Combined Executive Agenda 120410.pdf - North Ayrshire Council

Cunninghame House, 

Irvine. 

5 March 2012 

The Executive of North Ayrshire Council 

You are requested to attend a Meeting of the above mentioned Committee of North 

Ayrshire Council to be held in the Council Chambers, Cunninghame House, Irvine 

on TUESDAY 10 APRIL 2012 at 10.00 a.m. to consider the undernoted business. 

Yours faithfully 

Elma Murray 

Chief Executive 

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 Minutes of the previous meeting of the Executive held on 27 March 2012 

will be signed in accordance with paragraph 7 (1) of Schedule 7 of the Local 

Government (Scotland) Act 1973 (copy enclosed). 

REPORTS FOR DECISION 

3. Waste Management Strategy 2012-2016 

Submit report by the Corporate Director (Finance and Infrastructure) and 

receive presentation on the Waste Management Strategy and implementation 

plan for the period 2012 - 2016 (copy enclosed). 

North Ayrshire Council, Cunninghame House, Irvine KA12 8EE

4. North Ayrshire Council Strategic Housing Investment Plan (SHIP) 

2012-2015 

Submit report by the Corporate Director (Social Services and Health) on the 

housing investment priorities identified through the annual SHIP process and 

seeking approval for same (copy enclosed). 

5. Vineburgh Regeneration Project, Irvine (Phase 3) 

Submit report by the Corporate Director (Social Services and Health) seeking 

approval for the sale of the land, which comprises Phase 3 of the Vineburgh 

Regeneration project, to Cunninghame Housing Association (copy enclosed). 

6. Children's Hearings (Scotland) Act 2011: Area Support Teams 

Submit report by the Chief Executive on progress in relation to the formation of 

an Ayrshire Area Support Team (copy enclosed). 

7. Adoption and Children (Scotland) Act 2007 - Adoption Service Plan 

Submit report by the Corporate Director (Social Services and Health) on the 

requirements for North Ayrshire Council of the Adoption and Children 

(Scotland) Act 2007 - Section 4: Adoption Services Plan (copy enclosed). 

8. Ayrshire Private Partnership (Taste Ayrshire): Request for Support 

Submit report by the Chief Executive on the establishment of a private sector 

driven Taste Ayrshire Initiative and to agree a match funding contribution of 

£15,000 to the Initiative (copy enclosed). 

9. Meadowside Pavilion and Football Ground, and Orr's Trust Public Park 

Pitches, Beith 

Submit report by the Corporate Director (Finance and Infrastructure) on the 

renunciation of the leases by North Ayrshire Leisure Limited and to grant a new 

lease to Beith Community Development Trust for Meadowside Pavilion and 

football ground and Orr's Trust Public Park playing fields, Beith (copy 

enclosed). 

10. Equality Action Plan 2012/13 

Submit report by the Chief Executive on the development of the Equality Action 

Plan 2012/13 and the Minutes of the Corporate Equality Group meeting held on 

19 March 2012 (copy enclosed). 

REPORTS FOR INFORMATION 

11. Energy Management and Carbon Reduction 

Submit report by the Corporate Director (Finance and Infrastructure) the 

Council's actions in relation to efficient energy use and reduction of carbon 

emissions, in the delivery of the Carbon Reduction Commitment (CRC) Energy 

Efficiency Scheme (copy enclosed). 

North Ayrshire Council, Cunninghame House, Irvine KA12 8EE 

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12. Energy Issues in North Ayrshire Housing 

Submit report by the Corporate Director (Finance and Infrastructure) on how 

North Ayrshire Council supports reducing fuel poverty, maximising fuel 

efficiency in its housing stock and supporting efficient energy use in housing 

generally (copy enclosed). 

13. Impact of Charges for the Special Uplift Service and Controls at 

Household Waste Recycling Centres 

Submit report by the Corporate Director (Finance and Infrastructure) on the 

Impact of Charges for the Special Uplift service and Controls at Household 

Waste Recycling Centre (copy enclosed). 

14. Scottish Futures Trust - Development of Hub Initiative 

Submit report by the Corporate Director (Finance and Infrastructure) on 

progress on the Scottish Futures Trust South West Territory Hub Partnership 

(copy enclosed). 

15. Education and Skills South West Hub - Garnock Campus Outline Project 

Plan 

Submit report by the Corporate Director (Education and Skills) on the outline 

project management plan to take forward the Garnock Campus (copy 

enclosed). 

CONTRACT APPROVAL 

16. Education and Skills: St. Luke's Primary School: Requirement for 

Extension 

Submit report by the Corporate Director (Education and Skills) on the outcome 

of the tendering process for the above project as requested at the Executive 

held on 22 November 2011 (copy enclosed). 

17. Education Services to Children with Additional Support Needs 

Submit report by the Corporate Director (Education and Skills) on proposals to 

(a) retender a series of Framework Agreements with external service providers 

for the provision of education services to children and young people with 

Additional Support Needs who require to be placed outwith the resources of 

North Ayrshire Council; (b) retender under EU Services Open Procedure; (c) 

include provision of transport services where service providers are capable of 

providing an efficient and cost-effective service; and (d) use the Public 

Contracts Scotland (PCS) secure tender submission facility for full electronic 

tendering (copy enclosed). 

18. Streetscene Operations - Procurement of Scheduling Software 

Submit report by the Corporate Director (Finance and Infrastructure) seeking to 

utilise the negotiated procedure to procure scheduling software to support 

Streetscene Operations (copy enclosed). 


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19. Urgent Items 

Any other items which the Chair considers to be urgent. 


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Sederunt: David O'Neill (Chair) 

John Reid (Vice-Chair) 

John Bell 

Alex Gallagher 

Peter McNamara 

Chair: 

Attending: 

Apologies: 

Meeting Ended: 


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27 March 2012 

Page 1 

Appendix 2 

IRVINE, 27 March 2012 - At a Meeting of the Executive of North Ayrshire Council 

at 10.00 a.m. 

Present 

David O'Neill, John Reid, John Bell, Alex Gallagher and Peter McNamara. 

In Attendance 

Elma Murray, Chief Executive; L. Friel, Corporate Director and A. Bodie, Head of 

Infrastructure and Design (Finance and Infrastructure); I. Colvin, Corporate Director, 

L. Raeside, Head of Finance and Performance and O. Clayton, Head of Community 

Care and Housing (Social Services and Health); R. Forrest, Planning Services 

Manager (Corporate Services); and J.M. Macfarlane, Head of Human Resources, J. 

Montgomery, General Manager (Policy and Service Reform), C. O'Kane, Change 

Programme Manager, M. Reid, Team Manager (Health and Safety), K. Dyson, 

Communications Officer and M. Anderson, Committee Services Officer (Chief 

Executive's Service). 

Chair 

Councillor O'Neill in the Chair. 

Apologies for Absence 

Tom Barr. 

1. Declarations of Interest 

There were no declarations by Elected Members in terms of Standing Order 16. 

2. Minutes 

The Minutes of the previous meeting of the Executive held on 13 March 2012 were 

signed in accordance with paragraph 7 (1) of Schedule 7 of the Local Government 

(Scotland) Act 1973, subject to an amendment to Item 4, to clarify that the £1.544m 

underspend mentioned was in addition to the figure of £5.374m cited in terms of 

savings within the Period 10 General Services projected outturn for 2011/12. 

3. Performance Management Strategy 2012/15 

Submitted report by the Chief Executive on the refreshed Performance Management 

Strategy 2012/15 and Action Plan 2012/13. 

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A proposed refreshed Performance Management Strategy 2012/15 was set out at 

Appendix 1 to the report. As part of the refresh exercise, the core principles have 

been examined and, to reinforce the desired performance culture within the Council, 

the following principles have been added in the updated Strategy:- 

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We are risk aware, not risk averse. 

Innovation and creativity are expected. 

Success is acknowledged, shared and celebrated. 

Getting it wrong is regarded as an opportunity for improvement. 

Constructive challenge (up, down and across the council) is encouraged. 

Benchmarking is systematically undertaken to identify and implement 

improvement. 

The Strategy to achieve the Council's vision is twofold. The Council needs to 

continue to implement, review and revise the suite of strategies, policies and 

processes that it already has and focus robustly on self assessment, as the heart of 

the approach to performance management and improvement. This will mean 

implementing the revised self assessment strategy and action plan approved by the 

Executive on 30 August 2011. 

The Action Plan 2012/13 at Appendix B to the Strategy document provides more 

detail of what the Council needs to do to achieve the desired outcomes. The Action 

Plan will be reported six monthly to the Executive and Scrutiny Committee. 

Members asked questions, and received clarification, on the following:- 

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the role of Members in terms of contributing to a performance culture within the 

Council; 

measures to ensure that the desired behaviours and attitudes are cascaded to all 

levels of staff within the Council; and 

the need to ensure that the Council improves the way in which it responds to 

cross-service issues raised by customers. 

The Executive agreed to (a) approve the refreshed Performance Management 

Strategy 2012/15 and Action Plan 2012/13; and (b) refer the report to the Scrutiny 

Committee for its consideration. 

4. Council Plan Developments and Action Plan 2012/13 

Submitted report by the Chief Executive on developments and on the proposed 

Council Plan Action Plan 2012/13. 

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The report proposed that the vision statement is incorporated into a revised Council 

Plan for 2012/17 and that the following four core objectives in the original Plan 

remain unchanged:- 

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Regenerating our communities and increasing employment. 

Protecting vulnerable people. 

Improving educational attainment. 

Operating more efficiently and effectively. 

In order that the new Administration’s aspirations can be incorporated into the plan, a 

draft Council Plan will be submitted for consultation to the Council in June 2012 and 

should be finalised by September 2012. The Single Outcome Agreement is also 

being updated, with a new version to be produced for 2013/17 based around the 

CPPs three shared priorities. The Council Plan describes how the Council will 

deliver on the SOA and the Plan will be aligned to the SOA as far as is possible. 

The Council Plan Action Plan 2012/13, set out at Appendix 1 to the report, is 

structured around the four core objectives and has been updated in consultation with 

services to include key indicators and actions from service plans in 2012/13. The 

plan will be monitored through Covalent and reported to Elected Members on a six 

monthly basis. 

The Executive agreed to (a) approve (i) the proposals for the Council Plan 2012/17, 

as outlined in the report and (ii) the Action Plan for 2012/13 at set out at Appendix 1 

to the report; and (b) receive 6-monthly reports on the Action Plan’s progress. 

5. Projects Funded from Landfill Communities Fund (LCF) 2011/12 

Submitted report by the Solicitor to the Council seeking approval of an additional 

project to be funded from the remaining monies available through the Landfill 

Communities Fund (LCF) 2011/12. 

At its meeting on 2 August 2011, the Executive agreed to fund 10 projects for a sum 

of £121,648 with a further report to be prepared to consider the remainder of this 

year’s LCF allocation and to review the criteria used to weight projects to provide 

more specifically for sustainability. 

The sum of £26,163, together with a "re-distribution" of £6,000 from a previously 

undelivered project by Drybridge Woodland Group, remains available for distribution 

from the LCF in 2011/12. 

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A review of the assessment criteria used to evaluate LCF projects has been carried 

out. It is considered that all existing criteria are still relevant and appropriate in terms 

of Entrust objectives. However, the report proposed that the Environmental criterion 

should be augmented to address aspects of “sustainability” and that “sustainability” 

should be considered as a priority. 

Appendices 1 and 2 to the report provided an evaluation of an application by 

Kilwinning Sports Club for the provision of a new clubhouse and a full-size 

all-weather synthetic pitch. It was proposed that the Club Kilwinning Sports Club be 

awarded the sum of £26,163 in connection with the project and that Drybridge 

Woodland Group be instructed to re-distribute £4,000 to this project, with the 

re-distribution of the group's remaining £2,000 in funding to be advised next year. 

The Executive agreed (a) to approve (i) the additional project for Kilwinning Sports 

Club set out in the report, to be funded from the remaining monies available from the 

Council's Landfill Communities Fund (LCF) in 2011/12; (ii) the re-allocation of £4,000 

of LCF monies awarded previously to Drybridge Woodland Group in 2004/05 to 

Kilwinning Sports Club, providing £30,163 from the LCF in total; and (iii) the inclusion 

of an additional priority criterion for "sustainability" to be used in the weighting of 

future project bids; and (b) that Drybridge Woodlands Group be advised on how the 

remaining £2,000 of their award is to be re-allocated next financial year. 

6. Care and Contract Management Framework 

Submitted report by the Corporate Director (Social Services and Health) on 

implementation of the Contract Management Framework for social care services. 

The Contract Management Framework sets out who will manage contracts and 

service performance, the range of information required and analysed, how the 

process works, and what the outcomes are. The escalation process within the 

framework for care deficiencies was set out in Appendix 1 to the report. 

A key source of information in the process is the contract monitoring return, 

completed by the provider on a quarterly basis. This includes necessary information 

required by contract terms and self-assessment on 15 key performance indicators 

set out at Section 2.8 of the report. It is anticipated that during the course of working 

with providers and service users, some of the indicators in the performance 

management framework will be refined in line with the review process outlined in the 

contract monitoring framework. 

Provider forums have also been established, and the contract monitoring team will 

regularly attend service user and carer forums to obtain feedback on the overall 

performance of services. As well as face to face meetings, information on service 

user views will be gathered from other sources, such as Social Services care 

managers, the Council's Listening and Learning Scheme and Care Inspectorate 

reports. 

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Where care deficiencies are such that it is judged safer to temporarily cease 

admissions to services in the interests of present service users, a moratorium can be 

applied. This allows a service time to reflect and consider the improvements 

necessary to address the issues which have given cause for concern. Details of the 

moratorium process were contained in the appendix to the report. 


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the validation process in respect of the monitoring of key performance indicators; 

measures to ensure that the Council is made aware of complaints by users about 

external providers; 

the costs associated with monitoring the performance of external providers, 

compared with the likely cost to the Council of providing services in-house; 

the extent to which the Council could provide services in-house; 

the levels of remuneration paid by external providers, compared with levels paid 

by the Council, given its Living Wage commitment; 

the importance of performance monitoring, regardless of whether services are 

provided in-house or by external providers; and 

measures to ensure officers have early feedback on issues arising from Care 

Inspectorate inspections of external providers. 

The Executive agreed to support the Contract Management Framework and the plan 

for implementation. 

7. Entrepreneurial Spark Business Hatchery Programme 

Submitted report by the Chief Executive seeking a £50,000 contribution per year for 

three years towards an Ayrshire business start up and accelerator programme as 

part of the Economic Development Strategy to increase the business start up and 

survival rate. 

The Hatchery, run by Entrepreneurial Spark (a social enterprise backed by Sir Tom 

Hunter), is a business accelerator programme which provides free business start up 

space and facilities, mentoring support, networking and opportunities for 

collaborative and cooperative working. 

Based on the success of the Hatchery programme in Glasgow, there are proposals 

to develop such a facility within accommodation at vacant business space 

(approximately 4,000 sq. ft) belonging to The Hunter Foundation at Dundonald in 

South Ayrshire. Fit-out will provide high quality business accommodation and the 

space will create an excellent mix of on-site advisory support coupled with 

state-of-the-art modern facilities. It is anticipated that a vibrant community of 

fast-growing businesses will develop, enjoying a first class environment in which to 

work and extensive public areas in which to network with other entrepreneurs. 

Fit-out costs are estimated at £200,000 and will be met by the Hunter Foundation, 

together with ongoing costs associated with the space management. 

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Support will extend beyond the availability of free facilities to include the close 

guidance required to turn a germ of an idea into a fully functioning, profitable 

business which creates wealth and jobs for the Ayrshire economy. Guidance is likely 

to involve strategy development, business modelling, communications, networking, 

market sensing, leadership, accessing finance, product development and business 

growth. 

Places allocated within the space will be through an informal application and 

interview process. It is anticipated that between 20 and 30 spaces will be made 

available in the first intake, accommodating up to 50 people. It is expected that all 

three Ayrshire councils will support this project equally and this will equate to 

between 7 and 10 aspiring entrepreneurs from each area being accommodated. 

It is intended that operations costs will be met by the contributions of each Ayrshire 

council to the project and will include costs associated with mentors and advisors. 

Full details of project targets and budgets will be set out in a Service Level 

Agreement (SLA). 


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the mechanism for identifying prospective participants and any eligibility criteria 

in terms of age; 

the transport difficulties associated with the location of the proposed Hatchery; 

and 

any overlap with the work of the Arran Business Gateway, which is provided via 

the Highlands and Islands Partnership. 

The Executive agreed to support the Entrepreneurial Spark Business Hatchery 

Programme by providing a grant of £50,000 per year for a 3-year programme, 

subject to an annual performance review, to be met from existing budgets within 

Economic Development Services. 

8. Recruitment and Selection Policy and Procedure Addendum - Prioritising 

Job Applicants for Selection 

Submitted report by the Chief Executive on an addendum to the Recruitment and 

Selection Policy, which aims to prioritise job applications in order to support the 

Council's Economic and Regeneration Strategy objectives, and to recoup the 

significant investment made in teacher training. 

The Council's Recruitment and Selection Policy, which sets out the framework for 

recruiting job applicants into the Council’s workforce, requires to be updated to reflect 

support for the Council's Economic and Regeneration Strategy 2010-20, by 

prioritising applications for job opportunities within the Council to people who are 

actively seeking work and who have no other means of financial support and those 

seeking career development opportunities. 

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The joint investment by the Scottish Government and Scottish Councils, including 

North Ayrshire, to establish and sustain a pool of newly qualified teachers in support 

of workforce succession planning is not currently reflected in the Council's 

Recruitment and Selection Policy. Prioritisation of vacant posts to newly qualified 

teachers and those in employment actively seeking career development, will provide 

the return in investment in their training, development and registration as well as 

contributing to the worklessness objective of the Council's Economic and 

Regeneration Strategy. 

A proposed addendum to the Recruitment and Selection Policy and Procedure was 

attached as Appendix 1 to the report. 

The Executive agreed to fully endorse and support the introduction of the addendum 

to the Recruitment and Selection Policy and Procedure, as set out in Appendix 1 to 

the report. 

9. Change Programme 

9.1 Change Programme: Progress as at 29 February 2012 

Submitted report by the Chief Executive on an update in relation to the Change 

Programme. 

The Change Programme seeks to effect Council-wide transformational change to 

address unavoidable demographic and financial pressures. This mirrors the national 

public service reform programme established by the Scottish Government. 

The report provided an update on progress as at 29 February 2012 in respect of the 

following key areas:- 

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National policy developments, including proposed participation as a Pathfinder in 

the Local Scrutiny and Engagement Implementation Network, as part of the 

Police and Fire & Rescue Services reform; 

The Social Services and Health change programme, which is the subject of a 

separate report to the Executive; 

The Education and Skills work streams in respect of the Effective Use of the 

Education and Skills Estate, Cluster Working and Budget Devolution, the Review 

of Early Years Provision and the Review of Senior Phase and Post 16 Education; 

Altering Service Demand learning events; 

Transport, including the potential benefits of having a centralised transport hub; 

The six themed Asset Management Plans and action plans, and the Corporate 

Landlord approach; 

The two Supporting Services work streams, namely Efficiency reviews and 

Benchmarking; and 

The development of a revised Customer Services Strategy. 

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Noted. 

the importance of knowledge transfer as part of the change programme and how 

this is measured; 

the need for a review of Customer Services to provide a better service to users; 

and 

the Council's ability to maintain the pace of change via the temporary deployment 

of programme and project managers. 

9.2 Social Services Change Programme: Resourcing Requirements 

2012/2013 

Submitted report by the Corporate Director (Social Services and Health) on (a) 

progress made in the change programme in Social Services; and (b) funding 

allocated by the Corporate Management Team from the Council Change and Reform 

Programme and from the Service Redesign and Investment Fund for staffing and ICT 

costs to maintain the pace of change and ensure the successful delivery of the 

programme and associated budgetary efficiencies. 

The Social Services change programme has been designed to realise substantial 

revenue savings over the years 2011-2012 to 2013-2014, as detailed by programme 

stream in the table at Section 2.1 of the report. In addition to the cashable savings 

outlined, financial modelling work undertaken has calculated that an additional £8.5 

million of future cost avoidance could be achieved from the change programme. 

Significant progress has been made across all elements of the Social Services 

change programme. The report provided an update in respect of the following:- 

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The Personalisation work stream, including the development of a resource 

allocation system (RAS); 

The reablement approach being adopted as part of the Reshaping Care work 

stream; 

The first review and redesign of reception services being undertaken as part of 

the Service Access work stream; 

Project and programme management and support arrangements; 

ICT support and proposals to link CareFirst to the financial systems to streamline 

processes and improve financial and budgetary control; 

The creation of two posts to lead on specific initiatives within the transforming 

care project, reablement and assistive technology; 

Savings realised as a result of short term interventions; and 

ICT systems requirements associated with the programme. 

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Full details of the staff requirements and costs associated with the Social Services 

Change Programme for 2012/13 programme were set out at Appendix 1 to the 

report. The cost associated with the development of CareFirst, was contained in 

Appendix 2. 

Noted. 

10. Shared Services and Strategic Alliance - Joint Working in Ayrshire 

Submitted report by the Chief Executive on progress in taking forward Shared 

Services joint working on a pan-Ayrshire basis. 

The structure of the current shared services framework is an Ayrshire Shared 

Services Executive comprising the Leaders and Chief Executives of the Council and 

the Chair and Chief Executive of the Councils and the chair and Chief Executive of 

NHS Ayrshire and Arran. 

The report outlined the progress made by the Ayrshire Shared Services Board over 

the past 6 months in relation to the following:- 

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The draft Business and Implementation Plan for a Pan Ayrshire Regulatory 

Service; 

The option appraisal of two viable options for a shared service delivery model for 

all of the Roads and Transportation services within Ayrshire; 

The planned establishment of a Pan Ayrshire Health and Safety Group involving 

the three Ayrshire Councils and NHS Ayrshire and Arran Health Board to 

examine areas of joint working and collaboration which would benefit two or 

more of the member organisations; 

The setting up of a joint working work which will seek opportunities for 

collaboration in respect of ICT development and procurement; 

Scope for sharing CCTV arrangements and Customer Services; 

The Establishment of a single Ayrshire and Arran Tourism Team, with South 

Ayrshire Council acting as the Lead Authority; and 

The outline governance proposals for Shared Services involving the three 

Ayrshire Councils. 

Progress by the Ayrshire Strategic Alliance was also presented in respect of the 

following key areas:- 

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The establishment of a project steering group to develop proposals for a Joint 

Equipment Service; 

An Out of Hours Services for the 3 Ayrshire Councils, to be co-located at 

Crosshouse Hospital; 

The planned development by the RNIB of an overall strategy to identify priorities 

for joint sensory impairment services; 

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The Children with Disabilities Service (IRF Pilot); 

The establishment of an Ayrshire Joint Commissioning Team has been 

established; and 

Other Strategic Partnership Initiatives, including the Ayrshire Joint Waste 

Management Project. 

11. Adoption and Children (Scotland) Act 2007 - Service Developments 

Submitted report by the Corporate Director (Social Services and Health) on 

proposals to augment the Adoption and Permanency Planning process, which will 

inform the Adoption Service Plan to be presented to the next meeting of the 

Executive. 

The Adoption and Children (Scotland) Act 2007 was implemented in September 

2009, with the final guidance in relation to Adoption Support subsequently published 

in August 2012. The act significantly affects the ways in which local authorities plan 

for, provide placements for and support accommodated and adopted children, their 

carers and adopters. The range of people for whom an adoption service must be 

provided by local authorities has been widened to include birth siblings, birth 

grandparents, former guardians, the children's adopters and any others affected by 

adoption or a proposed adoption. Those allowed to adopt have also been expanded 

and now includes married couples, couples who are civil partners, couples living 

together as if married or as civil partners in an enduring family relationship and single 

people. In addition, the Act introduces a new provision of an Adoption Support Plan 

and the local authority now has responsibility to establish Adoption Support Plans for 

the wider range of people entitled to such a plan. 

Prior to January 2012, the West of Scotland Baby Adoption Consortium, run by 

Glasgow City Council, facilitated the placement of children 0-2 years throughout the 

former Strathclyde area. However, Glasgow City Council decided to terminate this 

service and all such adoptions have now reverted to North Ayrshire Council Family 

Placement Service. 

Following a submission from Social Services and Health, the Council approved the 

necessary funding to allow the service to meet its additional obligations. Section 3.3 

of the report set out specific proposals for the funding, including augmenting team 

manager posts within the Family Placement Service, appointing additional social 

worker posts and administrative/clerical support and paying fees to other local 

authorities and the independent sector agencies. 

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the recruitment and advertising process used to attract and inform prospective 

adopters; 

the age range of children coming forward for adoption; and 

the benefits to the child of speeding up the adoption process. 

12. Procurement of Bail Supervision and Arrest Referral Service 

Submitted report by the Corporate Director (Social Services and Health) seeking 

approval to engage in a tendering exercise to procure a Bail Supervision and Arrest 

Referral Service. 

Currently, there is a Bail Supervision Service, delivered by SACRO, operating across 

Ayrshire and monitored by a group of Criminal Justice Social Work Managers 

representing the three Ayrshire authorities. The Arrest Referral Service is presently 

only provided across Dumfries and Galloway to individuals accused as well as 

convicted of "low level" offending where their offending behaviour has been linked to 

their use of drugs and alcohol. 

A group of managers representing Criminal Justice Social Work across East, North 

and South Ayrshire Councils and Dumfries and Galloway, and the Planning and 

Compliance Officer from South West Scotland Community Justice Authority, together 

with support from a representative of the Contract and Commissioning team in North 

Ayrshire Council, has been established to consider the new service specification for 

both of these services. 

The report proposed that the group develop a service specification, proceed to 

tender and subsequently procure a new Bail Supervision and Arrest Referral Service 

which will be delivered across the Community Justice Authority area until 31 March 

2013. It is anticipated that this contract would have the ability to be extended for a 

further two years should the Scottish Government continue to provide funding for Bail 

Supervision and Arrest Referral. 

The Executive agreed to approve the request to engage in a procurement exercise to 

allow Criminal Justice Social Work to develop a bail Supervision and Arrest Referral 

Service which is able to deliver to service users in North Ayrshire and the Sheriff and 

District Courts at locations across South West Scotland. 

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13. Tender for the Continued Provision of an Occupational Health Service to 

North Ayrshire Council, South Ayrshire Council and East Ayrshire Council 

Submitted report by the Chief Executive on the tender process for the procurement of 

the Occupational Health Service in collaboration with South and East Ayrshire. 

Under the terms of the current Occupational Health contract, the three Ayrshire 

Councils are provided with an Occupational Health Service, which includes 

Occupational Health Nursing Advisers, Occupational Health Physician clinics, 

statutory health surveillance, health screening, management referrals and 

assessments, pre-employment screening, immunisation, health based risk 

assessments and health clinics. 

The current Occupational Health contract was procured in collaboration with South 

and East Ayrshire Councils and commenced on 14 May 2007 for a period of three 

years. The contract was subsequently extended and is due to expire on 12 May 

2012. 

In collaboration with South and East Ayrshire Councils, the Council commenced the 

necessary procurement process on 1 November 2011. Ten organisations submitted 

Pre Qualifying Questionnaires and, following the completion of financial checks, 4 

suppliers were placed on the tender list with a tender return date of 27 February 

2012. Three tenders were received and a tender evaluation carried out on the basis 

of 40% cost and 60% quality. Serco scored the highest against the evaluation 

criteria. 

Tenderers were also asked to provide quotes for the optional services of 

administration, physiotherapy and employee counselling. Following a cost 

evaluation, the report recommended that the Council take up the option of 

administration or employee counselling, but does accept the option for physiotherapy 

from 1 April 2013. 

The projected cost of the core contract will be £151, 430 per year with a projected 

three year total cost of £454, 290. The projected cost of the physiotherapy option is 

estimated at £9,000 per annum based on a figure of 450 appointments. Costs will be 

met from existing individual Council Service budgets based on the usage of 

Occupational Health Services. 

The Executive agreed (a) that Serco be awarded the contract to provide the 

Occupational Health Service to the three Ayrshire Councils commencing on 13 May 

2012 for a period of three years plus an option to extend for a further one year, as 

detailed in the report; (b) to take up the Serco option for physiotherapy starting from 

1 April 2013 for the duration of the Occupational Health contract; and (c) not to take 

up the Serco options for administration and employee counselling services. 

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14. Procurement Exercise: Building Services Workflow Schedule 

Submitted report by the Corporate Director (Finance and Infrastructure) on the 

negotiated procedure to procure a Workflow Scheduling System within the Voids 

business area of Building Services. 

Building Services is currently implementing the 'revitalise and rebrand' change 

programme to improve the efficiency, effectiveness and commercial nature of the 

service. A key area identified to achieve these efficiencies is to improve systems and 

processes by investing in technology. 

In 2010, the Response Business Unit implemented Xmbrace Opti Time on Demand 

module in conjunction with 1 st 

Touch mobile, allowing them to become fully mobile. 

The Opti Time on Demand solution was originally developed for responsive repairs. 

However, Xmbrace has now designed and developed a Project Planner module for 

Void/Planned works, focusing on tasks that require a sequence of works to be 

followed, issuing tasks electronically, allowing employees to perform their duties 

without the need to return to a central location. 

The report proposed that the system be extended into the Voids Business Unit, to 

allow the Void works to be carried out electronically and in a ‘real time’ basis. The 

implementation of the proposed Project Planner module would require the 

recruitment of a temporary administrative post. 

A budget of £90,000 for the implementation of the Project Planner module including 

any associated works required has been allocated and annual maintenance costs 

are estimated at £18,000. An additional temporary Administrative Assistant 

(Planner) post has been included within the budget for 2012/13. A 10% efficiency on 

workforce and transport equating to approximately £139,000 is projected through the 

implementation of Project Planner, meaning that payback should be complete within 

a year of implementation. 

The Executive agreed (a) that the Head of Environment and Related Services, in 

consultation with the Council's Corporate Procurement Unit, negotiate terms with 

Xmbrace to procure the Project Planner module and the purchase of the ongoing 

support and maintenance from Xmbrace; and (b) to approve the creation of an 

additional temporary Administration Assistant (Planner) post. 

15. Environmental Improvements, Montgomerie Street, Ardrossan 

Submitted report by the Corporate Director (Finance and Infrastructure) on 

acceptance of the tender for Environmental Improvement works at Montgomerie 

Street, Ardrossan. 

Page 13 

19

Montgomerie Street, Ardrossan is a high density development built in the 1970s and 

consisting of 130 family maisonnette accommodation with large open court yards and 

common areas. 

Through the Estate Based Project Scheme there has been an ongoing programme of 

work to carry out environmental improvements within housing estates ranging from 

small scale work to major refurbishments. The proposed improvements to the 

Montgomerie Street development would contribute to the regeneration of Ardrossan 

Town Centre. 

Various schemes were prepared and, following consultation with the residents' group 

and local Elected Members, a final proposal was selected. The works to be 

undertaken were shown at Appendix 2 to the report. The improvements involve the 

upgrading of existing hard and soft landscaped areas, bin stores and the general 

approaches to the rear of the buildings. In addition, the courtyards and the access 

road will have improved lighting. 

Tenderers were invited to complete Pre-Qualification Questionnaires, which were 

assessed for quality, financial stability, health and safety requirements, project 

specific technical experience, and method of approaching works. The tender list was 

selected from the highest scoring PQQs and comprised 8 contractors. Tenders were 

assessed on the basis of "lowest price only". The results of the tendering exercise 

were set out at Appendix 1 to the report. 


� 

� 

how community benefit might be better secured in such projects; 

other issues associated with this housing development, in terms of the 

management of communal spaces, including misuse of the door entry system 

and the operation of bin storage areas. 

Members noted that the Corporate Director (Finance and Infrastructure) was 

undertaking a piece of work in relation to the issue of securing community benefit 

from local projects and that the Head of Community Care and Housing would look 

into an initiative to address complaints from residents about the management of 

communal areas of the development. 

The Executive agreed to approve the acceptance of the tender submitted by Stewart 

Landscapes (Contracts) Ltd., Glasgow for the sum of £669,687.15. 

16. Bridgegate House Redevelopment 

Submitted report by the Corporate Director (Finance and Infrastructure) seeking 

approval to award the contract for the main contractor to carry out the construction 

work associated with the redevelopment of Bridgegate House, Irvine. 

Page 14 

20

The opportunity to redevelop Bridgegate House was identified by the 'Our Working 

Environment Work Stream' of the Change Programme to improve the efficiency and 

effectiveness of office accommodation in the Irvine area. It was proposed that 

Bridgegate House become the main public face of the Council, relocating front facing 

functions to a Customer Services Centre which would serve as a “one-stop-shop”. In 

addition, Irvine Bay Development Company had identified Bridgegate House as a 

key site within the town centre suitable for external enhancement to support the 

regeneration of the town centre and to compliment their public realm improvement 

project. A design team was duly appointed to progress both the internal and external 

refurbishment of the building on behalf of the Council and in partnership with Irvine 

Bay. 

There is a budget of £9.3m in the capital programme to undertake the Bridgegate 

House refurbishment project and the scope of works includes the following 

elements:- 

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Complete replacement of the building facade including shop front replacement; 

Renewal of all building services (heating, power, lighting, lift, alarms, access 

controls etc.); 

Asbestos removals throughout the building; 

Upgrade of the ICT and telephony network; 

Internal refurbishment of all office areas to create a flexible, open plan working 

environment; 

Replacement of the existing toilet facilities including creating more accessible 

WCs and showers; and 

Extension of the ground floor adjacent to the former Stationery Box shop unit to 

form the new customer centre. 

Six tenders were received in respect of the construction work and analysed in terms 

of both cost and quality (60%/40%). The results were set out at Appendices 1(a) and 

1(b) to the report. The proposed construction programme would see work 

commencing in May 2012 and proceeding in two phases in order to allow the partial 

use of the building throughout the works. The first phase is programmed to be 

complete by February 2013 with an expected overall contract completion date of 

August 2013. 

The Executive agreed (a) to note progress to date relating to the Bridgegate House 

re-development project and (b) that the contract be awarded to Graham Construction 

for the value of £6,265,290.98. 

17. External Fabric Remedial Works to Lambie and O'Connor Courts, 

Saltcoats 

Submitted report by the Corporate Director (Finance and Infrastructure) on the 

'private owner' consultation and the costs associated with the external fabric remedial 

works to Lambie and O'Connor Courts, Saltcoats. 

Page 15 

21

As reported to the Executive previously, a competitive tendering exercise confirmed 

the indicative cost for the over-cladding and window replacement works at Lambie 

and O'Connor Courts, Saltcoats, as £830,000. Under the terms of the private 

owners' missives, they are required to meet their share of the overall cost of this 

work, the cost to each of them would be on the basis of a 1/94 th 

share. This equates 

to a maximum of £9,380 (including VAT). This information has been formally 

communicated to the private owners via one to one interviews and issue of a Minute 

of Agreement to each. 

27 of the 34 private owners have returned signed Minutes of Agreement for their 

contributions. Their maximum contribution of £9,380 will be the maximum 

chargeable to the private owners and this is likely to be reduced further dependent 

on the grant funding from the public utility companies through one of the carbon 

reduction schemes currently operating. The final grant funding available cannot be 

calculated at this time as it will be based on individual circumstances of the private 

owners, but the Council is taking the lead in seeking grants on behalf of all residents. 

