec-24 In development On Target On Target VDLF STALLED SPACES FUND 125,000 0 125,000 0 25,000 0 0 0 0 (25,000) (25,000) 31-Mar-24 31-Mar-25 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 CYCLING/WALKING/SAFER STREETS * 1,343,799 1,478,835 1,343,799 0 1,343,799 0 685,739 685,739 1,343,799 0 0 31-Mar-24 31-Mar-24 Various On Target On Target ACCESS PATH NETWORK PROGRAMME * 239,616 60,000 239,616 0 239,616 0 26,912 26,912 60,000 (179,616) (179,616) 31-Mar-24 31-Mar-25 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 01-Jun-24 Construction 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 Pre Construction 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 45,613 788,000 0 788,000 0 45,613 45,613 788,000 0 0 31-Mar-24 31-Mar-24 Construction On Target On Target BUS CORRIDOR IMPROVEMENTS 201,513 201,514 201,513 0 12,472 0 12,472 12,472 12,472 0 0 31-Mar-24 31-Mar-24 Various On Target On Target CUMBRAE FERRY & BUS STOP 219,547 208,041 219,547 0 80,000 0 68,494 68,494 80,000 0 0 31-Mar-24 31-Mar-24 Construction On Target On Target KILBIRNIE TO KILWINNING 20,000 0 20,000 0 20,000 0 0 0 20,000 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target B714 ACTIVE TRAVEL IMPROVEMENTS 360,000 112,532 360,000 0 260,000 0 12,532 12,532 260,000 0 0 31-Mar-24 31-Mar-24 Construction On Target On Target B777 CORRIDOR IMPROVEMENTS 38,400 27,710 38,400 0 33,600 0 22,910 22,910 33,600 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target CYCLE SHELTER 11,409 11,409 11,409 0 11,409 0 11,409 11,409 11,409 0 0 Complete Complete Complete Complete Complete NCN73 ACCESSABILITY IMPROVEMENTS 34,516 4,900 34,516 0 34,516 0 4,900 4,900 34,516 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target NCN753 LARGS PROMENADE 88,230 8,055 88,230 0 88,230 0 8,055 8,055 88,230 0 0 31-Mar-24 31-Mar-24 Design On Target On Target LINKS TO EGLINTON PARK 243,407 0 243,407 0 243,407 0 0 0 243,407 0 0 31-Mar-24 31-Mar-24 Construction On Target On Target COMMUNITY BUS FUND 146,000 0 146,000 0 146,000 0 0 0 146,000 0 0 31-Mar-24 31-Mar-24 Planning On Target On Target SALTCOATS OLD CAL RAILWAY PH1 195,075 187,011 195,075 0 140,000 0 131,936 131,936 140,000 0 0 Complete Complete Complete Complete Complete SALTCOATS OLD CAL RAILWAY PH2 48,666 17,623 48,666 0 48,666 0 17,623 17,623 48,666 0 0 31-Mar-24 31-Mar-24 Design On Target On Target Total Regeneration 37,823,803 24,274,584 37,823,803 0 14,811,589 0 4,431,300 4,431,300 9,310,534 (5,501,055) 0 (5,501,055) Ayrshire Growth Deal AGD - I3 DPMC PHASE 1 1,000,000 0 1,000,000 0 294,551 0 (5,449) (5,449) 294,551 0 0 31-Mar-26 31-Mar-26 Design On Target On Target AGD - I3 DPMC PHASE 2 4,999,999 275,147 4,999,999 0 45,449 0 35,732 35,732 45,449 0 0 31-Mar-26 31-Mar-26 Design On Target On Target AGD - I3 FLEXIBLE BUSINESS SPACE PHASE 1 15,617,569 1,727,781 15,617,569 0 2,146,226 0 1,182,358 1,182,358 2,153,000 6,774 6,774 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 18,040,001 242,760 18,040,001 0 20,000 0 10,532 10,532 20,000 0 0 31-Mar-30 31-Mar-30 Multiple Projects On Target On Target AGD - GREAT HARBOUR 14,187,576 849,349 14,187,576 0 423,021 0 251,260 251,260 352,000 (71,021) (71,021) 31-Mar-28 31-Mar-28 Multiple Projects On Target On Target AGD - IMSE 10,500,000 145,602 10,500,000 0 50,000 0 12,089 12,089 50,000 0 0 31-Mar-30 31-Mar-30 Design On Target On Target AGD - MARINE TOURISM ARDROSSAN 7,483,693 337,528 7,483,693 0 1,693 0 2,832 2,832 1,693 0 0 31-Mar-26 31-Mar-26 Design On Target On Target AGD - MARINE TOURISM ARRAN 2,033,077 79,550 2,033,077 0 37,500 0 19,066 19,066 37,500 0 0 31-Mar-29 31-Mar-29 Design On Target On Target AGD - MARINE TOURISM CUMBRAE 2,034,384 104,822 2,034,384 0 80,807 0 36,643 36,643 80,807 0 0 31-Mar-29 31-Mar-29 Design On Target On Target Total Ayrshire Growth Deal 75,996,300 3,762,540 75,996,300 0 3,199,247 0 1,545,064 1,545,064 3,135,000 (64,247) 0 (64,247) Community led regeneration project by Millport Town Hall Charity. Project has been delayed due to challenges with contractor and work needing redone as did not met a satisfactory standard. Regeneration team continues to support MTHC in the delivery of the project. 101
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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 31 January 2024 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 Project Description TOTAL PROJECT 2023/24 BUDGETS DELIVERY STATUS Comments CAPITAL MONITORING 2023/24 COMPLETION DATES Growth & Investment ARDROSSAN HARBOUR INTERCHANGE 4,127,112 526,460 4,127,112 0 119,000 0 71,008 71,008 108,000 (11,000) (11,000) 1st Qtr 2026 1st Qtr 2026 Design On Target On Target LOW CARBON HUB 613,828 656,984 613,828 0 501,823 0 544,979 544,979 501,823 0 0 30-Sep-24 30-Sep-24 Multiple Projects On Target On Target ARDROSSAN NORTH SHORE 42,329,034 4,433,271 42,329,034 0 12,265,869 0 1,599,504 1,599,504 12,265,869 0 0 27-May-24 31-Dec-24 Tender On Target On Target VDLF - HARBOUR MASTERS OFFICE 157,500 20,933 157,500 0 136,567 0 0 0 4,246 (132,321) (132,321) 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 58,252,957 5,894,667 58,252,957 0 13,045,650 0 2,215,492 2,215,492 12,902,329 (143,321) 0 (143,321) Total Economic Development & Regeneration 172,073,059 33,931,791 172,073,059 0 31,056,486 0 8,191,855 8,191,855 25,347,863 (5,708,623) 0 (5,708,623) 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 2,899,427 2,977,098 0 40,595 0 (37,076) (37,076) 967 (39,628) (39,628) 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 6,276,590 6,355,261 0 40,595 0 (35,991) (35,991) 967 (39,628) 0 (39,628) Total Place 337,890,637 112,914,093 337,890,637 0 88,374,513 0 40,159,331 40,159,331 73,304,954 (15,069,559) 0 (15,069,559) 102
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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 31 January 2024 Year to Date Variance 2023/24 Projected Expenditure to 31 March 2024 Over/ (Under) Spend for 23/24 £ £ £ £ £ £ £ £ £ £ FLEXIBILITY / IMPROVEMENT FUND 8,633,036 0 8,633,036 0 1,533,036 0 0 0 1,533,036 0 CORE INFRASTRUCTURE INVESTMENT 351,000 0 351,000 0 351,000 0 0 0 351,000 0 Total Other Budgets 8,633,036 0 8,633,036 0 1,884,036 0 0 0 1,884,036 0 2023/24 BUDGETS CommentsProject Description TOTAL PROJECT 103
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HRA Capital Statement 2324 Appendix 2 TOTAL PROJECT CURRENT YEAR 2023/24 - Period 10 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 January 2024 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 1,214,308 1,335,654 0 681,987 560,641 681,987 On Target Complete Complete Ayrshire Central Site 50,373,322 2,923,473 50,373,322 0 600,000 440,559 600,000 On Target Significantly off target Project due to commence on site February 2024. Bourtreehill Village 9,924,743 87,799 9,924,743 0 50,000 67,457 85,000 35,000 On Target Significantly off target Project due to commence on site October 2024. Brathwic Terrace 6,674,074 6,678,395 6,678,395 4,321 26,403 148,855 155,877 129,474 On Target Complete Complete Caley Court 3,131,066 2,865,079 3,131,066 0 322,630 56,644 322,630 On Target Complete Complete Corsehillhead 2,027,810 212,599 2,027,810 0 350,000 0 0 (350,000) On Target Significantly off target Value engineering exercise being undertaken due to significant increase in construction costs. Dalrymple Place 5,838,627 5,822,700 5,838,627 0 1,473 2,212 18,139 16,666 On Target Complete Complete Flatt Road 19,934,544 19,698,658 19,934,544 0 302,327 72,033 302,327 On Target Complete Complete Friars Lawn 2,199,628 2,055,110 2,086,112 (113,516) 231,468 86,130 117,952 (113,516) On Target Complete Complete Fullarton Street (High Flats) 14,481,290 30,435 14,481,290 0 50,000 4,500 50,000 On Target Significantly off target New build project due to commence on site July 2024. Garnock Academy Site 12,092,889 661,581 12,092,889 0 1,110,750 88,400 138,400 (972,350) On Target Significantly off target Project site start delayed due to outstanding consent required from Scottish Water. Garrier Court 2,369,763 2,380,699 2,369,763 0 34,212 (1,540) 34,212 On Target Complete Complete Glebe Place 1,894,952 0 1,894,952 0 0 0 0 On Target On Target Project deferred to 2026/27 following refurbishment of the block for Ukrainian funded by the Scottish Government. Harbourside 14,622,742 14,119,065 14,622,742 0 939,356 350,827 939,356 On Target Complete Complete James McFarlane Site 4,784,118 376,551 4,784,118 0 450,000 11,786 450,000 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 1,200,000 0 0 (1,200,000) On Target Significantly off target Project site start delayed due to non resolution of culvert maintenance issue Kings Arms (113-115 High Street) 2,169,980 311,550 2,169,980 0 482,000 25,627 182,000 (300,000) On Target Significantly off target Project site start delayed due to value engineering being undertaken and additional budget approval at Full Council 14 February 2024. Laburnum Ave/Newhouse Dr (Regen 1a&b) 3,274,506 95 3,274,506 0 250,000 133,654 450,000 200,000 On Target Significantly off target Project due to commence on site January 2024. Largs Police Station 2,769,301 2,759,320 2,769,301 0 1,038,673 884,700 1,038,673 On Target On Target Project on-site due to complete August 2023 Montgomerie Park (Both Phases) 46,166,866 4,727,689 46,166,866 0 780,000 80,456 352,208 (427,792) On Target Significantly off target Tender for grouting works to be awarded following clarification of costs. Regeneration Project 1d 9,965,851 2,750 9,965,851 0 0 0 On Target Significantly off target Pre Site Regeneration Project 1e 1,658,083 0 1,658,083 0 0 0 On Target Significantly off target Project due to commence on site June 2024. Springvale 2,852,016 2,747,677 2,852,016 0 0 1,682 106,021 106,021 On Target Complete Complete Stanecastle Site 7,768,147 604,509 7,768,147 0 450,000 405 450,000 On Target Significantly off target Project due to commence on site November 2023. St Beya Gardens 3,691,052 3,689,346 3,691,052 0 1,706 0 1,706 On Target Complete Complete St Colm's Largs 4,907,987 4,808,504 4,907,987 0 12,685 (65,376) 34,107 21,422 On Target Complete Complete St Michael's Wynd 13,996,769 13,908,729 13,996,769 0 0 (189,072) (101,032) (101,032) On Target Complete Complete - in year credit expected from Scottish Water. Towerlands Primary School 8,579,943 8,545,982 8,579,943 0 9,279 (24,683) 9,279 On Target Complete Complete Unallocated Regeneration Block 8,304,876 0 8,304,876 0 479,000 0 0 (479,000) On Target On Target Budget to be transferred to future years as not required for 2023/24. Nelson Street Regeneration 622,116 0 622,116 0 50,000 0 50,000 On Target Significantly off target Pre Site Acquisition Of Land & Buildin 0 (109) 0 0 0 (84) On Target On Target House Building - General 1,547,765 0 1,547,765 0 0 0 On Target On Target Acquisition Houses-Open Market 254,752 340,938 254,752 0 254,752 498,618 239,505 (15,247) On Target On Target Dickson Drive Phase 2 0 0 0 0 0 0 On Target On Target Harbour Street 0 0 0 0 0 0 On Target On Target Refurb - Connell Court 0 (30,395) 0 0 0 (30,395) On Target On Target Complete Kinnear Road 2,118 0 2,118 0 2,118 0 2,118 On Target Complete Complete Sy Mary's Primary, Largs 676,260 676,260 On Target On Target Contingency 11,000,624 0 11,000,624 0 0 0 On Target On Target Internal Management Charges 1,757,259 693,039 1,757,259 0 1,757,259 916,616 1,757,259 On Target On Target SUB TOTAL 293,114,000 102,405,640 293,004,805 (109,194) 11,918,078 4,120,653 9,143,984 0 (2,833,129) 59,035 DELIVERY STATUS 104
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TOTAL PROJECT CURRENT YEAR 2023/24 - Period 10 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 January 2024 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 £ £ £ £ DELIVERY STATUS Improvements to existing stock Wet Room - Void 426,386 157,616 286,936 (139,450) 426,386 189,714 286,936 (139,450) On Target On Target Reduction in estimated number of completions based on jobs received to date Bathrooms - Void 770,876 349,339 524,333 (246,543) 770,876 382,752 524,333 (246,543) On Target On Target Reduction in estimated number of completions based on jobs received to date Wet Room - Planned 150,025 0 150,025 0 150,025 0 150,025 On Target On Target Bathrooms - Planned 341,561 160,277 334,699 0 334,699 227,663 334,699 On Target On Target Electrical Rewiring 585,710 304,458 580,895 0 535,280 295,113 580,895 45,615 On Target On Target Anticipated slippage due to no access. Heating 2,924,745 1,200,209 2,169,965 (754,780) 2,924,745 1,494,987 2,169,965 (202,920) (551,860) On Target On Target Scope of works less than budgeted for some properties and reduced numbers resulting in an anticipated underspend. Kitchens 1,581,530 617,773 1,458,554 0 1,458,554 743,252 1,458,554 On Target On Target Reduction in estimated number of completions due to no accesses. Kitchens - Void 1,313,771 697,316 1,146,886 (166,885) 1,313,771 859,679 1,146,886 (166,885) On Target On Target Reduction in estimated number of completions due to no accesses. Roofing 1,105,661 680,898 1,434,218 0 1,516,630 961,760 1,434,218 (82,412) On Target On Target Wallfloor rendering 62,000 1,887,956 134,783 0 93,594 2,238,328 134,783 41,189 On Target On Target Budget pulled forward to reflect additional addresses EWI 4,473,962 0 4,486,246 12,284 4,473,962 0 4,486,246 12,284 On Target On Target Overspend element due to an increase in anticipated unit rate Window Replacement 541,903 366,936 376,925 0 349,037 382,767 376,925 27,888 On Target On Target Work being undertaken in relation to access arrangements. Housing will be reviewing this in order to improve access. Saltcoats MSF Investment 1,314,188 659,257 1,314,188 0 1,314,188 728,809 1,314,188 0 On Target On Target Projected expenditure includes buy-back houses, budget virement requested. Smoke Detector Programme 250,000 136,950 250,000 0 250,000 194,210 250,000 On Target On Target Energy Efficiency 122,610 5,050 10,000 0 10,000 5,050 10,000 0 On Target On Target Path Finder Project 250,000 0 10,000 0 250,000 0 10,000 (240,000) On Target On Target Solar Panels 5,050,000 1,654,903 4,560,026 0 5,007,000 1,384,765 4,560,026 (446,974) On Target On Target Recently surveyed houses not suitable. Sent out another batch but unlikely to complete by year end SUB TOTAL 21,264,928 8,878,938 19,228,679 (1,295,374) 21,178,747 10,088,849 19,228,679 (857,614) (1,092,454) Other Capital works Estate Based Regeneration 2,093,064 364,605 2,093,064 0 825,629 391,371 740,089 (85,540) On Target On Target Skelmorlie parking costs lower than expected. Lift Replacement 454,425 0 454,425 0 50,000 0 (50,000) On Target On Target Slippage on programme . Works now expected to commence Dec/Jan Sheltered Housing Units 12,965,531 56,572 12,965,531 0 4,100,000 4,109,592 4,633,521 533,521 On Target On Target Budget pulled forward due to an accleration of works High Flats Demolition 2,368,970 1,296,243 1,725,818 (643,152) 2,368,970 1,424,132 1,725,818 (643,152) On Target On Target Final Account has now been agreed Health and Safety Works 207,000 0 0 (207,000) 207,000 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 (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 (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 (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 0 12,540 On Target On Target Other Capital works 1,975 0 SUB TOTAL 18,104,808 1,717,421 17,226,298 (878,510) 7,567,417 5,927,070 7,099,428 397,981 (865,970) Total Expenditure 311,218,808 104,123,061 310,231,103 (987,704) 40,664,242 20,136,572 35,472,091 0 (3,292,762) (1,899,389) Income Affordable Housing Contributn (2,444,930) (2,444,930) CFCR (5,151,045) (13,158) (5,151,045) Capital Grants (6,785,747) (142,334) (6,785,747) Prudential Borrowing (22,217,853) 155,492 (17,025,702) 3,292,762 1,899,389 Council HB fund contribution (4,064,667) (4,064,667) Sale of Assets Other Capital Income SUB TOTAL (40,664,242) 0 (35,472,091) 3,292,762 1,899,389 Total Project Expenditure 311,218,808 104,123,061 310,231,103 (987,704) 40,664,242 20,136,572 35,472,091 0 (3,292,762) (1,899,389) Total Project Income (40,664,242) 0 (35,472,091) 0 3,292,762 1,899,389 Total Net Expenditure 0 20,136,572 0 0 0 0 Check Total On Target (+0.5% of budget) Slightly off target (+ 0.5% to 2% of budget, or £0.125m, whichever is less) Significantly off target (+2% or more of budget, or £0.500m, whichever is less) The following classifications have been used to highlight financial performance against budget 105
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NORTH AYRSHIRE COUNCIL 19 March 2024 Cabinet Title: Irvine Locality Property Review Purpose: To provide Cabinet with details of the Irvine Locality Property Review and recommended next steps. Recommendation: That Cabinet approves the Irvine Locality Property Review recommendations for implementation. 1. Executive Summary 1.1 As part of the approach to address the current financial challenges facing local authorities, the Council has adopted an ambitious sustainable change programme aligned to its Medium-Term Financial Plan, Council Plan and other relevant strategies. One of the key workstreams within this programme is focused on land and property. The purpose of the land and property workstream is to rationalise the Council’s property estate, in a managed way, aligned to clear strategic objectives. 1.2 The Council’s most significant concentration of property assets is in Irvine, which has therefore been the focus of the first phase of the property review work, taking a whole locality approach. Officers have been working together to review the Council’s property assets in Irvine to understand opportunities for remodelling of the estate to accord with the strategic objectives outlined at paragraph 2.1. 1.3 This report sets out a series of recommendations for implementation on a phased basis, which together reflect a structured approach to: • Vacate and subsequently market property assets including: Quarry Road, Trinity Church, Galt House and Greenwood Conference Centre • Consolidate operations from the above buildings primarily within Cunninghame House to optimise utilisation of that building • As a future phase, vacate Bridgegate House and consider future uses as part of the Irvine town centre regeneration work and establishment of the Irvine Town Board, aligned to the Long Term Plan for Towns Levelling Up Funding allocation 1.4 Key benefits of this property rationalisation proposal include: • Optimisation of under-utilised property assets • Reduction of carbon emissions by an estimated 286tCO2e/year • Reduction of property running costs and property maintenance costs, with combined estimated potential revenue savings of up to £0.357m per annum • Generation of potential capital receipts or revenue income through leasing arrangements following marketing of the surplus buildings Agenda Item 6 107
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1.5 Cabinet approval is sought for implementation of the property rationalisation recommendations, on a phased basis, with proposed next steps and estimated timescales provided for each phase within the body of the report below. 2. Background 2.1 As part of the approach to address the financial challenges currently facing local authorities, the Council has adopted an ambitious sustainable change programme aligned to its Medium-Term Financial Plan, Council Plan and other relevant strategies. One of the key workstreams within the programme is focused on land and property. The purpose of the land and property workstream is to rationalise the Council’s property estate, in a managed way, in order to: • Reduce the Council’s carbon emissions arising from the property estate and future exposure to investment requirements for public sector buildings to reach ZDE (‘zero direct emissions’) by 2038 • Reduce property running costs, i.e. from rates, utilities etc. • Reduce property maintenance and future investment costs, to enable limited resources to be focused on property assets that will be retained in the longer- term • Address under-utilisation of key office accommodation and provide a proportionate property estate that ensures members of the public can access the services they need • Provide potential opportunities for community ownership of surplus property assets • Consider wider opportunities linked to existing and forthcoming regeneration proposals, for example the recent £20 million allocation for Irvine town centre as part of the Levelling Up Fund 2.2 The Council’s most significant concentration of property assets is in Irvine, which has therefore been the focus of the first phase of the property review work, taking a whole locality approach. Officers have been working together to review the Council’s property assets in Irvine to understand opportunities for remodelling of the estate to accord with the above objectives. 2.3 Extensive feasibility work, alongside a number of service engagement sessions with key stakeholders, has been completed to develop the property rationalisation concept, generate options, and assess costs, benefits and risks. The information gathered from this work has led to identification of a set of recommendations for the Council’s property estate within Irvine, for implementation on a phased basis. A summary of each of the proposed phases is set out below. Phase 1A: Quarry Road Office & Trinity Church 2.4 The first phase proposal is to vacate both the Quarry Road office block and the Trinity Church building. The Council owns the office block located at Quarry Road which is currently leased to KA Leisure, with a sub-lease to the Council’s Business Support & Development Service. The office block was completed in 2019 and provides an attractive, modern working environment, and there is expected to be interest if it was marketed for lease or sale. 2.5 The first step would be to relocate the Council’s Genealogy Team from the 108