Section 2.4 of the report set out the funding which is expected to be available to 

assist the "private owners" with the cost of the over-cladding works. As a result, it is 

expected that the tenants will be required to contribute either £5,533 or £3,273 

depending on their circumstances and funding criteria. 

Appendix 1 to the report set out the results of the competitive tender procedure 

undertaken in connection with these works. The lowest tender received was from 

CCG (Scotland) Ltd., to the corrected tender value of £787,837.55. As this contact 

value excludes contingencies and fees, the total project cost should remain as 

£830,000 for budgeting purposes. 

The Executive agreed to (a) note the agreements from private owners; and (b) 

approves the award of the contract to CCG (Scotland) Ltd., in the sum of 

£787,837.55. 

18. Redstone Avenue, Kilwinning (Council House Building Project) - 

Appointment of Grouting Contractor 

Submitted report by the Corporate Director (Social Services and Health) on progress 

to date in terms of appointing a grouting contractor for the above project, and 

seeking approval for same. 

At its meeting on 24 May 2011, the Executive of North Ayrshire Council approved the 

submission of a subsidy bid to the Scottish Government which detailed a 

development project for approximately 44 units at Redstone Avenue, Kilwinning. 

The bid indicated that due to issues of under-mining at the site, it would be 

necessary to appoint a contractor to carry out grouting works to secure the site, 

before construction could commence. Funding was subsequently awarded by the 

Scottish Government, conditional upon the project commencing on-site by the end of 

May 2012. 

Page 16 

22

Grouting work comprises of drilling bore holes and pumping a cement based mixture 

into the cavity left by historic mining. It is anticipated the exercise will take 

approximately 3 months. As part of a risk mitigation exercise, Housing Services 

have appointed the Civil Engineering company JWH Ross to oversee the grouting 

exercise and to assist in the tendering exercise. 

The tendering process has been carried out in partnership with the Council's 

Corporate Procurement Unit. It was a two stage process which included the issuing 

of Pre Qualification Questionnaires, the return of which allowed the Council to 

eliminate organisations which did not have the requisite experience or technical 

competencies. The second stage was a value for money competition, with the 

contract being awarded to the organisation who submitted the lowest tender and who 

could meet the delivery timescales. 

Five tenders were issued. Two organisations returned acceptable tenders, as 

detailed in Section 2.7 of the report. 

The Executive agreed to approve the award of the grouting contract, at a value of 

£455,955 to Soil Engineering, in order to prepare the site at Redstone Avenue, 

Kilwinning for the construction of approximately 44 new-build council houses. 

19. Economic Development, Business Development Approvals Committee - 

Minutes of Meeting held on 9 March 2012 

Submitted report by the Chief Executive on the Minutes of the Meeting of the 

Economic Development Business Development Approvals Committee held on 9 

March 2012. 

Noted. 

The meeting ended at 11.50 a.m. 

Page 17 

23

Subject: 

NORTH AYRSHIRE COUNCIL 

Agenda Item 3 

10 April 2012 


Waste Management Strategy 2012-2016 

Purpose: To seek the approval by the Executive of the Waste 

Management Strategy and implementation plan for 

the period 2012 - 2016. 

Recommendation: That the Executive (a) approves the Waste Strategy 

and Implementation Plan 2012 to 2016; and (b) 

agrees to the procurement for the treatment of organic 

waste, 3rd sector partner for the delivery of re-use 

services and disposal of leachate for the operational 

life of the landfill site. 

1. Introduction 

1.1 At its meeting of the 30 March 2010, the Executive agreed to form a 

cross-party working group of Elected Members supported by officers 

to develop a waste strategy. 

1.2 Scottish Government issued a new national Waste Management Plan 

(Zero Waste Plan) on 9 June 2010 setting out the future direction of 

waste management for Scotland. The plan contains some 22 actions 

that require further legislation to bring them into force. In December 

2010, Government subsequently issued a consultation document 

proposing a number of regulatory measures to implement four of 

these key actions. 

1.3 At its meeting of the 21 June 2011 the Executive received a report 

setting out a number of actions agreed by the working group and 

subsequently the Executive, to enable progression towards the 

achievement of time bound national waste objectives whilst awaiting 

the formal issue of final regulations by Scottish Government. 

1.4 In order to enable the timely development of services to meet the 

targets and objectives of the national waste agenda Scottish 

Government issued a policy statement in October 2011 setting out the 

key principles to be contained within Regulations pending their formal 

issue. 

25

2. Current Position 

2.1 The working group has undertaken a review of both current and likely 

future waste management issues to inform the development of a new 

waste strategy and implementation plan for the period 2012 to 2016. 

The draft strategy is attached at Appendix A. 

2.2 The Council currently provides a range of waste management and 

recycling services:- 

2.2.1 Domestic collections consisting of:- 

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An alternate weekly collection of residual waste and dry 

recyclables (cans, plastic bottles, paper, card and cardboard) 

Weekly collection of garden waste (excluding Arran) operating on 

a seasonal basis between April and November 

Four Weekly collection of glass (excluding Arran) 

Communal residual waste bins from multi-story buildings are 

collected at least 3 times/week. 

A chargeable service for the collection of bulky items. 

2.2.2 Four Household Waste Recycling Centres (HWRCs) are provided on 

the mainland. These have facilities to accept a wide range of materials 

and special waste (electronic equipment, oil, batteries etc.) for 

recycling. A policy and supporting controls were introduced during 

2011 to restrict businesses from illegally depositing their waste at the 

centres. A waste transfer station is provided on Arran for residents 

and chargeable businesses to deposit waste and recycling on an 

appointment basis. A further 34 Neighbourhood Recycling points are 

provided throughout the area and can accept paper, glass, textiles 

and shoes. 

2.2.3 A chargeable service for the collection of residual waste and dry 

recyclables (paper, card, cardboard and glass) is offered to 

businesses. The charge for the recycling service is discounted by 50% 

to encourage businesses to participate. 

2.2.4 The Council also collects amenity waste consisting of litter and dog 

waste from over 1,500 bins throughout the area, street sweepings, 

parks waste, fly-tipping and abandoned vehicles. 

2.2.5 The operation of these services has enabled the achievement of 2010 

targets for recycling set by Scottish Government and landfill reduction 

set by the European Union. The table below compares the Council's 

performance against Statutory Performance Indicators set by Scottish 

Government in respect of waste management. 

26

Statutory 

Performance 

Indicator 

Percentage of 

Waste Recycled 

Amount of Waste 

Managed (tonnes) 

Waste to Landfill 

(Tonnes) 

Biodegradable 

waste to Landfill 

(tonnes) 

Net Cost/Premise 

of Refuse 

Collection 

Net Cost/Premise 

of Refuse Disposal 

2008/09 2009/10 2010/11 

2011/12 

(Estimated) 

Scottish 

Average 

2010/11 

35.28% 40.32% 43.08% 46.6% 38.20% 

87,692 85,517 84,482 79,723 98,162 

56,550 50,626 47,730 42,225 57,635 

32,811 29,283 26,342 21,635 

£76.37 £73.13 £68.17 £66.22 

£71.46 £74.85 £83.78 £95.61 

2.3 There are a number of key drivers for change that Councils must 

respond to through the continued development of its waste 

management service. 

2.3.1 International – EU Landfill and Waste Framework Directives: 

The Directives are the principal legal frameworks influencing waste 

management strategy in the UK. The directives sets mandatory 

targets to recycle 50% of household waste by 2020 and to increase 

the diversion of waste disposed of through landfill:- 

� By 2013 reduce Biodegradable Municipal Waste landfilled to 

50% of that produced in 1995 - Target for North Ayrshire 

21,957 tonnes 

� By 2020 reduce Biodegradable Municipal Waste landfilled to 

35% of that produced in 1995 - Target for North Ayrshire 

15,887 tonnes 

2.3.2 National – Scottish Waste Policy (Zero Waste Plan): 

Whilst final regulations to support the new Zero Waste Plan have not 

yet been formally issued draft documents and discussions with both 

Scottish Government and Zero Waste Scotland have indicated the 

following key targets/requirements as they affect current services 

within North Ayrshire:- 

27

� Recycle 50% of household waste by 2013; based on a carbon 

metric 

� Provide dry recyclable collections (glass, metals, plastics, 

paper and card) to households by 31 December 2013. 

� Initiate roll-out of food waste collections to households by 31 

December 2013 and complete by 31 December 2015 

� Offer collections of dry recyclables to all businesses by 31 

December 2013 

� Offer collections of food waste to medium to large businesses 

(based upon FTE) involved in food production, food retail or 

food preparation by 31 December 2013 

� Offer collections of food waste to small businesses (based 

upon FTE) involved in food production, food retail or food 

preparation by 31 December 2015 


metric 

� Cease disposal of Biodegradable Waste to landfill by 31 

December 2020 


metric 

� Reduce the waste disposed of to landfill to a maximum of 5% 

by 2025. 

The plan utilises the waste hierarchy to prioritise waste management 

methods where prevention is the most environmentally effective 

solution and disposal the least. 

28

The draft regulations require the provision of separate food waste 

collections from households and certain businesses unless it is not 

technically, environmentally or economically practicable. Scottish 

Government has utilised the Scottish Urban/Rural classification index 

to determine areas where food waste collections are considered 

practicable. The key outcome of this measure is that there will be no 

requirement to provide food waste collections on Arran. Where food 

waste collections are not provided there will be a requirement to 

promote actions to prevent food waste and/or home/community 

composting. 

2.3.3 National - Landfill Tax: 

The tax will continue to increase at a rate of £8 per tonne until 

2014/15, when the level will be £80 per tonne. 

2.3.4 Local - Single Outcome Agreement (SOA): 

The SOA includes a number of outcomes which are influenced by 

waste management practices. 

2.3.5 Local - Third Sector: 

The Government seeks to make greater use of third sector expertise 

in waste management and to capitalise on the multiple benefits – 

social, economic and environmental – it can bring to communities. 

These wider benefits typically involve training and employment 

opportunities to disadvantaged members of society and the provision 

of low cost furniture and other household items to those in need. 

2.3.6 Local - Feedback from Local Surveys: 

Local surveys and service enquiries have identified a strong desire to 

provide a recycling collection service for mixed plastics and to 

minimise the number of containers provided to households to deposit 

their waste. 

2.3.7 Local - Efficiency and Value for Money: 

As a result of the national deficit significant reductions in the resources 

available to the public sector have, and continue to be applied. 

29

2.3.8 Local - Lifespan of Shewalton Landfill Site: 

The Shewalton landfill site is operated in line with the Pollution, 

Prevention and Control regulatory regime enforced by SEPA. In order 

to comply with this regime there is a need to continue investment 

within the site particularly in respect of gas management and energy 

recovery, leachate management and the capping of cells as they 

become full. It will also be necessary to construct new cells at 

Shewalton to receive waste, subject to these works the site is 

anticipated to reach capacity by 2016/17. 

2.4 Waste Composition 

2.4.1 The table below sets out the amount of waste collected and the 

recycling rate for each of the key municipal waste streams managed 

by the Council. 

Source 

Amount 

Managed 

(tonnes) 

Recycling 

rate 

(%) 

Household – Kerbside 

Collections 

Household Waste and 

52,481 41.0 

Neighbourhood Recycling 

Centres 

19,120 69.0 

Commercial 

Amenity Waste – Litter bins, 

9,776 4.0 

street sweepings, park waste 

etc. 

3,105 53.0 

2.4.2 In order to inform actions required to meet the drivers for change a 

detailed analysis of residual waste samples from the two largest 

sources of waste has been undertaken. This has identified the 

following:- 

Household - Kerbside Collections:- 

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Up to 21.2% of the waste collected through the grey bin service 

can be recycled or composted through full use of the existing 

kerbside recycling collection services. 

Up to 7.8% of the waste collected through the grey bin service can 

be recycled or composted through full use of the facilities provided 

at Household and/or Neighbourhood Recycling Centre’s. 

30

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Up to 38.4% of the waste collected through the grey bin service 

can be recycled or composted but will require improvements to the 

existing services and the introduction of additional services. 

32.6% of the waste collected cannot be diverted from the residual 

stream. 

Household Waste Recycling Centre's:- 

Up to 59.6% of the total residual waste deposited can be recycled 

through full use of the existing facilities in place. 

Up to 19.8% of the total residual waste deposited can be recycled 

or re-used but will require improvements to the existing facilities 

and the introduction of additional facilities. 

20.63% of the total residual waste cannot readily be recycled. 

2.4.3 Due to the relative small amount of waste collected from businesses 

direct analysis has not been undertaken. However national studies 

have indicated the following trends: 

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Up to 41% of the total waste collected through the service can be 

diverted through full use of the existing recycling and collection 

services. 

Up to 42% of the total waste collected through the service can be 

recycled or composted but will require improvements to the 

existing services and the introduction of additional services 

16.5% of the total waste collected cannot readily be recycled. 

2.5 Actions for Delivery 

Following consideration of the drivers for change and the information 

collated from detailed analysis of the residual waste managed by the 

Council the key actions for delivery detailed within the strategy are 

summarised below: 

2.5.1 Increase the level of Education and Promotion 

Effective education and promotion is vital to the success of the 

services provided. The demographic profile of the area indicates that 

high levels of education and promotion are required to support 

residents in changing waste management behaviours. The following 

actions are proposed:- 

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Develop a branding/strapline to support the delivery of the 

strategy. 

Recruit four additional Waste Awareness Officers 

Devise and deliver a communications plan 

31

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Provide information packs to businesses 

Continued promotion of the Schools education programme 

Improve information at HWRC's 

Support community initiatives that promote and enable 

sustainable waste management 

Subscribe to the Zero Waste Scotland 'Construction Commitment: 

Halving Waste to Landfill' 

2.5.2 Increase Participation in the Service provided 

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Identify areas, through surveys and waste analysis, where 

services are not being fully utilised to target education and 

promotion 

Simplify services through the provision of co-mingled collections of 

recyclable materials where possible to minimise the number of 

containers required. 

Provide internal containers and liners to store food internally and 

maintain hygiene standards prior to placement in the wheeled bin. 

Ensure collection frequencies and storage arrangements meet the 

needs of individual communities. 

2.5.3 Improve awareness of waste services delivered by the 3rd sector 

There are a number of waste management services provided by the 

3rd sector that can also provide societal benefits. The promotion of 

3rd sector textile collection systems and services offered by charity 

shops can further support these benefits and decrease the 

environmental impact of waste management. 

2.5.4 Provide new services to support re-use 

3rd Sector Opportunities 

There are a number of charities and other community sector 

organisations that provide collection services and outlets for unwanted 

furniture and electrical items. The goods collected can be repaired 

and re-furbished and sold to generate income to further develop 

schemes or be made available to residents as starter packs when 

moving into new homes. Whilst the schemes are predominantly 

volunteer based they can provide employment and training 

opportunities to residents to help them develop the skills required to 

gain full employment. The actions to support these initiatives include:- 

� 

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Provision of re-use containers at HWRC's 

Development of a referral scheme to divert goods fro re-use from 

the special uplift collection service. 

32

� 

Establishment of partnerships with the 3rd sector to support the 

development of re-use schemes, including funded provision of 

facilities to repair goods and their subsequent 

distribution/sale. 

Internal Networks 

The development of internal Council re-use networks for services and 

employees to redistribute surplus goods can also reduce expenditure 

on replacements. 

2.5.5 Increase range of materials collected for recycling and 

composting 

Kerbside Recyclable Collections (Blue Bin) 

Glass and mixed plastics to be added to the co-mingled collection of 

recyclables (blue bin) thereby reducing the number of containers and 

the costs of collection. This will further enable a kerbside collection of 

glass, within the blue bin, for properties on Arran. 

Food Waste Collections 

Provide food waste collection to the mainland and Cumbrae. The 

collections will, where possible, be integrated with the weekly garden 

waste collection service which will be extended to all year round. In 

order to assist residents in utilising this service it is proposed that a 

kitchen caddy (5 litre) be provided to enable containment prior to 

transfer to wheeled bin along with bio-degradable liners to maintain 

hygiene standards. Those properties without gardens will be provided 

with a 25 litre caddy which can be placed out for collection. It is 

proposed that existing tenants group be consulted to agree storage 

method and collection frequency from communal waste storage areas. 

It will be necessary to undertake a formal procurement exercise to 

secure facilities for the treatment of organic waste (food and garden) 

collected. 

In those areas where it is not considered, by Government, feasible to 

introduce food waste collections it is proposed that support be sought 

from Zero Waste Scotland to evaluate the provision of community 

composting facilities on Arran and to support the implementation of 

any options arising. 

Food Waste collections will be introduced on a phased basis, following 

the procurement of suitable treatment facilities, as follows:- 

33

Recycling Services to Businesses 

� 

� 

Increase the range of chargeable recycling services offered to 

businesses to include plastics, metal cans and mixed plastics in 

addition to glass, paper and cardboard). 

Offer a chargeable collection of food waste to all businesses. 

Recycling of Amenity Waste 

Undertake pilot studies to evaluate the provision of recycling litter bins 

in areas of high footfall and the recycling of street sweepings. 

HWRCs 

Provide additional containers to increase the range of materials that 

can be recycled at HWRCs 

2.5.6 Develop facilities and long-term options to dispose /treat residual 

waste 

Continue the development of Shewalton landfill site and close when 

full. It will be necessary to procure services to support the 

management of leachate during the remaining operational life of the 

site and construct and cap further further waste to containment cells. 

In order to meet the requirement of the Zero Waste Plan to cease the 

disposal of Biodegradable Waste to landfill by 31 st 

December 2020 it 

will be necessary for the Council to procure facilities to treat residual 

waste. At this time it is anticipated that the Council will have at least 

35,000 tonnes of waste requiring treatment. As a member of the 

Ayrshire Waste partnership, consisting of the three constituent 

Ayrshire Councils, an Outline Business case for the treatment of 

residual waste is currently being developed for consideration. The 

outcome of the business case will determine the long-term approach 

of the Council to the management of residual waste upon closure of 

the Shewalton landfill site. 

2.5.7 Reduce the net cost of providing waste management services 

� 

� 

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� 

Ensure that the charges levied for commercial waste services 

meet the cost of service provision 

Complete a logistics review of waste collection routes and working 

patterns 

Explore partnership opportunities with other Councils 

Explore external funding opportunities to develop initiatives. 

34

2.5.8 The actions will be implemented over the course of the strategy. A 

detailed timeline is set out within the strategy. 

2.6 Performance Projections 

The implementation of the actions proposed within the strategy will 

enable the requirements of the national waste agenda during this 

period to be met. The projected recycling performance arising from the 

proposals is 61% in respect of household waste and 56% in respect of 

municipal solid waste by 2016. 

3. Proposals 

3.1 That the Executive approves the Waste Strategy and implementation 

plan (2012 to 2016) as attached at Appendix A. 

3.2 That the Executive agree to the completion of procurement exercises 

for the treatment of organic waste, to identify 3rd sector partner(s) for 

the delivery of re-use services and the disposal of leachate for the 

remaining operational life of the landfill site. 

4. Implications 

Financial Implications 

4.1 Budgetary provision has been made to introduce food waste 

collections and meet increases in landfill tax over the next two years. 

The proposals will, by 2015/16, realise a cumulative revenue 

efficiency of £46,000 against the Council’s agreed budget. 

4.2 The Council’s capital plan includes provision for the continued 

development of Shewalton landfill site and the re-development of 

Largs HWRC. Additional capital expenditure of £635,000 will be 

required to procure additional collection vehicles required to 

implement food waste collections. This will be met from the 2011/12 

underspend of Zero Waste funding that was allocated to implement 

food waste collections. 

Human Resource Implications 

4.3 The strategy proposes the creation of four additional posts of Waste 

Awareness Officer. 

Legal Implications 

4.4 The proposals will assist in the achievement of statutory targets in 

respect of recycling and landfill diversion. 

35

Equality Implications 

4.5 An Equality Impact Assessment of the strategy has been completed. 

Environmental Implications 

4.6 The proposals have a positive impact upon the environment in three 

ways - 

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� 

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Reduction in the amount of waste disposed of at landfill. 

Increase in recycling of materials reducing the need to access 

virgin materials. 

Increase in the re-use of materials reducing the impact of 

re-processing and the use of virgin materials. 

Implications for Key Priorities 

4.7 The completed strategy and subsequent implementation will 

contribute towards the achievement of the following SOA objectives:- 

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� 

� 

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12a: Our environment is protected and enhanced 

14a: Recycling of waste has increased and the amount of waste 

going to landfill has decreased 

14b: The Public sector's carbon footprint has reduced 

15a: Public perceptions of public services have improved 

15b: Public services are more efficient and effective 

15c: Partnership Working has improved 

Community Benefit Implications 

4.8 The strategy seeks to support the 3rd sector to deliver re-use 

services. It is anticipated that this approach will create training and 

employment opportunities to disadvantaged members of society and 

the provision of low cost furniture and other household items to those 

in need. 

5. Consultations 

5.1 A cross party working group has developed the strategy for 

consideration. 

5.2 A Strategic Environmental Assessment (SEA) screening report has 

been submitted to Scottish Government to determine whether the 

proposals will require a period of formal consultation. It is anticipated 

that this will not be required as the proposals within the strategy are 

required to comply with Scotland's Zero Waste Plan that has been 

formally consulted upon in its development. 

36

6. Conclusion 

6.1 A cross-party working group has developed the strategy for 

consideration which will enable the Council to meet the requirements 

of the national waste agenda for the period 2012 to 2016. 

LAURA FRIEL 

Corporate Director (Finance and Infrastructure) 

Reference : 

For further information please contact Craig Hatton, Head of Environment & 

Related Services on telephone number 01294 541514. 

Background Papers 

Scotland's Zero Waste Plan 

37

North Ayrshire Council 

Waste Strategy 

2012 - 2016 

1 

Appendix A to Report 

39


1.1 Introduction 

North Ayrshire Council has successfully introduced a number of initiatives to 

achieve the targets for 2010 in respect of recycling and reducing the amount 

of waste disposed of at landfill. The continued development of recycling 

services and waste management policies has ensured that the Council is well 

placed to achieve the 2013 landfill reduction target. However current national 

plans and policies set down ever increasing and more onerous targets for the 

period up to 2025. The Council must, therefore, ensure that it has sufficient 

plans in place to meet these legislative and policy requirements. 

This waste strategy is for the period 2012 – 2016 and will be reviewed at 

regular intervals. It compiles detailed research and information in the following 

chapters:- 

� Key Drivers – A review of the issues that will influence the future direction 

of waste management services; 

� Existing Waste Management Service – Description of current services 

provided and associated performance; 

� Waste Arisings and Composition – Detailed analysis of the waste 

managed by the Council; 

� Gap Analysis and Areas for Improvement – The areas where the service 

needs to improve and how these can be met to achieve the requirements 

of the national waste agenda and local requirements; 

� Recommended Actions – Recommendations and an implementation plan; 

� Future Service Delivery – A review of the financial implications and 

performance gains anticipated. 

1.2 North Ayrshire 

North Ayrshire Council is situated around 25 miles south-west of Glasgow 

with a population of 135,180 and 66,461 domestic properties. Its total area is 

some 340 square miles, almost equally divided between the mainland and the 

islands of Arran and Cumbrae. It has total coastline of 140 miles (42 on 

mainland, 98 on islands). 92% of the area is classed as countryside, ranging 

from 85% on the mainland to 99% on Arran). 

Over three-quarters of the population live in urban areas or accessible small 

towns, with the remaining population living in rural areas – 4.8% of the total 

population living in remote or very remote rural areas. 

In 2009 the Scottish Index of Multiple Deprivation identified that 43 of North 

Ayrshire’s 179 data zones are categorised as being in the worst 15% in 

Scotland and includes 23.1% of the population. 20 of these data zones are 

located in Irvine/Kilwinning, 19 in the Three Towns, and 4 in the Garnock 

Valley. The most deprived zone is Ardrossan. 

2 

40

The A78 runs through North Ayrshire from Skelmorlie in the north to Irvine in 

the South. This provides access to Greenock and Ayr. The A736 and A737 

provide links to Glasgow, although improvements are required to make 

access to the conurbation easier. Access to the national motorway network is 

via the A71 to the M74, or via the A77 to the M77. 

Regular rail links are provided from Largs and Irvine to Glasgow via 

Kilwinning. Ardrossan and Largs provide ferry services to Arran and Cumbrae 

respectively. Hunterston provides deep-waters seaport facilities. 

1.3 Socio-demographic Profile 

The socio-demographic profile, (including the age, economic activity, and type 

of households) of an area can be a useful tool in identifying the waste 

management and recycling habits of the resident population. 

1.3.1 Population 

The resident population in 2010 was 135,180 of which 47.4% were male and 

52.6% female. Less than 1% of the population are from black and ethnic 

minorities. The population is forecast to fall by 4.7% in the period to 2035. 

Residents over the age of 65 account for 22% of the population. This is 

estimated to increase to 23% by 2015 and to 27% by 2035. Research has 

shown that more mature and retired people may be more likely to recycle than 

younger adults, especially those with younger children. 

An effective programme of education and waste awareness initiatives is 

required for all residents to ensure appropriate participation in the waste 

management services provided. 

1.3.2 Employment 

Unemployment levels have for many years been among the highest in 

Scotland. In February 2012 North Ayrshire’s claimant count unemployment 

rate stood at 6.8% compared to the Scottish rate of 4.4%. 

Statistics held by the Department of Work & Pensions indicate that in May 

2011 18,850 residents of North Ayrshire were claiming one of the key benefits 

(excluding Housing Benefit and Council Tax Benefit) available to the working 

age population. This represents 22% of the working age population, 

significantly higher than for Scotland as a whole at 16.5%. 

1.3.3 Housing and Households 

There were 62,006 households in North Ayrshire in 2010 consisting of the 

following tenure types:- 

� 62% Private Ownership 

� 20% Council Housing 

� 10% Housing Association etc. 

� 8% Private Rented 

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Property type can have a significant impact on the quantities of waste 

generated. Generally, detached and semi-detached properties have gardens 

and may generate a significant quantity of green waste. The type of housing 

can also impact upon kerbside collection schemes in terns of storage issues 

and participation rates. The distribution of housing types in North Ayrshire as 

shown in the table 1.1 below. 

Table 1.1: Housing Types in North Ayrshire 

North Ayrshire Scotland 

Detached 20% 21% 

Semi-detached 21% 20% 

Terraced 31% 21% 

Flat 28% 38% 

Unknown 0% 1% 

Terraced houses and flats comprise 59% of the total housing stock and may 

therefore pose issues in relation to internal and external storage space and 

methods of containment and collection. 

1.3.4 Propensity to Recycle 

Encouraging the public to participate in recycling and composting collections 

is the key to successful schemes. There are many factors which can affect 

public participation, including: 

� Timing and Frequency of collections; 

� Collection container size and type; 

� The types of material targeted by the scheme; 

� Method, timing and frequency of advertising campaigns. 

Numerous research projects have been carried out to identify links between 

recycling habits and socio-demographic factors. There is strong evidence to 

suggest that people who live in private, semi-detached or small detached 

properties are more likely to recycle than those living in local authority housing 

or larger detached properties. The lowest proportions of recyclers are usually 

found amongst residents of terraced properties and flats. Generally, more 

mature and retired people are more likely to recycle than younger adults, 

especially those with young children. There is a strong correlation between 

the economic prosperity of an area and sustainable waste management 

practices. 

These are some of the many variable factors which affect recycling 

participation levels. It is important to determine and be aware of how different 

households may respond to waste management and recycling initiatives. 

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2. KEY DRIVERS 


Current and future waste management activities are influenced by decisions 

taken at a number of levels. The EU gives strong direction to its member 

states on waste issues and much of Scotland’s waste policy and guidance is 

based on EU legislation. However the vision of Scottish Government to create 

a nation that leads the field in respect of environmental sustainability has 

resulted in a number of policy requirements that exceed these EU 

requirements. 

This chapter outlines some of the main current and likely future national and 

EU policy and legislative developments that influence waste management 

activities in North Ayrshire. These, along with other relevant developments, 

have been considered during the formulation of this waste strategy. 

2.2 European Obligations 

2.2.1 The Landfill Directive (99/31/EC) 

The Landfill Directive is seen as providing the principal legal framework 

influencing Municipal Solid Waste (MSW) management and strategy 

development in the UK. The most significant part of the Directive is Article 5 

which proposes a strict timetable for reductions in landfilling biodegradable 

municipal waste (BMW). These are onerous requirements and have been the 

principal influence upon national waste management legislation and policy. 

The Directive sets mandatory targets which, for the UK, require the following 

(the targets include the 4 year derogation already granted to the UK) 

� By 2010 to reduce BMW landfilled to 75% (by weight) of that 

produced in 1995; Target for North Ayrshire 30,065 tonnes 


produced in 1995; Target for North Ayrshire 21,957 tonnes; 


produced in 1995; Target for North Ayrshire 15,887 tonnes 

2.2.2 The Waste Framework Directive (06/12/EC). 

The Waste Framework Directive (WFD) requires Member States of the 

European Union (EU) to establish both a network of disposal facilities and 

competent authorities with responsibility for issuing waste management 

authorisations and licences. In December 2008 the revised WFD (08/98/EC) 

came into force introducing the first EU wide recycling targets. By 2020 

Member States must re-use or recycle 50% of household waste (the UK 

Government is interpreting this to include composting of organic wastes) and 

re-use, recycle or recover 70% of non-hazardous construction and demolition 

waste. 

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2.3 National Obligations 

2.3.1 Waste and Emissions Trading Act 2003 

The Act implements Articles 5(1) and 5(2) of the European Landfill Directive in 

the UK. Essentially the Waste and Emissions Trading Act 2003 has been 

passed by Government as the principal legislative driver and delivery 

mechanism to enable achievement of the targets set down in the Landfill 

Directive. 

2.3.2 Scottish Waste Policy (Zero Waste Plan) 

Whilst final regulations to support the new Zero Waste Plan have not yet been 

formally issued draft documents and discussions with both Scottish 

Government and Zero Waste Scotland have indicated the following key 

targets/requirements as they affect current services within North Ayrshire:- 

� Recycle 50% of household waste by 2013; based on a carbon metric 

� Provide dry recyclable collections (glass, metals, plastics, paper and 

card) to households by 31 st December 2013. 

� Initiate roll-out of food waste collections to households by 31 st 

December 2013 and complete by 31 st December 2015 

� Offer collections of dry recyclables to all businesses by 31 st December 

2013 

� Offer collections of food waste to medium to large businesses (based 

upon FTE) involved in food production, food retail or food preparation 

by 31 st December 2013 

� Offer collections of food waste to small businesses (based upon FTE) 

involved in food production, food retail or food preparation by 31 st 

December 2015 


� Cease disposal of Biodegradable Waste to landfill by 31 st December 

2020 


� Reduce the waste disposed of to landfill to a maximum of 5% by 2025. 

The general principle of the Zero Waste Plan is to move waste management 

along the waste hierarchy to more environmentally beneficial methods. The 

hierarchy is shown at table 2.1 along with the Council’s performance against 

each level over the past two years. 

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Table 2.1: Waste Hierarchy 

2.3.3 Carbon Metric 

The Zero Waste Plan seeks to supplement traditional methods of measuring 

waste by tonnage with one that reflects the environmental impact of waste 

management through the implementation of a carbon metric. The metric 

identifies and prioritises, through the application of weighting, materials for 

recycling and re-use therefore allowing stakeholders to target those with a 

high carbon impact. 

An extract of the ratings applied to the main waste streams is set-out in table 

2.2. 

However following representations from the waste industry Scottish 

Government has indicated that the metric is to be reviewed, particularly 

around textiles, as the weightings applied could result in recycling services 

that only address the higher weighted materials. Such an approach may result 

in the tonnage based targets within European legislation not being achieved. 

Table 2.2: Extract of Carbon Metric 

Material Type Carbon Metric Weighting 

Textiles 100.00 

Aluminium Cans and Foil 65.87 

Footwear 31.17 

Scrap Metal 16.07 

Steel Cans 12.25 

WEEE (mixed) 9.77 

Wood 8.70 

Average Plastics 8.57 

Paper 5.23 

WEEE – Fridges and Freezers 4.66 

Mixed Food and Garden Waste (Composting 2.10 

Glass 1.58 

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2.3.4 Food Waste Exemption 

The draft regulations required the provision of separate food waste collections 

from households and certain businesses unless it was not technically, 

environmentally or economically practicable. Scottish Government has 

provided further advice on the assessment of this practicability through the 

application of the Scottish Urban/Rural classification index as follows:- 

• large urban areas (with a population over 125,000); 

• other urban areas (with a population of 10,000 to 125,000); and 

• accessible small towns (with a population of 3000 to 10,000) and 

within 30 minutes drive of a settlement of 10,000 or more. 

The key outcome for North Ayrshire of this measure is that it is not practicable 

to introduce food waste collections on Arran. However, where food waste 

collections are not provided there will be a requirement to promote actions to 

prevent food waste and/or home/community composting. 

Scottish Government has indicated that co-mingled collections of organic 

waste (i.e. food and garden waste) will be permitted where similar 

environmental benefits can be achieved, principally landfill diversion rates. 

2.3.5 The Landfill Allowance Scheme (Scotland) Regulations 2005 

The Regulations allocated annual allowances, up to 2020, to each individual 

Scottish local authority of the amount of BMW that they may dispose to landfill 

to enable Scotland to meet its targets, as a contribution to UK targets, under 

the Landfill Directive. Where these allowances are exceeded Authorities face 

fines of £150 for each excess tonne. 

In order to assist local authorities in meeting their obligations they will 

ultimately be able to bank and borrow against their own targets and trade with 

other Authorities. However, Scottish Government has indicated that the 

targets within the proposed Zero Waste Plan, particularly a ban on the 

landfilling of biodegradable waste in 2020, go beyond those within the 

directive. Accordingly they are proposing to amend Scottish legislation. 

2.3.6 Climate Change (Scotland) Act 2009 

The Act contains provisions to enable Scottish Government to make 

regulations relating to the acquisition of accurate information about waste, the 

promotion of waste reduction and recycling by different methods. The Act 

includes the following sections which may be enacted through regulation:- 

Section 78 – Waste Prevention and Management Plans 

Section 79 – Information on Waste 

Section 80 – Recyclable waste – facilities for deposit etc. 

Section 81 – Recyclable waste: facilities for deposit at events etc. 

Section 82 – Procurement of recyclate 

Section 83 – Targets for reduction of packaging etc. 

Section 84 – Deposit and return schemes 

Sections 85,86 and 87 – Administration of deposit and return schemes 

Section 88 – Charges for supply of carrier bags. 

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2.3.7 Landfill Taxation 

Landfill taxation was introduced by the Treasury to encourage waste 

producers to produce less waste, recover more value from waste, for example 

through recycling or composting and to use more environmentally friendly 

methods of waste disposal. Through increasing the cost of landfill, other 

advanced waste treatment technologies with higher gate fees are made to 

become more financially attractive. 

To increase the pace of change, escalators have subsequently been applied 

that have seen the tax increase from £10 per tonne in 1999 to £64 per tonne 

in 2012/13. The tax will continue to increase at a rate of £8 per tonne until 

2014/15, when the level will be £80 per tonne. 

2.3.8 Animal By-Products Order 

This legislation sets out the controls to be applied to the handling of wastes 

from a range of activities generating waste containing animal remains. The 

purpose is to control the spread of diseases transmissible between species. 

The order has significant implications for the treatment of catering waste, 

including source segregated kitchen waste as collected by local authorities, as 

it cannot be composted or spread on land without pre-treatment to achieve 

certain temperature requirements. This affects the nature of the waste that 

can be collected as green waste and processed through an open windrow. 

2.3.9 Local Government in Scotland Act 2003 

The Act requires that “the local authority shall discharge its duties under this 

section in a way which contributes to the achievement of sustainable 

development”. The Act includes: 

� Duty to secure best value 

� Statutory basis for community planning 

� Power to advance well-being. 

2.4 Local Considerations 

There are a number of local issues and opportunities that the strategy needs 

to address. 

2.4.1 Single Outcome Agreement 

The Single Outcome Agreement (SOA) is an agreement between the 

Community Planning Partnership (CPP) and the Scottish Government on the 

Outcomes which we collectively want to achieve for North Ayrshire. The SOA 

includes a number of outcomes that need to be considered within this 

strategy:- 

� Reduce the Council's carbon footprint. 

� Public services are more efficient and effective 

� Increase the amount of waste recycled and reduce the amount of 

waste disposed through landfill. 

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2.4.2 Third Sector 

The Government seeks to make greater use of third sector expertise in waste 

management and to capitalise on the multiple benefits – social, economic and 

environmental – it can bring to communities. These wider benefits typically 

involve training and employment opportunities to disadvantaged members of 

society and the provision of low cost furniture and other household items to 

those in need. These opportunities are particularly relevant to North Ayrshire. 

2.4.3 Management of Waste on Arran 

The provision of waste management services, many of which are not the 

responsibility of the Council, is limited. SEPA has asked that the Council work 

jointly with them to develop an integrated approach to waste management on 

Arran to minimise the environmental impact. 

2.4.4 Feedback from Local Surveys 

Local surveys and service enquiries have identified a strong desire to provide 

a recycling collection service for mixed plastics and to minimise the number of 

containers provided to households to deposit their waste. 

2.4.5 Comparison of Performance 

Table 2.3 below sets out the comparative performance of the Council in 

respect of key SPIs relating to waste management. Whilst performance 

compares favourably with other Scottish Council’s in respect of recycling 

performance and cost of disposal collection costs are above average. 

Furthermore the additional investment required to meet the national waste 

agenda will increase these costs. 

Table 2.3: Comparison of key performance indicators across Scotland. 

Performance Indicator 2008/09 2009/10 2010/11 

Percentage of Waste 

Recycled 

Net Cost/Premise of 

Refuse Collection 

Net Cost/Premise of 

Refuse Disposal 

2.4.6 Efficiency and Value for Money 

10 

Scottish 

Average 

2010/11 

35.28% 40.32% 43.08% 38.20% 

£76.37 £73.13 £68.17 £66.22 

£71.46 £74.85 £83.78 £95.61 

The economic deficit facing the UK has resulted in a number of austerity 

measures by Government. These measures have resulted in a significant 

reduction in the resources available to the public sector as a whole. 

In order to meet the reduced resource availability the Council has a change 

programme in place. The Council’s agreed revenue budget for the period 

2012 to 2015 has efficiency plans of £766,000 for waste management. These 

48

efficiency plans relate to the procurement of re-processing arrangements for 

dry recyclables, the integration of glass within the blue bin collection service, 

and a logistics review of vehicle routes including working patterns. 

The revenue budget makes provision of an additional £1,069,000 to support 

the introduction of food waste collections during 2012 to 2014 and £672,000 

for increases in landfill taxation during the three year period 2012 to 2015. 

The capital budget for the period 2012 to 2016 includes £350,000 for the redevelopment 

of the Largs HWRC and £3.15m for the continued development 

of waste disposal operations at Shewalton landfill site. 

The delivery of further initiatives to meet international and national obligations 

will require additional investment. It will be necessary for the service to 

explore opportunities for grant funding and explore and develop innovative 

ways within which to deliver the service to meet these obligations. 

2.4.7 Lifespan of Shewalton Landfill Site 

The Council disposes of residual waste at the Shewalton landfill site. The site 

is operated in line with the Pollution, Prevention and Control regulatory regime 

enforced by SEPA. In order to comply with this regime there is a need to 

continue investment within the site particularly in respect of gas management 

and energy recovery, leachate management and the capping of cells as they 

become full. It will also be necessary to construct new cells to receive waste, 

subject to these works the site is anticipated to reach capacity by 2016/17. 

3. Existing Waste Management Service 


This chapter considers and describes the main municipal waste 

management services provided: 

� Household waste collections 

� Kerbside recycling and composting collections 

� Special uplift collections 

� Household Waste Recycling Centres 

� Neighbourhood Recycling Centres 

� Commercial waste collections 

� Amenity Waste 

� Shewalton Waste Transfer Station 

� Residual waste disposal 

3.2 Household Waste Collection Service 

3.2.1 Residual Waste 

Households are provided with a 240 litre wheeled bin for the storage of 

normal household waste. These wheeled bins are collected from the 

curtilage of the property on an alternate weekly basis. A policy of no 

side waste is in place. 

11 

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High flats and other communal properties where individual wheeled 

bins cannot be located are collected on a more frequent basis up to 3 

times/week depending on the nature of the waste storage system in 

place and available space to locate bins. 

3.2.2 Kerbside Recycling and Composting Collections 

An alternate weekly collection of dry recyclables (cans, plastic bottles, 

paper, card and cardboard) is provided through a 240 litre blue 

wheeled bin. Contractual arrangements are in place to separate the 

material by type which is then sent on to appropriate re-processors. 

A four weekly collection of glass from a 55 litre bin is provided to all 

households on the mainland and Cumbrae. Contractual arrangements 

are in place to re-process the glass collected. 

A weekly collection of garden waste is offered to all properties with 

gardens on the mainland and Cumbrae. The material is composted to 

the PAS 100 standard at contracted facilities located at Ardeer. No 

service is provided to Arran. A 240 litre brown wheeled bin is provided 

and waste collected between April and November. 

3.3 Special Uplift Service 

A separate collection service for bulky items of waste and white goods 

is also provided. A flat rate charge for the first five items is made for 

this service, with items in excess of this being charged on an individual 

basis. 

The charge was introduced in 2010 along with a number of measures 

to encourage residents to manage this waste in a more 

environmentally beneficial manner. These actions have resulted in a 

reduction in the amount of material collected from 2,919 tonnes in 

2009/10 to 1,424 tonnes in 2010/11. 

The material collected is sorted and where possible recycled with the 

residual being deposited to landfill. Approximately 70% of material 

collected is currently recycled. 

White goods are reprocessed by third parties through the Producer 

Compliance Scheme that relevant businesses are required to join to 

meet the obligations of the Waste Electrical and Electronic Equipment 

(Amendment) Regulations 2009. 

3.4 Household Waste Recycling Centres 

Four Household Waste Recycling Centre’s (HWRC’s) are provided on 

the mainland. These have facilities to accept a wide range of materials 

and special waste (electronic equipment, oil, batteries etc.) for 

recycling. A waste transfer station is provided on Arran for residents 

and chargeable businesses to deposit waste and recycling on an 

appointment basis. 

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A programme of improvement has been implemented over the past few 

years to ensure the sites are operated in accordance with waste 

management legislation and to increase the range of facilities available 

to separate recyclable items from the residual waste stream. 

Improvement works are currently being undertaken to the Largs site. 

Recyclable materials deposited in individual material containers are 

sold directly to re-processors. Mixed waste is mechanically sorted and 

where possible recycled with the residual being deposited to landfill. 

In addition to recycling skips the Bartonholm HWRC has a re-use 

container that is provided in partnership with Cunninghame Housing 

Association. The re-use container enables residents to deposit items 

that can be diverted for re-use by other people and community groups. 

The sites at Dreghorn and Bartonholm also have facilities to enable 

residents to separately deposit cycles which are then passed to Killie- 

Can-Cycle for re-use. 

A barrier and permit system was introduced in 2011 to ensure that the 

centres were not unwittingly accepting waste from businesses and 

therefore breaching the legal framework in respect of commercial 

waste. 

3.5 Neighbourhood Recycling Centres 

34 Neighbourhood Recycling points are provided throughout the area 

and can accept paper, glass, textiles and shoes. These are often 

situated at supermarkets, schools and other publicly accessible 

locations which best serve local communities. The materials collected 

are sold directly to re-processors. 

3.6 Commercial Waste Collections 

A chargeable service for the collection of residual waste and dry 

recyclables (paper, card, cardboard and glass) is offered to 

businesses. The charge for the recycling service is discounted by 50% 

to encourage businesses to participate in the service. However even 

with this large subsidy only 4% of commercial waste is recycled. It 

would, therefore, appear that price is not a determining factor in the 

recycling of waste by businesses. 

There are a number of private sector service providers operating within 

the marketplace. Businesses are free to select their service provider 

but are legally required to have appropriate arrangements in place to 

deal with waste generated by their activities. 

The charges made have been increased by 5% above the level of 

inflation and landfill taxation in each of the preceding three years to 

ensure that the service is self-financing and does not distort local 

competition. 

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3.7 Amenity Waste 

Amenity waste consists of litter and dog waste from over 1500 bins, 

street sweepings, grass cuttings from parks etc, fly-tipping and 

abandoned vehicles. With the exception of grass cuttings and other 

organic parks the materials collected can be very difficult to separate 

and recycle. However street sweepings are de-watered prior to 

disposal to reduce the weight of material disposed of to landfill. 

The Council has a statutory duty under the Removal and Disposal of 

Vehicles Regulations 1986 made under the Refuse Disposal (Amenity) 

Act 1978 to remove abandoned vehicles. These are disposed of at a 

local registered site in accordance with the End of Life Vehicles 

Directive. 

3.8 Shewalton Waste Transfer Station 

The waste transfer station acts as a central point for any further sorting 

prior to the bulking and subsequent transfer of waste materials to the 

appropriate re-processors or disposal point. 

The transfer station also offers, subject to the payment of an 

appropriate charge, a waste disposal point for businesses. 

3.9 Residual Waste Disposal 

Residual waste is disposed of at the Council’s landfill site at Shewalton, 

Irvine. The site is split into 5 cells which are constructed to receive 

waste and capped as each becomes full. Cell 4 was constructed during 

2011 and is currently receiving waste. It is anticipated that the site will 

reach capacity by 2017 following which it will be necessary to close the 

site and put into place an aftercare plan. 

A number of initiatives are currently in progress to improve the efficient 

operation of the site particularly in respect of a leachate management 

system and to generate energy from the gas emitted from the 

decomposing waste within the site. 

3.10 Source of Municipal Waste 

The quantities of municipal waste managed by the Council during 

2010/11 are shown by source in table 3.1 below:- 

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Table 3.1: Source of Waste Managed 

Source 

15 

Weight 

(tonnes) 

Percentage 

managed by 

Source 

Household – Kerbside Collections 52,481 62.1 

Household Waste and Neighbourhood 

Recycling Centre’s 

19,120 22.6 

Commercial 9,776 11.6 

Amenity Waste – Litter bins, street 

sweepings, park waste etc. 

3,105 6.4 

Total 84,482 100 

3.11 Waste Awareness and Education 

Improved waste awareness will ultimately lead to the recognition that 

waste, as an issue, can no longer be placed ‘out of sight, out of mind’. 

The Council provides a wide range of services that enable residents 

and businesses to recycle more of the waste that they produce. 

However in order to maximise their use it is important to provide 

information to ensure that they are aware of these services. The 

Council currently delivers a number of waste awareness initiatives as 

set out below:- 

� Schools educational programme to support the Eco-Schools 

initiative and provide information on sustainable waste management 

and its influence upon the wider environment. 

� Attendance at Community events 

� Annual distribution of recycling calendars and service information 

� Web-pages regarding waste management services on the Council’s 

website 

� Promotion of specific initiatives in support of national schemes 

including real nappies, prevention of junk mail, battery recycling, 

home composting, reducing food waste etc. 

� Doorstep, postal and telephone surveys to ensure current and 

potential future services meet the needs of residents and 

businesses. 

4. Waste Composition and Arisings 


In order to identify options for the service developments required to 

meet legislative and policy requirements it is important to establish the 

types and quantities of waste that the Council currently manages and 

how this may change in the future. 

53

4.2 Current Municipal Waste Arisings 

Financial 

Year 

Table 4.1 shows the municipal waste arisings for North Ayrshire since 

2008/09. Historically waste arisings generated within the UK have 

increased year on year however over the last 5 years there has been a 

continued reduction on a national basis. Within North Ayrshire this 

reduction has equated to 9.4% since 2008/09 however there is no 

certainty that this trend will continue. 

The current downward trend is accounted for by national increased 

awareness of recycling and waste management supplemented locally 

by a combination of robust waste reduction measures applied by the 

Council particularly in respect of the Special Uplift service and the 

operation of HWRC’s. In addition to these planned initiatives the 

economic downturn has led to a reduction in consumer consumption. 

Table 4.1: Municipal Waste Arisings in North Ayrshire 

Municipal Waste Arisings 

Landfilled Recycled Re-used 

16 

Total 

Municipal 

Waste 

Managed 

Tonnes % Tonnes % Tonnes % Tonnes 

2008/09 56,550 64.3 31,412 35.7 Not recorded 87,962 

2009/10 50,626 59.2 34,481 40.3 410 0.5 85,517 

2010/11 47,730 56.5 36,395 43.1 357 0.4 84,482 

2011/12 

(Estimated) 

42,225 53 37,144 46.6 354 0.4 79,723 

4.3 Projected Municipal Waste Arisings 

Accurately forecasting future waste arisings and waste data modelling 

is problematical as it can be influenced by a number of significant 

variables, including: 

� Population growth over time 

� Demographic changes e.g. changes in household size 

� Performance of new recycling schemes 

� Effectiveness of waste prevention activities 

� Economic growth 

� New legislation 

For the purposes of this strategy it has been assumed that there will be 

zero waste growth in household waste and a negligible increase in 

municipal waste from 2011/12. However this must be reviewed on an 

annual basis to ensure that capacity requirements for future waste 

treatments can be shaped accordingly. 

4.4 Waste Compositional Analysis 

In order to inform future service delivery options analysis of the residual 

waste collected through kerbside collections and at HWRC’s has been 

undertaken. This data has been analysed to identify waste that could 

54

e recycled by increased participation of the current recycling services 

and that waste through the provision of additional recycling services. 

The recycling performance of each source for 2010/11 is set out table 

4.2 below:- 

Table 4.2: Recycling Performance by Waste Source 

Source 

Household – Kerbside 

Collections 

Household Waste and 

Neighbourhood Recycling 

Centre’s 

17 

Amount 

Recycled 

(tonnes) 

Recycling rate 

(%) 

21,508 41.0 

13,193 69.0 

Commercial 391 4.0 

Amenity Waste – Litter bins, 

street sweepings, park waste 

etc. 

4.5 Waste Compositional Analysis 

4.5.1 Kerbside Collections 

1,646 53.0 

Analysis of the waste collected from the residual (grey) bin was 

undertaken from sample areas. Table 4.3 below sets out the type of 

waste by percentage and further sub-divides this into four categories:- 

� Waste that could be recycled or composted through greater use of 

the current kerbside collection services but is placed in the residual 

bin 

� Waste that can could be recycled or composted by through the use 

of recycling services provided at other locations. 

� Waste that subject to the introduction of additional collection and 

deposit services could be recycled or composted. 

� Waste that cannot be recycled or composted. 

55

Table 4.3: Compositional Analysis (Kerbside Residual Collection) 

Type of Waste Percentage 

of Waste 

Better 

use of 

current 

kerbside 

services 

18 

Use of 

Facilities 

provided 

at other 

locations 

Potential 

new 

services 

Kitchen Waste 26.33 X 

Miscellaneous 

Non-Recyclable 

Waste 

25.27 

Dense Plastics 6.59 X 

Textiles 6.28 X 

Mixed Plastics 5.46 X 


5.34 

Paper 

Glass 

Newspaper, 

4.61 X 

Magazines and 

Recyclable 

Paper 

3.87 X 

Plastic Film 3.68 X 

Metal, Cans and 

Aerosols 

3.41 X 

Card and 

Cardboard 

2.51 X 

Plastic Bottles 2.08 X 

Other 

Putrescible 

1.98 

Electrical 

1.51 

Equipment 

Cannot 

readily be 

recycled or 

composted 

Garden Waste 1.08 X 

Total 100 21.24% 7.79% 38.38% 32.59% 

The composition analysis highlights the following issues:- 

• Up to 21.2% of the waste collected through the grey bin service can be 

recycled or composted through full use of the existing kerbside recycling 

collection services. 


recycled or composted through full use of the facilities provided at 

Household and/or Neighbourhood Recycling Centre’s. 


recycled or composted but will require improvements to the existing 

services and the introduction of additional services. 

• 32.6% of the waste collected cannot be diverted from the residual stream. 

4.5.2 Household Waste Recycling Centres 

Analysis of the waste collected from the residual waste skips was 

undertaken from the Largs site to inform refurbishment works. Whilst 

this information will not be consistent with the other HWRC’s it does 

provide an indication of the main waste types received. Table 4.4 

X 

X 

X 

X 

56

elow sets out the type of waste by percentage and further sub-divides 

this into four categories:- 

� Waste that can could be recycled or composted by through the use 

of recycling services provided. 

� Waste that subject to the introduction of additional facilities could be 

recycled or re-used. 

� Waste that cannot be recycled or composted. 

Table 4.4: Compositional Analysis (HWRC) 

Type of Waste 

Percentage 

of Waste 

19 

Facilities 

currently 

provided 

Potential 

new 

recycling 

or re-use 

service 

Cannot 

readily 

be 

recycled 

Wood 17.41 X 

Non – Recyclable 

Miscellaneous Waste 

14.42 X 

Soil, Tiles and Rubble 10.54 X 

MDF and Chipboard 10.48 X 

Soft Furnishings 9.43 X 

Carpet 6.21 X 

Dense Plastic 5.47 X 

Garden Waste 4.94 X 

Card and Cardboard 

Packaging 

4.08 X 

Hard Furniture 3.78 X 


Ferrous Metal 2.88 X 

Electrical Equipment 2.60 X 

Glass 1.74 X 

Paper 1.41 X 

Other Furnishings 1.12 X 

Total 100 59.57% 19.8% 20.63 

The composition analysis highlights the following issues:- 

• Up to 59.6% of the total residual waste deposited can be recycled through 

full use of the existing facilities in place. 

• Up to 19.8% of the total residual waste deposited can be recycled or reused 

but will require improvements to the existing facilities and the 

introduction of additional facilities. 

• 20.63% of the total residual waste cannot readily be recycled. 

4.5.3 Commercial Collections 

Due to the relative small amount of waste collected from businesses through 

the commercial collection service direct analysis has not been undertaken for 

the residual waste. However national studies have indicated the following 

composition set out in table 4.5 as typical. 

57

Table 4.5: Typical Composition of Residual Waste from Businesses 

Type of Waste 

Percentage 

of Waste 

20 

Kerbside 

recycling 

service 

currently 

offered 

Potential 

new 

kerbside 

recycling 

service 

Paper and Card 37.96 X 

Food Waste 18.60 X 

Cannot 

readily 

be 

recycled 


Miscellaneous 

16.11 

16.11 

Dense Plastics 8.40 X 

Plastic Film 8.02 X 

Metals 4.56 X 

Glass 3.77 X 


Special Waste 0.40 0.40 

Electronic 

Equipment 

0.22 

X 

Total 100 41.73 42.00 16.51 

� Up to 41% of the total waste collected through the service can be 

diverted through full use of the existing recycling and collection 

services. 

� Up to 42% of the total waste collected through the service can be 

recycled or composted but will require improvements to the existing 

services and the introduction of additional services 

� 16.5% of the total waste collected cannot readily be recycled. 

4.6 Non-Municipal Waste 

Non-municipal waste is a broad category that includes industrial waste, 

construction and demolition waste, and waste from agriculture, fishing 

and forestry. These waste streams are the largest source of waste within 

the country, construction and demolition wastes account for around half 

of the waste managed in Scotland. 

The Council has significant property holdings within the area through its 

operational buildings and housing stock. There is therefore an 

opportunity to lead by example in the management of waste generated 

through sustainable management of construction and refurbishment 

programmes. 

5. Gap Analysis and Areas for Improvement 


It is clear that society must significantly reduce the amount of waste 

disposed of through landfill and seek to use diverted materials in a 

58

more environmentally beneficial manner. The Council must provide 

sufficient services to help deliver this overarching requirement in a 

manner which is effective, economic and efficient. This chapter sets out 

the key gaps within current service provision that require action and the 

areas for improvement to meet both the national agenda and issues 

within the local area. 

5.2 GAP 1 – Additional services required by Scotland’s Zero Waste 

Plan 

Whilst final regulations to support the new Zero Waste Plan have not 

yet been formally issued, draft documents and discussions with both 

Scottish Government and Zero Waste Scotland have indicated that the 

Council will be required to provide and a number of additional services. 

� Provide kerbside collection of glass to households on Arran 

� Provide kerbside collection of food waste to households on the 

mainland and Cumbrae. 

� Promote actions to reduce food waste and to support 

home/community composting in areas where food waste collections 

are not required. 

� Add metals and plastics to the range of materials collected within 

the recycling service offered to businesses. 

� Offer collections of food waste to businesses. 

5.3 GAP 2 – Reduce the environmental impact of waste management 

in line with the waste hierarchy. 

The Council’s current waste management services are predominantly 

based upon recycling 46% of total waste managed and disposing to 

landfill the remaining 54%. More environmentally beneficial methods of 

managing waste must be adopted in line with the principles of the 

waste hierarchy. 

� Introduce a furniture re-use scheme 

� Increased promotion of sustainable waste management. 

� Increase participation in recycling services provided. 

� Develop options for consideration for the alternative treatment of 

residual waste. 

5.4 GAP 3 - Materials in the Residual Waste Stream that can be Reused, 

Recycled or Composted 

The waste compositional analysis has significant quantities of materials 

within the residual waste stream that can be diverted from landfill by 

expanding the range of materials collected/deposited separately from 

the residual stream. 

� Increase participation in services provided 

� Introduce a furniture re-use scheme 

� Introduce kerbside collections for food waste 

� Introduce kerbside collections of mixed plastics 

� Introduce kerbside collection of glass to households on Arran 

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� Increase range of materials collected at HWRC’s 

� Introduce facilities to increase the recycling of amenity waste. 

5.5 GAP 4 - Participation in Services Provided 

The waste composition analysis has identified that up to a further 

16.6% of material managed can be removed from the residual waste 

stream through greater participation in the range of re-use, recycling 

and composting services currently provided. 

� Increase Promotion and Education 

Effective education and promotion is vital to the success of the 

services provided. The demographic profile of the area indicates 

that high levels of education and promotion are required to support 

residents in changing waste management behaviours. 

� Introduce Monitoring to Assess Participation in Services 

Provided 

The monitoring of participation in schemes will allow promotion and 

education activities to be targeted accordingly. 

� Ensure Collection Systems are Easy to Use 

Systems that are easy to use will result in increased participation. It 

is essential that collections systems are simple to understand and 

operate whilst reflecting property characteristics of the area. 

Options include:- 

� The collection of dry recyclables from the kerbside in one 

container 

� The collection of organic waste (food and garden) within one 

container 

� The provision of additional containers to help store waste 

prior to placement in wheeled bin. 

� Operate collection frequencies and provide containers sized to 

reflect the waste placed out for collection. 

The provision of appropriately sized containers and collection 

frequencies that accurately reflect the type and amount of waste 

collected will encourage appropriate segregation of waste collected 

and increase participation in the services provided. 

5.6 GAP 5 – Community Engagement and use of 3 rd Sector 

Social/community enterprises and the not-for-profit sector have a key 

role in developing waste prevention projects, particularly in taking 

forward re-use and refurbishment projects. These projects can provide 

training opportunities to help people develop skills and experience for 

use in the workplace and support families in the furnishing of new 

households. 

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60

There are a number of actions that cam be utilised to improve the 

engagement of communities and utilise the community benefits arising 

from the use of the 3 rd sector. 

� Establish a network of volunteer co-ordinators within the 

community. 

� Enter into agreements with the 3 rd sector regarding the re-use of 

furniture and household goods. 

� Accredit and promote the use of charitable textile collection 

services. 

� Promote the use of charity shops for the deposit of re-useable 

goods. 

� Develop options for consideration to enable community 

composting on Arran. 

5.7 GAP 6 – Efficiency and Funding 

The requirement to introduce new services and more sustainable 

methods of waste management whilst available resources are reducing 

and landfill taxation is increasing. 

A number of areas are available that may identify more efficient ways 

of providing waste management services, including:- 

� Partnerships with other Councils. 

� Effective benchmarking and/or procurement of the whole or 

parts of the waste management service to ensure value for 

money. 

� Review frequency of collections. 

� Introduce more cost effective methods of collection including the 

co-mingling of waste collection streams. 

� Introduce more cost effective working patterns 

� Increase charges to ensure that they cover the cost of service 

provision. 

There are a number of external funding streams available to develop 

community and 3 rd sector initiatives and to support the implementation 

of actions required by the Zero Waste Plan. The Council has been 

successful in attracting external funding and should continue to explore 

these opportunities. 

6. Actions for Delivery 


This section sets out the actions recommended and associated 

timescales for implementation to deliver the service improvements 

necessary to enable the Council to meet the national waste agenda 

and local waste management influences. 

23 

61

6.2 Proposal - Increase the level of Education and Promotion 

6.2.1 Develop a Brand/Strapline for Delivery of the Waste Strategy 

The development of a recognisable brand/strapline that promotes 

sustainable waste management within North Ayrshire and supports the 

actions set out in this plan. The branding will be applied to vehicles, 

properties/sites and all communications within the waste management 

service. 

The branding will link to national campaigns managed by Zero Waste 

Scotland. 

6.2.2 Appoint additional Waste Awareness Officers 

The recruitment of additional Waste Awareness Officers with 

experience and knowledge of conducting waste promotional 

campaigns will enable a comprehensive and co-ordinated approach to 

all future waste management schemes, ensuring residents and 

businesses are provided with an appropriate message on how to deal 

with their waste more effectively and to support the behavioural 

changes required to meet future waste targets. This will include issues 

such as:- 

� Clear information concerning the waste management services 

provided and how to use them effectively; 

� Promotion of new waste management services; 

� Reasons for adopting more sustainable waste management 

processes; 

� Regular update information concerning the performance of waste 

management systems, destinations of materials, actions to move 

waste along the hierarchy etc. 

� Completion of surveys to enable appropriate development and 

targeting of promotional campaigns. 

6.2.3 Communication 

Effective communication is essential to the success of current and 

future services and will include the development of plans to promote 

awareness and to support the delivery of service improvements set out 

in this plan. 

These communication plans will consider the following:- 

� Use of social media to support initiatives 

� Co-ordinate messages with national waste promotions delivered by 

Zero Waste Scotland 

� Provision of newsletters and an annual communication to residents 

that includes information in respect of:- 

o Performance; 

o Waste journeys; 

o Collection dates; 

o Services provided etc; 

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62

� Continued development of website; 

� Attendance at Community events; 

� Promotional events within town centres, supermarkets etc. 

6.2.4 Business Information Packs 

The development and provision of information packs to businesses 

providing advice on their legal obligations in managing the waste they 

generate and how they can manage their waste in a more sustainable 

manner, making use of local charities, community groups and the 

Council’s collection services. Further information will be included 

reminding businesses of the financial benefits that may be available 

through sustainable waste management. 

6.2.5 Schools Education Programme 

Educating children about waste is also a way of indirectly educating 

adults, as well as ensuring that future generations grow up with an 

understanding of sustainable waste management. 

The following will be undertaken within schools:- 

� Visits to be undertaken by Waste Awareness Officers to ensure 

that waste does not become ‘last weeks topic’ but is an integral 

part of school life; 

� The continued promotion of the Eco-Schools scheme. 

� Education packs will be designed for distribution to all schools with 

information relevant to the different year groups. Information will be 

presented in an easy to use format, relevant to the schools 

curriculum; 

6.2.6 Information at HWRC’s 

There are a number of initiatives that can be implemented to support 

improved use of recycling and re-use facilities at HWRC’s, including:- 

� Improved signage clearly stating the materials that can be 

recycled/re-used at each site and within each separate 

skip/container. 

� Provision of performance information at the entrance/exit of each 

site. 

� Implementation of a ‘meet and greet’ policy to welcome site users 

and direct them to the appropriate skips and containers for their 

waste. 

� Develop online and on-site maps/layouts to allow users to pre-plan 

packing their cars. 

� Seasonal promotional events providing free compost for collection 

by residents. 

6.2.7 Community Engagement 

Local communities have the potential to assist the Council in delivering 

its waste management plans to meet future targets, whilst providing 

additional local community benefits. Funding from Zero Waste Scotland 

25 

63

has been secured for 2012/13 to employ a Volunteer Co-ordinator. The 

key action for this post is to develop a network of volunteer coordinators 

within the community including a specific scheme for Arran 

which addresses the wider resource management issues facing the 

island and in the immediate future campaigns to reduce food waste 

and develop community composting facilities. 

6.2.8 National Promotional Initiatives 

The continued promotion of national campaigns and advice including:- 

� home composting; 

� love food hate waste 

� unwanted/junk mail 

� real nappies 

6.2.9 Halving Construction Waste to Landfill Commitment 

The Commitment is a UK wide initiative which has been developed by 

the Waste Resource and Action Programme (WRAP) and promoted by 

Zero Waste Scotland throughout the construction sector in Scotland. 

Upon signing the commitment ZWS will support the Council to 

incorporate waste prevention, minimisation, re-use and recycling 

requirements through standard contract terms and conditions including 

performance reporting requirements when procuring construction 

works. 

6.3 Proposal – Undertake surveys and analysis to establish 

participation and inform continued development. 

6.3.1 Surveys and analysis of waste can be used in a number of a ways:- 

� To identify areas where services are not being fully utilised and to 

subsequently target education and promotion 

� To ensure that the services provided meet the needs of the 

community and examine ways to improve or re-design if necessary. 

6.4 Proposal – Improve awareness of services delivered by 3 rd sector 

6.4.1 Promotion of textile collection services 

The value of textiles has risen dramatically over the past few years 

leading to large increase in the number of textile collections offered, by 

charities and other organisations, to residents. Rather than incur 

expenditure in the provision of a further collection service it is proposed 

that the Council seeks to promote those services that can demonstrate 

charitable status and sustainable waste journeys to enable residents to 

identify bona fide services. 

26 

64

6.4.2 Promote re-use and recycling services offered by Charity Shops 

The promotion of the services offered through charity shops to re-use 

and recycle household goods, books, clothes etc. 

6.5 Proposal – Provide New Services to Support Re-use 

6.5.1 Establish partnerships with the 3 rd Sector 

There are a number of charities and other community sector 

organisations that provide collection services and outlets for unwanted 

furniture and electrical items. Such re-use reflects the aspirations of 

the national waste strategy and positively moves the waste material 

along the waste hierarchy. 

Partners will repair/re-furbish goods as required. The goods can be 

sold to generate income to further develop schemes or be made 

available to residents as starter packs when moving into new homes. 

Whilst the schemes are predominantly volunteer based they can 

provide employment and training opportunities to residents to help 

them develop the skills required to gain full employment. 

Informal discussions, through Zero Waste Scotland, with two 3 rd sector 

Furniture Re-use Organisations has identified the following 

opportunities:- 

� Provision of containers at all HWRC’s to enable residents to place 

furniture and other household goods for possible re-use. A 3 rd 

sector partner will sort the goods deposited and transfer to existing 

re-use outlets for sale and/or distribution. 

� Provision of a referral system where the potential to re-use goods 

normally collected by the special uplift service is established at the 

time of service request. Where goods are suitable for re-use and 

with the agreement of the resident the collection request is passed 

to a 3 rd sector partner for collection who will transfer to existing 

outlets for sale and/or distribution. 

� Financial support to provide a facility where a 3 rd sector partner can 

store and repair goods prior to sale and distribution through their 

existing outlets. 

� Financial support to provide a shop for operation by a 3 rd sector 

partner to sell and re-distribute goods collected and prepared for reuse. 

It is proposed that a suitable procurement exercise be undertaken to 

establish partners to provide re-use services through these 

mechanisms. 

27 

65

6.5.2 Re-use of goods within the Council 

The re-use of goods can be utilised both internally between services 

and at a personal level amongst staff through the intranet and notice 

boards. 

The availability and transfer of surplus goods between services and 

subscribing external organisations can further be promoted through the 

use of the web-based ‘WARPit’ procurement tool. The tool allows 

anyone purchasing goods to check whether those goods are held 

within another part of the Council or within subscribing external 

organisations and are surplus to their requirements. 

6.6 Proposal - Increase range of materials collected for recycling and 

composting 

There are a number of proposals to divert waste from the residual 

stream by increasing recycling and composting facilities, these are set 

out below:- 

6.6.1 Additional materials for recycling within Blue Bin Collections 

New contractual arrangements for the re-processing of dry recyclable 

materials (blue bin) will commence on the 9 th April 2012. These new 

contractual arrangements will enable the following materials to be 

added to the blue bin collection:- 

• Glass 

• Rigid Plastics 

• Mixed Plastics (yogurt pots, plastic trays, plastic wrap, carrier bags 

etc.) 

The addition of these materials will enable the cessation of the current 

separate glass collection service provided to households on the 

mainland and Cumbrae thus reducing the number of containers 

provided, reducing the need for residents to separate glass from other 

recyclable materials and providing a more cost efficient collection 

method by reducing the number of collection vehicles required. The 

provision of regular, simple and easy to use services encourages 

residents to recycle more of the waste they produce. 

In addition to the ability to recycle a full range of plastic materials the 

new contractual arrangements will also enable the introduction of 

kerbside collections of glass from households on Arran. 

6.6.2 Provide food waste collection to households on the mainland and 

Cumbrae 

The waste compositional analysis has identified that food waste 

accounts for up to 27% of material that can be removed from the 

kerbside collection of residual waste (grey bin). Furthermore the 

28 

66

collection of food waste separate from the residual stream is a 

requirement of the Zero Waste Plan, although an exemption is in place 

for rural areas and islands communities. 

The collection infrastructure required to extend the service to include 

food is in place through the seasonal weekly garden waste collection 

service provided to households with gardens on the mainland and 

Cumbrae. 

6.6.2.1 Collection Methodology 

The collection infrastructure required to extend the service to 

include food is in place through the seasonal weekly garden waste 

collection service provided to households with gardens on the 

mainland and Cumbrae. 

A study has been completed comparing separate and co-mingled 

collections of food and garden waste within North Ayrshire. Zero 

Waste Scotland, who funded the study, has confirmed that they are 

satisfied that North Ayrshire has demonstrated that a weekly comingled 

collection of food and garden waste offers a solution that is 

both environmentally sustainable and economic. This method will, 

for properties with gardens, minimise the number of containers 

required at each property. 