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Townhouse to Irvine Library. This provides clear synergies between library services and genealogy but will also free-up accommodation for KA Leisure staff from Quarry Road to relocate to the Townhouse, meaning that they will be co-located with the wider KA Leisure management team based at the Portal. 2.6 The Council’s Business Support & Development Service currently located within Quarry Road would be relocated to Cunninghame House. This would then allow Quarry Road to be marketed. 2.7 Quarry Road is currently leased from the Council by KA Leisure at a rental of £0.100m per annum, with a sub-lease from KA Leisure to the Council for the Business Support & Development Service accommodation at £0.030m per annum. It is anticipated that KA Leisure would enter into a new lease for the required space at Irvine Townhouse. 2.8 Works will be needed to separate the Quarry Road offices from the Circuit sports centre and form a new reception space for KA Leisure to continue operating the Circuit facility. These alteration works would not affect any immediate marketing exercise or any new owner or lessee occupying the building before the works were fully completed. 2.9 A final consideration is the original capital funding package for the construction of Quarry Road. This included an element of Regeneration Capital Grant Fund monies, which has clawback arrangements if the building is sold. The nature of these arrangements is being considered further with colleagues in Democratic Services. This may restrict any sale of the building in the short to medium term but does not preclude marketing of the building for lease. 2.10 In relation to Trinity Church, North Ayrshire Council and Irvine Bay Regeneration Company developed a conservation plan for Bridgegate in 2010 with Trinity Church playing a key role. Funding was secured from Historic Environment Scotland’s Conservation Area Regeneration Scheme in 2011 to support comprehensive repair works to the main church and hall, along with conservation work on the tower and spire. The Ayrshire Community Trust (TACT) also secured funding from the Town Centre Communities Capital Fund to transform the Annexe into a community hub. TACT initially occupied the Annexe, however the main building remained empty despite several marketing attempts. In 2017, an award was secured an award from the European Regional Development Fund (ERDF) through Transport Scotland’s Low Carbon Travel and Transport Challenge Fund to develop an Active Travel Hub in the former church. The Trinity Active Travel Hub opened during 2019 and continues to operate. The Equal supported employment service later moved into the Annexe and delivers a range of services to support people with disabilities to find long term employment. 2.11 The proposal is for the Active Travel and Employability teams to vacate Trinity Church and relocate to Cunninghame House. The building would then be marketed. Earlier funding conditions for the refurbishment of the building, similarly to Quarry Road, mean that the building may need to be leased. It is understood that market interest in the building may be limited at the current time. If no buyer/lessee can be found, the property would be secured and regularly inspected in the meantime, with a view to consideration via the Irvine Town Board through forthcoming Irvine Town Centre regeneration plans aligned to the Long Term Plan for Towns Levelling Up Fund allocation. 109
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2.12 The Galt House building was originally proposed to be included in this phase. A partial vacation of Galt House has been completed, with some staff now relocated to Bridgegate House. The next step in this process was to undertake internal alterations within Bridgegate House in order to accommodate the services provided by the Housing Advice Team (HAT). This work is proposed to be paused, resulting in a saving of c.£0.166m. The works and associated investment would then be incorporated into the remodelling of Cunninghame House (see phase two below), allowing the Housing Advice Team to relocate and vacate the building as part of a subsequent phase. Negotiations with two existing private tenants within Galt House will also have to agree exit terms and timelines. 2.13 The key steps and estimated timescales associated with Phase 1A proposals are summarised in the following table: Key Milestones Forecasted Dates 1 Relocation of Genealogy services from the Townhouse to Irvine Branch Library, including internal alterations to the library July 2024 – March 2025 2 Relocation of Business Support & Development services from Quarry Road offices to Cunninghame House September 2024 3 Relocation of Active Travel and Employability services from Trinity Church to Cunninghame House September 2024 4 Marketing of Trinity Church September 2024 – March 2025 5 Marketing of Quarry Road offices September 2024 – March 2025 6 Relocation of KA Leisure from Quarry Road offices to the Townhouse April 2025 7 Alterations to Quarry Road offices (works would not preclude marketing or occupation of buyer/lessee) April 2025 – March 2026 Phase 1A costs and savings overview: Details Value (£) Capital Alterations to Irvine Branch Library (50k) Alterations to Quarry Road office/ Circuit (206k) Potential Capital Receipt for Quarry Road office* 478k Potential Capital Receipt for Trinity Church* 195k TOTAL ESTIMATED CAPITAL RECEIPT 417k Revenue Loss of rental income from Quarry Road (NALL lease) (100k) Savings from BS&D office sub-lease 30k Potential rental income for the Townhouse 50k Savings from Quarry Road property running costs N/A Savings from Trinity Church property running costs 37k Savings from property maintenance £8.8k TOTAL ESTIMATED REVENUE SAVINGS 25.8k *Subject to review of grant funding arrangements- if the buildings cannot be disposed for sale, they would be marketed for lease to provide a revenue income instead with a view to disposal at a later date. 110
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Phase 1B: Relocate staff from Bridgegate House to Cunninghame House 2.14 The majority of staff based at Cunninghame House and Bridgegate House are operating on an agile working pattern. This provides an opportunity to optimise utilisation of available office accommodation in line with the objectives at paragraph 2.1. The office accommodation across Cunninghame House and Bridgegate House has been mapped against future working requirements to understand the scale of potential, while ensuring that sufficient office accommodation, civic space, meeting space, storage facilities etc. are provided both for now and the future. 2.15 This assessment has identified the opportunity for a phased closure of Bridgegate House, starting with relocation of most staff on the upper floors of Bridgegate House to Cunninghame House. In the meantime, essential staff would remain at Bridgegate House in order to service the Customer Service Centre (CSC) requirements on the ground floor of the building. The continued operation of the CSC and retail units on the ground floor of Bridgegate House will ensure the continuation of an active office and retail frontage in the town centre for the timebeing. 2.16 The future of the Bridgegate House building will be further considered, with the Irvine Town Board, as part of the Irvine town centre regeneration proposals aligned to the £20m Long Term Plan for Towns Levelling Up Fund allocation (see phase two below). 2.17 This phase will involve establishing a cross-service working group of staff to prepare a detailed accommodation plan for Cunninghame House, which takes cognisance of service needs and the works proposed under phase two below. There will be some costs for relocation of staff and materials under this phase, anticipated to be c.£0.050m. 2.18 The key steps and predicted timescales associated with Phase 1B proposals are summarised in the following table: Key Milestones Forecasted Dates 1 Form cross-service staff steering group and undertake a series of engagement workshops April 2024 – July 2024 2 Prepare detailed staff accommodation plan for Cunninghame House (taking into account works proposed under phase two below) August 2024 – October 2024 3 Complete the relocation of office staff from Bridgegate and within Cunninghame House November- December 2024 4 Isolate redundant services and unoccupied floors in Bridgegate House January 2025 Phase 1C: Greenwood Conference Centre 2.19 The Council’s Greenwood Conference Facility was closed during the pandemic and leased to the NHS. The NHS has since renounced the lease and vacated the site in February 2024. It is proposed that the site remains closed and is marketed for sale. 2.20 In order to ensure that the Council has suitable training and development facilities, it is proposed that, as part of this phase, design work is commenced for re- configuration of the 4th Floor East within Cunninghame House to provide a new 111
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training suite. Location of the facility on this floor would align with the existing cafe provision. 2.21 Currently, there is a 29.9kW Solar PV array at GCC generating a Feed-In Tariff income of c.£2,500 per annum. Discussions would take place with Ofgem and the Council’s energy supplier to relocate the panels and continue receiving income. 2.22 This phase would also include design work for other reconfiguration works required as part of phase two below. 2.23 The key steps and estimated timescales associated with Phase 1C proposals are summarised in the following table: Key Milestones Forecasted Dates 1 Marketing of Greenwood Conference Centre for disposal April 2024 – December 2024 2 Develop scheme designs for Cunninghame House Training Suite, ICT alterations and CSC alterations (see phase two below) April 2024 – July 2024 Phase 1C costs and savings overview: Details Value (£) Capital Potential Capital Receipt for Greenwood Conference Centre 700k TOTAL ESTIMATED CAPITAL INCOME 700k Revenue Savings from Greenwood Conference Centre property running costs 101k Savings from property maintenance costs 23.3k TOTAL ESTIMATED REVENUE SAVINGS 124.3k Phase 2: Closure of Bridgegate House and Re-configuration of Cunninghame House 2.24 This would be the final phase of the Irvine Locality Property Review, and would incorporate reconfiguration of Cunninghame House and associated works as follows: • Creation of new Customer Service Centre, mirroring similar provision as currently provided (and planned) at Bridgegate, including required interview rooms • Creation of new Training Suite on the 4th Floor East • Provision of new ICT work room and storage area • Addressing any immediate, existing property maintenance requirements in the building, e.g. heating and ventilation that are required regardless of the Irvine Locality Property Review work. Only the heating and ventilation costs are included in the costs below. 2.25 In light of forthcoming requirements for all public sector buildings to have ZDE (zero direct emissions) by 2038, it is proposed that a detailed study is commissioned to understand the measures and investment requirements for Cunninghame House to 112
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reach this standard. This work can then be considered, if viable, as part of the specification of the phase two works above. 2.26 Following completion of the above works, all remaining staff in Bridgegate House (i.e. those not relocated as part of phase 1B) and Galt House will be relocated. 2.27 The ICT Disaster Recovery servers will relocate to an alternative Council building. Retail units at Bridgegate House would also be vacated. 2.28 The future use of Bridgegate House will be considered as part of the Irvine town centre regeneration work noted above. Market research shows a low likelihood of achieving any interest or capital receipt for Bridgegate House, therefore an allowance for demolition has been made at this stage. 2.29 The key steps and estimated timescales associated with Phase 2 proposals are summarised in the following table: Key Milestones Forecasted Dates 1 Alterations to form new Disaster Recovery facility (out-with Bridgegate House) and relocate ICT equipment, test & commission August 2024 – October 2024 2 Repairs and remedial works to existing high-priority property maintenance issues at Cunninghame House September 2024 – December 2024 3 Alterations to 4th Floor West to form new Training Suite January 2025 – September 2025 4 Alterations to Ground West to form ICT secure storage and build area, and enhance staff welfare facilities September 2025 – February 2026 5 Alterations to Ground East to form new Customer Service Centre and alter reception space February 2026 – December 2026 6 Marketing of Galt House for disposal September 2026 7 Review of Bridgegate House options as part of Irvine town centre regeneration masterplan Ongoing 8 Relocate remaining staff from Bridgegate House and Galt House January 2027 Phase 2 costs and savings overview: - Details Value (£) Capital Alterations to Cunninghame House Ground East (Customer Service Centre) (311k) Alterations to Cunninghame House Ground West (ICT) (121k) Heating repairs to Cunninghame House (Ground West & 4 West) (313k) Year 1 high-priority backlog maintenance (198k) Alterations to Fourth Floor East (Training Suite) (436k) Relocation of workforce costs (30k) Relocation of Disaster Recovery facility (187k) Potential Capital Receipt for Galt House 280k Potential Capital Receipt for Bridgegate House TBC Estimated demolition costs (800k) TOTAL ESTIMATED CAPITAL INVESTMENT REQUIREMENT (2.116M) 113
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Revenue Loss of rental income from Bridgegate House (retail and masts) (140k) Loss of rental income from Galt House (retail) (15k) Savings from Bridgegate House property running costs 265k Savings from Galt House property running costs* 35k Savings from property maintenance 61.7k TOTAL ESTIMATED REVENUE SAVINGS 206.7k *These costs have already been removed from the budget through a previously agreed saving. 2.30 A summary of all capital costs, capital receipts, revenue savings and carbon emissions savings are provided in the table below. It should be noted that these figures are all high-level estimates at this stage and will be subject to change following detailed design and implementation work. Rationalisation Work Stream Revenue Capital Annual Carbon Emissions (tCO2e/year) Net Property Running Cost Savings (£) Property Maintenance Costs Savings (£) Investment Requirements (£) Potential Capital Receipts (£) 10yr PLI Savings (£) Phase 1A 17k 8.8k 0.256m 673k 400k* 12 Phase 1B - - - - - - Phase 1C 101k 23.3k - 700k 212k 37 Phase 2 145k 61.7k 2.396m 280k 1.347m 237 TOTAL 0.357m 2.652m 1.653m 1.959m 286 * PLI information not held for Trinity Church and the Townhouse therefore assumed lifecycle investment data used. 2.31 The table above shows that the Irvine Locality Property Review potential property cost savings may be in the order of £0.357m per annum, with total capital receipts estimated at £1.653m, and avoided capital expenditure of £1.959m. This is set against capital investment costs estimated at £2.652m to deliver the proposals. Governance 2.32 Subject to Cabinet approval, the development and implementation of the Irvine Locality Property Review recommendations set out within this report would be led by a cross-service working group, remitted to oversee: • Stakeholder communication & engagement • Preparation and implementation of detailed project plans • Budget management • Programme management • Risk management • Development of reviews for other North Ayrshire localities 3. Proposals 3.1 That Cabinet approves the Irvine Locality Property Review recommendations for implementation. 114
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4. Implications/Socio-economic Duty Financial 4.1 An allocation of £2.500m was made within the Council’s Capital Investment Programme aligned to the forthcoming locality based review, as part of the annual budget setting process on 28th February 2024. A range of estimates have been provided in relation to capital costs, capital receipts, and revenue savings within this report. These will be further refined as detailed work develops. Human Resources 4.2 The resources for programme management of the proposed recommendations will require additional resources, which will be met from the Council’s Change and Service Redesign Fund, and/or from capitalisation of employee costs from the £2.500m allocation noted at paragraph 4.1 above. Legal 4.3 There are a number of legal implications arising from the report, including in relation to lease arrangements for the retail units and telecommunications masts at Bridgegate House, and also for lease arrangements with KA Leisure at Quarry Road and Irvine Townhouse. Equality/Socio-economic 4.4 There are no equality/socio-economic implications arising from the report. Climate Change and Carbon 4.5 The proposals set out within this report are designed to have a direct impact on reduction of carbon emissions from the Council’s property estate and support the Council’s ambitions to be net zero by 2030. Key Priorities 4.6 The proposals would support delivery of the Council Plan priority in relation to tackling climate change and becoming a sustainable Council. Community Wealth Building 4.7 Any tender documents for physical works would include provision for Community Wealth Building benefits. 115
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5. Consultation 5.1 A range of services were consulted in the preparation of this report. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact David W. Hammond, Head of Sustainability, Corporate Property & Transport, on (01294) 324514. Background Papers - None 116
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NORTH AYRSHIRE COUNCIL 19 March 2024 Cabinet Title: Lease Extension – Parterre Hall, 19 High Street, Irvine Purpose: To seek Cabinet approval to provide an extension to the lease of Parterre Hall, 19 High Street, Irvine to Irvine Judo Club. Recommendation: That Cabinet approves the lease extension of Parterre Hall, 19 High Street, Irvine to Irvine Judo Club, until 2045, on the existing lease terms. 1. Executive Summary 1.1 The Parterre Hall, at 19 High Street, Irvine, is currently leased to Irvine Judo Club until 26th January 2042. Irvine Judo Club are seeking grant funding from Sport Scotland to enable the building to be physically extended to accommodate growth in demand. 1.2 To obtain the necessary funding, the Club is required to have secure tenure of 20 years over the property. It is therefore proposed that a Minute of Agreement is completed to extend the lease period to continue until 26th January 2045. All other lease terms are to remain in accordance with the existing lease. 1.3 The Property Management & Investment Service (Estates) will continue to liaise with Irvine Judo Club in relation to the physical extension of the building. Cabinet approval is sought for the lease extension only at this time. 2. Background 2.1 The Parterre Hall, at 19 High Street, Irvine was leased to Irvine Judo Club on the 23rd January 2017 for a 25 year period on Full Repairing and Insuring (FRI) terms at a rental of £1 per annum (if asked). The club were granted the original lease via a Community Asset Transfer which was approved by Cabinet in May 2016. A location plan is provided at Appendix 1. 2.2 The membership of Irvine Judo Club has increased substantially in recent years, and, as a result, the Club is seeking to extend the building to accommodate larger classes. Irvine Judo Club has shared plans of the building extension with the Council’s Property Management & Investment Service and has been granted landlord consent, in principle, subject to obtaining the necessary planning permission and building warrant. The proposed physical extension area is within the site boundary of the current lease. 2.3 To enable the physical extension of the building, Irvine Judo Club is seeking grant funding via Sport Scotland. A condition of the grant funding is that the Club must have secure tenure over the property for a minimum of 20 years. Given the remaining lease term of 18 years, the Club is requesting that the lease is extended until 26th January Agenda Item 7 117
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2045. This proposed three-year addition would provide the required period for the Club to obtain the relevant permissions in relation to the physical extension of the building, whilst ensuring the required 20-year secure tenure is in place to assist their funding application. 3. Proposals 3.1 It is recommended that Cabinet approves the lease extension of Parterre Hall, 19 High Street, Irvine to Irvine Judo Club until 26th January 2045 on the existing lease terms. 4. Implications/Socio-economic Duty Financial 4.1 There are no financial implications arising from this report. Human Resources 4.2 There are no human resource implications arising from this report. Legal 4.3 If approved by Cabinet, Legal Services will complete the formal Minute of Agreement in relation to the longer lease period. The Council’s Property Management & Investment Service has reviewed the Club’s physical extension proposal and granted landlord consent, in principle, subject to obtaining the necessary planning permission and building warrant. The Service will continue to liaise with Irvine Judo Club in relation to the physical extension of the building and, assuming grant funding is obtained and the building extension is completed in line with all necessary permissions, formal landlord consent would be granted. Equality/Socio-economic 4.4 If approved, Irvine Judo Club will be able to complete the physical extension of the building and offer additional social and sporting opportunities to their members, alongside the local schools and wider community. Climate Change and Carbon 4.5 There are no climate change implications arising from this report. Key Priorities 4.6 If the report is approved, the further development of Irvine Judo Club will support the Council plan priority of using our assets to support wellbeing in local communities. 118
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Community Wealth Building 4.7 Agreeing the extension of the lease will support the Judo Club to expand their offering to the community. 5. Consultation 5.1 The Council’s Connected Communities service has been consulted in the preparation of this report. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact David W. Hammond, Head of Sustainability, Corporate Property & Transport on 01294 324514. Background Papers None 119
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Hall Church Irvine Cemetery PARTERRE KIRK VENNEL 12.2m 11.9m PEDEN PLACE 15 11 2 14 19 7 3 43 6 37 18 9 17 8 9 to 13 Ruin 10 D Fn 4 15 13 13 5 14 17 1 1 57 2 1 1 9 Ü 1:1,250 0 0.01 0.020.005 Miles Site Area - 426 m2 or thereby Parterre Hall 19 High Street Irvine KA12 0AB 120
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NORTH AYRSHIRE COUNCIL 19 March 2024 Cabinet Title: Auchengate Purpose: To update Cabinet on a motion passed at full Council on 13 December 2023 in respect of Auchengate. Recommendation: That Cabinet notes the findings that: i) There is no formal process in respect of classification of a village and furthermore, it is not clear what additional benefits would be available to Auchengate if indeed there was a formal process. ii) Roads have held discussions with South Ayrshire Council and Police Scotland to consider a reduction in speed limit at Auchengate and that a reduction in speed limit is not supported by Police Scotland iii) that Police Scotland have agreed measures with North Ayrshire officers in order to address road safety concerns raised by residents of Dundonald Crescent. iv) amendments to signage and road markings are minor in nature and will be funded through the Roads revenue budget. v) any future review of the Scheme for the Establishment of Community Councils which may be approved by Council would cover all aspects of the scheme including, but not limited to, the number of Community Councils and boundaries. 1. Executive Summary 1.1 At its meeting on 13 December 2023, full Council agreed a motion that: ‘Council asks that a paper be brought to Cabinet to provide considered information on: Agenda Item 8 121
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• whether the formal recognition of Auchengate as a village in its own right would result in positive benefit to the community which would make a tangible difference to community outcomes • whether road safety at Auchengate where it falls within the boundary of North Ayrshire Council, and with due consideration of those other areas, could be improved through consideration of a reduction of the speed limit from 60mph to 40mph, taking into account the results of the previous investigation into this matter and • the financial implications for the above proposals were it considered appropriate that they be implemented. • in any future review of community council boundaries etc, taking into account community opinion and resourcing implications, the Council would consider if it were appropriate to put forward a case to recognise the settlement of Auchengate in its own right. 2. Background Whether the formal recognition of Auchengate as a village in its own right would result in positive benefit to the community which would make a tangible difference to community outcomes. 2.1 In relation to this point, Planning has advised that there is no formal process (national or local) that can be drawn on or used that provides a definition of town or village. The only formal process that Planning can find reference to is the competitive bid process for new city designation which requires monarchy approval. 2.2 Furthermore, Connected Communities has confirmed they are unaware of any potential funding routes that would become available to Auchengate by being classified as a village. In terms of other support, Connected Communities has already been providing Auchengate with support through the Community Learning & Development team, working with their Tenants and Residents Association. Connected Communities cannot identify any further benefit to Auchengate from having village status in terms of support. Whether road safety at Auchengate where it falls within the boundary of North Ayrshire Council, and with due consideration of those other areas, could be improved through consideration of a reduction of the speed limit from 60mph to 40mph, taking into account the results of the previous investigation into this matter and the financial implications for the above proposals were it considered appropriate that they be implemented. 2.3 In respect of road safety, concerns were raised by the residents of Auchengate with regard to traffic speeds on the U66 between Meadowhead roundabout and the North Ayrshire boundary. 2.4 Traffic surveys were undertaken to establish actual vehicle speeds and it was determined that the average speed of vehicles is 41mph with 85% of vehicles travelling at 47mph or less. 122
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2.5 North Ayrshire Council officers considered that it may be appropriate to reduce the posted speed limit to 40 mph as a result of the concerns raised by the residents, and that it was possible that measured speeds may fall into compliance with a reduced speed. Due to the position of the cycle crossing near to the boundary in South Ayrshire Council (SAC), it was considered by officers to be appropriate to include a possible reduction in the speed limit from the roundabout in SAC to Meadowhead roundabout. 2.6 Police Scotland were consulted on a proposed change to the existing speed limits and a reduction in speed limit was not supported at this location. The reasons for this were: • The lack of residential frontages on this section of road, with only one property directly adjacent to the road. • The area where cyclists cross is highlighted with road markings and advanced warning signs and there are streetlights which further enhance the safety of cyclist/pedestrians crossing the road at this point. • The existing vehicle speeds are more than acceptable for the current national speed limit and show good compliance. • Any reduction of the speed limit would take average speeds above the proposed limit and place an unnecessary additional enforcement burden on Police Scotland. • There have been no reported crashes on this section of road and this length is not considered a priority route by Police Scotland in relation to casualty reduction. 2.7 Police Scotland further met with officers to consider any improvements that may be made to the U66 Auchengate particularly for cyclists/pedestrians and to alleviate the concerns raised by the residents. It was agreed that improved signage warning of cyclists crossing and refreshed road markings, including the addition of SLOW markings on the road on the approach to the cycle crossing, and at either side of the junction at Dundonald Crescent, would further enhance road safety. It was also agreed there are good lines of sight in both directions when exiting the junction at Auchengate. 2.8 South Ayrshire Council (SAC) also did not support a reduction of the speed limit on the section of the U66 which lies within the SAC boundary as there are no accident/collision statistics to support a reduction and no requests for a reduction from the public, notwithstanding that any reduction was not supported by Police Scotland. They were further concerned that a reduction in speed limit with no supporting justification could inadvertently create a focal point for complaints where enforcement action is unlikely to be forthcoming. 2.9 SAC further advised that as part of a future active travel scheme they are considering a new signalised crossing point in the vicinity of the link path to Lochgreen Avenue, as part of this they would be looking at reducing the speed limit to 40mph on the approach to the lights as part of the detailed design. This scheme is only in the early stages and engagement and consultation would be undertaken as part of this process. 2.10 The North Ayrshire Council active travel team are also considering improved cycle/pedestrian links within the North Ayrshire boundary, however, this is currently at the feasibility stage. 123
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In any future review of community council boundaries etc, taking into account community opinion and resourcing implications, the Council would consider if it were appropriate to put forward a case to recognise the settlement of Auchengate in its own right. 2.11 The formal process for reviewing the Scheme for the Establishment of Community Councils in North Ayrshire includes an initial consultation period during which every aspect of the Scheme is open to review, including the number of community councils and their boundaries. The report by officers to initiate a review of the Scheme would generally highlight any matters raised by Members, officers, the public and community councils themselves, including, for example, the potential for a dedicated community council for Auchengate. 3. Proposals Cabinet is asked to note that: 3.1 There is no formal process in respect of classification of a village and furthermore, it is not clear what additional benefits would be available to Auchengate if indeed there was a formal process. 3.2 discussions have been undertaken with South Ayrshire Council and Police Scotland to consider a reduction in speed limit at Auchengate, Irvine in order to improve road safety and that a reduction in speed limit is not supported by Police Scotland. 3.3 Police Scotland have agreed measures with North Ayrshire Roads officers in order to address road safety concerns raised by residents of Dundonald Crescent. 3.4 amendments to signage and road markings are minor in nature and will be funded through the Roads revenue budget. 3.5 any future review of the Scheme for the Establishment of Community Councils which may be approved by Council would cover all aspects of the scheme including, but not limited to, the number of Community Councils and boundaries. 4. Implications/Socio-economic Duty Financial 4.1 There are no financial implications from this report. Human Resources 4.2 There are no human resource implications from this report. Legal 4.3 There are no legal implications from this report. 124
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Equality/Socio-economic 4.4 There are no equality/socio-economic implications from this report. Climate Change and Carbon 4.5 There are no climate change and carbon implications from this report. Key Priorities 4.6 None Community Wealth Building 4.7 None 5. Consultation 5.1 Road safety concerns raised have been discussed with South Ayrshire Council and Police Scotland. Village status and any potential benefits from this were discussed with Planning and Connected Communities. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Thomas Reaney, Head of Service (Neighbourhood Services), on 01294 34570. Background Papers 0 125
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NORTH AYRSHIRE COUNCIL 19 March 2024 Cabinet Title: Decriminalised Parking Enforcement Purpose: To update Cabinet on the introduction of Decriminalised Parking Enforcement (DPE) on 28 March 2024 and the proposal for enforcement of the new parking prohibitions contained within the Transport (Scotland) Act 2019 commonly referred to as the Pavement Parking Ban. Recommendation: That Cabinet i) notes that Decriminalised Parking Enforcement will commence on 28 March 2024. ii) notes that the regulations governing enforcement of the new parking prohibitions commonly known as the Pavement Parking Ban came in to force 11 December 2023 iii) notes the approach taken to undertake the footway parking assessment iv) approves the proposal for implementation of enforcement of the prohibitions contained within the Transport (Scotland) Act 2019 with regard to the ban on pavement parking, double parking and parking at dropped kerbs for pedestrian and cycle access 1. Executive Summary 1.1 The decision to proceed with Decriminalised Parking Enforcement (DPE) without car parking charges was agreed at a meeting of North Ayrshire Council on 15 February 2023 1.2 The implementation of DPE in North Ayrshire is planned for 28 March 2024 and will enable North Ayrshire Council enforcement officers to administer parking penalties to ensure compliance with parking controls with regard to waiting, loading or parking restrictions. 1.3 The Transport (Scotland) Act 2019 bans pavement parking, double parking, and parking at dropped kerbs for pedestrian and cycle access. The secondary legislation to enable enforcement by local authorities came into force in December 2023. Agenda Item 9 127
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1.4 NAC Enforcement Officers may also enforce parking prohibitions with regard to pavement parking, double parking and parking at dropped kerbs for pedestrian and cycle access under the powers provided by the Transport (Scotland) Act 2019. 2. Background 2.1 The decision to proceed with Decriminalised Parking Enforcement (DPE) without car parking charges was agreed at a meeting of North Ayrshire Council on 15 February 2023. 2.2 Parking Enforcement Officers have been recruited and a supplier engaged to provide systems and training to support the implementation of DPE. 2.3 The implementation of DPE in North Ayrshire is planned for 28 March 2024 and this will enable NAC enforcement officers to administer parking penalties to ensure compliance with parking controls with regard to waiting, loading or parking restrictions. All moving traffic offences, matters of obstruction and some temporary waiting restrictions remain the responsibility of Police Scotland. 2.4 The Scottish Government introduced parking legislation in 2019 in Scotland to assist in tackling the impact of inconsiderate and obstructive parking to ensure that the roads and pavements are accessible for all. Inconsiderate and obstructive parking on footways and at dropped kerbs as well as double parking causes inconvenience and accessibility issues for all. It particularly affects those with mobility problems, parents with pushchairs and older people. 2.5 The introduction of The Transport (Scotland) Act 2019 bans pavement parking, double parking, and parking at dropped kerbs, and gives local authorities the relevant powers to enforce these new provisions. The Act also gives local authorities the power to exempt footways from the pavement parking prohibition in certain circumstances and in accordance with Ministerial directions. 2.6 The secondary legislation to enable local authorities to enforce the new legislation came into force in December 2023. It is proposed that the parking prohibitions contained within the Transport (Scotland) Act 2019 are enforced in line with implementation of DPE on 28 March 2024. Pavement Parking Exemptions 2.7 Ministerial Directions, known as The Transport (Scotland) Act 2019 (Pavement Parking Prohibition) (Footway and Associated Carriageway Characteristics) Directions 2022, have been issued to Scottish Local Authorities and detail the characteristics which a footway must have in order to be considered for an Exemption Order: (1) A footway may not be specified in an exemption order unless: a) its layout or character would allow for a width of 1.5 metres of the footway to remain unobstructed when any part of a vehicle is parked on it, or b) the layout or character of the carriageway associated with the footway is such that the passage of an emergency vehicle would be impeded by the presence of a vehicle parked on the carriageway. 128
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The width of 1.5 metres mentioned in paragraph 1(a) is to be measured from the footway edge which is furthest away from the centre of the carriageway (however that edge is bounded). 2.8 In accordance with Scottish Government guidance, exemptions should only be deployed in areas where it is absolutely necessary and no alternative solution can be used to maintain vehicular access. Traffic Regulation Order methods, such as one- way streets and parking restrictions (double yellow lines), can be used to regulate parking in areas where poor parking behaviour persists. 2.9 There are exemptions which allow pavement parking for specific service vehicles, emergency services, medical practitioners, postal service providers where delivery/collection cannot be achieved without the vehicle being parked on the pavement. There are also exemptions for vehicles used in connection with roadworks and the removal of obstructions. 2.10 Enforcing footway parking prohibitions will deliver significant benefits to all users of the footway, providing an unobstructed and safe route for travel. However, it is acknowledged that enforcement, particularly in areas where levels of footway parking are significant, could inadvertently have a negative impact on the wider road network. Mitigation measures such as waiting restrictions and/or parking prohibitions may be considered to address concerns raised. It is also recognised there could be further resource implications in terms of enforcing the pavement parking legislation and we will monitor the situation. Footway Assessment 2.11 Prior to implementation of the pavement parking ban, the Scottish Government provided funds to local authorities to undertake an assessment of their footway network. A footway assessment of current parking behaviour has been completed to identify any areas where parking exemptions may need to be considered in line with the legislation. The assessment was initially undertaken as a desktop exercise with approximately 2700 streets assessed. This identified areas which required onsite inspections, these were undertaken both during the day and in the evenings in order to assess when residents are home and parking on footways may be more prevalent. Further locations were highlighted by elected members that may require to be considered for an exemption under the legislation. 2.12 The footway assessments indicated that only a small number of streets in North Ayrshire have significant footway parking where mitigation measures may be required to minimise negative impacts on the wider road network when the regulations are enforced. 2.13 In the majority of streets where footway parking is prevalent, there is sufficient road space for vehicles to be parked fully on the carriageway. 2.14 In accordance with the legislation, all exempted streets must be signed and lined. Transport Scotland have asked that information on anticipated costs for exemptions, promotion of orders, signing and lining, be submitted to them by 1 April 2024. It is expected that the majority of local authorities will not be in a position to provide costs at this stage. A submission, however, will be made to support possible exemptions in order that if any exemptions are required, these will be funded. It should be noted that 129
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there will be no funding provided for ongoing maintenance of signs and lines required as part of any exemption orders. Parking Enforcement 2.15 A national awareness campaign is being delivered by Transport Scotland on the Pavement Parking Ban and the Council will run a communications campaign aligned with the national approach prior to implementation. As well as this the Council will also run a bespoke communications campaign relating to DPE including local radio and social media messaging. 2.16 It is proposed that a soft launch will commence on 28 March 2024 where warning notices rather than penalty charge notices will be issued for a period of 2 weeks in order to raise awareness of the parking behaviours that will incur a penalty once the regulations are enforced. This applies to both decriminalised parking offences and parking prohibitions under the Transport (Scotland) Act 2019. 2.17 Warning notices will be issued in areas highlighted through the footway assessment as having significant pavement parking problems to ensure the public are aware that they must not park on the pavements and that continuation of this behaviour may result in a penalty charge notice. 2.18 The issue of warning notices is expected to lead to streets being highlighted as requiring further assessment. There are also expected to be concerns raised with regard to displacement into adjacent streets. The assessment of areas of concern will be ongoing as the legislation has its intended effect on parking behaviour. 2.19 Officers will assess the impact on the wider network and consider if mitigation measures, such as waiting restrictions/prohibitions, may be required. Where it is identified that parking displacement impacts on the wider network and cannot be resolved through these measures, an exemption order may be considered. 2.20 It is anticipated that members of the public may report illegal parking to the Council by way of email/telephone contact and /or photographic evidence in order to have their concerns or parking difficulties addressed. This will provide information to the enforcement team around potential areas that may require attention. Penalty charge notices (PCNs) cannot be issued based on evidence submitted to the council, an enforcement officer is required to be in attendance in order to witness the violation and issue a PCN. 2.21 For information, Local Authorities in Scotland that have Decriminalised Parking Enforcement powers are in the process of preparing for enforcement of the new parking prohibitions under the Transport (Scotland) Act 2019. Edinburgh City Council commenced enforcement of parking on pavements, parking at crossing points and double parking in Edinburgh on Monday 29 January 2024 with no exemptions currently proposed, with the impact being monitored thereafter to inform any mitigation measures that may be needed. Highland Council have been issuing warning notices for the new parking prohibitions since December 2023 and are expected to commence enforcement in February 2024. 130