Whilst those properties that currently receive a collection of garden 

waste already have a wheeled bin within which food waste can be 

placed it is necessary to provide new containers for flats, 

tenements and other properties without gardens. It is proposed that 

these properties will be provided with a 25litre container to store 

waste for collection. However in those areas, such as high flats, 

where collections are made from communal bins it is proposed that 

a pilot scheme be undertaken, in consultation with tenants 

representatives to assess the effectiveness of containers, collection 

points and frequency of collections. 

6.6.2.2 Containment of Food Waste 

In order to minimise the impact of odour and hygiene concerns 

amongst the public and encourage use of this new service it is 

important to make appropriate provision for the containment of food 

waste. It is therefore proposed that food waste collection 

infrastructure includes the following:- 

� Provide kitchen caddy (5 litre) to enable containment prior to 

transfer to the collection container. 

� Provide bio-degradable liners (150 per year to each household). 

These liners will seal and contain food waste prior to placement 

in the collection container. 

For residents who require additional liners a network of local 

businesses will be promoted where residents can make appropriate 

purchases. 

29 

67

6.6.2.3 Treatment of Food Waste 

The outbreak of Foot and Mouth disease, in 2001, resulted in the 

amendment of the Animal By-Products Order. This amendment 

excludes food waste from the composting process currently utilised 

to treat garden waste. Food waste can only be composted in a 

controlled manner where special treatment operations are required. 

The treatment process is significantly more expensive that that 

utilised to treat garden waste. 

There are two main processes available to treat mixed garden and 

food waste:- 

i. Dry Anaerobic Digestion 

This is a relatively new technology within the UK that utilises 

the gas produced during the composting process to 

generate energy. As a new technology the markets for the 

material output are not yet fully developed. 

ii. In-vessel composting 

This is a relatively mature technology which can provide good 

quality soil enhancers and compost. However the technology 

is not currently capable of utilising the composting process to 

generate energy. 

There are two main options for consideration in the provision of 

these facilities:- 

i. Procure through a formal tendering process 

A Prior Information Notice (PIN) was published in late 2010 

to identify potential market options for the treatment of mixed 

organic waste. This exercise identified a number of potential 

providers who were either developing facilities or had plans 

to do so within a reasonable travelling distance of the area. 

ii. Provide our own facility 

This would enable the Council to identify a site within the 

area that, subject to securing appropriate permissions, 

would minimise travel distances. However any development 

would require capital investment of approximately £2million 

and the securing of specialist expertise to operate the facility 

and secure outlets fro the resultant material. 

Given the interest within the local market it is proposed that 

appropriate facilities be identified through a procurement exercise. 

It is anticipated that this exercise will be completed to enable the 

phased introduction of collections from the autumn of 2012. 

30 

68

6.6.3 Develop a business case to evaluate the provision of a community 

composting facility on Arran 

In those areas where it is not considered, by Government, feasible to 

introduce food waste collections the Zero Waste Plan requires Councils 

to develop initiatives to reduce food waste and increase 

home/community composting. 

It is proposed that support be sought from Zero Waste Scotland to 

evaluate the provision of community composting facilities on Arran and 

to support the implementation of any options arising. 

6.6.4 Increase the range of recycling services offered to businesses 

There are two areas where the range of materials collected for 

recycling from businesses can be increased:- 

i. Extend the co-mingled collection of dry recyclables provided to 

households through the ‘blue bin’ service to businesses. This 

will enable businesses to recycle metal cans and the full range 

of plastics. 

ii. Extend the proposed food waste collection service for 

households to businesses. 

6.6.5 Provide additional facilities to recycle amenity waste 

Whilst amenity waste forms only 6.4% of the total waste managed by 

the Council many elements within its composition can be recycled. 

Organic parks waste and grass cuttings are currently composted but 

there are two further areas of opportunity:- 

i. Provision of Segregated Litter or Recycling Bins 

A proportion of waste placed in litter bins, particularly in areas of 

high footfall such as town centres and promenades, consists of 

newspapers and drinks packaging. 

The provision of segregated litter bins or recycling bins in areas 

of high footfall can provide opportunities to separate these 

materials for recycling. They further promote pro-environmental 

behaviours by extending the recycling message outside of the 

home, improve the visitor experience and can support the 

achievement of environmental accreditations such as ‘Green 

Tourism’ and ‘Blue Flag’. 

However, they can be costly to empty in separate streams and 

can be subject to high levels of contamination from incorrectly 

placed litter. 

It is proposed that up to ten bins be installed in key areas of high 

footfall for further evaluation. 

31 

69

ii. Pre-treatment of Street Sweepings 

Street sweepings, in the main, arise from the mechanical 

sweeping of hard surfaced public paths and roads and include 

large quantities of detritus and in the autumn leaf-fall. It is 

possible to pre-treat the de-watered material for recycling or reuse 

as an aggregate material or in the case of leaf-fall 

composting. 

It is proposed that a pilot scheme be undertaken to evaluate the 

benefits of pre-treating street sweepings. 

6.6.6 Increase the range of recycling containers at HWRC’s 

Provide containers to enable separation for recycling of additional 

materials identified through waste composition analysis and developing 

legislation e.g. plasterboard 

6.7 Proposal – Develop facilities and long-term options to dispose/ 

treat Residual Waste. 

6.7.1 Continued Development of Shewalton Landfill site 

Subject to the continued construction of new cells for disposing of 

residual waste the site is projected to have capacity to deal with the 

Council’s waste until 2016/17. It will be necessary to complete the 

following works:- 

� Construction of facilities to enable further separation of wastes prior 

to disposal 

� Capping of Cell 4 

� Construction and subsequent capping of Cell 5 

� Extension of landfill gas management and energy recovery system 

� Continued development of leachate management systems 

6.7.2 Develop Outline Business Case for the long-term treatment of 

Residual Waste 

In order to meet the requirement of the Zero Waste Plan to cease the 

disposal of Biodegradable Waste to landfill by 31 st December 2020 it 

will be necessary for the Council to procure facilities to treat residual 

waste. At this time it is anticipated that the Council will have at least 

35,000 tonnes of waste requiring treatment although there are a 

number of factors, as set out at 4.2, can influence this figure. 

As a member of the Ayrshire Waste partnership, consisting of the three 

constituent Ayrshire Councils, an Outline Business case for the 

treatment of residual waste is currently being developed for 

consideration. The outcome of the business case will determine the 

long-term approach of the Council to the management of residual 

waste upon closure of the Shewalton landfill site. 

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70

6.8 Proposal - Reduce the net cost of providing Waste Management 

Services 

There are a number of areas that can reduce the net cost of service 

provision:- 

6.8.1 Charges for Services 

The charges levied for commercial waste services have been raised in 

each of the past three years by 5% above the level of inflation and 

taxation to enable the cost of service provision to be recovered. In line 

with the Councils policy for setting fees and charges these charges will 

be reviewed annually to ensure that the cost of service provision is met 

by the charge levied. 

6.8.2 Logistics Review of Collection Routes 

A review of collection routes, round layouts and working arrangements 

is planned for completion during 2012/13. This review will consider 

alternative working arrangements including shift working and days of 

collection, and the location of depots and waste transfer stations. 

6.8.2 Partnership Working 

In order to exploit economies of scale the Council will, where 

appropriate, explore partnership opportunities to procure waste 

treatment infrastructure and equipment required to deliver services. 

6.8.4 Funding 

Opportunities for external funding to support initiatives will be identified 

and utilised where possible. 

6.9 Timescale for Implementation 

The timescale to implement the proposals is set out in table 6.1. 

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71

Table 6.1: Timescale for Implementation 

Action 

Promotion and Education 

� Agree brand for promoting waste 

� Recruit Waste Awareness Officers 

� Implement Communications Strategy 

� Business Information Packs 

� Schools Education Programme 

� Improved information at HWRC’s 

� Community Engagement 

� Support of National Initiatives 

� Commitment to Halve Construction Waste to 

Landfill 

� Surveys and Waste Analysis 

Awareness of 3 rd Sector services 

� Accredited textile collection services 

� Services Offered through Charity Shops 

Re-use 

� Containers at HWRC’s 

� Referral scheme for 3 rd sector re-use collections 

� 3 rd sector repair facility and re-use shop 

� Promote internal re-use schemes 

Recycling 

� Additional materials within blue bin 

� Additional materials with commercial collections 

� Food Waste Collections 

o Procure Treatment Facilities 

o Phase 1 (Areas with Garden Waste service) 

o Phase 2 (Tenements with Communal Facilities) 

o Phase 3 (Commercial Businesses) 

� Business case for community composting 

scheme(s) on Arran 

� Pilot Scheme – on street recycling bins 

� Pilot Scheme – Recycling of street sweepings 

� Additional recycling containers at HWRC’s 

Residual Waste 

Continued development of Shewalton Landfill site 

Options for the Future Treatment of Residual Waste 

Efficiency 

Logistics review of Collection Routes 

34 

2012/13 

X 

X 

X 

X 

X 

X 

X 

X 

X 

X 

X 

X 

X 

X 

X 

X 

2013/14 

X 

X 

X 

X 

X 

X 

X 

X 

X 

X 

X 

X 

2014/15 

X 

X 

2015/16 

72

7. Future Service Delivery 


The actions proposed at section 7 will enable the Council to meet the 

requirements of both the national waste agenda and local influences 

during the period of the strategy. This section summarises the waste 

management service and projected recycling and re-use performance 

levels following their implementation. 

7.2 Service Outcomes 

If the above proposals set out at Chapter 7 are implemented the 

Council’s waste management services will:- 

� Deliver comprehensive education and promotion campaigns 

� Support communities in the development of local sustainable waste 

management schemes. 

� Commit and implement actions to reduce the waste sent to landfill 

arising from the Council’s operations. 

� Provide re-use services in partnership with the 3 rd sector that also 

provides local training and employment opportunities and supports 

tenants in moving into new homes. 

� Provide an alternate weekly collection of residual waste. 

� Provide an alternate weekly collection of co-mingled dry recyclable 

materials including glass and mixed plastics. 

� Provide a weekly collection of organic waste, food and garden, to 

households on the mainland and Cumbrae 

� Promote 3 rd sector kerbside collections of textiles 

� Provide a special uplift service that seeks to re-use items collected 

through links to the 3 rd sector. 

� Provide a self-financing commercial waste collection and recycling 

service. 

� Provide on-street recycling facilities for litter and amenity waste 

� The provision of HWRC’s with facilities to enable the recycling of 

large quantities and bulky items of household waste. 

� Provide a number of neighbourhood recycling centres strategically 

placed across the area to supplement kerbside collections of dry 

recyclables. 

35 

73

� Evaluate the feasibility of providing community composting facilities 

on Arran 

� Develop long-term options for the treatment of residual waste 

7.3 Projected Performance 

Table 7.1 summarises the impact upon household waste anticipated 

from the implementation of the actions proposed. 

Table 7.1: Household Waste – Projected Performance 

Recycling Re-use Landfill Total Recycling 

(tonnes) (tonnes) (tonnes) (tonnes) Rate 

2010/11 34,328 357 36,899 71,584 48% 

2011/12 35,765 354 31,372 67,491 54% 

2012/13 36,730 425 30,336 67,491 55% 

2013/14 38,415 425 28,651 67,491 58% 

2014/15 40,240 650 26,601 67,491 61% 

2015/16 40,940 700 26,301 67,491 61% 

Table 7.2 summarised the impact upon municipal solid waste 

anticipated from the implementation of the actions proposed. 

Table 7.2 Municipal Waste – Projected Performance 

Recycling Re-use Landfill Total Recycling 

(tonnes) (tonnes) (tonnes) (tonnes) Rate 

2010/11 36,395 357 47,730 84,482 43% 

2011/12 37,144 354 42,225 79,723 47% 

2012/13 38,114 425 41,755 80,294 47% 

2013/14 40,826 425 39,043 80,294 51% 

2014/15 43,603 650 36,297 80,550 54% 

2015/16 44,905 700 34,995 80,600 56% 

8. Finance 

Introduction 

In working towards the objectives and requirements of the waste 

strategy additional costs will be incurred. These costs will be dependant 

upon the outcomes of a number of procurement exercises, completion of 

business cases and future levels of landfill taxation. 

8.2 Revenue Implications 

As part of the Council’s budget setting exercise provision has been 

made to introduce food waste collections and meet increases in landfill 

tax over the next two years. Furthermore the procurement exercise far 

36 

74

the sale for re-processing of dry recyclables, including glass, has 

realised further efficiencies over the budgeted position. 

The implementation of the recommendations of the strategy will, by 

2015/16, realise a cumulative revenue efficiency of £46,000 against the 

Council’s agreed budget, as shown in table 9.1. It is proposed that the 

annual growth requirements and efficiencies realised be retained with 

the revenue budget and managed flexibly during the period of the 

strategy. 

Table 8.1: Revenue Implications of Strategy 

Expenditure arising from proposals 000’s 

Improve Awareness 80 40 

Provide Re-use Containers at HWRC’s 12 (12) 

Enhanced Blue Bin Service (300) 

Food Waste Collection 688 497 

Recycling of Street sweepings 85 

On-street recycling points (Pilot) 10 (10) 

Re-use Partnership 35 

Increase in Landfill Tax 100 201 93 176* 

Sub-Total 590 836 93 176 

Current Budgetary Provision 

Increase in Landfill Tax (132) (258) (282) 

Food Waste Collections (736) (333) 

Revenue Implication (278) 245 (189) 176* 

* Estimated figure. Government has not yet set the level of landfill tax 

for 2015/16. 

8.3 Capital Implications 

The Council’s capital plan includes provision for the continued 

development of Shewalton landfill site and the re-development of Largs 

HWRC. Capital expenditure will be required to procure additional 

collection vehicles required to implement food waste collections. This 

will be met from the 2011/12 underspend of Zero Waste funding that 

was allocated to implement food waste collections. The capital 

implications of the strategy are set out at table 8.2. 

37 

2012/13 

2013/14 

2014/15 

Sub-Total (868) (591) (282) 

2015/16 

75

Table 8.2: Capital Implications of the Strategy 

38 

2012/13 

2013/14 

2014/15 

Capital Requirement 000’s 

Improvements to Largs 

HWRC 

269 7 

Food Waste Collections 635 

Waste Disposal (Landfill) 825 1,050 1,275 

Sub-Total 1,729 1,057 1,275 

Capital Allocations 

Improvements to Largs 

HWRC 

269 7 

Food Waste Collections 635 

Waste Disposal (Landfill) 825 1,050 1,275 

Sub-Total 1,729 1,057 1,275 

2015/16 

76

Subject: 



10 April 2012 


North Ayrshire Council Strategic Housing 

Investment Plan (SHIP) 2012-2015 

Purpose: To provide the Executive of the Council with details of 

the housing investment priorities identified through the 

annual SHIP process, and to seek approval for same. 

Recommendation: That the Executive of the Council approves the 

content of the SHIP document set out in Appendix 1. 


1.1 The Strategic Housing Investment Plan (SHIP) 2012-2015 is part of 

the Local Housing Strategy process and is the key statement of 

investment (in terms of affordable housing development) within North 

Ayrshire. 

1.2 The purpose of the plan is to set out North Ayrshire Council’s 

investment priorities for affordable housing over a three year period; 

this in turn will contribute to the delivery of the North Ayrshire Local 

Housing Strategy 2011 – 2016 outcomes detailed below: 

·The supply and quality of housing better meets needs and 

aspirations; 

·Fewer people become homeless; and 

·Housing is sustainable and contributes to stable communities. 

1.3 The Scottish Government recognise the SHIP as the document that 

reinforces North Ayrshire Council’s role as the strategic housing body 

within the area, and will use the SHIP to guide the application of 

investment funding. 

1.4 To secure Scottish Government funding for affordable housing 

investment in North Ayrshire, it is critical that the SHIP clearly 

identifies deliverable affordable housing projects. All affordable 

development projects included in the SHIP are understood by the 

Council and its partners to be, subject to available funding, deliverable 

within the 3 year planning time frame. 

77

1.5 It is a requirement that North Ayrshire Council submit the SHIP to the 

Scottish Government no later than 31 March 2012. The Government 

do however recognise, that this deadline may not mirror various local 

authority Committee timetables. Therefore, the Government have 

agreed that the SHIP document can be submitted in advance of 

obtaining Committee approval, with the Committee decision being 

notified to the Government in due course. 


2.1 The SHIP priorities reflect the strategic direction of the Local Housing 

Strategy 2011-2016, which was agreed by the Executive of the 

Council on 22 June 2011. However, projects which have already 

commenced as a result of previous Strategic Housing Investment 

Plans, which were developed in accordance with the Local Housing 

Strategy 2005-2010 (e.g the Vineburgh Regeneration Programme) will 

retain their priority status. 

2.2 Housing Need and Demand Assessments carried out to inform the 

Local Housing Strategy 2011 – 2016 have identified five Sub Housing 

Market Areas within North Ayrshire: - 

� 

� 

� 

� 

� 

Irvine/Kilwinning 

Three Towns 

Garnock Valley 

North Coast 

Arran 

2.3 Table 1 compares the shortfall in affordable housing over the next five 

years as a percentage of the households living in each area, thus 

identifying areas of highest affordable housing pressure. 

78

Table 1: Shortfall in Affordable Housing Supply in North Ayrshire by 

Sub Housing Market area 2009/10 (source: Housing Need and 

Demand Assessments) 

Sub Housing 

Market Area 


(mainland) 

Number of 

Households 

Identified Shortfall 

in Supply 

8,985 -781 9% 

Arran 2,247 -145 6% 

Irvine/Kilwinning 18,310 -702 4% 

Three Towns 14,977 -523 3% 


(Cumbrae) 

755 -20 3% 

Garnock Valley 13,452 -242 2% 

Shortfall in 

Supply as a % 

of Households 

2.4 The highest priority for the allocation of development funding will be to 

the most pressured housing areas. These are referred to as ‘Priority 

A’ areas; they have the highest level of affordable housing need, and 

the most limited developable land supply. ‘Priority A’ areas are ranked 

for investment priority in the following order of preference. 

Priority A 

· North Coast Sub Housing Market Area (Largs only) 

· Isle of Arran Sub Housing Market Area 

· North Coast Sub Housing Market Area (excluding Largs & 

Cumbrae) 

2.5 ‘Priority B’ areas have lower levels of demand pressure than ‘Priority 

A’ areas and developable land is also more readily available. 

Development in ‘Priority B’ areas will be secondary to development 

opportunities in ‘Priority A’ areas. ‘Priority B’ projects may be deferred 

(even after the land has been purchased), should opportunities for 

development arise in ‘Priority A’ areas. Investment in ‘Priority B’ areas 

will be targeted in the following order. 

Priority B 

· Irvine/Kilwinning Sub Housing Market Area 

· Three Towns Sub Housing Market Area 

· North Coast Sub Housing Market Area (Cumbrae Only) 

· Garnock Valley Sub Housing Market Area 

79

2.6 Consideration will be given to the programme to ensure, where 

appropriate, a range of development projects are identified across sub 

market areas, rather than all development being concentrated in a 

single priority market area. 

Particular Needs Housing 

2.7 The LHS seeks to ensure that not only the correct size and type of 

house is available, but that the housing meets any ‘particular’ needs 

which are present in the local population. 

2.8 The vast majority of Common Housing Register applicants who have 

indicated the need for a fully wheelchair user compliant home, 

required 2-bedroom accommodation (ie. 89% of those who require 

wheelchair housing). Therefore, the SHIP aspires to develop housing 

suitable for wheelchair users at a rate of 3% of all new 2-bedroom 

properties built in North Ayrshire. It should be noted however, that the 

inclusion of such housing will be dependent on the suitability of the 

site in relation to wheelchair usage. 

2.9 The Council, have also committed to piloting a ‘cluster’ housing model 

that will demonstrate the benefits of housing those with learning 

disabilities or experiencing mental ill-health in the same location 

(similar to housing models for older people). 

Innovation Funding 

2.10 In 2011, the Scottish Government invited applications to their 

Innovation and Investment Fund. Cunninghame Housing Association, 

in partnership with Cordale Housing Association identified an 

innovative funding model that would deliver a total of 700 homes 

across North Ayrshire, East Ayrshire and West Dunbartonshire. 

2.11 In February 2012, the Government completed their initial assessment 

of that funding model, and provided both Associations with feedback, 

to allow them to revise their proposals in order to identify an 

alternative funding model which would be acceptable to the 

Government. 

80

2.12 Cunninghame Housing Association will resubmit their revised model 

to the Government in May 2012, however, to ensure a timeous 

response, should approval be then granted, the following have been 

identified as potential sites for delivery through the innovative funding 

model: 

� 

� 

� 

� 

� 

� 

Corsehillhead, Kilwinning (55 units) 

Harbourside, Ardrossan (52 units) 

Lawhill Farm, West Kilbride (64 units) 

Sharphill Phase 3, Saltcoats (30 units) 

Stanley Primary School, Ardrossan (30 units) 

Vineburgh Phase 4, Irvine (48 units) 

2.13 While North Ayrshire Council fully supports the Association's 

endeavour to secure additional affordable housing in North Ayrshire, 

and the inward investment that such funding will attract, it is not yet 

clear how any subsidy secured through the innovation model will 

impact on the Council’s core investment allocation (which is awarded 

to North Ayrshire by the Scottish Government, for affordable 

development projects). 

2.14 The Council (as the strategic housing enabler for the area) must 

ensure that core funding is used solely for the delivery of affordable 

housing development projects which meet our strategic objectives 

(outlined throughout this report). Therefore, at the moment it is 

proposed that, only any additional funding secured through the 

innovation model will be directed to the development projects detailed 

in paragraph 2.18. 

2.15 Another point of note relates to 'Vineburgh Phase 4' project detailed 

above. This site was originally Masterplaned for sale on the open 

market in order to provide an element of market housing in the 

regeneration area. However in the current economic climate it is 

considered unlikely that this land will sell in the short-medium term. 

2.16 Cunninghame Housing Association therefore, seek to include 

Vineburgh Phase 4 as a potential site for social housing should their 

innovation funding be secured. However, as this would be a deviation 

to the agreed Masterplan for the area, a further report would be 

submitted to the Executive of the Council prior to this proposal being 

taken any further. 

81

Council Innovation Projects 

2.17 Housing Services are currently exploring two 'recyclable loan' 

innovation schemes. One scheme is directed at the owners of empty 

homes, the other scheme would be for home-owners whose property 

is below the tolerable standard. 

2.18 Both schemes are still at a very early stage of development, however, 

if deemed viable, they could offer loans at reduced interest rates, with 

terms which encourage the recipient to repay the finance within an 

agreed timescale. An initial fund would require to be identified, and 

thereafter, income from repaid loans would provide the source for 

future lending. 

3. Proposals 

3.1 It is proposed that the Executive approves the content of the SHIP set 

out at Appendix 1. 



4.1 The Government has not yet given budget resource assumptions, 

therefore, the SHIP is based on the deliverability of projects (assuming 

funding is available). 

4.2 In relation to Council projects, funding is available to deliver these 

projects where indicated, and for those planned projects, there is an 

assumption that Government subsidy of £30,000 per unit will be made 

available. 

4.3 The Council's Housing Services has identified a budget of £1million 

from which to secure homes through the Government’s Mortgage to 

Rent Scheme. It is anticipated that this level of funding will allow the 

purchase of 20 homes and help the Council meets its statutory and 

strategic duties in terms of preventing homelessness. 

4.4 Furthermore, the Council has also allocated £1million of funding (for 

2012/13), to allow the purchase of second hand properties from the 

open market - the project will focus initially in the most pressured 

housing markets. 

82


4.5 There are no Human Resource implications arising from the SHIP. 


4.6 There are no legal implications arising from the SHIP. 


4.7 The Strategic Housing Investment Plan 2011-2016, has been subject 

to an Equality Impact Assessment, and has been found to have no 

negative or discriminatory effect on any equality group (i.e. age, 

religion, gender, sexual orientation, disability, race). 


4.8 The Environmental Implications of the SHIP are assessed as part of 

the Local Plan/Local Development Plan process under the associated 

Strategic Environmental Assessment. 


4.9 The SHIP supports the Single Outcome Agreement between North 

Ayrshire Council and the Scottish Government, specifically National 

Outcome 10 - "We live in well-defined, sustainable places where we 

are able to access the amenities and services we need" and Local 

Outcome 10b - "Availability of affordable housing has improved". 


5.1 The Council consider the preparation of this plan an important 

corporate activity, and have involved various corporate services within 

its preparation, namely: 

· Social Services & Health (Community Care & Housing) 

· Infrastructure & Design (Estates Services) 

· Infrastructure & Design (Roads Services) 

· Legal (Development Plans) 

· Legal (Contracts & Conveyancing Services) 

83

5.2 During the development of the SHIP external consultation was 

undertaken individually with: 

· ANCHO 

· Cunninghame Housing Association 

· Irvine Bay Urban Regeneration Company 

· Irvine Housing Association 

· Trust Housing Association 

5.3 Furthermore, much of the strategic direction, outlined in the Local 

Housing Strategy, which the SHIP seeks to deliver is the result of 

extensive consultation with all stakeholders. 

5.4 The Council is committed to a partnership approach when developing 

a strategic response to the challenges facing local housing markets. 

There is a robust structure in place to ensure that meaningful 

consultation with key stakeholders is an integral part of all strategic 

planning. 

6. Conclusion 

6.1 The SHIP details the priorities for affordable housing investment in 

North Ayrshire, over the next five years, to meet identified need, and 

to delivery the outcomes of the Local Housing Strategy 2011-2016. 

6.2 This paper summarises investment location, house size and house 

type priorities, and discussed how particular needs housing may be 

delivered. 

6.3 The SHIP is based on historic budget assumptions, however in the 

current financial climate it is anticipated that the actual budget, when 

allocated, will be lower than these assumptions. 

IONA COLVIN 

Corporate Director (Social Services and Health) 

Reference : TF/ 

For further information please contact Olga Clayton, Head of Community 

Care and Housing on (01294) 324626 


HIGN 2012/03 “Guidance on Preparing Strategic Housing Investment Plans 

North Ayrshire Council Local Housing Strategy 2011-2016 

84

SStra 

ateegic 

c Hou H usin ng 

Inv vesstm 

men nt PPlan: 

2012 

2-2201 

15 

1 | Page 85

North Ay yrshire Strategic 

Housing Investment Plan 2012-2015 

Comments 

or quuestions 

about 

this plan, p including 

reque ests for 

suppor rting informmation 

or documentat 

tion, should 

be made e to: 

Trudi Fitzsimmon 

F ns 

Develo opment & SStrategy 

Manager M 

‘Strategic 

Housinng 

Investment 

Plan 2012-2015’ 

North Ayrshire A Coouncil 

Community 

Caree 

& Housing 

FREEP POST SCOO2742 

Irvine 

KA12 8BR 8 

Telephone: 

012944 

324031 

Fax: 01 1294 3246624 

Email: developmentandstra 

ategy@nor rth-ayrshiree.gov.uk 

This documeent 

is av vailable in 

other formats s such 

as au udiotapee, 

CD, Braille B and a in laarge 

print. 

It 

can also a be made available a e in otheer 

langu uages 

on re equest. 

86

TABLE OF CONTENTS 

North Ayrshire Strategic Housing Investment Plan 2012-2015 

Introduction ................................................................................................................ 1 

Equality Impact Assessment ................................................................................... 1 

Strategic Environmental Assessment ...................................................................... 2 

Housing Investment Priorities ..................................................................................... 2 

Sub Housing Market Area ....................................................................................... 3 

Size ......................................................................................................................... 4 

Type ........................................................................................................................ 5 

Particular Needs Groups ......................................................................................... 5 

Land Supply ............................................................................................................ 6 

Investment Projects .................................................................................................... 6 

Sheltered Housing Re-provisioning ......................................................................... 6 

Mortgage to Rent..................................................................................................... 7 

Purchase Of Second Hand Homes ......................................................................... 7 

Empty Home Recyclable Loan Fund ....................................................................... 8 

Young Person Residential Unit Remodelling ........................................................... 8 

Regenerating North Ayrshire ................................................................................... 9 

Montgomerie Street, Ardrossan ............................................................................ 9 

Western Gateway, Kilwinning ............................................................................... 9 

Scheme Of Assistance .......................................................................................... 10 

Care & Repair Services ...................................................................................... 11 

Property Condition Improvement Loan .................................................................. 11 

Innovatively funded projects .................................................................................. 11 

Templates ................................................................................................................ 12 

87

INTRODUCTION 


1. The Strategic Housing Investment Plan (SHIP) 2012-2015 is part of the Local 

Housing Strategy process and is the key statement of investment (in terms of 

affordable housing development) within North Ayrshire. 

2. The plan sets out North Ayrshire Council’s affordable housing investment 

priorities over a three year period, in order to achieve the outcomes identified 

by the North Ayrshire Local Housing Strategy 2011 – 2016: 

� The supply and quality of housing better meets needs and aspirations; 

� Fewer people become homeless; and 

� Housing is sustainable and contributes to stable communities. 

3. The Council consider the preparation of this plan an important corporate activity 

which involves the relevant corporate services, namely: 

� Social Services & Health (Community Care & Housing); 

� Infrastructure & Design (Housing Assets & Investment); 

� Infrastructure & Design (Estates Services); 

� Infrastructure & Design (Roads Services); 

� Legal (Development Plans); and 

� Legal (Contracts & Conveyancing Services). 

4. During the preparation of the SHIP external consultation was undertaken 

individually with: 

� ANCHO; 

� Cunninghame Housing Association; 

� Irvine Bay Urban Regeneration Company; 

� Irvine Housing Association; and 

� Trust Housing Association. 

5. The Scottish Government recognise that the SHIP is the document that 

reinforces North Ayrshire Council’s role as the strategic housing body within the 

area, and, in turn, will utilise this plan to guide the application of their 

investment funding. 

EQUALITY IMPACT ASSESSMENT 

6. North Ayrshire Council is committed to ensuring equality of opportunity to all our 

residents, to promoting equality and to addressing any form of discrimination on 

the grounds of: 

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� Age; 

� Religion or Belief; 

� Disability; 

� Race; 

� Gender; 

� Gender Reassignment; 

� Sexual orientation; and 

� Maternity & Pregnancy. 


7. The Council seeks to eliminate any form of discrimination and harassment from 

services for which we are responsible and will take appropriate action to 

achieve this, including both legal and non-judicial remedies. 

8. Equality Impact Assessments carried out as part of the LHS process, which 

includes consideration of investment priorities and delivery mechanisms, found 

that the strategy would have a positive impact on older people, those on low 

incomes, people with disabilities, younger people, those who were experiencing 

homelessness, those in need of an affordable housing solution and households 

in fuel poverty. The assessment further found that the strategy may have a 

beneficial effect on Gypsy/Travellers and Travelling Showpeople. 

STRATEGIC ENVIRONMENTAL ASSESSMENT 

9. The Environmental Assessment (Scotland) Act 2005 places a duty on Local 

Authorities to prepare an environmental report (ie. a Strategic Environmental 

Assessment) on any plans, procedures or strategies that may have an effect on 

the environment. 

10. The environmental report and associated plan must be open to meaningful 

public consultation. 

11. The Environmental Assessment carried out for the North Ayrshire Local 

Housing Strategy 2011-2016 was a robust process that assessed the likely 

effects that the strategy (including the investment priorities) would have on the 

environment when implemented. 

12. The Environmental Assessment found that where the strategy would have 

significant effects on the environment (particularly in terms of development), 

these have been considered in the Strategic Environmental Assessment 

process for the North Ayrshire Local Development Plan. 

HOUSING INVESTMENT PRIORITIES 

13. The priorities identified within this plan are consistent with those within the 

Local Housing Strategy. 

14. Housing Need and Demand Assessments carried out to inform the Local 

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Housing Strategy 2011 – 2016 have identified five Sub Housing Market Areas 

within North Ayrshire: 

� Irvine/Kilwinning; 

� Three Towns; 

� Garnock Valley; 

� North Coast; and 

� Arran . 

15. Table 1 compares the shortfall in affordable housing over the next five years as 

a percentage of the households living in each area, thus identifying areas of 

highest affordable housing pressure. 

TABLE 1: SHORTFALL IN AFFORDABLE HOUSING SUPPLY IN NORTH 

AYRSHIRE BY SUB HOUSING MARKET AREA 2009/10 (SOURCE: HOUSING 

NEED AND DEMAND ASSESSMENTS) 

Sub Housing 

Market Area 


(mainland) 

Number of 

Households 

Identified 

Shortfall in 

Supply 

Shortfall in 

Supply as a % 

of Households 

8,985 -781 9% 

Arran 2,247 -145 6% 

Irvine/Kilwinning 18,310 -702 4% 

Three Towns 14,977 -523 3% 


(Cumbrae) 

755 -20 3% 

Garnock Valley 13,452 -242 2% 

SUB HOUSING MARKET AREA 

16. Our highest priority for the allocation of development funding will be to the most 

pressured sub housing market areas. These are referred to as ‘Priority A’ sub 

markets. 

17. They have the highest level of affordable housing need and the most limited 

developable land supply. ‘Priority A’ markets are ranked for investment 

preference as follows: 

� North Coast Sub Housing Market Area (Largs only) 

� Isle of Arran Sub Housing Market Area 

� North Coast Sub Housing Market Area (excluding Largs & Cumbrae) 

18. ‘Priority B’ Sub Housing Market Areas have lower levels of demand pressure 

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than ‘Priority A’ areas. Developable land is also more readily available in 

‘Priority B’ markets. 

19. Development in ‘Priority B’ area will be secondary to development opportunities 

within ‘Priority A’ markets. ‘Priority B’ projects may be deferred (even after the 

land has been purchased), should opportunities for development arise in 

‘Priority A’ markets. 

20. Investment in ‘Priority B’ areas will be targeted in the following order: 

SIZE 

� Irvine/Kilwinning Sub Housing Market Area 

� Three Towns Sub Housing Market Area 

� North Coast Sub Housing Market Area (Cumbrae only) 

� Garnock Valley Sub Housing Market Area. 

21. Analysis of the North Ayrshire Common Housing Register was undertaken to 

establish demand for housing by size. 

TABLE 2: DEMAND BY HOUSE SIZE (SOURCE: NORTH AYRSHIRE COMMON 

HOUSING REGISTER) 

No of 

Beds 

3T 

SHMA 

Arran 

SHMA 

GV 

SHMA 

Irv/ Kil 

SHMA 

NC 

SHMA 

Ave. all 

areas 

2 87% 87% 86% 87% 88% 87% 

3 9% 8% 9% 8% 8% 8% 

4+ 5% 5% 5% 4% 4% 5% 

22. The Council, and its partners, will seek to ensure the composition for all new 

affordable housing reflects the North Ayrshire “average all areas” figure, shown 

in the table above (following consideration of site suitability for this composition 

of housing provision). 

23. The Local Housing Strategy 2011-2016 clearly identifies that there is no 

requirement to increase the provision of one-bedroom properties, unless in 

exceptional circumstances. Feedback from stakeholders and local residents 

indicates a lack of demand for such properties, it is therefore reasonable to 

conclude that they are unlikely to be a sustainable housing solution in the longterm 

(the needs of single person households can be met in two-bedroom 

properties). Furthermore, in order to deliver sustainable, life-time homes with 

maximum flexibility and which meet the widest range of needs, two-bedroom 

properties are considered more effective than one bedroom. 