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3. Proposals 3.1 That Cabinet notes that Decriminalised Parking Enforcement will commence in 28 March 2024 3.2 That Cabinet notes that the regulations governing enforcement of the new parking prohibitions commonly known as the Pavement Parking Ban came into force 11 December 2023. 3.3 That Cabinet notes the approach taken to undertake the footway parking assessments. 3.4 That Cabinet approves the proposal for enforcement of the prohibitions contained within the Transport (Scotland) Act 2019 with regard to the ban on pavement parking, double parking and parking at dropped kerbs for pedestrian and cycle access. 4. Implications/Socio-economic Duty Financial 4.1 The Scottish Government provided funding of £67,242 to assist with the assessment process. North Ayrshire Council are awaiting confirmation of whether additional funding may be made available to Councils to meet the cost of processing and making Traffic Regulation Orders or other mitigation measures that may be required as a result of the introduction of the footway parking prohibitions. Human Resources 4.2 The enforcement team in place for Decriminalised Parking Enforcement will also carry out enforcement of the pavement parking provisions. Enforcement officers working hours are between 7.30am and 10pm, Monday to Sunday. The Roads Network team will carry out assessments and consider mitigation measures as required within existing resource. Resource implications from the new pavement parking legislation will be monitored. Legal 4.3 Delegated authority to enforce the legislation is contained within the Delegation to Officers, General Provisions. Equality/Socio-economic 4.4 Implementing these parking prohibitions will be beneficial to all pedestrians, and particularly to those with mobility issues, or with prams, who may benefit most from enforcement of the dropped kerb and footway parking prohibitions. This should also assist in improving accessibility for the community, for accessing public transport and for active travel. 131
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Climate Change and Carbon 4.5 There are no direct climate change and carbon implications from this report however the enforcement of parking regulations may encourage more use of public transport and help reduce carbon emissions. Key Priorities 4.6 Wellbeing – ensure our places and spaces where we live, work and visit are well maintained and accessible. Community Wealth Building 4.7 None 5. Consultation 5.1 An elected members briefing was held on 5 October 2023 to provide information on DPE and the Pavement Parking Ban. This included the criteria that must be met to consider exemptions from the Pavement Parking Ban. Members have further provided details of locations that they consider may require assessments with regard to displacement into nearby streets. A further elected members update on the implementation of DPE was issued on 29 February 2024. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Thomas Reaney, Head of Service (Neighbourhood Services), on 01294 324570. Background Papers 0 132
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NORTH AYRSHIRE COUNCIL 19 March 2024 Cabinet Title: Roads, Structures and Street Lighting Maintenance Programme 2024/25 Purpose: To seek Cabinet approval of the proposed Roads, Structures and Street Lighting Maintenance Programme for 2024/25 Recommendation: That the Cabinet (a) notes the approach taken to determining the asset maintenance programme for roads, structures and street lighting; (b) approves the maintenance programme for 2024/25, as shown at Appendix 1a and 1b; (c) approves the additional works to the value of £0.75m as agreed at the Council’s budget setting meeting, as shown at Appendix 1c and (d) notes that the programme will be issued to the Locality Planning Partnerships for information. 1. Executive Summary 1.1 North Ayrshire Council has a statutory obligation under the Roads (Scotland) Act 1984 to manage and maintain its public road network. The adopted road network within North Ayrshire has a total length of 1045m. The core roads assets are currently estimated at a value of approximately £1.7billion. 1.2 The Council’s Roads Service has adopted an asset management approach to road maintenance to allocate available road maintenance funds to locations that will offer the most beneficial return on investment. 1.3 The Roads Asset Management Plan (RAMP) and the roads assets maintenance strategy follows the recommendations contained within the ‘Well Maintained Highway’s’ Code of Practice, ensuring that the Council’s statutory obligations as delegated Roads Authority are met. 1.4 In complying with the Code of Practice, an effective regime of inspection, assessment and condition recording is well established which assists in not only providing a road network for the future but one that promotes social inclusion and contributes to economic growth within the area. This approach also ensures the Council is providing value for money on any investment attributed to road maintenance. 1.5 The proposed Roads, Structures and Street Lighting Maintenance Programme 2024/25 is attached in Appendix 1a and 1b. The Programme is based on approved Revenue and Capital budgets. At the Council’s budget setting meeting on 28 February 2024 an additional £0.75m was approved for roads infrastructure. Details of the proposed works are attached at Appendix 1c. Agenda Item 10 133
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2. Background 2.1 North Ayrshire Council is responsible for the maintenance of the adopted local road network including lighting and structures assets as well as its other non-adopted road assets. However, the Council has no responsibility for the maintenance of the Trunk Road Network which falls to Transport Scotland and their management contractor, Amey. The Trunk Road network includes the A78, the A737 from Kilwinning to the Renfrewshire Boundary and A738 from the Pennyburn Roundabout to the A737 Dalry Road Kilwinning. 2.2 North Ayrshire Council’s roads are the Council’s largest community asset and play a vital role in supporting the local and wider economy by facilitating the movement of people, goods and services and connecting people with economic and social opportunities. 2.3 The proposed Roads, Structures and Street Lighting Maintenance Programme for 2024/25 has been developed in accordance with the strategy contained within the Roads Asset Management Plan (RAMP) to deliver the maximum return on investment and ensures the provision of an effective road network throughout North Ayrshire. 2.4 Road Condition is measured nationally through the Scottish Road Maintenance Condition Survey (SRMCS). The measure in place, the Road Condition Index (RCI), records the percentage of the Council’s roads which should be considered for maintenance. North Ayrshire’s RCI had been improving in recent years but there was a 0.9% reduction last year with an RCI of 34.8% published in 2023. Our position in the RCI tables also changed from 20th out of 32 authorities to 21st. It should be noted that due to the method employed to calculate road condition, overall RCI is based on the previous 2 to 4 years survey information, as such, improvement from additional investment may not be immediately apparent. 2.5 The estimated carriageway maintenance backlog figure for North Ayrshire is currently £38.5m. The ‘steady state’ figure for maintaining our roads at present condition has increased to £5.5m per year from £4.3m per year. 2.6 The previous steady state figure of £4.3m was calculated in May 2019, the revised steady state figure of £5.5m was calculated in September 2023.The revised figure has been calculated using road condition data from 2021 and 2022 for A, B and C classified roads and 4 years of condition data for unclassified roads 2019 to 2022. The treatment rates used in this calculation are Scotland wide treatment costs released by the Scottish Roads Research Board unit cost benchmarking group in August 2023 and are based on actual costs. 2.7 Despite road condition improving nationally over the last 4 years, the overall backlog figure for Scotland has increased by 16.3% primarily as a result of an increase in treatment costs. Treatment costs have increased significantly as a result of difficulties in sourcing materials post pandemic, inflationary rises and increasing energy prices, this also impacting significantly on contractor costs. In North Ayrshire, our treatment costs have increased by approximately 18% since 2022/23. 2.8 The capital budget supported by revenue funding is £4.3m for 2024/25. This level of investment is outpaced by the ‘steady state’ figure and may therefore contribute to a deterioration of the road network condition over time. However, it should be noted that 134
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at the Council’s budget setting meeting on 28 February 2024 an additional £0.75m was approved for roads infrastructure for 2024/25 which will help reduce the gap between investment and the ‘steady state’ figure. 2.9 Road lighting condition is measured through programmes of structural and electrical assessment and testing and is complemented through the ongoing review of age profile and material type life expectancy. The results are categorised and recorded in the lighting asset management database to inform a prioritised list of replacement schemes. Lighting is allocated an annual Capital budget of £1m to address a ‘steady state’ position of maintaining our lighting at present annualised depreciation rate. 2.10 Bridge and retaining wall condition is also evaluated through a robust inspection programme. General inspections are undertaken every 2 years, while an in-depth ‘principal inspection’ is carried out every 6 years and the results of the inspections are used to inform work programmes. The results of the inspections are input into a Structures database which is then used to calculate an average Bridge Structure Condition Index (BSCIav) based on the total number of assets. The BSCIav is currently 86.36 (2022/23 figure) which is within the ‘good’ classification of 85 to 94. This figure is a slight improvement on the previous year. The allocated capital budget of £560,000 is supported by carryover from 2023/24 giving a total of £695,000. 2.11 Details of how condition assessments are carried out and how roads, structures and lighting locations are prioritised for inclusion in our maintenance programme are provided in Appendix 2. The assessment matrix used for scoring and ranking structures for inclusion in the Structures Maintenance Programme is attached in Appendix 3. 2.12 The road maintenance programme in 2023/24 mitigated high inflationary cost increases through two factors - by forecasting higher projected costs and building this into the programme early in the financial year and, secondly, the Ayrshire Minor Works Framework contract price being held for the 6 months to September 2023. Works completed by the operational team and any works tendered since then were subject to inflationary rises in material and plant costs as well as contractor price increases. The 2024/25 road maintenance programme has been prepared using increased rates from 2023/24 costs to allow for further inflationary rises in operational costs and to ensure that programmed works can be completed. 2.13 The following footway locations are being carried over from the 2023/24 maintenance programme due to an unforeseen contractor availability issue: • Thorntree Avenue, Beith • St Margarets Avenue, Dalry • North Street / Braehead Dalry 2.14 The following structure contracts are being carried over from the 2023/24 maintenance programme, feasibility and design works are ongoing: • Seven Acres Mill Bridge (U54) • Threadmill Bridge (C99) • Carsehead Bridge (B714) • Dougarie Bridge (C147) • Catacol Bridge (C147) 135
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3. Proposals 3.1 That Cabinet notes the approach taken to determining the asset maintenance programme for roads, structures and street lighting. 3.2 That Cabinet approves the maintenance programme for 2024/25, as shown at Appendix 1a and 1b. 3.3 That Cabinet approves the additional works at a value of £0.75m as agreed at the Council’s budget setting meeting, as shown at Appendix 1c. 3.3 That Cabinet notes that the programme will be issued to Locality Planning Partnerships for information. 4. Implications/Socio-economic Duty Financial 4.1 The Roads, Structures and Street Lighting Maintenance Programme will be delivered from allocated Capital and Revenue budgets. Estimated costs are detailed within the appendices. Human Resources 4.2 Delivery of the programme will be met from existing staff resources. Legal 4.3 North Ayrshire Council has a statutory obligation to manage and maintain its public road network under the terms of the Roads (Scotland) Act 1984. Equality/Socio-economic 4.4 There are no equality implications. The maintenance programme contributes to the Council’s socio-economic duty, as well-maintained roads are essential for the social and economic prosperity of North Ayrshire. Environmental and Sustainability 4.5 Effective programming and management of these assets will assist in reduced carbon associated with mobilisation of unplanned reactive maintenance resources and extends the use of assets in a cost effective and sustainable manner. Key Priorities 4.6 Effective management of these assets contributes to Council plan priorities ensuring that our places and spaces where we live, work and visit are well maintained and accessible. 136
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Community Wealth Building 4.7 The maintenance programme contributes to Community Wealth Building through community benefits clauses associated with maintenance contracts. It is also the case that a proportion of the maintenance programme is also delivered in-house by the Roads Operations Team and Building Services. 5. Consultation 5.1 The maintenance programme will be shared with each Locality Partnership. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Susan Macfadyen, Interim Senior Manager, Commercial Services (Roads), on Tel: 01294 324844. Background Papers 0 137
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Mainland Roads Programme 2024/25 Appendix 1a Carriageway Resurfacing Street Town Location Estimate Cost A71 Irvine Warrix Interchange to Greenwood Interchange £250,000 A737 Marress Road Irvine Southbound Carriageway £200,000 A738 Glencairn St/High Road Stevenston Tesco to Mayfield Road £145,000 B780 Manse Street Saltcoats Memorial Roundabout to existing joints £60,000 B7048 Portencross West Kilbride Car park to cottage, from Ardneil cottage for approx 800m, plus patching £165,000 B781 Yerton Brae West Kilbride Full length £82,000 B777 Beith From Surface Dressing joint at anti skid on a section starting from Blaelochside to Lochend £115,000 B777 near school Glengarnock From Kersland across front of school to bend sign £100,000 B780 Sharon St/West Kilbride Road Dalry Full Length Sharon St to just past Wingfaulds Avenue £135,000 B780 Roche Way Dalry South of James Street towards Townend Street £63,000 Glebe Road Beith Full Length £122,000 Paddockholm Road Kilbirnie Holmhead to Mill Road £82,000 South road Glengarnock Full Length £56,000 Sycamore Court Beith Full length £37,000 Morrishill Drive Beith Dalry Road to Cuff Crescent £17,000 St Inans Beith Full length £57,000 Garnock Street Dalry To No entry signs £94,000 Lynn Avenue Dalry Full Length £63,000 Finlay Avenue Dalry Full Length £28,000 Newhouse Drive Kilbirnie no.73 to Place View £45,000 New Street Irvine Friars Croft to Fullarton Roundabout - include Roundabouts at Greggs and McDs £186,000 Shewalton Rd Irvine Roundabout to Murdoch Place + contribution to Murdoch Place £126,000 Smithstone Way/Smithstone Court Irvine Auchenharvie Place to Kersland Foot £30,000 Paterson Avenue Irvine no. 46 to Stewart Drive £42,000 Castlepark Road Irvine Castlepark Crescent to Castlepark Circle £74,000 West Doura Way Kilwinning A738 to shops £39,000 Glenbervie Drive Kilwinning Part Length £83,000 Longford Avenue Kilwinning From junction of Dubbs Road £29,000 Love Street Kilwinning no. 15 to Moncur Road £15,000 Cambusdoon Place Kilwinning Main access road only £62,000 B785 Fergushill Road Kilwinning A737 to Parkhead Avenue £78,000 The Roundel Largs Full Length £49,000 138
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Mainland Roads Programme 2024/25 Appendix 1a Auchenmaid Crescent Largs Full Length to Joint on Scotlaw Drive £37,000 Seamore Street Largs Full Length £95,000 Montgomerie Crescent Saltcoats Melbourne Park towards South Beach to include Traffic Calming £99,000 Dockhead Street Saltcoats Contribution to improvements £109,000 West Doura Avenue Saltcoats Full Length £55,000 St Andrews Road Ardrossan Full Length £47,000 Moorpark Rd East and West Stevenston Include Island crossing point at Moorpark West £115,000 Golf Road Millport Part Length £94,000 Ritchie Street Millport Full Length £15,000 £3,395,000 Carriageway Screeding Street Town Location Estimate Cost Oakwood Drive Beith Full Length £23,000 Windyedge Rd Dalry 272m section prior to Brodoclea (approx 83m north of Millour Burn) £30,000 C5 From railway bridge to B706 Dalry From Jct C68 to railway bridge at Giffen cottage (Multi hog patching required from there to B706) £49,000 Castlepark Drive Fairlie Glen Road to Fairlie castle jct £15,000 Knoxville Road south Kilbirnie Resurface Cway, kerb & surface gravel path including associated lighting works. £70,000 Kenilworth Saltcoats Half width £10,000 Long Hill Skelmorlie Full Length £73,000 Annetyard Road Skelmorlie from Fosterland jct to Eglinton Terrace, include Fosterland jct £20,000 Misk Knowes Stevenston Small section from Ardoch Crescent £13,000 U35 West Kilbride £92,000 Lindsay Crescent Largs Full Length - high kerb upstand, patch and screed £55,000 £450,000 139
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Mainland Roads Programme 2024/25 Appendix 1a Footway Resurfacing Street Town Location Estimate Cost Thorntree Avenue Beith Full Length - Odd Nos, 38-56 Even Nos £26,000 St Margarets Avenue Dalry Kittyshaw to Houston Crescent £50,000 North St/Braehead Dalry Regal Court to Braehead Place £43,000 Raise Street Saltcoats Footway one side only (Argyle road to Station) £31,000 Canal Street Saltcoats Robertson Cresent to old railway bridge £4,000 Manse Street Saltcoats Sainsbury car park exit to bus stop at memorial roundabout £8,000 Braeside Irvine Braefoot to Parking Bays £16,500 Castlepark Footpaths Irvine Various Sections £60,000 Remote Footpath Millport Howard Street to Bute Terrace £18,000 Pennyburn Footpaths Kilwinning Various Sections £40,000 Manse Crescent Largs Full Length £33,500 £330,000 140
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Mainland Roads Programme 2024/25 Appendix 1a Lighting Deteriorated Infrastructure Replacements Area Town Estimate Cost Anderson Drive Merryvale Road Lamont Drive Rubie Crescent Broomlands Drive Whitehope Green Braehead Lammermuir Court Moorfoot Way Earncraig Green Pentland Place Windlestraw Court Irvine £554,150 West Kilbride Road Lynn Avenue Dalry £82,850 Lindsay Avenue Plan View School Wynd Kilbirnie £55,010 Montgomery Terrace Skelmorlie £74,590 £766,600 Lighting Deteriorated Column Replacements Area Town Location Estimate Cost Various Unplanned Locations £179,000 Lighting Deteriorated Column Inspections Area Town Location Estimate Cost Various Locations £54,400 Structures Projects Structure Road Project Estimate Cost Seven Acres Mill Bridge U54 Bridge Replacement £350,000 Bungle Burn Bridge A736 General Repairs £40,000 Threadmill Bridge C99 Replacement / Strengthening £160,000 Carsehead Bridge B714 General Repairs £35,000 £585,000 141
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Mainland Roads Programme 2024/25 Appendix 1a Carriageway Resurfacing: £3,395,000 Carriageway Screeding: £450,000 Footway Resurfacing: £330,000 Lighting Infrastructure Replacements: £766,600 Deteriorated Column Replacements: £179,000 Deteriorated Column Inspections: £54,400 Structures Projects: £585,000 Overall Mainland Total: £5,760,000 142
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Arran Roads Programme 2024/25 Appendix 1b Carriageway Resurfacing Street Town Location Estimate Cost C3 Ross Road Sliddery Approx 600m from C147 Junction. £30,000 C147 Sliddery Sliddery Just north of Sliddery heading to Corriecravie £70,000 C147 Kilpatrick Kilpatrick South of previous resurfacing heading to Corriecravie £150,000 Auchrannie Road Brodick Willowdale to Peddar £25,000 U87 & B880 Machrie Timber Transport Match Funding £75,000 C147 Tormore Machrie Tormore to Machrie Bridge £75,000 U86 Levencorroch Kilmory Full Length £30,000 £455,000 Carriageway Resurfacing: £455,000 Structures Projects: £110,000 Overall Arran Total: £565,000 Structures Projects Structure Road Project Estimate Cost Dougarie Bridge C147 Temporary Strengthening/ Scour repairs £50,000 Catacol Bridge C147 Temporary Strengthening/ Scour repairs £60,000 £110,000 143