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24. In instances where it is proposed that affordable housing provision is delivered 

through the development of one-bedroom properties, a case for such a solution 

must be made to the Council, clearly detailing why such properties are 

required. The Council will consider whether an exception should be made to 

allow the development of, or access to, one-bedroom properties. 

25. Not withstanding the above, the Council does recognise the potential 

implications of the proposed changes to Welfare Reform and Housing Benefit. 

In particular, the changes to the level of benefit paid if a tenant is under 

occupying a property, and the level of benefit payable to single people under 

the age of 35 years. When introduced, the implications will be closely 

monitored and evaluated by the Council in terms of the impact on our 

investment priorities. 

TYPE 

26. The Council, and its partners, carry out regular consultation with local people in 

relation to meeting housing need. A common theme arising from consultation 

events is the aspiration of local people to live in houses rather than flats. 

27. The Council, and its partners, in seeking to increase the supply of affordable 

housing through development, adaptation or by making existing housing more 

accessible, will seek, where possible, to meet local aspiration by delivering 

affordable houses rather than flats. 

28. However, securing sufficient affordable housing to meet actual need takes 

priority over complying with aspiration and, in the current financial climate with 

reducing levels of grant funding, the provision of flats or a mixed house type 

development may be the only financially viable option. 

PARTICULAR NEEDS GROUPS 

29. The Council have also recognised other key investment priorities which exist 

separately to the demonstrated mainstream affordable housing shortfall for 

individual sub housing market areas. These include the forecast exponential 

rise in older people both locally and nationally, and the housing requirements of 

people with disabilities and particular needs. 

30. The Local Housing Strategy has also identified from the North Ayrshire Housing 

Register (the common housing register for the area), that 3% of all newly 

developed two-bedroom homes should be suitable to those who require the use 

of a wheelchair. 

31. The Local Housing Strategy also identifies a need to provide suitable supported 

accommodation for those with mental ill-health or learning disabilities, in a 

manner that maximises resources. 

32. The Council have also committed to piloting a ‘cluster’ housing model that will 

demonstrate the benefits of housing those with learning disabilities, or 

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experiencing mental ill-health, in the same location (similar to housing models 

for older people). 

LAND SUPPLY 

33. In order to ensure a future development programme that targets the Council’s 

key investment areas, North Ayrshire Council’s Housing and Planning Services 

are working together to ensure that an adequate supply of land for affordable 

housing purposes is identified in the forthcoming Local Development Plan 

(currently subject to external examination). 

INVESTMENT PROJECTS 

34. A range of investment projects are included in the SHIP. Many of the projects 

will be delivered without any requirement for Government subsidy. Further 

projects have also been identified which are dependant on such subsidy. 

35. North Ayrshire Council is committed to ensuring as much development 

investment is secured in North Ayrshire as possible. To this end, the Council 

will ensure that projects which are suggested for inclusion within the SHIP are 

deliverable within a 3-year programme. 

36. Furthermore, the Council will continue to assess development projects, with a 

view to part subsidising them from the monies secured from the discount to 

second homes council tax. 

37. Where necessary the Council will act as a liaison between various development 

partners, to ensure that a project is delivered. 

38. Finally, there are affordable housing investment projects which will not realise 

additional affordable housing units. For this reason the projects are not 

included in the SHIP templates. However these projects will help ensure that 

existing housing remains sustainable in the long term, and remains a viable 

affordable housing solution now and into the future. Details of these projects 

are included in this section. 

SHELTERED HOUSING RE-PROVISIONING 

39. North Ayrshire Council manages 28 sheltered housing complexes across the 

four mainland sub housing market areas. 

40. As part of the development of the forthcoming North Ayrshire Older People’s 

Housing Strategy, the Executive of North Ayrshire Council agreed to the reprovisioning 

of the Council’s existing sheltered housing stock, in order to 

establish and deliver a ‘North Ayrshire Standard’ for sheltered provision in the 

area. 

41. The Council has made provision for significant investment in sheltered housing 

over the next five years, as part of the new thirty-year Housing Revenue 

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Account Business Plan. In excess of £4million has been made available over 

the five year period to commence the transformation of the Council’s sheltered 

housing stock. 

42. Two complexes (Currie Court, Ardrossan and Woodgrove, Dreghorn) were 

identified as the first buildings which would be refurbished and which will in due 

course establish the new ‘North Ayrshire Standard’. 

MORTGAGE TO RENT 

43. The Council has identified a budget of £1million (for 2012/13) from which to 

secure homes through the Government’s Mortgage to Rent Scheme. It is 

anticipated that this level of funding will allow the purchase of 20 homes and 

help the Council meet its statutory and strategic duties in terms of preventing 

homelessness. 

44. Trust Housing Association, of which Isle of Aran Homes is a subsidiary, have a 

national budget for participation in the Mortgage to Rent scheme. Historically, 

there have been no applications from households on Arran, however, the 

Association will continue to monitor this situation and assess all applications on 

a case by case basis. 

PURCHASE OF SECOND HAND HOMES 

45. The Council has allocated £1million of funding (2012/13), to allow the purchase 

of second hand properties from the open market. 

46. The focus of this investment will be increasing the affordable housing supply in 

highly pressured areas, however the purchase of properties lower priority areas 

will be considered if it allows the Council to bring adjoining homes up to the 

Scottish Housing Quality Standard. 

47. Properties that will be considered will be ex Local Authorities homes, which 

have previously been purchased through the Right to Buy scheme, and which 

are now available on the open market. 

48. The Council will consider the sale value and the extent of repair required to 

bring the property up to the Scottish Housing Quality Standard before 

committing to purchase. 

49. Initial analysis suggests that between 8 and 10 homes could be secured 

through this mechanism, based on average house prices. 

50. Trust Housing Association is also pursuing a second hand homes buy back 

model on Arran. The Association is keen to increase the supply of fourbedroom 

homes and meet the needs of specific wheelchair users, by identifying 

easily adaptable properties. 

51. The Association have identified a ceiling cost of £120,000 per unit, plus an 

additional maximum of £30,000 per units in order to achieve the Scottish 

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Housing Quality Standard. 


52. Whilst it is acknowledged that the unit cost on the island is more than on the 

mainland, it nonetheless still compares favourably when assessed against 

development costs of new units on Arran, which can be in excess of £150,000. 

EMPTY HOME RECYCLABLE LOAN FUND 

53. Research has identified 921 ‘long term empty’ homes within North Ayrshire, 

46% of these have been vacant for 12 months or more. Bringing even a small 

fraction of these homes back into the viable housing stock would help address 

the affordable housing shortfall in North Ayrshire. 

54. North Ayrshire Council is developing a proposal based on the successful Kent 

County Council scheme, to offer loans to the owners of empty homes in the 

area. 

55. It should be noted however, that the proposals for this fund are still being 

finalised and are subject to committee approval. 

56. The aim of the model would be to: 

� Meet the Local Housing Strategy aim to increase the number of 

affordable homes in North Ayrshire; 

� Bring long term empty homes back into use; 

� Provide affordable housing at a low level of investment; 

� Improve the local environment; 

� Improve private sector property condition; and 

� Provide a source of funding for owners of empty homes. 

57. The model, if agreed, will reallocate £400,000 from the second homes council 

tax discount fund to establish a ‘Recyclable Empty Home Loan Fund’. The fund 

would be ring fenced for the purpose of bringing empty properties back into the 

viable affordable housing supply. 

58. As the fund is recyclable it can be used to maximum potential to bring back a 

number of homes into practical use. It is anticipated that loans of between 

£2,000 and £15,000 will be provided at low interest repayment terms over a 

maximum of 5 years. 

YOUNG PERSON RESIDENTIAL UNIT REMODELLING 

59. The Council will undertake the remodelling of two vacated Young Person’s 

residential units, in order to bring the empty buildings back into the viable land 

supply. 

60. One unit, at Harley Place, Saltcoats will be demolished to allow the 

redevelopment of five new homes, two of which will be adapted for households 

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with particular needs. 


61. The other unit at Seaton Terrace, Irvine will be remodelled to provide 3 

‘particular needs’ amenity bungalows, one of which will be developed in 

consultation with the future tenant to ensure their specific needs are met. 

62. The Council has made provision for these projects, which will both conclude in 

2012/13, within the budget for that year. 

REGENERATING NORTH AYRSHIRE 

63. Regenerating the area is a priority for the Council, the Community Planning 

Partnership, and the Irvine Bay Urban Regeneration Company. 

64. Various projects are currently being undertaken by the Council, Irvine Housing 

Association and Cunninghame Housing Association in the area. These are 

included in the SHIP templates, and comprise the remodelling of low demand 

housing into more suitable and aspirational housing which will provide a longterm 

sustainable housing solution for local people. 

65. However, the Council, and its partners, are also investing in other affordable 

housing regeneration projects. These endeavours will seek to upgrade the 

visual amenity of existing housing to ensure ongoing demand for these 

properties in terms of affordable housing solutions. 

MONTGOMERIE STREET,ARDROSSAN 

66. The Council has budgeted £669,000 towards the regeneration of flatted 

properties in Montgomerie Street, Ardrossan. 

67. Physical improvements will be carried out to the external landscape and fabric 

of the existing buildings in order to ensure sustainable long term demand for 

these properties through a visual regeneration of the area. 

68. The project supports and compliments the re-provisioning work at the adjacent 

Currie Court Sheltered Housing Complex, which is described in paragraph 42. 

69. Furthermore, the project also supports the work that the Irvine Bay 

Regeneration Company is undertaking in terms of regenerating Ardrossan town 

centre. 

WESTERN GATEWAY,KILWINNING 

70. The enhancement of the Western Gateway, Kilwinning is a key development 

priority within the Irvine Bay Regeneration Company's Kilwinning Town 

Regeneration Plan. The Western Gateway itself comprises of 12 maisonettes 

located above ground floor retail units at the western entrance to Kilwinning 

town centre. 

71. North Ayrshire Council has been working with the Regeneration Company to 

identify a positive course of action which will contribute to the company’s 

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objective of regenerating and revitalising the town centre. 


72. The project comprises upgrading works with an element of remodelling work 

included and aims to enhance the appearance of the block whilst also 

addressing issues of anti-social behaviour in and around the access points to 

the residential units. 

73. The project will ensure future demand for the area is retained. 

74. The Council has committed a budget in 2012/13 for £465,000. The Irvine Bay 

Regeneration Company will contribute the balance. 

SCHEME OF ASSISTANCE 

75. The Scheme of Assistance is designed to be fair, sustainable and transparent in 

meeting its aims of: 

� helping older people, and people with disabilities, who are living in the 

private sector to make adaptations which allow them to live in their 

home for as long as they choose to do so; and 

� addressing disrepair in private sector homes by encouraging home 

owners to recognise that they have the primary responsibility for 

maintaining their properties. 

76. In terms of investment, North Ayrshire Council has a duty to contribute to the 

cost of approved work, where it has been assessed that these are essential to 

allow a disabled person live in either owner occupied or private rented 

accommodation. This contribution is a minimum of 80% of the cost of approved 

works for standard amenities. 

77. Funding is also available in the following situations: 

� To allow access to standard amenities; 

� For the provision of an additional or replacement standard amenity; or, 

� For an extension or structural adaptation to allow provision of, or 

access to, a standard amenity. 

78. In some very exceptional situations (eg. moving has been assessed as likely to 

have a significant detrimental impact on an individuals health), and where 

hardship can be demonstrated (through receipt of specific benefits), the Council 

has also made provision, through Social Services budgets, to help households 

fund the cost of the remaining 20% of the adaptation cost. 

79. The Council will allocate £1.36million in 2012/13 to allow the provision of grant 

funded equipment and adaptations. This money will help older people and 

people with disabilities (who are living in the private sector) make adaptations 

which will allow them to live in their home for as long as they choose to do so. 

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80. These services are delivered by North Ayrshire Council and its partners, who 

manage the North Ayrshire Care & Repair Services. 

CARE &REPAIR SERVICES 

81. There are two Care and Repair Services, for North Ayrshire residents who are 

over the age of 65 and resident within the private housing sector. 

82. One Service is managed by Trust Housing Association and covers the Isle of 

Arran, and the other is managed by Cunninghame Housing Association for 

mainland residents. 

83. The Care and Repair Services provide additional support in terms of 

coordinating and facilitating the work required to carry out adaptations which 

are necessary to allow an older person remain in their own home. 

84. In addition, the Council has also budgeted for £55,000 of ‘small repairs’ funding 

which will be allocated to these services. This money will be directed towards 

low cost measures which assist in ensuring the safety and security of older 

people, again with a view to them being able to remain living independently in 

their own homes. 

PROPERTY CONDITION IMPROVEMENT LOAN 

85. The Council has initiated early discussions regarding the potential use of our 

Private Sector Housing Grant, for the purpose of offering a similar loan model 

as described for Empty Homes, for properties which are below tolerable 

standard. 

86. The proposal is in the early stages of development and subject to Council 

approval, however if agreed, it is anticipated that income may be made 

available during 2013/14. 

INNOVATIVELY FUNDED PROJECTS 

87. In 2011, the Scottish Government invited applications to their Innovation and 

Investment Fund. Cunninghame Housing Association, in partnership with 

Cordale Housing Association identified an innovative funding model that would 

deliver a total of 700 homes across North Ayrshire, East Ayrshire and West 

Dunbartonshire. 

88. In February 2012, the Government completed their initial assessment of that 

funding model, and provided both Associations with feedback, to allow them to 

revise their proposals in order to identify an alternative funding model which 

would be acceptable to the Government. 

89. Cunninghame Housing Association will resubmit their revised model to the 

Government in May 2012, however, to ensure a timeous response, should 

approval be then granted, the following have been identified as potential sites 

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for delivery through the innovative funding model: 

� Sharphill Phase 3, Saltcoats (30 units) 

� Stanley Primary School, Ardrossan (30 units) 

� Harbourside, Ardrossan (52 units) 

� Corsehillhead, Kilwinning (55 units) 

� Vineburgh Phase 4, Irvine (48 units) 

� Lawhill Farm, West Kilbride (64 units) 


90. While North Ayrshire Council fully supports the Associations endeavour to 

secure additional affordable housing in North Ayrshire, and the inward 

investment that such funding will attract, it is not yet clear how any subsidy 

secured through the innovation model will impact on the Council’s core 

investment allocation (which is awarded to North Ayrshire by the Scottish 

Government, for affordable development projects). 

91. The Council (as the strategic housing enabler for the area) must ensure that 

core funding is used solely for the delivery of affordable housing development 

projects which meet our strategic objectives (outlined throughout this SHIP 

document). Therefore, only any additional funding secured through the 

innovation model will be directed to the development projects detailed in 

paragraph 89. 

TEMPLATES 

92. The following templates provide detail of the deliverable development 

programme for North Ayrshire, should subsidy become available. 

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STRATEGIC HOUSING INVESTMENT PLAN (SHIP) 2012/13 - 2014/15 

LOCAL AUTHORITY North Ayrshire Council 

TABLE 1 - HOUSING PRIORITIES (PROJECTS NOT YET APPROVED OR ON SITE) 

EST. SCOTTISH GOVERNMENT FUNDING COUNCIL FUNDING OTHER FUNDING 

COMP £0.000m 

£0.000m 

£0.00m 

TOTAL 

EST. 

START 

SUB- 

AREA UNITS PROGRAMME 

PRIO- 

RITY PROJECT 

(Select from Drop Down 

DEVE- 

PUB- PRIV- £0.000 

List) Fin. Year Fin. Year AHSP COP CHB NHT OTHER CHT LOPER OTHER RSL LIC ATE m 

High Second home market purchases Arran 2 Mid Market Rent (RSL) 2012/13 2013/14 0.080 0.040 0.100 0.220 

High Bank St, Irvine Irv/Kilw 8 Mid Market Rent (RSL) 2012/13 2012/13 0.900 0.900 

High Mortgage to Rent All 15 Social Rent (LA) 2013/14 2013/14 1.000 1.000 


High John Gault Primary School, Irvine Irv/Kilw 80 Social Rent (LA) 2013/14 2014/15 2.400 1.028 6.361 9.789 

High Second Homes Market Purchass N'Coast 12 Social Rent (LA) 2013/14 2013/14 1.000 1.000 

Medium Tarryholme (eco study), Irvine Irv/Kilw 2 Social Rent (RSL) 2013/14 2014/15 0.244 0.244 

Medium Tarryholme, Irvine Irv/Kilw 56 Social Rent (RSL) 2013/14 2015/16 3.270 6.834 10.104 

High Commercially sensitive Arran 8 Mid Market Rent (RSL) 2014/15 2015/16 0.400 0.160 0.400 0.360 1.320 


High Second Homes Market Purchass N'Coast 12 Social Rent (LA) 2014/15 2014/15 1.000 1.000 

High Montrose House, Arran Arran 40 Social Rent (RSL) 2014/15 2015/16 1.200 3.181 4.381 

Medium Mortgage to Rent All 15 Social Rent (LA) 2014/15 2014/15 1.000 1.000 

Medium Beithglass Rd, Skelmorlie N'Coast 30 Social Rent (RSL) 2014/15 2015/16 1.200 1.920 3.120 

Vineburgh Phase 4, Irvine 

High (Innovation Funding Dependant) Irv/Kilw 48 Other 2012/13 2013/14 1.920 2.928 4.848 

Lawhill Farm, West Kilbride 

High (Innovation Funding Dependant) N'Coast 64 Other 2012/13 2013/14 2.560 4.090 6.650 

Corsehillhead, Kilwinning 

Medium (Innovation Funding Dependant) Irv/Kilw 55 Other 2012/13 2013/14 2.200 3.355 5.555 

Low Nethermains Rd, Kilwinning Irv/Kilw 100 Social Rent (RSL) 2013/14 2014/15 4.000 6.100 10.100 

Harbour site, Ardrossan 

Medium (Innovation Funding Dependant) 3 Towns 52 Other 2013/14 2014/15 2.080 3.311 5.391 

Stanley Primary, Ardrossan 


Sharphill Phase 3, Saltcoats 


663 3.040 0.000 0.000 0.000 5.670 1.308 0.000 13.542 10.598 0.000 0.360 34.518 

SG PROGRAMMES COUNCIL PROGRAMMES 

AHSP Affordable Housing Supply Programme CHT Council Tax on Second/Empty Homes Medical Adaptations 2012/13 2013/14 2014/15 

COP Community Ownership Programmes Develope Developer Contributions to assist Affordable Housing Estimated Requirement 0.200 0.200 0.200 

CHB Council House Building Programmes NHT National Housing Trust 

NHT National Housing Trust 

NB: This contribution has already been made through the historic land purcahse contribution 

100



TABLE 2 - COMMITTED PROJECTS (ON SITE OR WITH SCOTTISH GOVERNMENT APPROVAL) 

WITH SCOTTISH GOVERNMENT FUNDING REQUIREMENTS 

PROJECT SUB- PROGRAMME PLANNED EXPENDITURE (£0.000m) TOTAL 

AREA (Select from Drop Down List) 2012/13 2013/14 2014/15 2015+ 

Benlister South, Lamlash Arran Social Rent (RSL) 1.800 1.800 

Benlister South, Lamlash Arran LIFT (RSL) 0.640 0.640 

Copeland Crescent, Millport N'Coast Social Rent (LA) 0.348 0.348 

Flatt Farm, Largs N'Coast Social Rent (RSL) 0.776 0.776 

Redstone Ave, Kilwinning Irv/Kilw Social Rent (LA) 0.725 0.725 

Vineburgh Phase 2, Irvine Irv/Kilw Social Rent (RSL) 0.450 0.450 

Vineburgh Phase 2, Irvine Irv/Kilw LIFT (RSL) 1.250 1.250 

Vineburgh Phase 3, Irvine Irv/Kilw Social Rent (RSL) 6.001 6.001 

Vineburgh Phase 3, Irvine Irv/Kilw LIFT (RSL) 1.132 1.132 

2.824 10.298 0.000 0.000 13.122 

101



TABLE 2 - COMMITTED PROJECTS (ON SITE OR WITH SCOTTISH GOVERNMENT APPROVAL) 

WITHOUT SCOTTISH GOVERNMENT FUNDING REQUIREMENTS (ie. funded by local Social Hsg Provider) 

PROJECT SUB- PROGRAMME PLANNED EXPENDITURE (£0.000m) TOTAL 


Harley Place, Saltcoats 3Town Social Rent (LA) 0.677 

0.677 

Mortgage to Rent Scheme, All Social Rent (LA) 1.000 

1.000 

Pennyburn Regen, Kilwinning Irv/Kil Social Rent (RSL) 0.820 0.820 0.848 - 2.488 

Pladda Nursery, Irvine Irv/Kil Social Rent (LA) 0.150 

0.150 

Pollock Crescent, Kilwinning Irv/Kil Social Rent (LA) 0.100 

0.100 

Seaton Terrace, Irvine Irv/Kil Social Rent (LA) 0.130 

0.130 

Second Hand Homes Buy Back, L N'Coast Social Rent (LA) 1.000 

1.000 

3.877 0.820 0.848 0.000 5.545 

102



TABLE 3- COMMITTED PROJECTS (ON SITE, WITH SCOTTISH GOVERNMENT OR OTHER FUNDING APPRO 

UNIT COMPLETIONS 

PROJECT SUB- PROGRAMME UNITS EXPECTED TO COMPLETE TOTAL 


Benlister South, Lamlash Arran Social Rent (RSL) 40 40 

Benlister South, Lamlash Arran LIFT (RSL) 16 16 

Copeland Crescent, Millport N'Coast Social Rent (LA) 12 12 

Flatt Farm, Largs N'Coast Social Rent (RSL) 26 26 

Harley Place, Saltcoats 3Towns Social Rent (LA) 5 5 

Mortgage to Rent Scheme, All Social Rent (LA) 15 15 

Pennyburn, Regen, Kilwinning Irv/Kil Social Rent (RSL) 22 22 

Pladda Nursery, Irvine Irv/Kil Social Rent (LA) 2 2 

Pollock Crescent, Kilwinning Irv/Kil Social Rent (LA) 2 2 

Redstone Ave, Kilwinning Irv/Kilw Social Rent (LA) 44 44 

Seaton Terrace, Irvine Irv/Kil Social Rent (LA) 3 3 

Second Hand Homes Buy Back, L All Social Rent (LA) 10 10 

Vineburgh Phase 2,Irvine Irv/Kilw Social Rent (RSL) 80 80 

Vineburgh Phase 2,Irvine Irv/Kilw LIFT (RSL) 14 14 



169 153 22 0 344 

103

STRATEGIC HOUSING INVESTMENT PLANS 2012-2013 


TABLE 4 - Council Contributions to Affordable Housing Programmes 

1. COUNCIL TAX ON SECOND/EMPTY HOMES (£0.000m) 

2010/11 

Tax Raised * 0.923 

Tax Used to Assist Housing 0.563 

Sum Carried Forward to 2011/12 3.126 

Units Assisted 24 

*Including underspend carried forward from previous years and interest earned 

2. Projects Funded by Council Tax Contributions 

2010/11 (£0.000m) 

Project Tax Used Units 

Assisted*** 

Corrie Quarry, Corrie 0.563 24 

Total 0.563 24 

2011/12 (£0.000m) 

Project Tax Used** Units 

Assisted*** 

Total 0.000 0.000 

2012/13 (£0.000m) 


Empty Homes Recyclable Loan Fund 0.400 

Assisted*** 

64 

Redstone Ave, Kilwinning 0.528 44 

Copeland Crescent, Millport 0.144 12 

Benlister South, Lamlash 0.798 56 

Vineburgh #3, Irvine 0.504 53 

Flatt Farm, Largs 0.268 26 

Total 2.642 255 

2012/13 (£0.000m) 


Assisted*** 

Montrose Hse, Brodick (Land purchase) 0.380 landbank 

Total 0.380 0 

** Where not yet spent, indicate expected expenditure and units assisted 

*** Please include any units have also 

been funded by Council Tax from previous 

financial years, but mark in brackets any 

numbers of units which may have been 

counted in other years as well 

3. DEVELOPER CONTRIBUTIONS* (Affordable Housing Policy) 

2010/11 

Sum Raised * nill 

Sum Used to Assist Housing n/a 

Sum Carried Forward to 2011/12 0.000 

Units Assisted 0.0 

4. Projects Funded by Developer Contributions 

2010/11 (£0.000m) 

Project Sum Used Units 

Assisted 

Total 0.000 0 

2011/12 (£0.000m) 

Project Sum Used Units 

Assisted 

104

Subject: 



10 April 2012 


Vineburgh Regeneration Project, Irvine (Phase 3) 

Purpose: To seek Executive approval for the sale of the land, 

which comprises Phase 3 of the Vineburgh 

Regeneration project, to Cunninghame Housing 

Association. 

Recommendation: That the Executive (a) agrees, subject to Scottish 

Government approval, that the land forming Phase 3 

of the Vineburgh project, is sold to Cunninghame 

Housing Association for £865,127, including additional 

clawback if required; and (b) that, following the sale of 

the land, the Executive approves the recompense of 

extra-ordinary development costs, totalling no more 

than as detailed in Section 2.7 of this report. 


1.1 The Vineburgh Regeneration Project is a £36,000,000, 6-year 

programme of demolition and redevelopment. As previously reported 

to the Executive a total of 306 Council houses are to be demolished 

and replaced with a similar number of social rented and shared equity 

housing, developed and managed by Cunninghame Housing 

Association. The Vineburgh Regeneration area is being redeveloped 

in four 'phases'. 

1.2 176 new homes have been developed in Phases 1 and 2 of the 

Vineburgh project, and a further 63 are to be constructed in Phase 3. 

No significant issues have arisen during the regeneration project to 

date. 


Land Value 

2.1 As the 'end use' of the land is for the delivery of affordable housing, 

the land is given an affordable land value (as opposed to a market 

land value). The District Valuer is commissioned to identify the 

affordable land value. 

105

2.2 In 2011, Cunninghame Housing Association commissioned a 

valuation of the land which forms the extent of Vineburgh Phase 3 

(location plan included as Appendix 1). A gross affordable value of 

£1,065,0000 was established. This assumed demolition costs of 

£200,000, resulting in a net value (sale value) of £865,000. 

2.3 In January 2012, the Council instructed the District Valuer to identify 

the current affordable value of the land. On this occasion a gross 

valuation of £990,000 was identified. Demolition costs of £200,000 

were again assumed, giving a net value of £790,000. 

2.4 Cunninghame Housing Association have since tendered the 

demolition exercise and actual demolition costs of £124,873 have 

been established. Based on the most recent valuation, this adjusts 

the net value of the site to £865,127 (ie. £990,000-£124,873). 

2.5 The Council's recent valuation is a reduction £75,000 from 

Cunninghame Housing Association's valuation. The reduction can be 

attributed to the inclusion of 10 shared equity units in Phase 3 of the 

Vineburgh project; this tenure type realises a lesser per unit land value 

than social rented housing. 

2.6 The Council is required to seek Scottish Government approval for the 

disposal of any land which is held on the Housing Revenue Account. 

The Council's Legal Services will ensure this is obtained before the 

sale of land proceeds. 

2.7 Following Executive approval, Legal Services will approach the 

Government for their approval to dispose of the land in question to 

Cunninghame Housing Association for £865,127. Within the terms of 

sale there will be a clawback clause which will ensure that for every 

unit of shared equity housing not delivered (under the proposed figure 

of 10 units), the Council will be paid an additional £7,500. 

Extra-Ordinary Development Costs 

2.8 Negotiations have been held with Cunninghame Housing Association, 

and a maximum (capped) level of extra-ordinary development costs 

for which the Council will accept a claim from CHA for recompense in 

relation to the development of the site proposed as follows: 

106

� 

� 

� 

Contamination (two 'hot spots' on site which require remediation in 

the form of the mandatory removal of non-hazardous low level 

hydrocarbons) - £5936.44 

Improvement Works at Existing Culvert (which includes the 

removal and re-siting of manholes and the provision of new 

450mm diameter reinforced concrete pipe over a 300m length) - 

£40,000 

Costs of Piling and Degassing (solely because of peat within the 

site) - £3,500 per unit (it is currently forecast that 45 units will need 

this treatment, totalling an anticipated £157,500 - though it should 

be noted that this figure may increase/decrease in the fullness of 

time). 

2.9 These capped amounts would be included in the sale of land contract 

which Legal Services will prepare on behalf of the Council. 

2.10 Furthermore, the Council would appoint a consultant engineer to 

monitor and authorise payments of recompense where evidence of 

extra-ordinary developments costs incurred by the Association has 

been provided and found to be in order. 

3. Proposals 

3.1 It is proposed that the Executive agree (subject to Scottish 

Government approval) that the land forming Phase 3 of the Vineburgh 

project, is sold to Cunninghame Housing Association for £865,127, 

including additional clawback if required. 

3.2 It is further proposed that following the sale of the land, the Executive 

approve the recompense of extra-ordinary development costs, 

totalling no more than as detailed in section 2.7 of this report. 



4.1 The Council would receive a Housing Revenue Account receipt of £ 

865,127 for the sale of the site at Vineburgh, Irvine; this would, in turn, 

be reduced by the recompense of any extra-ordinary development 

costs which are claimed by Cunninghame Housing Association (to a 

maximum level as detailed within Section 2.7 above). 

107


4.2 There are no Human Resource implications for the Council. 


4.3 The Council is required to seek Scottish Government approval for the 

disposal of any land which is held on the Housing Revenue Account. 

The Council's Legal Services will ensure this is obtained before the 

sale of land proceeds. 


4.4 There are no equality implications arising from this project. 


4.5 The Environmental implications of this development are addressed 

within the Strategic Environmental Assessment for the Local Plan. 


4.6 These projects help deliver the SOA national outcome "We live in well 

designed, sustainable places where we are able to access the 

amenities and services we need" and the North Ayrshire Outcomes 

"The quality of social housing has improved" and "availability of 

affordable housing has improved". 


5.1 Consultation has been ongoing between Cunninghame Housing 

Association and the Council's Housing, Legal and Infrastructure and 

Design Services. 

108

6. Conclusion 

6.1 This report seeks committee approval for the sale of land at 

Vineburgh, Irvine to Cunninghame Housing Association, and also that 

the Council can recompense the Association for specific and agreed 

extra-ordinary development costs, upon production of evidence that 

the cost has been incurred. 

IONA COLVIN 


Reference : TF/ 

For further information please contact Olga Clayton, Head of Community 

Care & Housing on telephone number (01294) 324626 


None 

109

110

111

112

Subject: 



10 April 2012 


Children's Hearings (Scotland) Act 2011: Area 

Support Teams 

Purpose: To update the Executive on progress in relation to the 

formation of an Ayrshire Area Support Team. 

Recommendation: That the Executive (a) notes the position to date; and 

(b) agrees that Officers continue to work to resolve 

the points raised in section 3.2 of the report. 


1.1 The Children's Hearing (Scotland) Act 2011 introduces a large number 

of changes designed to promote and strengthen children's rights. The 

Council and its partners have recently developed an early intervention 

and prevention programme which also seeks to improve children's life 

chances. 

1.2 The provisions being taken forward to improve the Children's Hearings 

system fit well within the work planned for North Ayrshire to intervene 

earlier with children referred to the Reporter. 

1.3 At its meeting held on 11 October 2011, the Executive received a 

report on the implications arising from a consultation paper issued on 

29 July 2011, by the National Convener of Children's Hearings 

Scotland (CHS), Bernadette Monaghan, on proposals for the 

establishment of Area Support Teams (ASTs), including proposals for 

an Ayrshire AST. This stemmed from the requirement under the 

Children's Hearings (Scotland) Act 2011 that the National Convener 

must establish ASTs in collaboration with local authorities to replace 

the existing system of Children's Panel Advisory Committees 

(CPACs). 

113

1.4 The proposals highlighted in the consultation paper reflected the 

National Convener's vision and commitment to provide consistent, 

adequate and high quality support to panel members to achieve 

national consistency and share existing good practice and learning. 

Above and beyond that is the firm belief that the new streamlined 

arrangements will ultimately benefit the children themselves, wherever 

they are, whatever their circumstances, needs and aspirations might 

be. The consultation was intended for, and sent out to, all those who 

have an involvement with, or interest in, the Children's Hearings 

system i.e. local authorities, Children's Panel Advisory Committees 

and chairs, members, clerks and Panel chairs. 

1.5 Having considered the report, the Executive agreed (a) to note the 

proposals for the establishment of an Area Support Team covering the 

three Ayrshire local authorities; (b) to approve the proposed response 

to the consultation document as detailed in Appendix 1 to the report; 

(c) that the Council, in association with the other 2 Ayrshire authorities 

or otherwise, indicate its support in principle for the proposals; (d) to 

authorise officers to hold discussions with the National Convener and 

Ayrshire authorities in terms of the proposed Service Level Agreement 

(SLA) (between the authority and CHS) and the financial, staffing, and 

operational issues arising from the establishment of an Ayrshire AST; 

and (e) to receive a further report at a future meeting. 

1.6 Following the meeting, North Ayrshire Council's response was 

despatched to the National Convener. East and South Ayrshire 

Council's also submitted their own responses to the consultation 

document, which indicated their support in principle for the formation 

of an Ayrshire Area Support Team. 


2.1 At the end of the consultation period some 67 responses were 

received by the National Convener. Details of all responses were 

published on the CHS website. 

2.2 The National Convener published her report on the outcome of the 

consultation in November 2011. The report noted that overall, local 

authorities were split into three broad categories: those who supported 

the proposals in principle subject to further discussions with the 

National Convener; those who disagreed with the proposals; and 

those who would welcome clarification from the National Convener on 

a number of issues before making a decision. 

114

2.3 The vast majority of respondents agreed that further discussions with 

the National Convener would be welcomed to resolve a range of 

issues and questions raised by respondents. The National Convener 

indicated that she would produce a detailed and comprehensive 

response to the issues identified by respondents and that further 

discussions would constitute the next step in the process. 

2.4 Unfortunately, during December 2011, the National Convener was 

suspended from her post pending an internal investigation. The 

period of suspension was eventually lifted in early March 2012 but, as 

a result of the suspension, no discussions have taken place directly 

with the National Convener. 

2.5 Since December however, officers from CHS have been continuing to 

strive towards having the new AST structure in place for a September 

start date. Discussions with local authorities have been ongoing and 

David Hume, former Chief Executive of Scottish Borders Council, was 

engaged to work with CHS to help secure the agreement of local 

authorities to an AST structure. CHS are hoping to secure a structure 

broadly in line with that proposed in the AST consultation. CHS had 

hoped to have agreement in place by the end of March 2012, although 

that deadline has slipped. 

2.6 In early February, CHS wrote to each of the Ayrshire authorities 

setting out their view of what an Ayrshire AST might look like. The 

suggested structure was based on an expectation that the Ayrshire 

AST will support 160 plus Panel Members (which has since increased 

following further recruitment). An AST comprising 28 Members was 

suggested and CHS calculated that local authority administrative 

support could equate to 2.5 FTEs. These suggested numbers were 

illustrative only and for further discussion between the Council and 

CHS. 

2.7 Ultimately, it will be important that the right number of people with the 

right responsibilities is put in place on the AST to ensure that panel 

members in Ayrshire get the support they need. Similarly, it will be 

important that there is the right amount of administrative support to 

ensure that AST members get the help and support they need. 

2.8 CHS have also consulted on (i) draft Roles and Responsibilities for 

AST members; and (ii) a draft Partnership Agreement between CHS 

and local authorities (Appendix 1). A consultation on National 

Standards for Scotland's Children's Panel has also been launched and 

a Children's Hearings Modernisation Seminar took place at Hampden 

Park on 22 March 2012. 

115

2.9 Locally within Ayrshire, 4 joint meetings have taken place between the 

three CPACs, Panel Chairs and Vice Chairs and Clerks. Two 

meetings have also been held with a representative of CHS to discuss 

the way forward. Discussions have focussed on the draft Roles and 

Responsibilities document and on the structure of the Ayrshire AST. 

Comments and questions in relation to the proposed Roles and 

Responsibilities, particularly around lines of accountability, have been 

fed back to CHS. CHS have given a commitment to provide guidance 

on how the Area Convener will be appointed. 

2.10 Separately, discussions have taken place at Officer level on the 

administrative arrangements that will require to be put in place to 

support the Ayrshire AST and how this will be funded. Whilst no final 

decision has been reached, the possibility of one Authority taking on 

the role of supporting the AST has been discussed, with funding being 

provided from within existing budgets by all three authorities on a 

basis to be agreed. 

2.11 Officers have considered a basis for deciding which, if any, authority 

should take the Lead on supporting the AST and for allocating costs. 

Appendix 2 provides an analysis of Children's Hearing activity in the 

three Ayrshire authority areas over a 10 year period (as published in a 

recent SCRA annual report). This analysis reveals that against the 

three measures shown, North Ayrshire consistently deals with more 

Hearings and referrals than East and South Ayrshire Councils. There 

could therefore be a case for suggesting that North Ayrshire should 

take the lead in supporting the AST. 

2.12 Officers have also discussed the appropriateness of having a single 

Partnership Agreement (which replaces the proposed SLA) between 

CHS and all three Ayrshire Authorities, with a separate Agreement 

between the local authorities in respect of the administrative support 

to be provided to the AST. 

3. Proposals 

3.1 At a recent meeting of the Children's Panel Advisory Group held on 2 

March 2012 in Edinburgh, officers from the Scottish Government/CHS 

again reiterated their determination that ASTs will be up and running 

by September 2012. They did however point to a number of 

influencing factors that could delay their introduction. 

116

3.2 Assuming the Ayrshire AST must be up and running by September 

2012, then decisions have to be taken soon to (i) finalise the structure 

of the Ayrshire AST and begin to identify its membership; (ii) put in 

place a Partnership Agreement (or Agreements) between the Ayrshire 

authorities and CHS; (iii) identify the Lead Authority (if any) to assume 

the role of supporting the AST and finalise an Agreement/SLA 

between the three Authorities thereon; and (iv) identify and put in 

place the administrative support required to underpin the operation of 

the AST. 

3.3 Officers from the three Ayrshire authorities will continue to take 

forward discussions on the introduction of an Ayrshire AST in line with 

the emerging national position. 

3.4 The Executive is meantime asked to note the position to date and 

agree that Officers continue to work to resolve the points raised in 3.2 

above. 



4.1 In terms of cost, CHS estimate that moving to the AST model should 

result in savings being achieved by local authorities as the majority of 

the functions on which authorities spend money supporting the panel 

(e.g. panel member training and expenses) will be passing to CHS 

under the new arrangements. CHS will have responsibility for 

providing the necessary funding. The on-going cost for the authority 

will therefore be that of providing Clerk and administrative support 

costs required for the successful operation of the AST. These costs 

have to be confirmed based on the support required for the AST. 


4.2 There are no implications arising at this stage. H.R. Implications will 

depend on what support is ultimately required to support the AST. 


4.3 There are no implications arising from this report. 

117








5.1 The Corporate Director (Education and Skills) and Corporate Director 

(Social Services and Health) have been consulted on the report and 

are in agreement with its recommendations. 

6. Conclusion 

6.1 CHS is keen to move towards the introduction of Area Support Teams. 

The report brings the Executive up to date with ongoing discussions 

regarding the national and local position. 

ELMA MURRAY 


Reference : MMcK 

For further information please contact Martyn McKeown, Committee Services 

Manager on telephone number 01294 324130 


None 

118

Children’s Hearings Scotland 


Agreement 

This agreement is established between Children’s Hearings Scotland and North 

Ayrshire Council under the terms of the Children’s Hearings (Scotland) Act 2011, 

and relates to the support and administration requirements of the Ayrshire area 

support team, as defined by the Act. 

Purpose of the Agreement 

This agreement is established to record the commitment of Children’s Hearings 

Scotland and North Ayrshire Council to: 

· support the Children’s Hearings system in Scotland, and the national children’s 

panel and underpinning framework of standards, in line with the terms of this 

agreement 

· support and administration of the Ayrshire area support team by the North 

Ayrshire Council through the provision of the services of an AST clerk, and his or 

her team, and adequate accommodation, office and administration support 

required for the effective operation of the Ayrshire AST 

· supporting the national children’s panel within the Ayrshire AST area through the 

local authority providing accommodation, administrative support and resources 

which will assist the AST and CHS with recruitment and retention of sufficient 

panel and AST members at the area level. 

· support for the Children’s Hearing system in the Ayrshire AST area by Children’s 

Hearing Scotland providing continuity of funding, effective support to ASTs, 

partner engagement and consultation, and information, advice and guidance in 

line with agreed national standards 

This Agreement is intended to underpin a shared commitment to the 

Children’s Hearings system by establishing a clear, uniform understanding 

across Scotland of the services to be provided for the support and 

administration of area support teams, and to clarify the commitment of the 

parties involved to the provision of these services. 

Duration 

This Agreement shall pertain from 25 th 

September 2012 until 30 th 

September 2016, 

subject to a consultative review taking place in September 2013. 

119

Principles 

The Children’s Hearing system, as revised under the terms of the 2011 Act, is based 

on well-established principles which place the child at the centre of our concerns, 

requiring the operation of the Hearing system to be fair and responsive and to be 

administered effectively and efficiently. Eight standards for the operation of the 

system have been set out in a national standards framework: 

1. Children are at the centre of all we do 

2. Panel members are well equipped and supported to perform their role 

3. Hearings are consistent across Scotland 

4. Every Hearing is well managed and fair 

5. Every Hearing makes high quality decisions in the best interests of the child 

6. Area support team members are well equipped and supported to perform their 

duties 

7. Communication and feedback is clear, appropriate and timely 

8. Roles and responsibilities are clearly defined and understood within the system 

It is acknowledged that these standards will only be achieved through a shared 

commitment by the National Convener, Children’s Hearings Scotland (CHS); area 

support teams (ASTs), panel members and local authority partners. The effective 

operation of the AST is central to the achievement of these standards, and in this 

regard, the contribution by the AST clerk and his/her team is of critical importance. 

Service Commitment 

Services to support the Ayrshire AST 

North Ayrshire Council will provide: 

1. A member of staff who is suitably trained, qualified and experienced, to act as the 

clerk of the area support team and specifically to 

a. provide general administrative and secretarial support to the Area 

Convener and the AST 

b. organise AST meetings, including accommodation, agendas, preparation 

of reports , including financial reports, and minute taking 

120

c. make practical arrangements enabling the Area Convener to appraise AST 

members 

d. assist the Area Convener with the preparation of reports to the National 

Convener and the AST annual report 

e. ensure the collection, analysis, reporting and return (where required) of 

information required for performance and monitoring purposes 

f. maintain a database of panel member workload and allocation to inform 

local training and recruitment strategies 

g. manage panel workload fairly using Panelpal, allocate panel members to 

hearings and ensure a balance of gender, experience and skills 

h. including emergency hearings and hearings taking place in secure 

accommodation, and manage changes to the rota 

i. liaise closely with the Area convener and panel representatives to ensure 

that panel members are available for emergency hearings, out of office 

hours and at short notice when required 

j. effective out of hours cover for the children’s panel 

k. ensure that panel members sit on hearings in their local area, other than in 

exceptional circumstances 

l. maintain up to date records of panel member availability 

m. work with the Area Convener and AST colleagues to ensure the availability 

of sufficient panel members 

n. check and process claims for the payment of panel member allowances 

within the allocated budget 

o. work with appropriate CHS staff to prepare expenses budgets and make 

quarterly reports of expenditure against budget 

p. respond to telephone and other enquiries in relation to the AST or the 

national children’s panel 

q. maintain confidentiality and comply with Data Protection legislation 

r. support the panel member recruitment and selection process 

121

2. Accommodation and office support and facilities appropriate to support the 

functions of the AST including 

a. office support and meeting space for AST meetings 

b. minute taking and secretarial support for AST meetings and events 

c. provision of meeting and seminar facilities for local panel member events 

organised by the AST, for example training sessions and information 

evenings for prospective panel members 

3. Secure IT and office support systems required to allow the proper functioning of 

the AST and its Area Convener 

4. Other ad hoc and incidental support as agreed with CHS 

Children’s Hearings Scotland’s will provide: 

1. Continuity of funding in relation to 

a. the recruitment, appointment, training and appraisal of AST members 

b. the advice, guidance and information required to enable AST members to 

fulfil their responsibilities and guidance 

c. the recruitment, appointment, training and payment of expenses for all 

volunteers including panel members, the Area Convener and AST 

members 

2. Support and training through 

a. the development of a national training curriculum for Ayrshire AST 

members and panel members 

b. localised delivery of training including support and funding to the Ayrshire 

AST training team 

c. ensuring the National Convener’s duty to provide legal and procedural 

advice to children’s hearings is fulfilled and Ayrshire AST members have 

the information they require to effectively support the work of panel 

members 

122

d. fielding day-to-day enquiries from Ayrshire AST and providing advice on 

the role of Ayrshire AST members and on any panel member issues that 

the AST is unable to deal with. 

e. guiding and monitoring the day to day work of Ayrshire AST to make sure 

that it is in accordance with the national standards. 

f. creating systems for the exchange of ideas, learning and best practice 

between ASTs 

3. The learning and development of ASTs through sharing of good practice and 

effective performance management including 

a. supporting the National Convener in annual appraisal of ASTs and sharing 

with the local authority any issues arising from the annual reporting 

process 

b. providing training, advice and support to AST members in the appraisal 

process 

c. establishing systems for analysing the activities, performance and impact 

of ASTs and sharing this information with all relevant partners including 

the local authority 

4. Support the clerks and their teams through the AST and CHS networks to be 

established 

5. Other ad hoc and incidental support as agreed with North Ayrshire Council 

Structure, Personnel and Administration 

Where Area Support Teams are made up of more than one local authority, it is 

agreed that the appointment of the clerk to the AST and the nomination of support 

officers will be determined locally by the local authorities. 

In these circumstances, once these arrangements have been agreed by local 

partners, a description of the arrangements and how they will operate, including the 

names, job titles and contact details of key personnel, will be submitted without delay 

to the National Convener by the clerk. 

123

Where Area Support Teams comprise one local authority area, a schedule 

containing the names, job titles and contact details of key personnel will be 

submitted without delay to the National Convener by the clerk. 

The Area Convener and AST members will determine any sub-committee 

arrangements with local partners and will ensure relevant parties are aware of such 

arrangements. 

The Area Convener will also inform the National Convener of the AST sub committee 

structure. 

Disagreements and Conflicts 

CHS and North Ayrshire Council agree that when disagreements and conflicts arise 

about the operation of the AST all efforts will be made to achieve resolution as 

quickly and expeditiously as possible by the Area Convener and the senior 

nominated Local Authority representative. When an issue arises where resolution is 

not achieved locally, the matter shall be referred to the National Convener and the 

Chief Executive of North Ayrshire Council. 

Signed on behalf of the North Ayrshire Council 


Signed on behalf of Children’s Hearings Scotland 

National Convener 

124

Democratic�Services 

Childrens�Panel� 

Ayrshire�Analysis 

Measure�1�;�Childrens'�Hearings�Held 

Year 

Authority 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 Total Authority� Average 

East�Ayrshire 1203 1319 1398 1517 1481 1428 1404 1252 11002 East�Ayrshire 1,375 33.68% East�Ayrshire�(1375) 33.7% 

North�Ayrshire 1646 1859 1971 1911 1707 1897 1922 1751 14664 North�Ayrshire 1,833 44.90% North�Ayrshire�(1833) 44.9% 

South�Ayrshire 740 859 810 859 884 845 915 1079 6991 South�Ayrshire 874 21.41% South�Ayrshire�(874) 21.4% 

3589 4037 4179 4287 4072 4170 4241 4082 32657 Total� 4,082 100.00% Total��(4082) 

Measure�2�;�Children�Referred 

Authority 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 Total Average 



South�Ayrshire 895 1262 1204 1388 1295 1255 1270 1149 9718 South�Ayrshire 1,215 24.62% South�Ayrshire�(1215) 24.6% 

3549 4886 5273 5707 5279 5144 4899 4746 39483 Total� 4,936 100.00% Total��(4936) 

Measure�3�;�Referrals�Received 

Authority 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 Total Average 



South�Ayrshire 1581 2323 2275 2701 2500 2240 2162 1846 17628 South�Ayrshire 2,204 23.82% South�Ayrshire�(2204) 23.8% 

6357 9289 10042 11328 10239 9496 8887 8378 74016 Total� 9,253 100.00% Total��(9253) 

125

126

Subject: 



10 April 2012 


Adoption and Children (Scotland) Act 2007 - 

Adoption Service Plan 

Purpose: To advise the Executive of the requirements for North 

Ayrshire Council of the Adoption and Children 

(Scotland) Act 2007 - Section 4: Adoption Services 

Plan. 

Recommendation: That the Executive agree the Adoption Service Plan. 


1.1 The Adoption and Children (Scotland) Act 2007 - Section 4 requires 

local authorities to prepare and publish a plan for the provision of 

adoption services. 

1.2 The Adoption Services Plan is required to set out the aims of North 

Ayrshire Adoption Service describe the range of services which are 

currently in operation or planned to support children and families. 

1.3 The aim of the Adoption Services Plan is closely linked to service and 

corporate priorities of North Ayrshire Council and will be reviewed 

annually. 


2.1 The Adoption Services Plan 2012/2013 has been completed in 

respect of North Ayrshire Council Social Services. and is attached at 

Appendix 1. 

3. Proposals 

3.1 To agree the Adoption Service Plan and Improvement Plan set out at 

Appendix 1. 

127



4.1 The additional funding of £256,658 approved by North Ayrshire 

Council will ensure that the aims of the North Ayrshire Adoption 

Services Plan will be achieved. 


4.2 The funding for the additional staff posts will ensure that the staffing 

compliment within the Adoption/Permanence Service will be increased 

and should help to ensure that the requirements within the Adoption 

Services Plan are met. 

4.3 N/A 



4.4 There are no equality implications. 


4.5 There are no environmental implications. 


4.6 The Adoption Services Plan is closely linked to service and corporate 

priorities of North Ayrshire Council and to the vision of the Integrated 

Children's Services Plan, namely, "to improve the quality of life for all 

children and young people in North Ayrshire". 

In addition, the Single Outcome Agreement for North Ayrshire, in 

terms of the agreed outcomes, namely, "more children and young 

people live in a safe and supportive environment. 

128


5.1 Consultation has taken place with relevant parties and this will be 

ongoing through the implementation of the plan. 

6. Conclusion 

6.1 North Ayrshire Council Social Services are committed to continue to 

develop service provision to ensure that children who require 

alternative family provision have the opportunity to live in adoptive and 

permanent placements. 

IONA COLVIN 


Reference : MH/NS 

For further information please contact Mae Henderson, Senior Manager, 

Children and Families, Family Placement and Disability Services on 

telephone number 01294 317714 


1 - Adoption Services Plan 

129

130


Social Services and Health 

Adoption Services Plan - April 2012 – March 2013 

1. Background 

1.1. The Adoption and Children (Scotland) Act 2007 was implemented in 

September 2009 with the final guidance in relation to Adoption Support 

published in August 2010. 

1.2. The Act significantly affects the ways the authority plans for, provides 

placements for and supports, accommodated and adopted children, their 

carers and adopters. 

1.3. The range of people for whom an adoption service must be provided by local 

authorities has been widened to include birth siblings; birth grandparents; 

former guardians; the children’s adopters and any others affected by adoption 

or a proposed adoption. (Further details contained in Appendix 1) 

1.4. The range of people allowed to adopt has also changed and now includes 

married couples, couples who are civil partners, couples living together as if 

married, or as same sex partners in an enduring family relationship and single 

people. 

1.5. The local authority can enter into arrangements with registered adoption 

services for the provision of a service on their behalf. 

1.6. The introduction of Permanence Orders and Permanence Orders with 

authority to adopt. 

2. Adoption Services Plan 

2.1. As required under Section 4 of the Adoption and Children (Scotland) Act 

2007, local authorities require to establish an Adoption Services Plan which 

sets out the aims of the Adoption Service and describes the range of services 

which are in place to support children and families. This plan requires to be 

reviewed annually. 

2.2. The aims of the North Ayrshire Adoption Services Plan are closely linked to 

the service and corporate priorities of North Ayrshire Council and to the vision 

of the Integrated Children’s Services Plan: i.e. ‘To improve the quality of life 

for all children and young people in North Ayrshire’. 

2.3. It also reflects the aims of the Single Outcome Agreement for North Ayrshire, 

including ‘More children and young people live in a safe and supported 

environment’. 

2.4. An annual Adoption Services Plan Review on adoption/permanence work will 

be produced by the end of March each year and an Improvement Plan will be 

devised for the forthcoming year. 

1 

131

3. Aims of the North Ayrshire Adoption Service 

� To “get it right” for every child entering the adoption process, placing their 

welfare, safety and needs at the centre of the process 

� To take account of a child’s wishes and feelings, ethnicity, religion, language, 

culture, gender and disability 

� To recruit, assess and provide suitable families within prescribed timescales 

who meet the needs of the children who are currently placed with them. 

� To provide clear information to prospective adopters about adoption and 

children available for adoption 

� To provide an adoption support service to enable a child to remain with an 

adoptive family and fulfil their potential. 

� To provide information for enquirers who wish to adopt from overseas 

� To provide information and support for people who wish to obtain information 

from their birth records 

� To provide information and support for those affected by adoption 

� To provide an Adoption Allowance Scheme which takes account of children’s 

needs and adopters’ financial circumstances 

� To promote contact with natural families, where this has been agreed as 

appropriate 

� To monitor and review the progress of children awaiting placement 

� To provide an Adoption Support Plan for every child placed for adoption if 

requested 

4. Adoption / Permanence Services 

North Ayrshire Council provide a range of services, including: 

� Recruitment ,assessment, training and support of adoptive / permanent carers 

� Placement of children registered for adoption 

� Permanent Fostering via Permanence orders 

� Adoption Support Services 

� Post Adoption and Origins service 

2 

132

5. Children Who Require Adoption / Children’s Needs 

5.1. Children who are approved for adoption come from a variety of backgrounds 

and circumstances. The principal reason is as a result of parent(s) and 

extended families being unable to offer the stability and lifelong commitment, 

which a child needs in order to pass successfully through all stages from 

childhood to adult life. Many children received into care may have 

experienced trauma due to abuse and neglect. Although this background can 

affect children throughout their lives, adoptive homes can provide children 

with the stability and security they need as they grow into adulthood. 

5.2. The number of children who require adoptive/permanent placements in North 

Ayrshire is increasing, with children over the age of two years forming the 

majority of placements. Positively, a number of the older children are being 

permanently fostered by the families with whom they had been placed, initially 

on a temporary or short term basis. 

The following tables indicate the position over the last few years. 

Table 1 

2010 and 2011 saw significant numbers of children in North Ayrshire approved for 

adoption or permanent fostering. In 2010, 17 children were matched with adoptive 

families under the new Adoption (Scotland) Act legislation. In 2011, 12 children in 

total were matched with adoptive families and 2 children approved for Permanence 

with Authority to Adopt. There was also an increase in the number of adoptive 

families sourced from independent sector agencies, such as St. Margaret’s and St. 

Andrew’s. 

18 

16 

14 

12 

10 

8 

6 

4 

2 

0 

Children Placed for Adoption 

2009 2010 2011 

3 

133

Table 2 

In 2011 there were 10 children matched on a permanent basis with foster carers, who 

were already caring for them. 

12 

10 

8 

6 

4 

2 

0 

Table 3 

8 

7 

6 

5 

4 

3 

2 

1 

0 

Table 4 

5 

4 

3 

2 

1 

0 

Children Linked Permanently, with own carers 

2009 2010 2011 

Adopters Approved 

2009 2010 2011 

Permanent Foster Carers Approved 

2009 2010 2011 

4 

134

5.3. Within North Ayrshire there has been a rise in the number of children who 

have become ‘looked after’ and accommodated due to the impact of parental 

substance 

misuse and subsequent neglect of children. 

Levels of substance misuse in North Ayrshire remain high, consequently there 

is likely to be a need to identify more adoptive/permanence placements due to 

the inability 

of some parents to provide adequate care and nurture for their 

children. 

5.4. The views of children are important to the adoption/permanence process and 

creative, appropriate ways of communicating, 

taking account of their age and 

stage, are necessary to inform planning. 

6. 

Permanency Planning Group 

6.1. The Permanency Planning Group meets on a monthly basis 

and comprises 

social services professional staff and legal representation. 

6.2. Cases are referred from the “Looked After & Accommodated” Children’s 

Review meeting. The main purpose of the group is to ensure that all avenues 

have been explored in terms of rehabilitation with birth parents / step parents 

or alternative family members. 

6.3. Having read the relevant paperwork and engaged in a full discussion with the 

social worker and team manager involved with the case the Permanency 

Planning Group are then able to provide a recommendation, in terms of 

progressing to adoption, Permanence Order, or Permanence Order with 

authority to Adopt, to the Chairperson of the Looked After & Accommodated 

Children’s Review. 

Table 

5 

The 

workload of the Permanency Planning Group has been as follows: 

Year No. of cases where Adoption 

was No. of cases where PO’s were Total 

the Recommendation 

the Recommendation 

2010 17 12 29 

2011 12 5 17 

7. Advertising 

7.1. Advertising in a variety of local media takes place generally twice per year. In 

2011 emphasis for advertising campaigns was placed on highlighting the 

needs of children 

over two years of age, sibling groups and the children with a 

disability. 

7.2. It is intended that two advertising campaigns be mounted on an annual basis 

specifically to recruit for adoptive and permanent carers. This is obviously in 

conjunction with other advertising campaigns which are also ongoing 

throughout the year, for example campaigns for older, more challenging 

children 

as well as children with issues who are harder to place. 

5 

135

7.3. These campaigns will be held within the spring and autumn of 2012 and a 

range of methods will be deployed, such as local radio, newspapers, 

billboards, advertising on local buses, employee 

pay slips and via ‘word of 

mouth’ from current adoptive/permanent carers. 

8. 

Recruitment 

8.1. The effective recruitment of adopters is key to 

the children who require adoptive placements. 

meeting the diverse needs of 

8.2. There has been an increase in the number of families applying to adopt. 

Seven families were approved in 2011 with a further seven in the assessment 

process. The majority of adoptive families however wish to adopt young 

children. 

8.3. It is increasingly difficult to source adoptive families for our children with 

additional needs and we have continued to widened our search. In one case 

we advertised in a national publication unfortunately this produced no result. A 

welcome development has been the increase in the number of existing North 

Ayrshire council foster carers who have applied to adopt 

or foster (on a 

permanent basis) children they are currently caring for. 

8.4. Attracting adopters for children over five years and for children with additional 

needs, continues to be a challenge. For example, we presently have four 

children, over the age of 5 years, for whom we have been unable to find 

families. A number of children awaiting adoption experience the effects of 

foetal alcohol or conditions such as cerebral palsy or developmental delay. 

8.5. On occasion it has been necessary to source suitable adopters from 

elsewhere; for example where it is seen to be in a child’s best interests to be 

placed at a distance from the natural family or where a child’s special needs 

cannot be met from within the adopters approved locally. In these 

circumstances placements are sourced from the West of Scotland 

Consortium, the North and East of Scotland Consortium, 

or registered 

Adoption Agencies approved through the Care Commission. 

8.6. In addition, discussions are ongoing in relation to attempting to identify if a 

smaller group of local authorities would be interested in establishing a 

consortium, which would 

give a wider pool of both adopters and children to be 

placed for adoption. 

8.7. In accordance with the Adoption and Children (Scotland) Act 2007, protocols 

have been amended to include a wider range of people entitled to apply to 

adopt (i.e. unmarried couples, couples who are civil partners, couples living 

together as if married, or as civil partners in an enduring family relationship 

and single people). It is hoped that this will help provide a greater 

range of 

permanent and adoptive families to meet the needs of children. 

8.8. North Ayrshire has seen an increase 

in applicants who are not married and 

are in same sex relationships. 

9. 

National Adoption Register 

9.1. The National Adoption Register was introduced in Scotland in 2011 and is run 

by British Agencies for Adoption and Fostering. It is a computer database that 

collects and stores data on children who 

have a plan for adoption and 

6 

136

approved adopters throughout Scotland. 

9.2. The purpose of the register is to provide a good resource where children and 

prospective adopters will be able to be matched as well as facilitate the 

collection of data. Also to improve the chance of finding an adoptive family for 

children who are waiting for adoption and to reduce the time these children 

wait for a family. 

9.3. A meeting has been held with the appropriate staff from the National Adoption 

Register and work has commenced to ensure that these links are developed 

for the benefit of the children we require to place from North Ayrshire. 

10. 

Preparation Groups 

10.1 Following initial visits, when staff discuss with prospective 

adoptive/permanent carers areas such as their motivation and issues in 

relation to 

adoption or permanence, applicants are invited to Preparation 

Groups. 

10.2 As there are not enough applicants for North Ayrshire to run a series of 

groups specifically for North Ayrshire applicants only, Preparation Groups 

take place on a Pan Ayrshire basis, i.e. with North, East and South Ayrshire 

local authorities. 

This ensures that enquirers do not have to wait for lengthy 

periods. 

10.3 On average, Preparation 

Groups are held three times per year and run for 

eight sessions. 

10.4The Preparation Groups provide an in-depth introduction to adoption and 

focus on child development, medical issues, emotional issues and the effect 

of any hereditary factors. The assessment process and what this entails is 

also discussed, including Enhanced Disclosure checks, references and 

medicals. There is also input around the legal process and how and what to 

tell adopted children about their status and their past. An adopter is invited to 

attend the groups to contribute an account of their 

experiences and other 

speakers can include social services and NHS staff. 

11 

Assessment and Approval Process 

11.1 Within North Ayrshire the assessment and approval process is robust and 

thorough. Social workers registered with the Scottish Social Services Council 

use materials from the British Agencies for Adoption and Fostering (BAAF) to 

help prepare adopters and permanent carers. Following a thorough 

assessment involving one to one interviews, meetings with the couple, as well 

as all members of the family involved if appropriate, with relevant references 

and checks, cases are brought to the Adoption Panel for consideration. 

12 

Adoption & Permanence Panel 

12.1 The Adoption & Permanence Panel has its own Constitution and includes 

representation from social services, education and independent members, 

including adopters. In addition there are legal and medical advisers for every 

case considered. The Adoption & Permanence Panel make recommendations 

on approval of adopters, children for adoption and matches to the Agency 

Decision Maker, who is the Head of Children and Families Services. 

7 

137

10.2 Development and training opportunities are arranged throughout the year to 

enable the Panel to be up to date and address any issues which have arisen 

that require to be examined in more detail than is possible during Adoption 

Panel meetings. 

10.3 A joint Adoption and Fostering Panel business meeting was held in 2011 and 

discussions took place regarding the separation of the Panels, along with 

amendments to medical health checks undertaken for 

applicants. This 

business meeting will be undertaken on an annual basis. 

Table 

6 

In 2011 the work of the Adoption & Permanence panel was as follows: 

Panel Adoption Approvals Children Remaining with Current PRO’s / PO’s 

2009 9 

Carers 

on a Permanent Basis 

4 15 

2010 17 3 0 

2011 12 8 11 

13 West of Scotland Baby Adoption Consortium 

13.1 In 2011, the Glasgow and West of Scotland Adoption Service for children 

under the age of two years ceased operation. From January 2012 all baby 

adoption cases from 0 – 2 years will require to be dealt with by each local 

authority. This will increase the workload of the Adoption/Permanence Panel 

as these cases were previously dealt with via the Baby Adoption Consortium 

in Glasgow. Each local authority will be responsible for the assessment of 

adopters for linking and matching children and adopters for this age group. 

14 

Adoption Support Plans 

14.1The 

local authority now has responsibility to establish Adoption Support 

Plans. A range of adoption supports beyond placement is necessary to 

address continuing needs of adopters, adopted children and natural parents. 

14.2 These plans require to be formalised and completed with the involvement of 

relevant persons, partner agencies and services. The plans require to be 

reviewed at regular intervals with 

appropriate procedures for the review of 

such plans being put in place. 

14.3 The range of people for whom an adoption service must be provided by local 

authorities includes adoptive families, adopted children and adopted adults. 

This range of individuals is now widened to include birth siblings, birth 

grandparents, former 

guardians and any others affected by adoption, or a 

proposed adoption. 

14.4 The range of services which may be included in an Adoption Support Plan 

are: - 

� Advice and information on matters relating to adoption. 

� Assistance in relation to contact, therapeutic services, services to 

ensure the continuation of 

the adoptive relationship (including mediation 

services if appropriate). 

� Services to assist in cases of disruption, i.e. counselling, financial 

support. 

� Support groups and training. 

8 

138

� Access to records. 

� Letterbox and direct contact 

arrangements. 

� Roots counselling. 

14.5 On account of the range and complexity of needs of children placed for 

adoption, many adopters now seek ongoing support and advice after 

adoption orders are made. 

14.6 The Adoption and Children (Scotland) Act 2007 sets out the duties placed on 

Councils to provide post adoption support. As a result of this, a revised 

Adoption Allowance Scheme was approved on 1 

introduced 

dopters to agree how to take 

forward the necessary supports for children. 

st April 2011 (Please refer 

to Appendix 2 for full details) with Adoption Support Plans being 

into protocols and practice in due course. The Adoption Support 

Plans enable the Adoption Service and a 

14.7 Supports will be made available from resources which can be provided from 

mainstream services e.g. local authority and Health Board. It is recognised 

that there will be requests for private services and in these 

circumstances the 

Council has the power, but not the duty, to pay for them. 

14.8 When an adopted young person reaches the age of 16 years, he or she can 

seek information concerning their birth parents and families. Prior to 16, an 

assessment of the young person’s capacity to cope with the information will 

be made, taking into account the views of the adoptive parents. If under 16, 

no identifying information about parents or relatives will be provided. 

14.9 Birth parents and relatives often seek information once the child reaches 

adulthood and in these instances the Council can get in touch with adopted 

adults to let them know a relative wishes to make contact. The Council works 

in partnership with Birthlink - After Adoption Service, based 

in Edinburgh, 

which manages the Adoption Contact Register for Scotland. 

14.10 Services are also provided to all parties in adoption by Scottish Adoption 

Advice Service and North Ayrshire contracts services 

from this agency to 

support 

both birth families and adoptive families. 

15 

Post Adoption Support 

15.1 A Post Adoption Group runs in conjunction with East and South Ayrshire and 

meets two/three times per year. Topics can be selected by adopters 

themselves, or in conjunction with staff who support to the group and reflect 

new developments within adoption or issues 

such as dealing with behaviour 

which is challenging or medical concerns. 

15.2 Services are also provided to all parties in adoption by the Scottish Adoption 

Advice Service. North Ayrshire Council contract services from this agency to 

support both birth families and adoptive families. 

16 

Medical Services 

16.1 Pre-Adoption: all children under 2 years old have a medical assessment 

undertaken by the medical adviser. This will look at their physical and mental 

health and also their development. Any issues 

identified will be addressed 

appropriately and follow up will be arranged. 

9 

139

16.2 School aged children over 2 years old will be seen by their GP who will 

assess their physical and mental health. If there are any concerns about their 

development, they will be referred to the appropriate Paediatric Clinic for 

assessment. Any advice regarding this can be sought from the Adoption and 

Permanence Panel’s Medical Adviser. 

16.3 Post-Adoption: children with identified developmental concerns will be 

monitored in the Paediatric clinic for the area in which they reside and 

appropriate support will be arranged as required. Information regarding the 

placement of a child for adoption will be notified to health and education 

services of the area where they now reside and any specific difficulties will be 

outlined. Medical concerns should be addressed in the usual way through 

primary care services or specialist paediatric clinics. 

17 

Resources / Staffing 

17.1Details of the proposed staffing is contained within Appendix 3. 

18 


18.1 Details can be found in Appendix 4 which indicate the costings in relation to 

adoption/permanence, especially in respect of the amounts charged by 

independent sector agencies, as well as the legal fees. 

18.2 North Ayrshire Council Social Services have had additional funding approved 

of £145,000 for service provision and a further amount of £111,658 for 

additional staffing posts which will be necessary to ensure 

that the aims of the 

North Ayrshire Adoption Services Plan will be achieved. 

19 

Adoption Service Improvement Plan 

19.1The 

attached Improvement Plan is linked to the Integrated Children’s Services 

Plan and the Children and Families Services Improvement Plan. It seeks to 

take forward new actions arising from this Adoption Service Plan and new 

legislation. The Adoption Service Improvement Plan is detailed in Appendix 5. 

10 

140

APPENDIX 1 

Services for which they are entitled to be assessed 

Person being 

Assessed 

Adoption Support 

Plan 

Access to 

Records 

Support 

Groups 

Counselling Financial 

support 

Services to assist in 

cases of disruption 

Services to 

ensure the 

continuation of 

adoptive 

relationship 

(including 

Mediation 

services if 

appropriate) 

Therapeutic 

Services 

Assistance in 

relation to 

arrangements 

for contact 

Advice and 

Information 

on matters 

relating to 

adoption 

Adoptive child • • • • • • • 

Adoptive parents of an • • • • • • • • 

adoptive child 

Child of adoptive parents or prospective adoptors • • • • 

• • • 

Natural parents or 

guardians of an 

adoptive child 

• • 

A relative (or someone with 

whom the local authority 

consider the child to have a 

beneficial relationship) of 

an adoptive child e.g. 

grandparents 

Intercountry adoptive 

• • • • • 

child 

Intercountry adoptive parent • • • • • 

Natural sibling of an 

• • 

adoptive child (Full/Half) 

Prospective adopters • • • 

• • • 

Adopted adults, their 

parents, natural 

parents and former 

• • 

guardians 

Any other person 

affected by planning or 

proposed placing of a 

child or by an adoption 

141 

11

Information for Adopters about Adoption Allowances 

12 

142

ADOPTION ALLOWANCE 

When children are placed for Adoption there is an allowance which can be paid by the 

placing Agency until the child reaches the age of 18. This is separate from state benefits of 

child benefit and tax credits. The allowance is approved if the child and the proposed 

adopter meets the criteria listed below and is intended to allow adopter/s to provide for the 

child/children in their care. The allowance is then reviewed and reassessed each year. 