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Mainland Roads Programme 2023/24 Appendix 1c Additional Budget £750,000 CARRIAGEWAYS Street Town Location Estimate Cost Smith Street Dalry New Street to Car Park £40,000 West Kirklands Place Dalry Full Length £38,000 A737 Merryvale Roundabout Irvine Including A737 North & South Approach £93,000 A737 Marress Roundabout Irvine Various Sections £60,000 Stockbridge Crescent Kilbirnie Various Sections £52,000 Milton Road Kilbirnie Milton Quad to Herriot Avenue £92,000 A760 Cochrane Street Kilbirnie Patching £15,000 B779 Almswall Road Kilwinning Car Park to Nethermains Roundabout, including roundabout £150,000 A737 Lauchlan Way Kilwinning Woodwynd to Church Street £15,000 Holehouse Court Largs Full Length £45,000 B780 Stevenston Cross Stevenston Glebe Street to Post Office £100,000 C147 Machrie Machrie Machrie Tea Room to Machrie Moor Road £50,000 £750,000 144
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Appendix 2 Condition Assessment and Prioritisation Process 1.1 The Audit Scotland Follow-up report, Maintaining Scotlands Roads published in August 2016 stated that Councils should use their RAMPs to establish long term investment plans for maintaining the road network taking into acount whole-life costing and treatment options. 1.2 As part of the Roads Asset Management process, annual condition assessments are carried out on the public road network as part of the inspection regime. All locations are assessed using a risk based approach. 1.3 Condition assessments are carried out simultaneously with the Safety Inspections in accordance with the pre-determined timescales contained within our Safety Inspection Manual. All faults noted during these inspections are logged within our electronic Routine Maintenance System (RMS). 1.4 For carriageways, to take account of whole-life and different treatment options the carriageway maintenance programme is developed using road asset management principles. Lifecycle planning is at the core of this approach and takes into account, hierarchies, condition and local community priorities. Preventative treatments are used to prolong the life of carriageway surfaces before their condition deteriorates and requires extensive resurfacing. 1.5 The main factors considered are:- • Road Condition – based on detailed visual inspection and the Scottish Road Maintenance Conditions Survey (SRMCS). • Road Hierarchy – this takes account of the strategic importance of the road and is determined from our Local Transport Plan. • Assistance to Council and Community Priorities – this takes account of other priorities such as economic development, access to shops, amenity housing or schools. 1.6 Carriageways and footways are both condition assessed and scored in accordance with the assessment table below. These condition scores, RCI data, road hierarchy information and priorities information as above are utilised through our electronic WDM Scheme Manager to target locations for improvement works in order to optimise investment. 145
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Appendix 2 Assessment Table CONDITION Extent 1 (Acceptable) 2 (Safe but poor appreance) 3 (Minor deterioration) 4 (Major deterioration) 1 - Up to 25% 5 9 13 2 – 25% to 50% 6 10 14 3 – 50% to 75% 7 11 15 4 – 75% to 100% 4 8 12 16 Each location is also reviewed at least once a year depending on its location within the Roads Hierarchy as part of the routine inspection process. 1.7 There are various types of surfacing materials and processes available depending on the particular road type, location and level of existing deterioration. Options available for treatment include preventative measures such as surface dressing and resurfacing options such as screeding, resurfacing (inlay and overlay), depending on the severity of deterioration full reconstruction may be the most effective option. 1.8 The level of investment associated with the varying treatment types identified in the table below was established using the Society of Chief Officers of Transportation in Scotland’s cost projection model, developed as part of the Roads Asset Management Planning project. The model assists with identifying the effect of various treatments on the on-going condition of the carriageway. This enables a more accurate design life for the treatments currently available to be developed and ensuring value for money on their use. Costs for works at any location further vary from the figures below depending on restricted working arrangements, traffic management required and the extent of preparatory works necessary to enable resurfacing. There is also an additional uplift for island working of up to 50% for works on Arran and Cumbrae. 146
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Appendix 2 Treatment Option Table Treatment Option Cost per Sqm 2022/23 Cost per Sqm 2023/24 % Change Extension to life Surface Dressing £3.60 £4.00 +11% Up to 10 years Screeding £11.50 £14.40 +25% 5 – 10 years Inlay HRA £22.00 £26.00 +18% Up to 20 years Overlay <100mm £26.50 £33.00 +25% Up to 20 years Inlay 100mm £32.30 £38.00 +18% Up to 20 years Reconstruction 300mm £140.00 £165.00 +18% Up to 20 years 1.9 Street Lighting column replacement is prioritised through non-destructive strength testing to determine the level of deterioration associated with the columns. Following testing, columns are categorised within the Asset Management database for road lighting. 1.10 Testing is carried out in accordance with the Institute of Lighting Engineer's Technical Report No.22 Managing a Vital Asset: Lighting Supports as well as UK Lighting Board Code of Practice: Well-lit Highways. 1.11 Once results are input, the database then compares these results against the more general age profile to determine a final list of priority repairs. This produces recommendations in order of priority for both individual units and whole streets or areas. 1.12 Recommendations are generally categorised as Category A through K as follows: A: Immediate replacement B: Replace urgently or reinspect within 6 months C1: Column Material failure, replace as soon as possible or reinspect within 1 year C2: Bracket failure, sleeve where possible or replace unit within 1 year D: Foundation failure, realign, reinstate and reinspect within 6 months E: Material approaching failure, replace as part of planned maintenance programme or reinspect within 2 years F: Material approaching failure, replace as part of planned maintenance programme or reinspect within 5 years 147
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Appendix 2 G: Condition reasonable, but age expired and certified insured for 2 year periods until replaced H: Condition reasonable, but age expired and certified insured for 5 year periods until replaced I: Acceptable condition but age expired and insured for 5 years periods until replaced. J: Sound condition but age expired & visually poor (evidence of concrete cracking etc.) K: Sound condition and not age expired – no current requirement for strength structural inspection, visual only at planned maintenance cycle. 1.13 Where non-urgent replacement recommendations (Category F through to J) are on an individual column basis, the data is further analysed to determine a percentage value for recommended replacement numbers against the balance of units in a street. If this figure exceeds 30% then the entire street will be considered for higher prioritisation which will address the design class standard of the street beyond individual replacement for safety reasons only. 1.14 The structures programme is identified based on the structures prioritisation matrix which ranks assets based on a number of factors including its condition, safety, and usage. 148
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Structure Name: Enter score based on the description in the following coloured cells Date when the scoring is carried out: Priority Ranking for structure capital programme Structure Net score % of Maximum Score total Score No. Factors Score Input 1 Type of Bridge 1 Score 1 if road bridge and 0 if foot bridge Culverts, Subways which carry road shall be considered as road bridge as per this scoring system. Structures which carry only pedestrians, cyclists and equestrians shall be considered as footbridge. NA 2 Route Factor 40 Score based on NAC route hierachy Route hierachy 0 0% Cat 2 - SPT/ NAC strategic routes - 40 Cat 3a - Main distributor routes - 30 Cat 3b - secondary distributor routes - 20 Any other category - 10 Routes serving fewer than 5 properties - 5 3 HGV Restriction 60 Score based on weight capacity Weight restriction 0 0% factor 3 tonnes - 60 7.5 to 13 tonnes tonnes - 50 18 tonnes - 40 26 tonnes - 30 No weight restriction - 0 4 Condition factor 10 Score based on the condition of the bridge Sliding score based on 0 for very good condition to 10 for poor condition. (10 - (BCI crit/ 10)) 0 0% 5 Deterioration factor 10 Score based on the rate of deterioration of the structure Sliding score based on 0 for very slow deterioration to 10 for rapid deterioration 0 0% 6 Pedestrian factor 20 Score based on pedestrian usage. Bridges with footways of heavy pedestrian usage shall score a maximum of 30. Structures with footways in heavily used urban areas score 20. Score 20 if route is access to a school or railway station. Apply a sliding scale going down to 0 for rural structures without footways. 0 0% 7 Flooding factor 40 Score based on the potential for the existing structure to contrubute to flooding A structure that makes no contribution to flooding risk will score 0. Structures that are know to increase the risk of flooding due to restrictions in width or soffit height will score 30. 0 0% 8 Scour factor 60 Score based on risk of collapse due to expose to scour in heavy flow conditions Risk of collapse of structure due to scouring. Structures which have been deterioted severely because of inadequate scour protection and on verge of collapse score maximum. Scour risk based on a sliding scale. 0 0% 9 Parapet Condition Factor 15 Score based on the condition of the parapets Structures with substandard Parapets with poor conditon will score 15 . Structures with substandard parapets with a 'monitor only' recommendation will score 10. Structures which have parapets to current standards will score 0. 0 0% 10 Parapet Risk Factor 10 Score based on risk in the event of a parapet collapse leading to high risk injuries and human casualties. What is the likelihood of severe injury or even death while the parapet is open to use considering the condition of the structure. Risk based on a sliding scale. -5 100% Structure Name: Additional commentry 149
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11 Delay factor 10 Score based on whether existing restrictions such as limited width cause delays at the structure Structures where delays are caused by width, weight, height or other restrictions such as traffic lights will be given a score higher than zero. Delays less then 2 minutes at peak times will score 5 and longer than 2 minutes will score 10. Score maximum if fire station, railway station or hospital affected by delay. 0 0% 12 Structure Risk factor 10 Score based on risk in the event of a Structure collapse leading to high risk injuries and human casualties. What is the likelihood of someone getting a high risk injury or even death while the structure is open to use considering the condition of the structure. Risk based on a sliding scale. 0 0% 13 Maintenance factor 20 Score based on maintenance required to keep the existing structure open. Score based on known maintenance history and requirement. No maintenance requirement will score 0. Listed structures score 15. 0 0% 14 Diversion factor 10 Score based on the length of the diversion route if the structure is closed in an unplanned manner with no finite time limit. Score based on diversion length. Any diversion equal to or more than 20 miles scores 20. Score 1 for each 2 miles of diversion up to 20. Score 10 if a road closure adversly affects a fire or railway station or hospital. Score 10 if there is no alternative diversion. 0 0% -5 Note maximum score that can be achieved for road bridge= 500 Priority level Chart Structure Name: Date of Scoring: 00-Jan-00 Priority Level Indicator Overall works (500) Structure works (100) Parapet works (70) Scour Protection (60) Level Score Level Score Level Score Level Score No Action Rquired Low Priority Medium Priority High Priority Immediate action required Note : Works are divided above into three sub categories as each work can be independent and each has its own significance in terms of attention required. 150
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NORTH AYRSHIRE COUNCIL 19 March 2024 Cabinet Title: North Ayrshire Leisure Limited (NALL) Performance and Impact Report incorporating the 2024-25 Budget. Purpose: To seek Cabinet’s approval for the North Ayrshire Leisure Limited (NALL) Performance and Impact Report incorporating the 2024- 25 Budget. Recommendation: That Cabinet: a) Notes the North Ayrshire Leisure Limited (NALL) Performance and Impact Report incorporating the 2024-25 Budget; b) Notes the projected out turn budget position in 2024-25; and c) Authorises officers to continue to progress the recovery and development of the business. 1. Executive Summary 1.1 North Ayrshire Leisure Limited (KA Leisure) aims to improve health and wellbeing through physical activity. The work of the leisure trust includes: • Supporting physical activity • Improving health and wellbeing; • Providing quality experiences • Supporting and developing community sport • Enhancing skills through training; and • Creating pathways to employment. 1.2 Prior to the Covid-19 pandemic, KA Leisure consistently recorded significant increases in participation across programmes and facilities. Equity of opportunity is at the heart of the approach. The impact of the pandemic and resultant restrictions had a severe impact on the business through temporary closures during ‘lockdowns’ and adaptations to buildings to accommodate new guidance. This was partially mitigated by the furlough scheme, a phased return and greatly accelerated digital programmes. 1.3 The Council’s Financial Recovery Plan for 2020/21 was presented to Cabinet on 8 September 2020 and included approval of additional cashflow management support to KA Leisure of up to £2.743m to ensure they continued to operate as a going concern and met their cash liabilities at the time. Cabinet approved the North Ayrshire Leisure Limited (KA Leisure) Recovery and Renewal Plan in February 2021 and a progress report was presented in September 2021. The Performance and Impact Report presented in February 2022 provided a further update on the implementation of the Agenda Item 11 151
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Plan. A further update presentation was made to members in December 2022. The additional cashflow support is being exhausted as the company continues to recover. 1.4 In 2022/23, operations returned to more normal levels of activity. In the financial year 2021/22 KA Leisure incurred a trading deficit of £35,423 after allowing for the core contribution from North Ayrshire Council. In the 2023/24 financial year this has been further reduce to a trading deficit of £13,974. 1.5 Despite this, there continue to be consequential financial impacts on KA Leisure particularly from the increase in operational costs due to rising prices. This continues to present challenges; however the Council and KA Leisure continue to work closely on operational and financial planning and importantly, in addressing the financial pressures and further developing and refining the operation of the organisation. 2. Background 2.1 North Ayrshire Leisure Limited trades as KA Leisure. They are a Company limited by guarantee and a registered Scottish Charity and are also a not-for-profit organisation and any surpluses generated are reinvested across the Company. They are governed by their Articles of Association which includes their charitable objectives. 2.2 KA Leisure aims to improve health and wellbeing through physical activity, regardless of age or background and, to fulfil these goals, will continue to encourage participation, operate facilities, and create innovative opportunities to help the inactive become active. The Recovery and Renewal Plan balances the focus on those who participate in physical activity and sport and, in line with the North Ayrshire Active Communities strategy, those who are not active because inactivity carries significant health, social and economic risks. Working with partners in North Ayrshire and beyond, KA Leisure continues to develop innovative programmes and to participate in the North Ayrshire Active Communities Strategy and the DrEAM (Drop Everything and Move) events. KA Leisure are the lead partners in the Wellbeing Alliance, which delivers on the wellbeing aspirations of the North Ayrshire Partnership Plan. 2.3 The impact of Covid restrictions on programme delivery is now gone, and membership income has returned to nearer pre-pandemic levels, in excess of 8,800. There still continue to be considerable financial implications, however, from the increase in utilities prices and other costs, and regular planning, support and finance meetings take place to ensure there is integration with the Council’s ongoing financial planning. Trading income for the year is projected at over £380,000 more than in 2022/23 which shows the ongoing growth and expansion of the business. 2.4 A permanent Chief Executive was appointed by the organisation in 2023. This is providing stable leadership for the organisation as it focuses on developing its new adaptive model. The organisation has undertaken a restructure of its senior management team which has realised savings against their yearly costs. The Council continues to provide HR support at present and in the future will maintain strong links with KA to ensure it can benefit from the expertise of the Council. Work will continue to ensure that the organisation operates as efficiently as possible. 2.5 KA Leisure has a national reputation for its excellent community health, wellbeing and recovery programmes and these were highlighted at Cabinet in September 2021 in the Health and Wellbeing Service Performance and Impact Report. In light of their 152
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experience in this area and the experiences of the pandemic, KA Leisure has aligned itself more closely with the new North Ayrshire Partnership Plan for 2022 – 2030. KA Leisure is now the lead partner of North Ayrshire’s Health and Wellbeing Alliance, with a partner launch event being held in June 2023. The Alliance builds on extensive existing work to develop the Wellbeing priority from the Plan. Venue Portfolio 2.6 KA Leisure continues to offer a modern and diverse portfolio of venues across North Ayrshire and to use these to seek new and innovative ways to engage with communities. The organisation continues to invest to ensure the best possible experience for members and users of the facilities. Wellbeing Alliance 2.7 KA continues to be the lead partner in the development of the Wellbeing Alliance. The Alliance is a multi-level leadership body for the development and delivery of the wellbeing Local Outcome Improvement Plan priority for North Ayrshire Community Planning Partnership. The Alliance aims to deliver large scale meaningful change as the shared vision creates a closer relationship between health and leisure, built on social prescribing, co-location of services and the delivery of preventative activity opportunities. The work aims to tackle health inequalities by co-locating services, delivering preventative activities and strengthening the relationship between health and leisure. As the Alliance has begun to mature, a focus has emerged on three areas: Practice: Understanding what we already do, learning from this and celebrating where we are Partnerships: Reflecting on opportunities for network and partnership working People: Thinking about the people we support and their current life experiences These key themes will continue to influence the development and delivery of Alliance activities. Fitness 2.8 New health and fitness products continue to be developed. Updated equipment at the Portal offers access to the latest technology so that users can track their workout performance both inside and outside of the gym and monitor their progress towards their goals. KA continues to focus on the customer experience and creating a welcoming and inclusive environment that encourages customer retention. Digital 2.9 The Customer Relationship Management system allows customers to be kept more up to date than ever, while use of online tools for communication helps engage with communities and partners. The KA Leisure app has been downloaded over 15,000 times since its launch. A new platform for swimming waiting lists, registrations and swimmer journeys has helped to ease the process for service users. Digital transformation in order to be fit for the future is a high priority for the organisation. Health & Wellbeing Service 2.10 KA Leisure’s Health & Wellbeing Service continues to expand to deliver innovative programmes. The Walking for Health programme offers opportunities for gentle exercise, social interaction, volunteering and now a dog friendly walk at Eglinton Park. The focus of the service is to include those who are vulnerable, isolated and at greatest risk of inactivity by offering them the right support at the right time within their community. 153
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Community Sport 2.11 Community sports hubs continue to support registered clubs and provide volunteering opportunities, with 65 clubs now registered. Inspire membership allows children and young people to experience sporting activities, arts, drama, dance and music, with 403 participants and over 100 classes now on offer each week. 16 weekly walking groups offer social opportunities and increased activity for those with medical conditions. People and Partnerships 2.12 KA Leisure continues to deliver its Wellbeing at Work programme, aimed at developing a positive health and wellbeing culture and encouraging employees to take a proactive part in this. The “Know the Way, Show the Way, Go the Way” programme also encourages the culture of continuous improvement by supporting staff to embrace the right attitudes and behaviours in all areas of work. The staff team also work with a wide range of partners to help maximise the benefits of their offer to communities across North Ayrshire. Financial Implications 2.13 Financial planning for 2024/25 is being undertaken using the best information currently available, particularly in relation to utility costs. The ongoing cost of living crisis and utility price rises create some uncertainty. The business continues to progress towards its aims of achieving financial sustainability in the short, medium and long term. Further growth and expansion as well as the consolidation of existing offers will help to achieve these aims. 2.14 North Ayrshire Council continues to support KA Leisure using previously identified and agreed funding. 3. Proposals 3.1 It is proposed that Cabinet: (a) Notes the North Ayrshire Leisure Limited (NALL) Performance and Impact Report incorporating the 2024-25 Budget; a) Notes the projected outturn budget position in 2024-25; and b) Authorises officers to continue to progress the recovery and development of the business. 4. Implications/Socio-economic Duty Financial 4.1 The financial position continues to be closely monitored by North Ayrshire Council and the KA Leisure Board. The Council and KA Leisure continue to work together on medium term financial planning. While there remains uncertainty regarding future costs, in particular relating to utilities, KA Leisure staff will ensure that future expenditure represents the best value possible at all times. 154
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Human Resources 4.2 The Council and KA Leisure continue together to align workforce planning and the KA Leisure Recovery and Renewal Plan. Legal 4.3 There are no legal implications in the current report. Equality/Socio-economic 4.4 As set out in the report KA Leisure continues to focus much of their activity on individuals and groups requiring specialist support and activity, thus closing the inequalities gap across a number of themes. The Health and Wellbeing Service and Community Sport continue to address health inequalities and this provides the starting point for the refocusing as a community health and wellbeing company. The Wellbeing Alliance aims to work with partners to delivery large scale change that also includes preventative action. Environmental and Sustainability 4.5 Energy efficiencies continue to be sought through improvements in venues. Key Priorities 4.6 The services delivered by KA Leisure support the North Ayrshire Council Plan strategic aims: • To transition to a wellbeing economy, delivering prosperity, wellbeing and resilience for local people. • We will have active, inclusive and resilient communities. • A Community Wealth Building Council that is efficient and accessible, maximising investment and focusing resources towards our priorities. Community Wealth Building 4.7 The proposal contained within the report creates and maintains employment opportunities and volunteering and skills development opportunities. 5. Consultation 5.1 Consultations take place with KA Leisure on an ongoing basis and partners. Customers and prospective customers are the focus of regular engagement by KA Leisure and North Ayrshire Council 155
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Audrey Sutton Executive Director Communities and Education For further information please contact Rhonda Leith, Head of Service (Connected Communities), on (01294) 324415. Background Papers Appendix 1: KA Leisure Performance and Impact Report incorporating the 2024-25 Budget 156
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CONNECTION, ACTION AND IMPACT KEEPING NORTH AYRSHIRE ACTIVE Incorporating 2024/25 Budget PERFORMANCE & IMPACT REPORT 157
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158
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CONTENTS 3 WELCOME FROM THE CHAIR ................................... 4-5 WHO WE ARE ............................................................6-7 2023 HIGHLIGHTS ................................................... 8-9 WHAT WE DO ............................................................. 10 OUR VENUES ........................................................11 FITNESS ................................................................ 12 AQUATICS ............................................................ 13 GOLF .................................................................... 14 ICE ........................................................................ 15 HEALTH AND WELLBEING ..............................16-17 COMMUNITY SPORT .......................................18-19 MAKING A DIFFERENCE .......................................20-23 FIT FOR OUR FUTURE ...........................................24-25 REALISING THE VISION ........................................26-27 OUR PERFORMANCE ............................................28-29 FINANCIAL INFORMATION ................................. 30-31 CLOSING THOUGHTS FROM THE CEO .................32-33 159
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Welcome from THE CHAIR I am delighted to share with you the Performance and Impact Report for 2023. As with many communities and organisations across the country, the past year has presented significant challenges for North Ayrshire. The COVID-19 pandemic cast a long shadow over daily life, followed by rising energy prices and increased living costs, which ultimately limited household disposable income and resulted in reduced spending. However, despite these challenges, KA Leisure remained resilient and adaptive in its approach to supporting the local community. Despite these ongoing challenges, KA Leisure was able to attract new and returning memberships, which is coupled with an increased rate of retention of current members. It is also pleasing to see an increase in subscribers across the Learn to Swim programme and Inspire memberships. We have continued to make significant influences on community health through our Health and Wellbeing Service. It supports people with health issues, including mental health problems, to recover, grow confidence and improve their wellbeing. The team has extensive expertise which gives confidence and trust from our partners who continue to support and fund our breadth programmes. Further developments within the Parkinson’s and ACTIVATOR programmes have increased our reach and supported people to access vital services. Furthermore, KA Leisure provided free swimming and skating events in July, thanks to funding support from North Ayrshire Council. The organisation also removed further barriers to being active by launching a recycling programme for clothing, footwear, and sports equipment and opened the first pop-up shop in September. In addition to KA Leisure’s focus on physical health, the organisation has a growing cultural programme that 4 160
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5 includes theatre, drama, singing, art, percussion, and dance. Many of these activities are a part of our children’s Inspire programme. By combining the arts with physical activity opportunities, we ensure children and young people can try a range of activities while more importantly having fun. I have also been pleased with the continued collaboration with North Ayrshire Council and a range of partners to establish a Community Health and Wellbeing Alliance. This innovative initiative aimed to align the efforts of all parties involved in improving the quality of life of North Ayrshire residents. We are eager to progress in 2024 when we will realise our collective vision. KA Leisure’s strengths lie in its ability to innovate and adapt to change. We are grateful for the dedication and commitment of our employees, Board of Directors, and all strategic partners. It is with great optimism that we look forward to the future and continue our efforts to support the health and wellbeing of the North Ayrshire community. Ashley Pringle Ashley N Pringle Chair 161
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Who WE ARE 162
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7 For over 20 years, we have been dedicated to promoting, supporting and inspiring people to lead more active and healthier lives – a mission that is more vital than ever in these challenging times. As we enter a new year, our mission remains the same but the methods we use to achieve this continue to evolve significantly. We offer a wide range of programmes that contribute directly to the physical, mental and social wellbeing of North Ayrshire residents. Our organisation is the driving force of physical activity in the area, with state-of-the-art facilities such as gyms, pools, leisure centres, golf courses, sports pitches and more. This is combined with our dedicated commitment to partnership working which delivers innovative and inclusive initiatives that address the diverse needs and aspirations of our communities. Company Structure North Ayrshire Leisure Limited is a Company limited by guarantee and has charitable status. The Company’s trading name is KA Leisure. The Company is governed by its Articles of Association. The Company is a not-for-profit organisation, any surpluses generated are reinvested in improving facilities and services. Directors A Pringle (Chair) H Campbell J McClung J Montgomerie I Murdoch J Sweeney A Todd L Tulloch Vacant As set out in the Company Articles of Association the maximum number of Directors is nine and comprises of the following; a maximum of four Directors appointed by North Ayrshire Council, a maximum of four Directors appointed from, and representative of, the North Ayrshire area (with skills to assist the Company in carrying out its objects), a maximum of one Director appointed from and by the employees of the Company. The Board of Directors meet at least six times a year to consider Company business. The Company has an HR Committee and Audit Committee. Senior Management Team Malcolm McPhail – CEO Laura Barrie – Head of Active Communities 163
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2023 HIGHLIGHTS Recycling for Sport: How We Turn Old Gear into New Opportunities We launched our recycling programme for pre-loved sports clothing, footwear and equipment. Delivered in partnership with the Community Sport Hub Programme the collection bins are located across our portfolio of venues. Donations can be accessed by individuals, sports clubs and community groups. Several free pop-up shops have been held throughout the year including a collaboration with partners at Children 1st. Inspiring, Educating and Challenging the Future Generation This 4-week programme launched in April and provides 12–15 year olds with an introduction to a gym environment. These sessions provide information on how to exercise safely and effectively whilst looking to inspire, educate and challenge the Future Generation. Over 350 young people took part throughout 2023. Co-creating a Wellbeing Alliance In June we held our first planning workshop for North Ayrshire’s new Wellbeing Alliance. The event was attended by over 80 individuals and included partners from public organisations and the third sector. The event contained a range of activities which will be a valuable first step in defining the shape and scope of this future Alliance, which challenges us to think creatively - and perhaps differently, too! 8 ACADEMY 164
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9 Summer of Activity Over 1,200 young people took part in a wide variety of camps, lessons and activities across the summer break. We were also delighted to aid partners with over 120 free or funded places for families they support across North Ayrshire. In addition, our free skate and swimming sessions attracted 9,239 visitors thanks to funding from North Ayrshire Council. Supporting the Teachers of Tomorrow Support was secured from the Developing Young Work Force fund for twelve young people to participate in a swimming teacher programme. This has provided employment avenues and supported us to expand our Learning to Swim programme. Global Students Join Scottish FA Training at KA Leisure We were delighted to host the Scottish FA’s National C Licence course. The training included students from across the world including Africa, the Americas and Europe. Tutors included KA Leisure’s Assistant Community Sport Manager, Craig Hamilton. Kilwinning Academy Young Leaders Support Intergenerational Activities Active Lifestyles hosted a Winter Games event that delivered fun festive-themed activities to those who attend our Active North Ayrshire classes. With the support from our partnership with Kilwinning Academy, we were aided in delivery by young leaders who volunteered their time and helped us create an intergenerational environment full of fun! 165
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What WE DO 166
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11 Our VENUES Our venues remain the heartbeat of our communities providing more than just areas for physical activity. They are social spaces that allow us, our partners, and community groups to deliver activities which improve both the physical and mental wellbeing of our residents. We welcomed 1,126,555 visitors across 2023 which was an increase of 10% in comparison to 2022. This is a testament to the quality of our venues and dedicated staff teams. Despite the increased price of energy, and growing cost of supplies, services and staffing, we are committed to ensuring affordable access, with most of our prices remaining below the national average. Throughout the year the service at Kilwinning Community Sport Hub (Kilwinning Academy) was temporarily interrupted by delayed refurbishment works which impacted gym users. Service has now resumed as normal following completed works. In addition, we also experienced recruitment and staffing issues on the Isle of Arran which has brought periods of interruption to Arran Community Sport Hub (Arran High). We are working with partners to widen recruitment opportunities and create more sustainable roles. Our facilities offer more than just sport and physical activity spaces. The Vikingar! Experience is a unique heritage attraction that showcases the life and culture of the Vikings in the 12th century. Thanks to a generous grant of £25,742 received from the Place Based Investment Fund, we have upgraded and modernised the attraction including improved entrances, updated audio- visual equipment and refreshed exhibits. Leisure Venues Auchenharvie Leisure Centre, Stevenston Garnock Community Campus, Glengarnock Portal, Irvine Vikingar!, Largs Community Sport Hubs/Campuses Arran High School Dalry Primary School Greenwood Academy Kilwinning Academy Largs Academy Stanley Primary School (Company acts as booking agent only) St Matthew’s Academy West Kilbride (in partnership with West Kilbride Community Association) Golf Courses Auchenharvie, Stevenston Ravenspark, Irvine Routenburn, Largs Outdoor Sports Facilities 167
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FITNESS We are dedicated to providing a programme which is focused on the complete experience for our customers. We understand the power of connection and support when it comes to reaching your fitness goals. The objective is to enhance both the physical and mental wellness of our community, promoting a healthier lifestyle overall. That’s why we’ve created welcoming and inclusive environments where participants can meet like-minded individuals who share a passion for health and wellbeing. We have – Grown to 8,022 members Increased the average length of stay from 10.5 to just under 14 months. Increased the average yield to £23.41 per member. Our enhanced customer journey, agility in adapting to emerging industry trends, and unwavering commitment to equipping our staff teams with the necessary training and skills have significantly contributed to our increased memberships and improved retention rates. Our growth across 2023 was also supported by the reopening of fitness suites at Garnock Community Campus, West Kilbride Campus and the upgraded equipment at the Portal which were all completed in late 2022. Upgrades at the Portal included the integration of the digital platform Pulse TRAKK. TRAKK utilises the latest technology to create a connected digital experience, allowing members to track workout activity inside and outside of the gym as well as monitor body composition through Tanita. Combined with the ability to connect to Pulse Fitness equipment, TRAKK tracks distance, speed, heart rate, weight lifted, and calories burned. Our Elevate Academy, launched in January 2023, offers 12-15 year olds the opportunity to access our fitness suite and learn how to maximise their training. Throughout 2023, we have welcomed over 350 participants who joined our weekend sessions and intensive courses during school breaks. 2024 will include the redevelopment and digitalisation of our personal training offer to create a fully immersive experience. Our digital developments will continue with a focus on digitally transforming processes across customer service, customer journeys and communication systems. 12 70,252 Attendances across group exercise in 2023 Over 15,000 KA Leisure App downloads since its launch Highlights ACADEMY 168
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13 AQUATICS We provide access to four swimming pools across North Ayrshire providing a range of activities for swimmers of different levels and preferences, such as swimming lessons, aqua classes, lane swimming sessions, and family fun swims. Our pools attracted 296,415 visitors across the year. This was supported by increasing our number of aqua aerobic classes and the reintroduction of fun run sessions and birthday parties. However, a national shortage of lifeguards continues to have a significant impact on our programme and has increased service disruption. We will continue to address this across 2024 by launching additional training courses for both the public and interested staff members across other roles. The Learn to Swim (LTS) programme is available at all four pools offering high-quality swimming instruction for people of all ages and abilities. In the past year, we have currently over 1,700 participants enrolled in our various levels and classes, from beginners to advanced; from toddlers to adults. This means that our lessons are operating at around 80% of our capacity, which is a commendable achievement given the challenges posed by teacher shortages. Whilst this is encouraging we have recently adopted a new digital platform to assist with registration, waiting lists and swimmer journeys. This system will support us to maximise capacity. A Crash Course lesson programme was launched during the school holidays in 2023, providing 583 children who were not enrolled in our LTS programme with an opportunity to experience introductory lessons. We also successfully resumed 1 to 1 lessons during the October school break. This is in addition to ASN swimming lessons which were added to the timetable at Vikingar! in November. Both will be added to our programme across our pools in 2024. This is part of our commitment to provide accessible and inclusive swimming opportunities for people with additional support needs. 1,790 Learn to Swim Members 447 Swim Only Members Highlights 169
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GOLF We are proud to offer three golf courses for our customers. Whether you prefer the 18-hole courses of Ravenspark and Routenburn, or the 9-hole course and driving range of Auchenharvie, you will find a scenic experience in the stunning North Ayrshire landscape. Our golf courses attracted 37,500 visits last year, showing a remarkable growth in both golf rounds (30.5%) and driving range usage (64%) compared to the previous year. Despite the unfavourable weather conditions in the summer, our golf enthusiasts have shown their passion and loyalty for the sport, which has increased by 13% in Scotland since 2022. We are especially grateful to our customers at Auchenharvie, who have been patient and understanding during the essential works carried out by Caledonia Water to fix the sewage pipe problem that affected part of the course. We are happy to announce that the works are now completed, and the 4th tee will be restored to its original condition. We have developed an exciting new initiative which promotes physical activity and social inclusion to enable those with supported health conditions to participate in the game. We will continue to expand this programme for the 2024 season. In 2024, our current golf provision will be enhanced by the appointment of an Outdoor Sports and Golf Manager, who will work closely with the associated clubs and improve the development of golf and the quality of our courses. We will also focus on coaching through our Community Sport section, introducing the game to young people and increasing club involvement. 14 1,094 Members 37,500 Visits Highlights 170