An allowance can be applied for at any time up until the child reaches the age of 18 even if 

the adopter has not previously applied for or accepted such an allowance initially. 

CIRCUMSTANCES WHERE ALLOWANCES CAN BE PAID 

Under the Adoption Support Services and Allowances (Scotland) Regulations 2009, the 

local authority are required to consider whether an adoption allowance may be paid for any 

child whose adoption they are arranging. 

Circumstances include: 

(a) where it is necessary to ensure that the adoptive parent can look after the adoptive 

child 

(b) where the child needs special care which requires expenditure of resources by reason 

of illness, disability, emotional or behavioural difficulties or the continuing 

consequences of past abuse or neglect 

(c) where it is necessary for the adoption agency to make any special arrangements to 

facilitate the placement or the adoption by reason of 

i.the age or ethnic origin of the child, or 

ii. the desirability of the child being placed with the same adoptive parent as the child’s 

brother or sister (whether full or half-blood) or with a child with whom the child 

previously shared a home 

(d) where such an allowance is to meet recurring costs in respect of travel for the purpose 

of visits between the child and a relative 

(e) where the adoption agency consider it appropriate to make a contribution to meet the 

following kinds of expenditure. Expenditure on legal costs, including fees paid to a 

court in relation to an adoption, expenditure for the purpose of introducing an adoptive 

child to the child’s adoptive parent. Expenditure necessary for the purpose of 

accommodating and maintaining the child including the provision of furniture and 

domestic equipment, alterations to and adaptations of the home, provision of means of 

transport and provision of clothing, toys and other items necessary for the purpose of 

looking after the child 

Prospective adopters can choose not to seek or accept an adoption allowance. 

Information required for proof of income is either a P60 or a tax credit award notice. There 

is an upper income gross limit of £50,000 for the carer(s) and £6,000 for each dependant 

child. If income exceeds these limits then no allowance will be paid. Each adopter/s will be 

asked to complete the financial assessment form and return with proof of income attached. 

This income limit is set in December 2009 and will be subject to review. 

HOW WE WORK IT OUT? 

13 

143

When adopters are being considered for a match with a child/children, they will be asked to 

complete a financial assessment. This, along with the information about the child, will 

determine whether an allowance will be available. 

At the Adoption Panel, which considers the match, a recommendation will be made to the 

Head of Service regarding the payment of an allowance. 

ANNUAL REVIEW 

The finance section of Children & Families Services will undertake the annual review. The 

Adoption Panel Co-ordinator will send out the required paperwork and ask for this to be 

completed and returned along with proof of income. (Please refer to the attached Income 

Assessment Notes in the Appendix). This will be forwarded to the finance section and 

assessed. If there are any changes in the allowances the adopter/s will be notified in 

writing. 

If there are any significant changes within the year the adopters are asked that they notify 

us of this in order that their allowance can be reassessed. 

HOW MUCH AND WHEN? 

If a child/children are assessed as requiring adoption allowances and the adopter/s are 

agreeing to the allowance then this will begin from the point at which the child/children 

move in with them. 

A contract between the council and the adopter/s will be drawn up and the adopter/s must 

agree to this prior to the payments going ahead. 

The allowance paid will be the equivalent of the age-related rate of the Fostering Network 

allowance. The allowance will be paid quarterly. These allowances are reviewed each 

year in line with inflation and subject to full council approval. These allowances will be paid 

minus child benefit, as adopters can claim child benefit in respect of an adoptive child. 

Child benefit is not deducted for those adoptive parents in receipt of income support. 

The weekly Allowances will be as follows: 

0 -4 years £125.09 

5 -10 years £142.49 

11-15 years £177.38 

16-18 years £215.74 

These rates are based on the Fostering Network published rates as at December 2009. 

STATE BENEFITS 

There are a number of state benefits, which are available to families including Child Benefit 

and Tax Credits. Once the child is placed for adoption the adopter/s can apply for these. 

Disability living allowance can also be applied for when children have additional needs that 

may require more intense support. 

Advice is available from our Welfare Rights Officers on how to apply for Tax Credits and the 

Child Trust Fund. This can be by appointment or telephone advice. Please indicate on your 

application form whether you would like someone to contact you. 

14 

144

APPENDIX 

Income Assessment for Adoption Allowance 

Guidance Notes 

If you are in receipt of Tax Credits, please submit a Tax Credit Award Notice (TCAN) from HM 

Revenue and Customs (HMRC). If you can provide a TCAN then you do not need to provide 

any other evidence. For those where there is no TCAN available then other appropriate original 

documentation as listed below is required. 

Social Security Benefits 

If you are in receipt of benefits please submit either a P60U certificate or a Department of Work 

and Pensions, Social Security or Jobcentre Plus notification letter stating the amount you receive 

and when you started receiving it. 

Earning from Employment 

Total employment income from all relevant parties’ jobs eg P60 confirming earnings from 

employment or a valid week 52/month 12 payslip. 

If you made pension contributions to an HMRC approved pension scheme, please provide 

evidence of contributions. 

If you are self-employed please provide an HMRC Tax Calculation eg SA302. You may have to 

request this document from HMRC if you complete a Self Assessment Tax return form. 

Benefits from your Employer 

If you are in receipt of any taxable benefits in kind from your employer you must provide a P9D or 

P11D. 

Income from Capital 

Include interest from any personal or joint bank or building society accounts eg bank statement or 

passbook. Ignore tax-free savings eg ISAs, TESSAs or PEPs. 

If you received any Company Dividends, please provide your Tax Credit Voucher(s) 

UK Pension 

Please provide your notification letter showing the amount of state pension that is to be paid. 

If you received a pension other than state pension please provide a P60 or similar certificate. 

Property/Trust/Foreign Income 

Include income for property or land that you own or lease out. 

If you received income from a trust, settlement or a deceased person’s estate, the trustees or 

administrators will give you a certificate showing what income was paid to you. 

15 

145

APPENDIX 3 

ADOPTION & PERFORMANCE – ORGANISATIONAL CHART 

Social Worker F/T Social Worker F/T 

- plus one additional Clerical Assistant for a 

fixed term 3 years 

Adoption & Performance Team 

From 1 st April 2012-03-22 

Adoption & Permanency Team 

Team Manager F/T 

Social Worker F/T Social Worker F/T 

(Post Duration 3 years) 

146 

16

February 2012 

APPENDIX 4 


1. The table below illustrates the on-going increased demand for Permanence and Adoptive 

Placements 

Permanency Planning Group Considerations 

Year Permanence Adoption Total 

2005 – 2006 6 3 9 

2010 – 2011 20 8 28 

2. With the increased demand for Adoption/Permanent Placements, there is a requirement to 

search outwith the authority and West of Scotland Consortium. 

Current Fees – 2010/2011 

Placement Purchase: 

Between local authorities £13,138 per placement 

Independent/Voluntary Adoption Agency £24,080 per placement 

Post adoption support also applicable per placement: 

Between local authorities £ Variable 

Independent/Voluntary Adoption Agency c £3,863 per placement 

3. 2010/2011 

17 Adoptive Placements Approved – Potential Costs Detailed below 

Placement No. 

Cost Detail 

Fee 

NAC Placement 5 

Other Local Authority 6 

N/A 

£13,138 £78,828 

Changes anticipated in 2011/12 

Independent/Voluntary Adoption 

Agency 

6 £24,080 £144,480 

If an Adoption Order is not secured within 12 months of placement, Voluntary Adoption Agencies 

will apply a monthly supervision fee – the current rate for this is £750 for a single placement. 

4) Legal Expenses 

There will be an increase in legal expenses, which will reflect the increased number of adoptions, 

and the legal costs incurred. Also in relation to children’s permanence plans e.g. via 

Permanence Orders. As the table below illustrates, there has been an increase in legal costs 

over the last 5 years. Again there is a requirement to support legal costs. 

Year Cost 

2005/2006 £ 6,271 

2006/2007 £ 4,317 

2007/2008 £ 3,398 

2008/2009 £10,472 

2009/2010 £20,277 

2010/2011 £14,158 

2011/2012 to Nov. 2011 £ 22,128 

The increase in demand for Kinship Care and the progression to Residency Orders or equivalent 

could also increase the legal costs incurred in order to secure children’s futures appropriately. 

147 

17

Adoption Service Improvement Plan – 2012/2013 Appendix 5 

Outcome Action Timescale 

To progress request with NHS Ayrshire and Arran . By July 2012 

All children placed for adoption to have medical 

assessment completed by the Medical Advisor. 

From 1 st April 2012 


To identify supports required and consider these through the panel prior 

to placement where possible. 

To ensure that unless there are operational circumstances, 0 – 2 Baby 

Adoption Assessments are allocated to the Adoption/Permanence Team. 


To ensure that adopters have up to date information via training/support 

groups/newsletters etc. 

Ensure that Adoption Support Plans are completed in 

all cases where support has been requested. 

All Baby Adoption Assessments – 0 – 2 years to be 

undertaken – in the first instance, by the 

Adoption/Permanence Team. 

Improve communication with adopters, enabling 

them to contribute to Adoption Service planning and 

delivery. 

By July 2012 

By March 2013 

(Ongoing milestone targets to be 

To update website in relation to Adoption in terms of To ensure that material is relevant, up to date and is added to the NAC 

increasing recruitment and ensuring the public have website. 

relevant, up to date information. 

To recruit Adoptive/Permanent Carers. To ensure there are two specific Adoption/permanent recruitment 

campaigns per new year. 

To aim to recruit a target of 10 adoptive carers for 2012/13. 

To survey all staff/prospective adopters on their To collate information from questionnaire and ensure that standards are 

experience of the Adoption/Permanence Panel. maintained/improved as required. 

reported quarterly) 

By March 2013 

(Results Of questionnaire survey to be 

reported annually) 

By March 2013 

(Ongoing milestones to be reported 

quarterly) 

� To establish a sub-group to compile a Parenting Assessment Tool for 

staff. 

� To develop relevant Carefirst processes and data collection to enable 

cases to be tracked. 

� To continue to provide training opportunities for staff to develop 

knowledge of child development and attachment issues. 

� To ensure “co-working” system is operating effectively for area team 

staff to assist with the completion of permanency paperwork to 

achieve set timescales. 

To develop the Permanence Agenda in terms of 

ensuring that children are progressed to permanence 

opportunities timeously. 

148 

18

Subject: 



10 April 2012 


Ayrshire Private Partnership (Taste Ayrshire): 

Request for Support 

Purpose: To advise the Executive of the establishment of a 

private sector driven Taste Ayrshire Initiative and to 

agree a match funding contribution of £15,000 to the 

Initiative. 

Recommendation: That the Executive (a) welcomes the establishment of 

an Ayrshire and Arran wide food and drink initiative; 

(b) agrees to make a one off financial contribution of 

£15,000, subject to all the other funds being agreed 

and receipt of a satisfactory business plan; and (c) 

delegates to officers to oversee the initiative and to 

report back to the Executive at six-monthly intervals. 


1.1 The food and drink sector of the Ayrshire and Arran economy supports 

a large number of employees across the area. There are substantial 

gains for the local food economy if the industry was to promote itself 

more widely and engage with the whole of the supply chain, i.e. food 

producers, food preparation and processing and consumption. 

1.2 The Ayrshire Economic Partnership has identified the Food and Drink 

sector as one the five that could grow in the Ayrshire and Arran area. 

An organisation known as the Ayrshire Private Partnership has now 

been established with the aims of working collaboratively with partners 

from the public and private sector. Their Taste Ayrshire Initiative 

proposes to realise the significant potential which exists in the region 

across the value chain for food productions, manufacturing, retailing 

and hospitality. The Ayrshire Private Partnership is a company limited 

by guarantee and compromises 7 key food and drink business leaders 

two of which are based in North Ayrshire (Irvine and Arran). The 

remainder of the representatives are from South and East Ayrshire 

Council areas. 

149


2.1 The Partnership has been formally constituted and has engaged a 

project director to take a number of initiatives forward. Private sector 

funding of £10,000 has been secured, together with a considerable 

"in-kind" commitment. Submissions have been made for grant 

assistance from numerous sources including the Scottish Government 

and Visit Scotland. A business plan is currently being finalised. 

2.2 The Partnership has now approached all three Ayrshire Councils for a 

contribution of a one off £15,000 each to assist them to achieve their 

aims and objectives. East Ayrshire Council have already agreed their 

contribution and South Ayrshire are positively progressing their 

request. 

2.3 This is a pan-Ayrshire initiative. For North Ayrshire, a number of the 

organisations key objectives will impact on the North Ayrshire area. 

These include: 

� 

� 

� 

� 

� 

The increase in the number of food tourists to the area 

Better targeting of our food products. 

Better awareness of the pan-Ayrshire food and drink product 

Improved skills development within the sector and through this, 

An increase in jobs in the food and drink industries. 

2.4 The group have already been invited to take the lead role in delivering 

an EU Leader programme project known as TORE (Taste of Rural 

Europe). This project will introduce a European wide project aimed at 

promoting and marketing local produce, and involve other EU partners 

from Wales, Poland, Estonia, and Spain. 

2.5 The initiative is a major step forward for the food and drink sector 

across Ayrshire and Arran. Taste of Arran are already an associate 

partner in the Partnership therefore avoiding duplication of effort and 

being aware of good practice in the industry sectors. 

3. Proposals 

3.1 It is proposed to make a one off grant to the Ayrshire Private 

Partnership of £15,000. This will be the North Ayrshire contribution to 

a £45,000 funding package comprising equal contributions from all 

three Ayrshire councils. 

150

3.2 Cash projections supplied by the Partnership in advance of their 

business plan state that the Partnership will engage in securing further 

private sector income to allow the project to be self financing in year 

two and beyond. The award of this grant will be linked to a finalised 

business plan which, will be submitted to the council prior to the 

payment of grant. 

3.3 The Partnership will be monitored by Economic Development Services 

and 6 monthly progress reports will be submitted to the Committee. 

3.4 Accordingly, the Executive is invited to (a) welcomes the 

establishment of an Ayrshire and Arran wide food and drink initiative; 

(b) agrees to make a one off financial contribution of £15,000, subject 

to all the other funds being agreed and receipt of a satisfactory 

business plan; and (c) delegates to officers to oversee the initiative 

and to report back to the Executive at six-monthly intervals. 



4.1 The £15,000 contribution from North Ayrshire Council will be met from 

the current Chief Executive's Economic Development Services 

Budget. 

4.2 None. 



4.3 This will be a one off grant with no recurring liabilities for the Council 

with the Ayrshire Private Partnership. 

4.4 None. 



4.5 The Partnership will promote Ayrshire and Arran food and drink and 

contribute to a reduction in the areas carbon footprint. 

151


4.6 The project supports the Government Economic Development 

Strategy and particular the food and drink strategy. The project also 

supports the Council in achieving its single output agreement and its 

commitments to the approved Economic Development and 

Regeneration Strategy. In addition the project supports the Visit 

Scotland Sustainable Tourism Strategy, the Scottish Government 

Tourism Framework for Change and the Ayrshire and Arran Tourism 

Strategy 2012-2017. 


5.1 There has been consultation with East and South Ayrshire Councils, 

the Ayrshire Economic Partnership and Visit Scotland. All are 

supportive of the project. 

6. Conclusion 

6.1 The Ayrshire Private Partnership's food and drink initiative aims to 

promote the excellent food and drink produce of Ayrshire and Arran, 

increase its use more locally, seek new markets outwith the area and 

promote the Ayrshire and Arran area as a food tourism destination. 

The project will demonstrate firm partnership between the private and 

public sectors. 

Reference : AA/FM 

For further information please contact Alex Anderson, Economic 

Development Manager on telephone number 01294 225165 


None 

ELMA MURRAY 


152

Subject: 



10 April 2012 


Meadowside Pavilion and Football Ground, and 

Orr's Trust Public Park Pitches, Beith 

Purpose: To seek approval from the Executive for the 

renunciation of the leases by North Ayrshire Leisure 

Limited and grant a new lease to Beith Community 

Development Trust for Meadowside Pavilion and 

football ground and Orr's Trust Public Park playing 

fields, Beith. 

Recommendation: That the Executive (a) approves the renunciation of 

the leases of Meadowside Pavilion and football 

ground and Orr's Trust Public Park playing fields, 

Beith by North Ayrshire Leisure Limited; (b) grants a 

new lease to Beith Community Development Trust 

subject to there being an appropriate business plan 

and terms and conditions; and (c) notes that an 

annual progress report will be submitted on the 

operation of the new arrangements. 


1.1 On 22 November 2011, the Executive agreed to support a joint project 

between Education and Skills and Beith Community Development 

Trust; to establish a temporary licence for access to develop a new 

training area and to develop a lease agreement of the grounds, 

all-weather pitch and pavilion at Meadowside along with the grass 

pitch and running track at Orr’s Trust Park to the Beith Community 

Development Trust. The Council owns the land and all weather pitch 

at Meadowside Park, Beith. The existing all weather pitch and 

pavilion are currently leased to North Ayrshire Leisure Limited (NALL). 

The extent of the lease is outlined on the map at Appendix 1. 

1.2 Both facilities are presently leased to North Ayrshire Leisure Limited 

under 50-year lease agreements from 1 April 2000, each at a rental of 

£1 per annum. North Ayrshire Leisure Limited is responsible for the 

internal maintenance of the pavilion with the Council being responsible 

for external maintenance, grounds maintenance and buildings 

insurance. 

153

1.3 Following the granting of the License to the Trust, the Trust invested 

around £75,000 in the area of ground shown in Appendix 1. This has 

been mainly to improve drainage in readiness for a new grass training 

area. 

1.4 The construction of a new all weather pitch, with funding of £284,000 

from North Ayrshire Council, is substantially complete. There is an 

opportunity now for the local community to undertake future 

management of the facilities. 


2.1 Beith Community Development Trust has been formed by 

representatives of the various users of Meadowside Pavilion and the 

football grounds and they have requested that the property be leased 

directly to them to enable them to apply for lottery and other funding to 

carry out improvements to the facilities. 

2.2 Following this request and subsequent discussions with Council 

Officers, North Ayrshire Leisure Limited has confirmed that it is willing 

to renounce its lease agreements with the Council. 

2.3 Prior to concluding the lease, it is essential that Beith Community 

Development Trust provides the Council with a robust Business Plan, 

this requires to set out their short, medium and longer term investment 

plan for the facilities, in addition, appropriate governance mechanisms 

require to be put in place to ensure that the Trust deliver on its stated 

aims. 

3. Proposals 

3.1 It is proposed that the Executive agrees to the renunciation of the 

leases to North Ayrshire Leisure Limited and to the granting of a new 

lease to Beith Community Development Trust subject to there being 

an appropriate business plan and terms and conditions. 

3.2 The terms would be:- 

(i) The continuing lease shall be for a 25 year period from a date of 

entry to be agreed; 

(ii) The rent shall be £150 per annum subject to a 5 yearly rent 

review, including, but not exclusively, current valuation and retail 

price index value; 

(iii) The tenant shall be responsible for the internal and external 

maintenance of the building; 

(iv) The tenant shall be responsible for grounds maintenance of the 

pitches and soft landscaping areas; 

154

(v) The tenant shall be responsible for buildings insurance; 

(vi) The tenant shall be responsible for rates and all other out goings 

associated with the property. 

3.3 In addition to the core property components, the following conditions 

will apply: 

� The facilities will be available for the benefit of the wider local 

community and community benefits will accrue from this. These 

include contributing specifically to the Council’s Single Outcome 

Agreement priorities, these being: health and well-being 

throughout life have improved; and health inequalities have 

reduced; levels of voluntary action and community involvement 

have increased; and partnership working between the public, 

community and voluntary sector has improved. 

� The pricing structure for the facilities and activities will be 

benchmarked against other similar undertakings e.g. KA Leisure 

and this information will continue to be used to set prices which 

are in line with benchmarked organisations. 

Appropriate governance arrangements require to be put in place to 

ensure compliance of the above terms and conditions. 

3.4 The Executive is invited to approve the renunciation of the leases of 

Meadowside Pavilion and football ground and Orr's Trust Public Park 

playing fields, Beith by North Ayrshire Leisure Limited and grant a new 

lease to Beith Community Development Trust subject to terms and 

conditions noted above. 

3.5 To allow the new all weather pitches to be utilised whilst the legal 

issues are formally concluded, the Executive is invited to approve the 

Council consenting to North Ayrshire Leisure Limited granting a short 

term sub-lease to Beith Community Development Trust. 

3.6 An annual progress report will be submitted on the operation of the 

new arrangements. 



4.1 The grant of a new lease to Beith Community Development Trust will 

generate income to the Council, and the Council will no longer be 

responsible for the external maintenance of the building, grounds 

maintenance and buildings insurance. 

155

4.2 None. 



4.3 The lease agreements to North Ayrshire Leisure Limited will require to 

be formally renounced prior to the lease to Beith Community 

Development Trust being formally concluded. 

4.4 None. 

4.5 None. 




4.6 Implications for Key Priorities 

The grant of a new lease to Beith Community Development Trust will 

contribute to the delivery of a number of Single Outcome Agreement 

targets including; 

6(a) "Health and well-being have improved"; 

6(e) "People are more active more often"; 

11(a) "Levels of voluntary action and community involvement have 

increased"; and 

11(b) "Partnership working between public, community and voluntary 

sectors has improved". 


5.1 Consultation has taken place with North Ayrshire Leisure Limited and 

local Elected Members. Negotiations with the Community 

Development Trust have been jointly conducted by Estates, Legal 

Services, Education and Skills and the local Elected Members. 

156

6. Conclusion 

6.1 While the Council has taken steps to renew the existing pitch at 

Meadowside an opportunity exists to further develop the whole site. 

Working in partnership with the community will enable a considerable 

community benefit for the long term. 

6.2 By transferring the lease of the existing parks, facilities and land to the 

Beith Community Development Trust there is an opportunity to 

strengthen the local sporting expertise and volunteer base. The grant 

of a lease to Beith Community Development Trust will generate 

income, reduce costs to the Council and allow the Trust to apply for 

external funding for improvements. 

LAURA FRIEL 


Reference : AB/JML/ap 

For further information please contact Angus Bodie, Head of Infrastructure & 

Design on telephone number 01294 225211 


None 

157

158

Meadowside Pitch and Pavilion leased to NALL 

Appendix 1 

159

160

Orr Trust Park – Pitch and Running Track 

Appendix 2 

161

162

Meadowside and Orr Trust Parks - Beith 

Appendix 3 

163

164

Appendix 4 

Beith Community Development Trust – Proposed Lease and temporary 

access area at Meadowside 

Area of 

licence 

165

166

Subject: 



10 April 2012 


Equality Action Plan 2012/13 

Purpose: To advise on the development of the Equality Action 

Plan 2012/13 and the Minutes of the Corporate 

Equality Group meeting held on 19 March 2012. 

Recommendation: That the Executive (a) approves the Equality Action 

Plan 2012/13 set out at Appendix 1; and (b) notes the 

Minutes of the Corporate Equality Group meeting on 

19 March 2012 contained in Appendix 2. 


1.1 On 28 February 2011, the Scrutiny Committee noted the Annual 

Equality Report 2009/10 and agreed that the Minutes of the Corporate 

Equality Group would be submitted to the Executive in future. 


2.1 The Corporate Equality Group met on 19 March 2012 to consider the 

Equality Action Plan 2012/13 and other recent equality developments. 

3. Proposals 

3.1 Each service has contributed to developing the Equality Action Plan 

for 2012/13 which is attached at Appendix 1. The plan describes the 

key actions proposed over the next year to prepare for the 

implementation of the new public sector equality duty and other 

activities to promote equality in North Ayrshire. 

3.2 The minutes of the Corporate Equality Group meeting held on 19 

March 2012 are attached at Appendix 2. The other main issues 

considered at the meeting related to:- 

� 

� 

� 

� 

the revised public sector equality duty regulations; 

proposed improvements to the equality impact assessment 

process; 

the launch of an equality e-learning course for managers; and 

the development of equality outcomes 

167



4.1 There are no financial implications. 


4.2 The main human resource implications from the action plan relate to 

an equal pay audit and the use of information from the workforce 

survey to identify any trends against protected characteristics. 


4.3 There are no legal implications. 


4.4 The Equality Action Plan 2012/13 describes the main actions planned 

across the Council to promote equality over the next year. 




4.6 The work of the Corporate Equality Group contributes to SOA local 

outcome 7(c) "Equality is promoted in the delivery of our services". 

Community Benefit Implications 

4.7 There are no community benefit implications. 


5.1 The Corporate Equality Group developed the Equality Action Plan 

2012/13 and was consulted on it. 

168

6. Conclusion 

6.1 The Corporate Equality Group has produced the Equality Action Plan 

2012/13 which updates the Action Plan for 2011/12. 

6.2 A new plan will be produced over the next year to reflect the actions 

required to achieve the Council's equality outcomes, once these have 

been finalised. The Executive is asked to approve the Equality Action 

Plan 2012/13. 

Reference : 

For further information please contact Marjorie Adams, Policy and 

Performance Officer on telephone number 01294 324128. 


None 

ELMA MURRAY 


169

170

Key to Protected Characteristics Abbreviations: - 

G Re-ass – Gender Re-assignment 

Preg & M – Pregnancy and Maternity 

S Orientn – Sexual Orientation 

Ref Supporting Action/Task Timescale 

1.1 Develop the Council’s Equality 

Outcomes 

1.2 Identify indicators to measure 

performance in achieving equality 

outcomes 

1.3 Review existing evidence and 

gather evidence on needs of 

equality groups 

1.4 Engage with equality groups for 

their views on equality outcomes 

Dec 

2012 

Dec 

2012 

Oct 

2012 

Sept 

2012 

Equality Action Plan 2012/13 

Corporate Section 

Lead 

Officer 

Policy & 

Performance 

Officer 

Policy & 

Performance 

Officer 

Policy & 

Performance 

Officer 

Policy & 

Performance 

Officer 

Disability 

Age 

1 

Preg & M 

G Re-ass 

S Orientn 

Sex 

Religion 

Race 

Appendix 1 

Success Criteria/Desired Outcome 

x x x x x x x x Council’s Equality Outcomes are 

established with involvement with 

service users 

x x x x x x x x Monitoring of progress in achieving 

equality outcomes is improved 

x x x x x x x x Evidence base and understanding of 

key priorities for communities is 

improved 

x x x x x x x x Equality Outcomes are based on 

equality groups’ views and reflect 

their priorities 

171


1.5 Review Equality Impact 

Assessment (EIA) process and 

toolkit, incorporating impact of 

financial decisions 

1.6 Increase consistency in 

implementing EIAs across Council 

services 

1.7 Support the Multi Agency Diversity 

Incident Monitoring Group 

1.8 Ensure equality considerations are 

integrated into service planning 

and delivery 

1.9 Support Corporate Equality Group 

and provide progress reports to 

the CMT, the Executive and the 

Scrutiny Committee 

1.10 Participate on Ayrshire Equality 

Partnership and on Scottish 

Councils’ Equality Network 

March 

2013 

March 

2013 

March 

2013 

March 

2013 

March 

2013 

March 

2013 

Lead 

Officer 

Policy & 

Performance 

Officer 

Policy & 

Performance 

Officer 

Policy & 

Performance 

Officer 

Policy & 

Performance 

Officer 

Policy & 

Performance 

Officer 

Policy & 

Performance 

Officer 

Disability 

Age 

2 

Preg & M 

G Re-ass 

S Orientn 

Sex 

Religion 

Race 


x x x x x x x x EIA process is amended to comply 

with new legislation. 

x x x x x x x x Policies and practices impact 

assessed by all Council Services 

x x x x x x Hate crime monitored and addressed 

more effectively 

x x x x x x x x Equality considerations are 

mainstreamed into self assessment of 

all services’ performance 

x x x x x x x x Accountability and governance 

arrangements improved and good 

practice by services is shared across 

the Council 

x x x x x x x x Increased awareness of and 

contribution to equality developments 

in Ayrshire with CPP partners and 

nationally with other Councils 

172


1.11 Implement LGBT Partnership 

Agreement to improve 

engagement with LGBT 

community locally 

1.12 Launch new equality e-learning 

course and promote to all Council 

Services 

1.13 Promote two ½ day Sensory 

Impairment Training workshops 

1.14 Promote two ½ day Cultural 

Awareness workshops 

Policy & Service Reform 

March 

2013 

March 

2013 

Dec 

2012 

Dec 

2012 


1.1 Promote Livewell health 

improvement programme to all 

employees taking into account 

protected characteristics 

March 

2013 

Lead 

Officer 

Policy & 

Performance 

Officer 

Senior 

Manager 

- HR 

Senior 

Manager 

– HR 

Senior 

Manager 

– HR 

Disability 

Age 

3 

Preg & M 

G Re-ass 

S Orientn 

Sex 

Religion 

Race 


x x x x x LGBT Group established and better 

arrangements in place to consult with 

LGBT people for their views on 

Council services 

x x x x x x x x Staff are aware of their 

responsibilities under new equality 

legislation. 

x x Greater staff awareness of issues for 

people with a sensory impairment. 

1. Chief Executive’s Service 

Lead 

Officer 

Health 

Improve 

ment 

Officer 

Disability 

Age 

Preg & M 

G Re-ass 

x x Greater staff awareness and 

confidence to meet the diverse 

cultural and religious needs of 

customers. 

S Orientn 

Sex 

Religion 

Race 


x x x x x x x x Increase in health improvement 

activity and reduction in sickness 

absence 

173


1.2 Implement Violence Against 

Women Strategy 2010/13 to 

increase protection from domestic 

and sexual abuse 

1.3 Commission rape counselling 

services for survivors of rape and 

child sexual abuse 

1.4 Develop Council Plan and SOA 

commitments to equality and 

ensure that it is included in service 

planning guidance 

1.5 Link Annual Equality Report 

2011/12 to Council’s Annual 

Performance Report 2011/12 

1.6 Include equality training in Elected 

Member Personal Development 

Planning and induction training 

1.7 Ensure that Council meetings and 

their agendas are fully accessible 

March 

2013 

Oct 

2012 

March 

2013 

March 

2013 

March 

2013 

March 

2013 

Lead 

Officer 

Policy 

and 

Performance 

Officer 

Policy 

and 

Performance 

Officer 

Policy & 

Performance 

Officer 

Policy & 

Performance 

Officer 

Policy & 

Performance 

Officer 

Committee 

Services 

Manager 

Disability 

Age 

4 

Preg & M 

G Re-ass 

S Orientn 

Sex 

Religion 

Race 


x x x x x x x Reduction in violence and increase in 

preventative work challenging 

attitudes about domestic abuse 

x x x x x x x Support and counselling services 

available locally to assist survivors of 

rape and child sexual abuse. 

x x x x x x x x Service Plans incorporate appropriate 

actions designed to promote equality 

x x x x x x x x Reporting on equality is built into new 

Council public performance reporting 

mechanism 

x x x x x x x x Elected Members are aware of their 

responsibilities under the new equality 

legislation and take this into account 

in their decision-making 

x x x x Information on meetings is available 

in different formats on request and 

meeting rooms are fully accessible 

174


1.8 Assess access to polling stations 

and other election arrangements 

to ensure they are accessible 

1.9 Undertake audit of internal and 

external communications and 

develop Communications 

Standards Guide 

Human Resources 

May 

2012 

March 

2013 


1.10 Complete Equal Pay Audit Oct 

2012 

1.11 Analyse feedback received from 

employees who have a declared 

protected characteristic in the 

workforce survey to identify any 

trends 

1.12 Implement employee kiosk 

arrangements to collate equalities 

data 

March 

2013 

March 

2013 

Lead 

Officer 

Returning 

Officer 

Communi 

cations 

Manager 

Lead 

Officer 

Senior 

Manager 

– HR 

Disability 

Age 

5 

Preg & M 

G Re-ass 

S Orientn 

Sex 

Religion 

Race 


x x x x Access to vote in elections and to 

participate in the democratic process 

is available to everyone. 

x x x All communications – publications, 

website, correspondence, workforce 

communications, committee reports – 

are accessible to all 

Disability 

Age 

x x 

G Re-ass 

Preg & M 

Race 

x 

Religion 

Sex 

x 

S Orientn 

Senior 

Manager 

– HR x x x x x x x x 

Senior 

Manager 

– HR 

x x x x x x x x 


Audit completed 

Identify if any trends exist between 

employees who have a protected 

characteristic and employee 

engagement 

Improved availability of current 

employee data 

175

IT and Customer Services 

1.13 Ensure that the Council website is 

accessible to all visitors and that 

the content is easy to understand 

1.14 Support any equalities digital 

inclusion project that requires an 

ICT input. 

1.15 Review accessibility of Bridgegate 

House One Stop Shop to meet the 

requirements of all customers 

Corporate Services: Legal and Protective 

March 

2013 

March 

2013 

Jan 

2013 


1.16 Support Access Panel by assisting 

in the assessment of disability 

issues and raising awareness 

1.17 Support Ayrshire Minority Ethnic 

Communities Association to 

increase assistance in aspects of 

the law 

March 

2013 

March 

2013 

IT 

Manager 

x x x 

IT 

Manager x x x 

Customer 

Services 

Manager 

Lead 

Officer 

Senior 

Building 

Standard 

s Officer 

Trading 

Standard 

s Officer 

x x x x x x x x 

Disability 

Age 

6 

Preg & M 

G Re-ass 

S Orientn 

Sex 

Religion 

Race 

The WCAG (Web Content 

Accessibility Guidelines) 

Conformance Level AA are met or 

exceeded with any development work 

that is carried out on the website 

Any equalities implications within the 

ICT remit are incorporated into the 

project and delivered. 

Bridgegate House is fully operational 

and meets the requirements of the 

Equalities Act. 


x x Improved access for disabled and 

older people and raised awareness of 

issues affecting disabled people 

x x Increased awareness of difficulties 

and issues encountered by ethnic 

minority communities 

176


1.18 Ensure translation of Trading 

Standards advice into ethnic 

minority languages 

March 

2013 

1.19 Review Citizenship Ceremonies March 

2013 

1.20 Assess impact on equalities 

groups of Local Development Plan 

– Social Assessment – during the 

new Development Plan process 

1.21 Ensure translation of Outdoor 

Access materials into ethnic 

minority languages and accessible 

formats. 

1.22 Implement all abilities access 

improvements to the Core Paths 

Network as part of the Outdoor 

Access Strategy and Core Paths 

Plan. 

2. Education and Skills 

March 

2013 

March 

2013 

March 

2013 

Lead 

Officer 

Trading 

Standard 

s Officer 

Registrati 

on Officer 

Chief 

Develop 

ment 

Manage 

ment 

Officer 

Access 

Officer 

Access 

Officer 

Disability 

Age 

7 

Preg & M 

G Re-ass 

S Orientn 

Sex 

Religion 

Race 


x x Translation services are targeted 

where required and effective in 

improving awareness of legal matters 

and trading standards regulations 

x Citizenship ceremonies are effective 

in promoting good race relations 

x x x x x x x Development plan complies with and 

compliments equalities. 

x x Outdoor access information is 

provided in an accessible form 

x x Core Paths networks can be 

accessed by all 

177


2.1 

Establish a method of recording 

incidence of bullying related to 

protected characteristics in 

educational establishments 

2.2 Maintain a trained equalities 

champion in every school and 

nursery to ensure that the 

establishment is well informed 

about equality duties and to 

submit an impact assessment 

once per session. 