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15 ICE Auchenharvie Ice Rink hosts a variety of ice sports and activities for our customers. The ice rink is home to 14 clubs that offer opportunities for ice hockey, figure skating, speed skating and curling enthusiasts. In 2023, we were delighted to resume many special events for our clubs that had been postponed due to the COVID-19 pandemic. These events showcased the skills and talents of our club members and attracted further participants and spectators. The demand for ice time remains high, especially after the closure of Ayr ice rink with many clubs seeking a new home. We look forward to working with the clubs old and new to foster and build an ice community that increases our communities access to ice sports. We aim to increase the utilisation of ice, the membership of clubs and the awareness of ice sports among our customers. This will include more opportunities for the public and clear pathways from public skating to club sports. The utility costs for our portfolio have risen significantly. Auchenharvie has faced a high cost due to its pool and ice rink facilities. To improve efficiency, we invested in new boilers for the gym, ice rink and office/reception areas. 93,301 Attendances 14 Resident clubs Highlights 171
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At KA Leisure, our mission is to enable everyone to enjoy the positive impacts of physical activity. Through a diverse range of programmes, we strive to empower participants to improve their health and wellbeing. Within our Health & Wellbeing Service, we provide a wide array of activities in local communities to assist individuals in becoming more active and adopting healthier lifestyles. Our Health & Wellbeing Service has four key service areas: 1. Active North Ayrshire (ANA) 2. Community Outreach 3. ACTIVATOR 4. Bridgegate Active Zone and Health and Wellbeing Hub. All of which provide fun and accessible ways for people to start their active journey. We continually strive to deliver innovative programmes through collaboration with key partners who share the same outcomes which: 1. Engage with priority groups including those who are vulnerable, isolated and at greatest risk of inactivity. 2. Support prevention and early intervention. Offering the right support at the right time in the local community. 3. Target specific health issues including long term conditions and mental health and wellbeing. Active North Ayrshire Within ANA, 897 new referrals were screened in 2023. 31% male / 69% female Reasons for referral: We’ve incorporated numerous new features into ANA to ensure we can keep up with the growing demand for support, reduce waiting times, ensure comprehensive participant preparation, offer a diverse range of activity options, and deliver the best possible value. This includes: ANA Introductory Sessions These sessions take place weekly across all venues and provide a detailed overview of the programme, and the chance to meet other participants. The introduction of the sessions has significantly reduced waiting time from point of referral to first appointment and provides a more seamless transition to participation in physical activity. ANA Membership This offers ANA participants unlimited access to our state-of- the-art fitness suites, pools and classes. In addition, it provides the opportunity to join our condition- specific classes that support different health needs. These are designed to provide value for money and to encourage more regular participation in supported physical activities. Bespoke Training Pathway To address ongoing challenges related to recruitment of staff with a qualification in physical activity on referral, we created a comprehensive training programme which enables new employees to work towards gaining the appropriate specialist qualifications and valuable practical experience. The programme continues to rely on external funding to provide person centred physical activity interventions, and securing external funding will continue to be essential for the sustainability and development of ANA in 2024. 16 Health and WELLBEING n 9% Weigh To Go n 5% Parkinson’s n 18% Mental Health Support n 10% Falls Prevention n 5% Cardiac Rehab n 3% Cancer Prehab/Rehab n 2% Doorstep Intervention n 21% MSK/Ortho Prehab & Rehab n 1% Pulmonary Rehab n 26% HARP 172
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17 Mind & Be Active Our Mind and Be Active programme continues to support people to improve their mental health and wellbeing through supported physical activity. 198 ‘Active’ MBA participants in the programme 51 new referrals were in recovery from addiction 74 participants required a high level of support 51 active members currently receiving longer-term support (beyond 12 months) Community Programme - Walking for Health Our team collaborates with local communities in diverse settings to offer activities tailored to individual needs and preferences. Whether it’s an inclusive open session or a targeted closed one, we ensure the delivery of high- quality and enjoyable activities. This encompasses our renowned Walking for Health programme, supported by funding from Paths for All, NatureScot, and the North Ayrshire Green Health Partnership. These walks are led by either a member of the Active Lifestyles Team or one of our fully trained Walk Leader Volunteers. We were delighted to launch our first dog-friendly walk at Eglinton Country Park in 2023. Every week, dog owners and their furry friends join us for a social gathering and a leisurely stroll around the park. Additionally, we delivered Walk Leader training for young individuals from Irvine Royal and Kilwinning Academies. They acquired skills in planning, leading, and evaluating walks for diverse groups and abilities. We take pride in their accomplishments and eagerly anticipate seeing them take the lead in more walks in the future. ACTIVATOR Our mobile health and activity unit, the ACTIVATOR, offers essential health checks and lifestyle advice. The dynamic programme encompasses visits to various communities throughout North Ayrshire, including community groups, libraries, schools, events, and workplaces. Teaming up with the NHS Ayrshire and Arran Blood Borne Virus and Sexual Health Team, the ACTIVATOR led a focused intervention initiative across Ayrshire & Arran. Introduced in May 2023, the programme reached out to individuals who are traditionally hard to engage and delivered early intervention services. Due to the success of this new way of working, further partnership projects are planned for the future.472 ANA Memberships purchased since launch 71 Physical activity opportunities each week Highlights 363 ANA participants identified that they required support to manage their weight. In 2023 we were awarded a physical activity grant from Parkinson’s UK which allowed us to continue to develop weekly physical activity opportunities designed specifically for people living with Parkinson’s. Highlight Upon Referral: 75% of participants did not meet the recommended 150 minutes of physical activity per week 16% of participants met the recommended 150 minutes of physical activity per week but required support for a long -term condition 9% of participants exceeded 150 minutes physical activity per week but required support for a long-term condition 173
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Community SPORT At KA Leisure, we understand the vital role that sport plays in creating healthy and happy communities. Our programmes are designed to help people connect socially, enhance their confidence, and improve their physical and mental wellbeing. We believe that everyone deserves to enjoy the benefits of sports, no matter their age, ability, or background. The Inspire Membership continues to be a huge success with a growing number of subscribers. Since its launch, we have witnessed a remarkable increase in families using this affordable and flexible option to access our programmes and leisure facilities. We have given memberships to those who may not have been able to afford them and lowered costs for partners with funding to ensure they can support health, wellness, and community for those they serve. Our community programme continues to expand with over 100 classes per week across all localities. These include arts, drama, music and dancing which gives young people the chance to experience more than just sport. We have also partnered with several local sports clubs to deliver introductory classes providing clear pathways from community to club sport. Our sports clothing and recycling scheme has been key to removing barriers to participation. Donation boxes are located across our venues and we have been overwhelmed by the generosity of our communities. We have also partnered with community sports clubs and local businesses that have hosted donation bins. North Ayrshire Alcohol & Drug Partnership (ADP) continued to fund our Champions for Change programme which uses sport and physical activity to educate children and young people on the dangers of substance misuse. In 2023 we visited 19 schools and worked with over 1,400 pupils. 18 174
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19 Supporting everyone to take part in sports activities is a core part of everything we do. Our team has worked with partners including Active Schools and Scottish Disability Sport to ensure all our classes are accessible to those with additional needs. We have added seven new classes exclusively for those with ASN across the period which includes closed groups with partners. 2024 will see the introduction of a club accreditation scheme for our Hub Clubs. This will provide support, pathways and guidance for clubs to achieve their goals and create more opportunities for our communities to participate in sports and physical activity. We will expand our adult sports programme to provide additional opportunities for people to return to sport in a supportive and social environment. This will include a greater integration of these classes with our wellbeing programme. We are also excited to deliver an expanded programme of football activities in the build up to Scotland’s participation in the Euro 2024 tournament. 403 Inspire Members 65 Registered Community Sport Hub Clubs Highlights Over 1,000 Class attendances per week 175
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Making a DIFFERENCE 176
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21 Weigh to Go Steven is 65 and still loves football. He joined KA Leisure’s Weigh to Go programme, a partnership with NHS Ayrshire and Arran, through our Walking Football sessions. The programme aims to help people lose weight and improve their health by providing exercise and nutritional advice. The Weigh to Go programme is a 12-week weight management course that helps you achieve your health and fitness goals. The programme combines physical activity sessions, nutritional advice and behavioural change techniques to help participants lose weight and keep it off. They are supported by a qualified instructor who will tailor the programme to their individual needs and preferences. Those enrolled also gain access to online resources, group support and motivational tips to help you stay on track. Steven says that joining the programme has been beneficial for his physical and mental wellbeing. He says, “As you get older you feel a need to look after yourself better.” He appreciates the guidance from the staff and the support from his peers. He says, “You get to an age where you think you know what’s good for you but it’s great to get that advice from someone who actually knows.” He also enjoys the social aspect of the programme. He says, “The camaraderie is important. I’ve been involved in football since I was a wee boy and the social side was always important for me. As you get older in life you don’t always have the same number of links that you once had. So since joining the walking football and this programme here it’s been great meeting a group of guys who have just accepted me in and it’s just been important for my own wellbeing. The group is a great link to others, and I would recommend it to anyone as they get older to help avoid isolation and just improve your wellbeing.” 177
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22 Having Fun and Getting Fit Jess had to undergo several operations for a back condition, something which affected her mobility and quality of life. She was referred to KA Leisure and Active North Ayrshire by her physiotherapists, who recommended physical activity as part of her recovery process. Active North Ayrshire is a programme that offers a range of exercise classes, gym sessions, swimming and other activities for people with long-term health conditions, disabilities or mental health issues. The programme aims to improve physical and mental wellbeing, reduce social isolation and promote healthy lifestyles. Before joining the programme, Jess had a consultation with a qualified instructor, who assessed her fitness level and helped her choose the activities that suited her needs and preferences. Jess decided to sign up for the ANA membership, which gave her unlimited access to all the facilities and activities offered by KA Leisure and Active North Ayrshire. “I decided to sign up for the ANA membership. It’s great value and allows me to use the facilities anytime, which has been beneficial for my rehabilitation”, Jess says. The ANA membership also enabled Jess to connect with other people who shared similar experiences and challenges. She made new friends and enjoyed the social aspect of the programme. “Not only do I get to improve my fitness every week, I also get to meet lots of new people and I’m not just stuck in the house.” Jess has made remarkable progress in her recovery and has noticed the positive impact of being active on her physical and mental health. “It’s been absolutely wonderful! When I first started coming along, I had to bring my mum to help me get changed as it was really difficult. Now I just come by myself, I meet everyone for the class and we have a coffee afterwards. I just have loads of fun and that’s what it’s all about, having fun and getting fit.” Habits for Life Graham was feeling low and unhealthy after being inactive for a long time due to the pandemic. He decided to take action and resume his exercise routine, but he needed some guidance and support. That’s when he joined the Portal and became one of its 3,500 members. Here he found a welcoming and friendly environment. He started to use the gym regularly and also tried out the Elevate Series of classes, which are designed to challenge and improve different aspects of fitness. They are gym-based classes which use a range of functional movements from pushing, pulling, bending, twisting, lunging and squatting. Graham enjoyed the variety and intensity of the classes, which only lasted 30 minutes each, but had a lasting effect on his wellbeing. He also appreciated the opportunity to train with his son Mason, who joined the Elevate Academy, a programme for young people to develop their physical and mental skills. Graham said: “KA Leisure has made a huge difference in my life. I feel better mentally and physically, and I have more energy and confidence. I also love spending quality time with my son and seeing him grow and learn. KA Leisure has helped me create good habits for life.” 178
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23 Life has Changed for the Better Hazel who is 49, suffers from a rare genetic neurological condition that affects her balance, coordination and spacial awareness. She had to retire from her job as a librarian in North Ayrshire due to her health problems, which also impacted her mental wellbeing. In 2021, she was referred to the Mind and Be Active Programme by her mental health nurse and community link worker. The programme aims to help people improve their physical and mental health through exercise. Hazel started with a consultation and a personalised exercise plan that suited her needs. She also joined a falls prevention class that taught her how to reduce the risk of falling, how to cope if she did fall, and how to boost her confidence. Hazel was nervous at first, but she soon felt encouraged and supported by the staff and other participants. She progressed to an advanced class and tried the gym as well. She now attends several classes per week, including two aqua- based ones. “I find these classes challenging but I always feel my mood is lifted afterwards.” Hazel says that the programme has helped her improve her strength, balance and independence. She no longer needs her walking stick all the time and can walk into the centre without it. She also enjoys the social aspect of the classes and feels happier after exercising. Hazel’s life has changed for the better since joining the programme. “It’s been a hard journey from where I’ve come. However, I’ve recently become a gran for the first time. I can do so much more with my grandson, and I don’t think I could have done this if I hadn’t come to the classes. I honestly can’t thank everybody from KA Leisure enough. I will be forever grateful.” ACTIVATOR Saves the Day The ACTIVATOR is our versatile, mobile, physical activity and health unit which provides a valuable service of health checks and lifestyle advice within the heart of local communities. During a community visit when the ACTIVATOR was parked in the car park at Auchenharvie Leisure Centre, local retired GP Dr Gerry Norton decided to get a health check on his way to one of his regular workouts: “I use the gym at Auchenharvie three times a week. In March I was heading into the gym when I noticed a mobile unit parked outside. They were offering blood pressure checks. I thought, why not, and went in. My readings were dangerously high, and I was advised to contact my GP. I did exactly that and was admitted to Crosshouse Hospital that afternoon where the high readings were confirmed. I had multiple investigations and was commenced on medication. My readings are now within the normal range. I am convinced that I would have suffered a stroke or a heart attack if the high readings had not been discovered.” 179
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Transforming Our Future In the past year, we have undertaken several developments across the entire organisation to remain successful, thriving and financially sustainable. A significant development has been the introduction of a revised staffing structure that aligns seamlessly with our strategic priorities and current business requirements. We recognise that a flexible and robust framework establishes a strong base for cultivating an innovative and engaging workforce that possess the necessary skills, and it is an area that we’re committed to investing in. Staff development is paramount, and providing our team with the skills and knowledge necessary to deliver high-quality services and programmes remains central to all business decisions. Furthermore, we’ve embraced innovative approaches, crafting new programmes that not only enhance our commercial capability but also amplify our impact on customers and communities. Know, Show, Go has also undergone a refresh; our cultural employee initiative encourages everyone within the organisation to embrace a culture of continuous improvement. Shaped by input from colleagues, the three principles and seven behaviours of Know the Way, Show the Way, Go the Way continue to be integrated into every aspect of our organisation. This emphasis extends to cultivating the right attitude and behaviours in all our endeavours. Journeying Through Digital Transformation Digital transformation has emerged as a crucial driving force within our organisation, fundamentally altering the way we interact with our customers and provide services. The ongoing enhancements to our Customer Relations Management System include the recent integration of advanced 4 Global technology. This integration allows us to utilise our data effectively to optimise health and social benefits. This technological upgrade positions us to amplify the positive impact on individual wellbeing and community health through more refined and tailored services. Utilising the insights gathered from this system’s marketing intelligence allows us to enhance our customer experience and retention. Additionally, it enables the creation of targeted campaigns to effectively boost membership sales. Our system development has also expanded into facility management and operations with the recent introduction of OpsPal and STITCH at the end of 2023. 24 Fit for our FUTURE 180
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OpsPal provides the tools necessary to achieve and maintain operational excellence, including a centralised location for all operational documentation. STITCH system for accident and incident reporting offers a straightforward and easy-to- use process for recording and managing all related data. Marketing for Tomorrow At KA Leisure, our expansive marketing strategy extends beyond merely promoting our services and venues. We centre our messaging on the experience we can offer and the positive impact on health and wellbeing. Utilising various platforms, we strive to connect with our customers and partners by emphasising the advantages of being active and becoming a part of the KA Leisure community. Our aim is to showcase the diverse opportunities accessible to everyone in North Ayrshire and highlight the positive influence it can have on their lives. In the upcoming year, we’re excited to introduce a rejuvenated look and style to our image and branding. While our brand has enjoyed success for over a decade, it no longer entirely encapsulates the breadth of our impact. Our offerings are extremely diverse and inclusive, catering to individuals pursuing fitness, enjoyment, knowledge, or transformation. We are keen to unveil this under our revitalised appearance. Prioritising Safety: Our Commitment to a Secure Environment The staff Health, Safety and Wellbeing (HSW) forum was relaunched in May 2023 with the participation of employees from different areas of the organisation. The purpose of the forum is to exchange ideas and insights on how to enhance the HSW of both employees and customers. The objectives of the HSW forum are: To reinforce the essential HSW principles to ensure compliance. To identify and mitigate potential hazards and to implement appropriate control measures. To improve communication across the organisation which will foster relationships and collaboration. To develop a HSW culture that aligns with the employee cultural programme Know, Show, Go the Way. ROSPA Awards We achieved the ROSPA (Royal Society for the Prevention of Accidents) Gold Medal (nine consecutive Golds) Award in 2023. This is a remarkable achievement by our team across the organisation and we’re aiming for ten Golds in 2024. 25 181
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26 Established in September 2022, North Ayrshire’s Health & Wellbeing Alliance provides a multi-level leadership body in the development and delivery of the Local Outcome Improvement Plan (2022-2030) for North Ayrshire Community Planning Partnership (NACPP). Collaborating through the lens of a whole systems approach, the Alliance builds on the existing efforts of partners across North Ayrshire to develop the strategic vision of the wellbeing agenda in North Ayrshire. Our radical approach presents a real opportunity to reimagine traditional leisure services to deliver a greater health and wellbeing impact. Utilising physical activity as an intervention to support public health, address and manage health conditions, engage with communities, and reduce inequalities. Doing Things Differently As we rethink traditional leisure services, we recognise that our plans are ambitious. There is a real opportunity to mobilise health and wellbeing solutions through assets that already exist in our communities and working collaboratively to make the biggest positive impact. We believe that large-scale meaningful change is possible as our shared vision creates a closer relationship between the community, health and leisure, built on social prescribing, co-location of services and the delivery of preventative activity opportunities. On Friday 23 June 2023, colleagues from a range of organisations across North Ayrshire came together in Irvine for an event to launch the creation of the new Alliance, followed by a series of focus groups. During this phase of engagement, a variety of key themes emerged to help shape conversation and provide a framework for thinking. REALISING THE VISION Understanding what we already do, learning from this and celebrating where we are. Practice Reflecting on opportunities for network and partnership working. Partnerships Thinking about people we support, and their current life experiences. People North Ayrshire Health & Wellbeing Alliance 182
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27 Making it Happen… The Steering Group of the North Ayrshire Wellbeing Alliance will continue to provide clear leadership and uphold accountability as we progress. We’re excited to enter the next phase, recognising the abundance of commendable work already underway. Our mission, as we guide the Alliance forward, is to contribute value as partners by fostering connections and generating energy. Our goal is to amplify existing initiatives, creating momentum for increased activity and impact. It was clear that there was broad enthusiasm to develop a simple shared model that can help shape the collective work based on the following key principles: Inclusivity Culture Imperfection Experimentation Resourcing Boldness Exploring Wellbeing: Crafting Our Shared Wordcloud Love Contentment Happiness Purpose Resilience Relaxed Play Connected Creativity FunPeace Hope Friendship Authenticity Balance Healthy Confidence Belonging Stability Health Thriving Positivity ValuedSpirituality Activity JoyActive Safety Peacefulness Calm ness Fitness Family Happiness and health Connection Thrive 183
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Our PERFORMANCE 184
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The Company reports its Statutory Performance Indicators (SPls) to North Ayrshire Council every year to assess its performance. Despite the cost of living crisis, we have achieved growth in both attendance and memberships, demonstrating the value the community places on our leisure services. We are pleased to report that our attendance figures for 2023 have risen by 10% compared to 2022. This includes 296,415 visits to our swimming pools. Our Learn to Swim programme and our improved family programme for public swimming have contributed to the growing popularity of our pools. Indoor sports remain comparable to previous years. Our Community Sport Hubs and the Circuit contribute to much of these attendances due to the many sports clubs, community groups and organisations they host. Outdoor sports are also encouraging and include an increase in the golf attendance recorded. As golf remained available during the various restricted periods of the pandemic, it has successfully attracted and retained many new players to the sport. The financial sustainability of the organisation is heavily reliant on the performance of its fitness programme, which previously contributed over £2 million to the overall annual income. Unfortunately, due to the pandemic, the number of members plummeted from 9,600 to under 5,500. However, due to programme developments and the introduction of new memberships such as the Active North Ayrshire Membership and E:Active Junior we have been able to maintain steady growth and are approaching pre-pandemic levels of attendance. 29 2022 2023 Attendances per 1000 of population 3237 3271 0 500 1000 1500 2000 2500 3000 3500 Indoor Attendances (SPI 2) 2022 2023 Attendances per 1000 of population 1867 2123 0 500 1000 1500 2000 2500 Outdoor Attendances (SPI 3) 0 2000 4000 6000 8000 10000 12000 January February March April May June July August September October November December Average Monthly Subscribers 2020 2021 2022 2023 2022 2023 Attendances per 1000 of population 1764 2150 0 500 1000 1500 2000 2500 Swimming Pool Attendances (SPI 1) 185
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30 Financial INFORMATION Budget 2024/25 2023/24 Budget 2024/25 Budget Expenditure £ £ Employee Costs 6,635,594 6,450,142 Utility Costs (Gas, Electricity & Water) 1,679,118 1,679,118 Other Property Costs (excluding Utility costs) 496,650 513,950 Supplies & Services 487,389 556,089 Transport & Plant 31,600 35,600 Administration Costs 363,650 365,700 Payments to Other Bodies 159,442 257,200 Finance/Other Expenditure 441,232 486,745 Total Expenditure 10,294,675 10,344,544 Income North Ayrshire Council 5,343,455 5,009,157 Other Income 4,965,194 5,345,387 Total Income 10,308,649 10,354,544 Surplus/(Deficit) 13,974 10,000 North Ayrshire Council North Ayrshire Council contribution has reduced in the year by £334,298. This reduction in contribution reflects the changes made to employers pension contributions as a result of the actuarial valuation. This reduction is partly offset by the budgeted pay award for the financial year 2024/25. This is in addition to North Ayrshire Council’s ongoing contribution to support increased energy costs. Trading Income Trading income for the organisation is budgeted £380,193 higher in 2024/25 than in 2023/24. This is projected to increase as the organisation continues to grow and expand programmes and events. 186
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31 n Employee Costs 62% n Utility Costs (Gas, Electricity & Water) 16% n Other Property Costs (excluding Utilities) 5% n Supplies & Services 5% n Transport & Plant 1% n Administration Costs 3% n Payments to Other Bodies 3% n Finance/Other Expenditure 5% The pie chart reveals the percentage breakdown of budgeted expenditure across KA Leisure for 2024/25. The largest cost to KA Leisure is employee costs, which is 62% of the expenditure budget for the financial year. The significant variances between the 2023/24 budget to the 2024/25 budget are detailed below. Employee Costs Overall employee costs are budgeted £185,452 lower than 2023/24. This is mainly attributed to: Pension Costs As a result of the pension actuarial valuation report KA Leisure has been advised that employer pension contributions are to be reduced. This is resulting in a saving of £517,000. Pay Award The pay award for financial year 2024/25 has been budgeted at an estimated increase of 3%. This is an additional cost of £182,702, which will be offset by additional income from North Ayrshire Council. Post Amendments and Incremental Factors As the business is growing and reshaping there has been a number of amendments made to the employee structure. In order to facilitate the growth of the Company additional posts are required, combined with pay increments due to employees, these total £148,846. Utility Costs Consistent with the rest of the UK, energy prices continue to place financial pressure on KA Leisure. Budgets for the financial year 2024/25 have remained the same as the current financial year. At the time of finalising the budgets the energy contracts have yet to be concluded. It is expected that prices will remain constant or reduce slightly in the year. In line with good accounting principles, a prudent approach has been assumed and budgets have been retained at the same level as the previous year. Supplies and Services Supplies and Services have increased by £68,700 from the previous financial year. This is mainly due to general price increases across the venues for materials, pool chemicals and equipment. There are also increased budgets for resale goods which will generate additional trading income. Payments to Other Bodies The 2024/25 budget for payments to other bodies has increased by £97,758. This is mainly due to inflationary pressures and increased professional fees as a requirement to ensure a smooth transition through the restructuring and embedding of the organisation. Finance and Other Expenditure Finance and other expenditure costs have increased by £45,513 from 2023/24. This is predominantly due to increased irrecoverable VAT costs. Variances in Budget 2024/25 187
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32 Closing thoughts FROM THE CEO KA Leisure has accomplished numerous achievements over the past year, and we take great pride in highlighting them in this Performance and Impact Report. Within this document, we feature significant outcomes and the positive effects our services have had on our customers and communities. We recognise that the landscape is bleak for many leisure trusts in Scotland - but we are encouraged by the fact that we are defying this trend with our solid partnerships, commercial acumen and innovation which have all contributed to our continued financial recovery. We take pride in striking a balance between our imperative to generate income and our unwavering commitment to eliminating barriers to participation. Our dedication remains steadfast in enhancing the overall wellbeing of our communities. This is testament to the collaborative efforts of our team and their commitment to innovative thinking. In the face of challenges encountered in 2023, our business resolve proved instrumental in navigating the energy crisis and the escalating cost of living for our customers. As we step into 2024, we recognise the importance of sustaining these skills to effectively cope with ongoing economic challenges. Nevertheless, we remain committed to our aspirations, aligning them with our growth objectives by investing in new opportunities to expand and enhance our services for our customers. It is our privilege to provide an extensive array of programmes aimed at enriching the physical, mental, and social wellbeing of our communities. This invaluable experience has played a crucial role in the establishment of North Ayrshire’s Health and Wellbeing Alliance, and our collaborative efforts across the last year have actively shaped its future. We are excited about undertaking the process of leading our partners as we bring this vision to life. 188
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Collaboratively, we will persist in tackling inequalities to enhance health and wellbeing for all communities in North Ayrshire. The Wellbeing Alliance is grounded in a comprehensive whole systems approach, reinforcing North Ayrshire’s “No Wrong Door” ethos for our communities by connecting services and creating seamless pathways for support. This approach has notably influenced our initiatives for young people, encompassing programmes that cater to both their physical and mental wellbeing, providing valuable support when they need it most. Our staff teams are at the heart of this journey and ensure our continued success. I continue to be grateful for their commitment and dedication to our work. The development of our employee cultural programme Know the Way, Show the Way, Go the Way has embedded key behaviours which shape everything we do. The insightful input from our employees during consultation opportunities has been pivotal in shaping our culture and ensuring the development of a workplace that actively promotes staff wellbeing. I would like to express my gratitude for the invaluable support extended by North Ayrshire Council. Their collaboration and assistance have been instrumental in our collective efforts and achievements. We appreciate the ongoing support and look forward to continued collaboration in our shared mission for positive impact and progress. We will continue to set the standard in this sector, as we are committed to crafting the roadmap for improved community health and wellbeing. Personally, it has been great to be home having been an Ayrshire lad and spending time away for many years. I am grateful to my team and close partners for making my job so rewarding and I assure you that we have a lot more to accomplish! 33 Malcolm McPhail Malcolm McPhail CEO of KA Leisure We are ambitious in our approach, and our focus for 2024 remains centred on: Cultivating relationships to encourage collaborative efforts for greater impact Maximising growth potential in key business areas Empowering vulnerable and isolated groups to actively participate in their communities to improve their wellbeing Embracing digital transformation Fostering creative thinking and embracing innovative approaches Delivering quality interventions across a wide range of programmes and services Developing our Key Performance Indicators (KPIs) portfolio, enabling us to glean valuable insights across essential domains and align our efforts with overarching business goals 189
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Registered Office: 22 Quarry Road, Irvine KA12 0TH 01294 315120 info@kaleisure.com WWW.KALEISURE.COM 192
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NORTH AYRSHIRE COUNCIL 19 March 2024 Cabinet Title: Food Provision in Schools Purpose: To propose an interim expansion of the current food provision in school settings based on the funding available in 2024/25. Recommendation: It is recommended that Cabinet: a) Approves the use of existing funding on an interim basis to expand food provision to primary school children in 2024/25; and b) Approves the use of existing funding on an interim basis to offer breakfast provision at secondary schools in 2024/25. 1. Executive Summary 1.1 Facilities Management provides the catering function for school meals across all of the school settings in North Ayrshire. The service is free for those with an assessed eligibility for free school meals based on low income and for those children currently in primary 1 to primary 5. The universal free school meal provision is expected to continue to be rolled out to the remaining primary year groups in 2 phases from 2025 through additional Scottish Government funding. 1.2 Funding was made available by Scottish Government in 2023/24 and again for 2024/25 to improve to the current provision in schools to support children and young people with access to free food, including those in receipt of the Scottish Child Payment. This report proposes using this funding to introduce a temporary enhancement to existing provision until March 2025, by which time it is expected that the timing of the next phase of statutory universal provision for children in P6/7 will have been communicated and additional funding provided by Scottish Government. 2. Background 2.1 School catering is provided by Facilities Management and covers 49 primary schools, 9 secondary schools and 1 ASN Campus on the mainland and islands of North Ayrshire. This statutory provision also includes associated regulations regarding the food on offer. The Nutritional Requirements for Food and Drink in Schools (Scotland) Regulations 2020 set out the requirements for food in primary and secondary school settings and strengthened the existing regulations regarding healthy eating in schools. Agenda Item 12 193
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2.2 In January 2015 the Scottish Government policy for universal free school meals (UFSMs) was introduced across Scotland for all primary 1 to primary 3 children. In August 2021 this universal provision expanded to primary 4 pupils and then to primary 5 pupils in January 2022. 2.3 The Scottish Government has committed to rolling out the free provision of meals to all primary school children and this will be completed in two phases. The first phase will be an expansion of the eligibility criteria for free school meals for primary school children by incorporating those who are eligible for the Scottish Child Payment. It is anticipated that this will be implemented around February 2025. The second phase of the roll out will then be for all remaining primary school children to be included in this provision. It is anticipated that full roll out will be around February 2026. 2.4 As part of the Council’s budget settlement for 2024/25, funding has been allocated for the expansion of universal free school meals in relation to phase 1 as noted in 2.3 above. The anticipated “go live” date for this expansion is February 2025, and at this time we do not have the details of which children this expansion will include. To maximise the impact of the existing funding, and forthcoming funding for 2024/25 therefore, it is proposed that this is used to expand food provision on a temporary basis for primary school children. This funding would support the provision of a healthy mid-morning snack for all children and the availability of ambient food in primary schools as required and the purchase of additional equipment to support the expansion of food provision in schools. The food would be compliant with the Nutritional Requirements for Food and Drink in Schools (Scotland) Regulations 2020. As a universal provision this would ensure anonymity and a dignified food service to all children regardless of eligibility status. 2.5 These proposals are for a temporary provision until the expansion of universal free school meals rolls out to those eligible for the Scottish Child Payment. Once this phase is implemented, all funding will be utilised for the provision of a primary school meal to those eligible under the expanded service. 2.6 It is also proposed to expand the Winter Warmer Breakfast initiative in secondary schools for 2024/25. This is a service which has been offered over the last two winter periods and is free to all secondary school pupils. Uptake for this service ranged from 8%-22% across secondary schools. It is proposed that this initiative runs again for Winter 2024/25 from November 2024 until the end of March 2025. This provision will be kept under review in relation to Child Poverty and Cost of Living priorities for North Ayrshire Council. 3. Proposals 3.1 It is recommended that Cabinet: a) Approves the use of existing funding on an interim basis to expand food provision to primary school children in 2024/25; and b) Approves the use of existing funding on an interim basis to offer breakfast provision at secondary schools in 2024/25. 4. Implications/Socio-economic Duty Financial 194
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4.1 The funding allocation for 2024/25 is £718k and has been earmarked for an expansion of food provision in schools. Human Resources 4.2 None Legal 4.3 None Equality/Socio-economic 4.4 The provision of free food in a universal way reaches children and young people in a dignified way. Access to food helps address food insecurity and supports the health and well-being of the children and young people. It contributes to the Council’s commitment to addressing child poverty and to reducing the cost of the school day. Climate Change and Carbon 4.5 None Key Priorities 4.6 The content of this report aligns to the Council key priority of Well-being: • Providing free access to food in a dignified way which helps to address food insecurity and supports the wellbeing of our children and young people. Community Wealth Building 4.7 The Catering service buys locally where possible therefore increasing demand for supplies will inevitably also increase orders from local supply chains and help to support local businesses and employment. 5. Consultation 5.1 Consultation has taken place within the service to determine possible models of delivery and required resources. Dr Audrey Sutton Executive Director Communities & Education For further information please contact Carolyn Hope, Senior Manager Facilities Management, on Click here to enter text.. Background Papers 0 195
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