2.3 Ensure that children and young 

people affected by disability are 

fully included in the opportunities 

provided by schools and 

nurseries, through the work of the 

Accessibility Strategy Steering 

Group. 

March 

2013 

March 

2013 

March 

2013 

Lead 

Officer 

Senior 

EducationalPsychologist 

Senior 


Senior 


8 

Disability 

Preg & M 

G Re-ass 

S Orientn 

Sex 

Religion 

Race 


x x x x x x x x Incidence of bullying related to 

protected characteristics in 

educational establishments is 

recorded 

x x x x x x x x Every school and nursery has a 

designated Equalities Champion who 

is well informed, has access to all 

information about Equalities duties, 

and can confirm that establishments 

are fulfilling legislative duties. 

x x Every child or young person affected 

by disability is able to participate in all 

school opportunities. 

178


2.4 Monitor the impact of the 

implementation of policies on 

pupils sharing protected 

characteristics in all educational 

establishments 

2.5 Ensure there is appropriate 

consultation with parents/carers of 

children sharing protected 

characteristics 

2.6 Provide an English as an 

Additional Language (EAL) 

teaching service to support 

children and young people in 

schools and nurseries for whom 

English is an Additional Language. 

2.7 Train equalities champions for 

every library to ensure that the 

establishment is well informed 

about equality duties 

March 

2013 

March 

2013 

March 

2013 

March 

2013 

Lead 

Officer 

Senior 


Senior 


Head of 

Service 

Assistant 

Manager 

Inform 

ation and 

Culture 

9 

Disability 

Preg & M 

G Re-ass 

S Orientn 

Sex 

Religion 

Race 


x x x x x x x x All educational policies will be nondiscriminatory 

both in content and in 

the impact of implementation. 

x x x x x x x x Parents/carers have opportunities to 

be involved through formal 

consultations and surveys 

x x All children for whom English is an 

Additional Language experience 

effective and efficient support to 

enable them to benefit from 

education. 

x x x x x x x x Every library has access to a 

designated Equalities Champion who 

is well informed, has access to all 

information about Equalities duties, 

and can confirm that establishments 

are fulfilling legislative duties. 

179


2.8 Promote and disseminate 

information on English for 

Speakers of Other Languages 

(ESOL) classes to learners whose 

first language is not English 

2.9 Support AMECA to develop the 

drop in centre as the main hub of 

BME communities for support, 

information and advice 

2.10 Support and encourage 

celebrations of cultural diversity in 

local community 

2.11 Build capacity of equality groups 

to actively engage with service 

providers to improve services and 

identify unmet needs 

2.12 Facilitate close working 

relationship between schools and 

BME community groups through 

the Curriculum for Excellence 

March 

2013 

March 

2013 

March 

2013 

March 

2013 

March 

2013 

Lead 

Officer 

Lifelong 

Learning 

Officer 

BME 

Develop- 

ment 

worker 

BME 

Develop- 

ment 

worker 

BME 

Develop- 

ment 

worker 

BME 

Develop- 

ment 

worker 

10 

Disability 

Preg & M 

G Re-ass 

S Orientn 

Sex 

Religion 

Race 


x ESOL classes information is widely 

available, enrolment in classes 

increases and requests for 

interpreting services reduces 

x Increased numbers attending and 

services available at AMECA drop in 

centre 

x x Cultural and religious events are held 

regularly in the local community and 

social interaction between 

communities increases 

x Increased number of equality groups 

taking part in community engagement 

network and consultative events 

x x Increased involvement of BME 

community groups with schools to 

heighten awareness of cultural and 

religious diversity 

180


2.13 Develop capacity of older people 

and support Joint North Ayrshire 

Elderly Forum to address issues 

facing older people and to 

promote intergenerational work 

2.14 Support partners in meeting needs 

of Gypsies and Travellers on 

Redburn site and in the local 

community and raise awareness 

to help to change negative 

attitudes towards the community 

2.15 Develop capacity of North 

Ayrshire Access Panel and Three 

Town Disability Forum to promote 

accessibility issues and to 

promote positive attitude towards 

disability 

March 

2013 

March 

2013 

March 

2013 

Lead 

Officer 

Community 

Develop 

ment 

Worker 

Community 

Develop 

ment 

Worker 

Community 

Develop 

ment 

Worker 

11 

Disability 

Preg & M 

G Re-ass 

S Orientn 

Sex 

Religion 

Race 


x Improved services to older people 

and increased interaction and joint 

activities between young and older 

people 

x Increased uptake of services and 

level of support to young Gypsy 

Travellers, reporting of hate crime, 

and improved relationships between 

communities 

x Increased involvement of disabled 

people in planning process and 

further joint working with Access 

Panels in East and South Ayrshire to 

promote disability issues and 

incidence of disability related 

harassment is reduced 

181

3. Finance and Infrastructure 

Finance: Revenue and Benefits 


3.1 Train staff in British Sign 

Language 

3.2 Provide access to interpretation & 

translation services 

3.3 Provide Appointment & Home Visit 

service 

3.4 Provide private interview facilities 

to aid confidentiality and respect 

privacy 

March 

2013 

March 

2013 

March 

2013 

March 

2013 

3.5 Provide hearing loop system March 

2013 

Lead 

Officer 

Benefits 

Manager 

and 

Revenue 

Manager 

Benefits 

Senior 

Team 

Leader 

Benefits 

Senior 

Team 

Leader 

Benefits 

Senior 

Team 

Leader 

Benefits 

Senior 

Team 

Leader 

Disability 

Age 

12 

Preg & M 

G Re-ass 

S Orientn 

Sex 

Religion 

Race 


x Trained staff available to assist 

customers with a hearing impairment 

x x Improved communication with ethnic 

minority community and with disabled 

people 

x x x x x Improved access to the service 

x x x x x x x x Private office space offered to 

customers on arrival to allow 

discussion in a confidential setting 

x Improved communication with people 

with a hearing impairment 

182


3.6 Provide assistance with form 

completion 

3.7 Work jointly with WorkAble (part of 

the Wiseman group), Age 

Concern, and the Pension Service 

to improve access to services 

March 

2013 

March 

2013 

Lead 

Officer 

Benefits 

Senior 

Team 

Leader 

Benefits 

Senior 

Team 

Leader 

Disability 

Age 

13 

Preg & M 

G Re-ass 

S Orientn 

Sex 

Religion 

Race 


x x x More accessible service provided 

when making home visits and in 

Council offices 

x x 

x 

Referrals received from partners and 

better access provided to Benefits 

Service. 

183

4. Social Services and Health 

No. 

Supporting Action/Task 

4.1 Develop an Older People Housing 

Strategy 

4.2 Establish a Young Persons Forum 

for young people accommodated 

in North Ayrshire residential units. 

4.3 Establish a Pan-Ayrshire Team 

dedicated to working with female 

offenders through Criminal Justice 

Social Work in association with 

East and South Ayrshire 

Timescale 

March 

2013 

March 

2013 

March 

2013 

Lead 

Officer 

Divisional 

Manager: 

Housing 

Senior 

Manager 

Children 

& 

Families: 

(Resident 

ial/ 

Throughc 

are) 

Locality 

Manager 

Criminal 

Justice 

Disability 

Age 

14 

Preg & M 

G Re-ass 

S Orientn 

Sex 

Religion 

Race 


X Older people in North Ayrshire can 

make more informed housing choices, 

remain independent in their homes for 

longer and are provided with greater 

choice. 

X Looked after young people can 

express their views, talk about their 

experiences and share their different 

perspectives on the care they have 

received from Social Services. 

X 

The outcomes for women in the 

criminal justice system are improved 

and female offenders are better 

supported to access services e.g. 

housing, health (including mental 

health), addictions, financial inclusion, 

and family support. 

184

No. 


4.4 Establish a multi-agency Domestic 

Violence Team (DVT) 

4.5 Develop and implement a 

programme of sensory impairment 

training awareness for staff 

4.6 Develop an Ayrshire wide joint 

equipment service, providing aids 

and adaptations for older people 

and people with disabilities. 

Timescale 

March 

2013 

March 

2013 

March 

2013 

Lead 

Officer 

Senior 

Manager 

Children 

& 

Families: 

Fieldwork 

Specialist 

Support 

Senior 

Manager 

Communi 

ty Care: 

Personal- 

isation 

Senior 

Manager 

Communi 

ty Care: 

Strategy 

Disability 

Age 

15 

Preg & M 

G Re-ass 

S Orientn 

Sex 

Religion 

Race 

X 


The safety of adults and children 

affected by domestic abuse is 

increased through a more coordinated 

response and more 

effective use of combined resources 

and expertise. 

X Social Services staff meet the needs 

of people with a serious sight loss and 

people who are Deaf or hard of 

hearing. 

X X Service users, including those with a 

disability and older people, have the 

appropriate equipment or adaptations 

that enable them to live as 

independently as possible in their own 

home. 

185

No. 


4.7 Work in partnership with 

MacMillan to mainstream the 

advice service for people affected 

by cancer 

4.8 Develop an employability strategy 

that will increase employment 

opportunities for disabled service 

users 

4.9 

Undertake consultation exercise in 

Mental Health and Learning 

Disability Services with service 

users and their Carers. 

Timescale 

March 

2013 

March 

2013 

March 

2013 

Lead 

Officer 

Team 

Manager 

(Money 

Matters) 

Senior 

Manager 

Communi 

ty Care: 

Mental 

Health & 

Learning 

Disabilitie 

s 

Senior 

Manager 

Communi 

ty Care: 

Mental 

Health & 

Learning 

Disabilitie 

s 

Disability 

Age 

16 

Preg & M 

G Re-ass 

S Orientn 

Sex 

Religion 

Race 


X People with cancer and their families 

and carers can access specific 

cancer-related information and advice 

on benefits, grants, housing, debt, 

employment and representation. 

X A range of employment services and 

opportunities will be available for 

vulnerable and disadvantaged people 

to enter the labour market. 

x Service users with a learning disability 

and those with mental health issues 

shape and influence improvements in 

the way their services are provided 

and delivered. 

186

No. 


4.10 Engage with vulnerable service 

users to maximise disposable 

income and increase financial 

capability 

Timescale 

March 

2013 

Lead 

Officer 

Team 

Manager 

(Money 

Matters) 

Disability 

Age 

X X 

17 

Preg & M 

G Re-ass 

X X 

S Orientn 

Sex 

Religion 

Race 


Vulnerable individuals can access 

financial services and products which 

meet their needs 

187

188

Corporate Equality Group 

19/3/12 

APPENDIX 2 

IRVINE, 19 MARCH 2012 - At a Meeting of the Corporate Equality Group at 10.00 

a.m. 

Present 

Councillor Margaret McDougall; M. Macfarlane, Head of Human Resources and L. 

Morrison, Senior Manager (Human Resources); S. Humphries, Chief Revenue & 

Benefits Officer (Finance & Infrastructure); M. Byers, Policy Officer (Planning and 

Performance) (Social Services and Health); P. Moore, Senior Educational 

Psychologist and P. Chow, Development Worker – Ethnic Minorities (Education and 

Skills); M. Adams, Policy and Performance Officer and C. Graham, Committee 

Services Support Officer (Chief Executive’s Service). 

Apologies for Absence 

Councillor Elisabethe Marshall. 

Chair 

Councillor McDougall in the Chair. 

1. Minutes 

The Minutes of the Meeting of the Corporate Equality Group held on 5 December 

2011 were approved. 

2. Equality Progress Reports 

2.1 Education and Skills 

Submitted report on equality developments in Education and Skills highlighting: - 

� Progress on the 21 actions contained within the Equality Action Plan 2011/12 

and providing a summary of recent Community Engagement activity; 

� The 15 actions proposed for consideration in the 2012/13 Action Plan; 

� The outcome of the 27 Equality Impact Assessments carried out in relation to 

budget proposals; and 

� The main issues discussed at the Education and Skills Working Group 

meeting on 20 February 2012. 

Clarification was provided in relation to:- 

� Consideration being given to other methods of seeking the views of 

communities, e.g. through the People’s Panel; 

� Proposals for the recording of statistics in relation to bullying within schools; 

and 

1 

189

Noted. 


19/3/12 

� Progress on discussions with Strathclyde Police on 3 rd party reporting within 

the AMECA Centre. 

2.2 Social Services and Health 

Submitted report on equality developments in Social Services and Health 

highlighting: - 

� Progress in relation to the 10 actions outlined in the Equality Action Plan 

2011/12 

� Development of the Equality Action Plan for 2012/13 containing 10 new 

actions 

� The outcome of the 12 Equality Impact Assessments carried out in relation to 

budget proposals; and 

� Progress relating to the Housing Equalities Working Group as reported at its 

meeting on 15 February 2012. 

Noted. 

2.3 Finance & Infrastructure 

Submitted report on equality developments within the Council’s Environment and 

Related Services highlighting: - 

� The kerbside domestic refuse collection service provided for householders 

with a disability; 

� Disabled access to Household Waste Recycling Centres; 

� The provision of public conveniences (superloos and RADAR key facilities); 

� The provision of school meals and meals to daycare centres, including special 

dietary requirements in terms of medical need and religion; 

� The provision of play area equipment for children with disabilities; and 

� The provision of disabled access to open spaces including parks, playing 

fields and cemeteries. 

Noted. 

2.4 Corporate Services 

Submitted report on equality developments within Chief Executive’s and Corporate 

Services highlighting: - 

� Progress on implementing the Equality Action Plan 2011/12; 

� The equal pay audit which has now commenced; 

� The development of equality outcomes; 

� Consultation on the development of the action plan for 2012/13; 

� Induction training for Elected Members on equality issues. 

2 

190


19/3/12 

There was a question raised on the availability of a prayer room within the Council’s 

premises. It was confirmed that, while there is no specific designated area, 

accommodation has been provided in response to such a request in the past. 

Noted. 

3. Equality Sub Group 

Submitted Minutes of the Equality Sub Group Meeting held on 10 January 2012. 

Noted. 

4. Public Sector Equality Duty: Revised Draft Regulations 

The Scottish Government has published its response to the recent consultation on 

the Equality Duty Revised Draft Regulations. The response advises that a large 

majority of respondents agreed with all aspects of the revised regulations and 

provides the Government’s decisions resulting from the consultation. 

The final draft Regulations are appended to the response and it is anticipated that 

they should come into force in May 2012. 

Noted. 

5. Equality Impact Assessment 

Submitted report on proposed improvements to the equality impact assessment 

process. The process is to be simplified and links to service planning and budgeting 

are to be strengthened. Some changes to the timetable for undertaking assessments 

were suggested. 

The Group agreed that a report on the revised proposals be submitted to the 

Corporate Management Team (CMT). 

6. Equality E Learning Course 

Submitted report on an e-learning course on Equality and Diversity. A previous 

analysis of equality training attended by managers showed that although a high 

proportion had undertaken a one day Equalities for Managers course, there were still 

a number of managers who required to undertake the training. 

E-learning was considered to be the most cost-effective means of delivering the 

training. An e-learning training programme has therefore been developed and has 

been piloted by the Corporate Equality Group. Positive feedback has been received 

and a number of changes have been made to the course in response to the 

feedback. 

It is proposed that the course be launched in May 2102 and that it be mandatory for 

managers, with a view to it being more widely available to all employees in 2013. 

3 

191


19/3/12 

The Group highlighted a number of issues, including: - 

� access to the e-learning training for staff who are not desk-based; 

� access to the training by education staff within schools; 

� the need to ensure that front-line staff are targeted; and 

� the training being included in the formal PPD process and as part of the staff 

induction process 

After discussion, the Group agreed (a) that the e-learning course be launched in late 

May 2012; and (b) that the Equality Sub Group give consideration to the above 

issues and produce a development plan on equalities training for submission to the 

CMT. 

7. Equality Outcomes 

Submitted report on the development of equality outcomes for the Council which now 

require to be published by 30 April 2013, rather than December 2012 as had 

previously been indicated. 

The Group has previously considered statistical evidence on local and national 

inequalities and has reviewed the Equality Measurement Framework in developing its 

draft equality outcomes. 

A pilot involving the Improvement Service, EHRC and local authorities has now been 

completed and concluded that in order to make progress towards a more equal 

society, equality must be at the heart of public services outcomes. Councils, together 

with Community Planning Partnerships, will require to generate evidence to 

demonstrate the extent of inequality experienced by groups in their area, the extent 

of the inequality and the reason for the inequality. 

The research also concluded that while the Equality Measurement Framework was 

helpful in organising equality evidence for the development of outcomes, it has 

limited value as a measurement tool. 

The Council’s equality outcomes should be linked where possible to the CPP’s Single 

Outcome Agreement local outcomes. There should be opportunities to do this as the 

new SOA is developed during 2012. 

Community Learning and Development has proposed various means of consultation 

including questionnaire surveys, focus groups, facilitated discussions with equality 

groups and specific consultation events. There will be scope to link with other CPP 

partners through the Ayrshire Equality Partnership on this consultation. 

The Chair sought clarification on the inclusion of families of prisoners. The South 

West Scotland Criminal Justice Authority will be consulted for its views on this issue. 

The Group agreed (a) that a timetable for consultation with equality groups be 

produced; and (b) that the Equality Sub Group report to the Corporate Management 

Team on its proposals. 

4 

192

8. Equality Action Plan 2012/13 


19/3/12 

Submitted draft Equality Action Plan 2012/13. The Plan is based on an updating of 

the Equality Action Plan 2011/12 by each service. The next Action Plan for 2013/14 

will be restructured around the equality outcomes once these are agreed. 

The Group noted that the draft Equality Action Plan 2012/13 would be submitted to 

the Executive for approval. 

9. Cantonese Interpreting Service 

Submitted report on the use of the Cantonese Interpreting Service in 2011. There 

was a sight increase in the use of the service in 2011 compared to the previous year. 

Noted. 

10. Dates of Future Meetings 

Meetings of the Corporate Equality Group in 2012 will be held on Mondays on the 

undernoted dates:- 

* 11 June – 2.00 p.m. (* please note the amended date and time) 

3 September – 10.00 a.m.; and 

3 December – 10.00 a.m. 

The meeting ended at 11.30 a.m. 

5 

193

194

Subject: 



10 April 2012 


Energy Management and Carbon Reduction 

Purpose: To update the Executive on the Council's actions in 

relation to efficient energy use and reduction of 

carbon emissions, in the delivery of the Carbon 

Reduction Commitment (CRC) Energy Efficiency 

Scheme. 

Recommendation: That the Executive notes (a) the range of energy 

related activities being undertaken by the Council's 

Energy Team; and (b) the Council's continued support 

for the actions relating to energy and carbon 

reduction. 


1.1 The Council is a major consumer of utilities, and in 2010/11 the 

Council spent £4,099,030 on electricity, gas, water, coal and oil. 

1.2 The Councils objectives align with the key priorities in the Scottish 

Government's Energy Efficiency Action Plan to reduce the energy 

consumption associated with Council services. 


2.1 There are many facets to the reduction of energy use and carbon 

emissions. This report describes the Council's actions. 

Energy and Water Consumption Reduction Projects 

2.2 Projects are identified from knowledge of the Council’s buildings, from 

initiatives undertaken by the Carbon Management Team and from 

recommendations included in Energy Performance Certificates (see 

2.12 below). 

2.3 Projects are funded from Energy and Water budgets as well as the 

central government Community Energy Efficiency Fund (CEEF) 

scheme. The latter provides funding for energy-saving installations 

which is paid back within 5 years, therefore the schemes have to 

demonstrate an energy saving within that period. 

195

2.4 Recent energy saving schemes have included the application of solar 

film to Cunninghame House windows, installation of thermostatic 

valves to radiators, energy efficient lighting, installation of photovoltaic 

(electricity generation from light energy) panels to Cumbrae primary 

School and Bridgegate House. 

2.5 In addition to reducing energy consumption, these projects also 

contribute towards carbon emission reductions. 

2.6 Water conservation schemes have included rain water harvesting (use 

of rainwater for flushing) and installation of limited flow taps, with the 

latter having the potential to deliver over 40% savings. 

Energy and Water Usage Control and Monitoring 

2.7 Nearly all Council owned premises are linked to a Building Energy 

Management System, currently managed from Perceton House, which 

controls temperature settings and monitors usage. The Utility 

Management system allows the actual electricity usage to be known to 

the nearest half hour. There is also Automatic Meter Reading 

Equipment installed to some gas meters. These all help to identify 

areas of excessive usage, where energy efficiency projects may help 

reduce consumption and also where previously executed projects may 

not be realising their full potential. 

Utility Account Management 

2.8 Services pay for electricity, gas and water through their allocated 

budgets, but submit bills to the Energy Team for checking against the 

known energy consumption. 

2.9 Account analysis has identified in excess of £400,000 of over-billing 

over the last three years which has been subsequently claimed back. 

2.10 Advice is also provided to Services as to which tariff would be most 

economic to suit their usage and needs. All electricity, gas and water 

is procured centrally via Scottish Procurement using their risk 

management model for forward purchasing. The tender process is 

now taking place for the next three years electricity supply from April 

2013. 

2.11 A member of the Energy Team represents the Council on the Scottish 

Energy Officer’s Network (SEON) which helps negotiate the contract 

requirements for Scottish Procurement’s energy contracts. 

196

Energy Performance Certificates (EPCs) 

2.12 EPCs are a statutory requirement for buildings of 1,000 m 2 

or over, but 

proposed amendments to the EU Directive are likely to reduce the 

qualifying area to 500 m 2 

. This would increase the number of 

applicable buildings within North Ayrshire by 50. In addition, carbon 

emissions will form part of the certificate. The certificates are 

essentially an asset rating which compares existing properties against 

current energy and building standards. The certificates capture 

information on the building's energy efficiency and carbon emissions, 

comparing them to the potential emissions should improvements be 

made. 

2.13 Each EPC is accompanied by a recommendation report which details 

suitable improvement measures with the potential cost and carbon 

savings, and these are currently non-statutory. 

Energy Self Audits 

2.14 A software package is being developed by the Energy Team to allow 

building users to carry out their own energy audits. This will allow 

them to minimise expenditure on utilities usage. 

Energy Lessons and Eco Schools 

2.15 The Energy Agency is commissioned to provide energy lessons to 

primary and secondary schools. These involve talks to school 

assemblies, individual classes or eco-committees and encourage 

pupils to take the message on energy efficiency back home. This 

forms part of the Curriculum for Excellence. 

2.16 There is a Schools Environmental Projects Group which provide 

support to schools on the Eco Schools Energy Topic. This is 

supported by Education and Skills, the Infrastructure and Design 

Service Energy team and Environment and Related Services. 

ISO 50001 

2.17 This sets standards for energy procedures and practices for energy 

management and the Energy Team is working towards the Council 

meeting these standards by October 2012. This will assist in 

monitoring and targeting reductions in energy use and consequent 

carbon emissions. 

197

Carbon Management Team 

2.18 This is a cross service group whose purpose is to set targets for 

carbon reduction and to identify projects which will achieve this. 

Projects are more wide ranging than those to which the CRC Energy 

Efficiency Scheme, as the latter is concerned only with metered 

energy supplies. 

2.19 Projects can be quite innovative, such as the purchase of seven 

hybrid vehicles and the use of solar panels on both buildings and 

vehicles. 

2.20 The Council collaborates with the Carbon Trust, particularly in relation 

to the veracity of claimed reductions. Reduced energy consumption 

has saved £2.2m since 2005/6. 

2.21 There is a Carbon Management Project Register which provides a tool 

kit to assess the viability of projects, together with projected financial 

savings. 

2.22 As well as projects to reduce emissions, the Carbon Management 

Team also raises awareness throughout the Council. The Carbon 

Awareness Strategy has been drafted by a sub-group of the Carbon 

Management Team. Following consultation, this Strategy will be 

presented to a future meeting of the Executive. 

Carbon Reduction Commitment (CRC) Energy Efficiency 

Scheme and Carbon Trading 

2.23 The CRC - Energy Efficiency Scheme is a statutory obligation for 

organisations which consumed over 6MW hours of energy through 

half hourly read meters during 2008. North Ayrshire Council 

consumed 8,666 MW hours during 2008 and therefore qualifies as a 

full participant in the scheme. The Council’s Energy Team declares 

our energy use, sets reduction targets, forecasts carbon allowances 

and provides all necessary information for compliance. The Council is 

in the top third of all participating UK organisations with regard to 

meeting or exceeding its targets. A notable contribution to this was 

the attainment of the Carbon Saver Standard for schools. 

198

2.24 From July 2012 carbon allowances will have to be purchased and 

surrendered and it will be possible to trade them on the secondary 

market. The CRC - energy efficiency scheme requires a tax to be 

paid for each tonne of carbon dioxide omitted by eligible sites, "carbon 

allowances" must be purchased and surrendered to the Environment 

Agency for our emissions between June 2012 and July 2012. The 

Energy Team has been working with Finance on selecting the best 

strategy for this and has participated in a “trial run” of predictions and 

trading. 

2.25 The Council is currently being audited by the Scottish Environmental 

Protection Agency with regard to its submissions. 

3. Proposals 

3.1 The Council will continue to pursue the actions described above and 

also take advantage of any forthcoming central funding or grants 

which may contribute towards these. 

3.2 Proposals being considered for future developments are the use of 

biomass (wooden chips or pellets) as a heating fuel and the 

installation of geothermal heat pumps. Air-source heat pumps are 

being installed at the new Dreghorn Primary School. 

3.3 Photovoltaics and solar thermal panels (for water heating) will be 

installed on the refurbished Bridgegate House and there is a current 

investigation into the installation of renewable technologies for the roof 

of Cunninghame House. 

3.4 Utilisation of land for biomass fuel production and energy generation 

by wind or solar means and hydro-electric generation has been the 

subject of an initial investigation and will be further developed. 

3.5 The Executive is invited to note (a) the range of energy related 

activities being undertaken by the Council's Energy Team; and (b) the 

Council's continued support for the actions relating to energy and 

carbon reduction. 



4.1 There are no direct financial applications as all actions and proposals 

are funded from existing budgets. Energy savings inevitably generate 

financial savings. 

199

4.2 None 



4.3 The actions and proposals described above contribute to the 

discharge of the Council’s duties under the CRC Energy Efficiency 

Scheme, compliance with the Climate Change (Scotland) and 2009, 

EU Directive 2002/91/EC which demands EPCs. and the Scottish 

Government’s Climate Change Agenda. 

4.4 None 



4.5 The actions and proposals described above will reduce energy 

consumption and reduce the carbon footprint of the North Ayrshire 

area as a whole ensuring the Council leads by example. 


4.6 The actions and proposals described above contribute to the following 

of the Council’s agreed outcomes:- 

12a Our environment is protected and enhanced; 

14b The Council’s carbon footprint has reduced; 

15c Public services are more efficient and effective. 


5.1 There were no consultations pertinent to this report. 

200

6. Conclusion 

6.1 Energy efficiency and carbon reduction is a priority to the Council. 

Through a proactive approach, the Council has made considerable 

progress based on innovation and continuous improvement . 

LAURA FRIEL 


Reference : AB/AK 

For further information please contact Angus Bodie, Head of Infrastructure & 

Design on telephone number 01294 225211 


None 

201

202

Subject: 



10 April 2012 


Energy Issues in North Ayrshire Housing 

Purpose: To inform the Executive how North Ayrshire Council 

supports reducing fuel poverty, maximising fuel 

efficiency in its housing stock and supporting efficient 

energy use in housing generally. 

Recommendation: That the Executive notes (a) the energy related issues 

in the housing stock; and (b) the Council's continued 

support for the actions relating to energy and carbon 

reduction. 


1.1 The Council's Local Housing Strategy 2011-16 incorporates the 

principles of sustainability, fuel efficiency and affordable warmth into 

its vision for Housing. 

1.2 The two salient points relating to energy in Council housing are the 

attainment of the Scottish Housing Quality Standards (SHQS) by 2015 

and the reduction of fuel poverty. 

1.3 The SHQS require that all hot water pipe work and hot water cylinders 

are insulated. In addition there requires to be 100 mm of insulation in 

loft spaces and walls require to be insulated, normally by cavity fill in 

conventional construction. 

1.4 The Council has a duty as a landlord to provide an economical heating 

system in each home and as a social landlord to meet the standards 

of the SHQS. 

203


North Ayrshire Council Housing Stock 

2.1 The thermal performance of a dwelling is measured using the 

Standard Assessment Procedure, known as the SAP rating. The 

current minimum SAP ratings are dependent on fuel type and are:- 

Gas - 50 

Electricity - 58 

Solid Fuel - 59 

2.2 Currently over 90% of the Council's housing stock attains the 

minimum standard and works are continuing to achieve this on the 

remaining stock. 

2.3 "Fuel Poverty" is regarded as existing when 10% of a household's 

disposable income is expended on energy bills, and the term "super 

fuel-poor" is used for those spending 20% or more of their income. 

Figures on this are not wholly attainable as this relies on knowledge of 

income. The Scottish House Condition Survey 2008 - 2010 (updated 

in July 2011 to reflect increased utility cost) indicates that 36% of 

households in North Ayrshire are fuel poor. 

2.4 Fuel economy is reliant on three main issues:- 

� 

� 

� 

the efficient production of domestic heat; 

the retention of the heat by thermally efficient building fabric; 

the selection of the most suitable tariffs. 

2.5 The Council is currently carrying out a programme of installing 

upgraded heating systems, and at the moment 56% of homes have 

energy efficient boilers. Tenants have a choice of gas or electric 

heating, but are advised that gas will provide the most cost effective 

warmth. Where no gas supply is present, there are grants or 

subsidies available to prospective subscribers to encourage use of 

gas. 

2.6 The gas heating installations comprise an "A" rated boiler with modern 

microbore pipes and radiator layouts. In addition, thermostatic valves 

are fitted to radiators to allow tenants to select individual settings for 

each room to minimise fuel costs. 

204

2.7 The fabric of new-build housing is designed to current standards of 

thermal efficiency and principles of sustainability are incorporated into 

these projects. However, newly or very recently built units will form a 

very small minority of the entire housing stock and so upgrading of the 

fabric of the existing dwellings is currently ongoing. This is applied to 

three elements of the building structure: 

� 

� 

� 

Replacing single glazed windows with double glazed units which 

have thermally efficient uPVC frames. 87% of homes have double 

glazing; 

Insulation to loft spaces, 99.92% of homes have loft insulation ; 

Insulation to walls, this has normally been by cavity fill where the 

construction allows, but on housing of non-traditional construction, 

or where cavity width is inadequate, external insulation render is 

applied. This allows the dew point (point at which condensation 

occurs) to be closer to the exterior of the construction and keeps 

more of the building fabric on the "warm" side of the insulation. 

2.9 There are 263 timber non-traditional properties where timber or uPVC 

weather boarding may be used for suitability of appearance and to 

allow ventilation to the original timber external walls. Some structural 

up-grading, such as remedial wall ties or additional pinning may be 

required prior to the application of external render systems. 

Private Housing 

2.10 The Universal Home Insulation Scheme (UHIS) is a central 

government grant targeted for specific areas of high fuel poverty. It is 

available to private owners and private sector rented properties. It 

offers free loft and cavity wall insulation, as well as providing an 

Energy Advocacy Service to all householders. The Council's Energy 

Team submits grant applications and work with Solas Scotland. In 

2011/12, £370,000 was awarded to North Ayrshire which was 

matched by Carbon Emission Reductions Target Funding. 

Stevenston was the targeted area in 2010/11 and Irvine in 2011/12. 

Due to lower than anticipated projects in 2011/12 unspent funds of 

£102,000 have been allocated to the Saltcoats high flats project. 

2.11 A bid for UHIS funding for 2012/13, covering the whole of North 

Ayrshire, has been confirmed at a value of £440,000. This is not 

location-specific in this bidding round. 

205

2.12 The UHIS funding will allow North Ayrshire Council to continue to 

deliver free insulation and enabling measures through the charity 

Solas Scotland's Local Energy Saving Scheme (LESS) model. Once 

a property has been surveyed for free loft and cavity wall insulation, a 

dedicated energy advocacy team will offer additional free services to 

vulnerable residents. Further to this, a dedicated energy advocacy 

team is in place to offer additional free services to vulnerable 

residents. The energy advocates work on behalf of the resident to 

overcome fuel debt, replace pre-payment meters where appropriate, 

and provide access to additional Government funded fuel poverty 

initiatives. 

2.13 The Energy Team is currently carrying out a pilot for the Voltage 

Optimisation Project. This identifies the benefits of minimising the 

supply to individual properties with the intention of an overall reduction 

of 10% of electricity usage. 

2.14 As well as carrying out works under the UHIS, Solas Scotland also 

operates the Local Energy Saving Scheme. The Council's Energy 

Team contributes to this by providing an advocacy service for private 

sector participants in a scheme which is endorsed by the North 

Ayrshire Local Energy Advice Forum (LEAF). 

2.15 The LEAF is chaired by a member of the Council's Energy Team and 

comprises various Council services, Housing Associations and other 

agencies such as Age Concern, Credit Unions, Solas etc. The Energy 

Team has provided advice packs, is establishing a website and 

attends any associated events, etc. Advice is offered to all residents. 

2.16 The Energy Team facilitates improvements in private sector domestic 

properties by negotiating with credit unions, energy generators and 

suppliers and installers or proposed improvements. 

3. Proposals 

Future Work 

3.1 The Energy Team will continue to maximise the level of any central 

funding or grants. 

206

3.2 Further areas of sustainable energy in housing will be considered and 

piloted, in particular the installation of photovoltaics (PVs) in area 

energy schemes. PVs are cells which generate electricity from light 

energy and can be installed on roofs or in gardens, providing free 

electricity to the resident. 

3.3 Area energy schemes offer an opportunity to utilise sustainable 

energies such as those generated by geo-thermal systems 

(ground-source heat pumps), wind generation or bio-mass (wood chip 

fired boilers). These systems are not readily adaptable to individual 

domestic applications, but can be exploited to provide energy on an 

estate or street basis. This also ensures that the best deals on 

feed-back tariffs can be gained. Some work will be required to 

investigate how the Council can provide these, how the tariffs will work 

and how they can be implemented without marginalising other areas. 

3.4 Based on the activities currently underway and those planned, an 

Energy Strategy will be developed for the Council's housing stock and 

will be submitted to the Executive later in 2012. This will be 

developed in consultation with tenants groups. 

3.5 That the Executive notes (a) the energy related issues in the housing 

stock; and (b) the Council's continued support for the actions relating 

to energy and carbon reduction 


4.1 Financial Implications 

UHIS funding of £440,000 has been confirmed for 2012/13 to be used 

across North Ayrshire. Unused UHIS funding for 2011/12 has been 

approved by the Government for use towards the costs of the major 

works at Lambie and O'Connor Courts, Saltcoats. 

4.2 Human Resource Implications 

There are no Human Resource Implications. 

207

4.3 Legal Implications 

The actions and proposals described will contribute to the discharge of 

the Council's duties as a landlord and in complying with its obligation 

to attain SHQS by 2015. 

4.4 Equality Implications 

The measures described will help to reduce fuel poverty and 

economic inequality. 

4.5 Environmental Implications 

The actions and proposals described above will reduce energy 

consumption and reduce the carbon footprint of North Ayrshire as a 

whole. 

4.6 Implications for Key Priorities 

The actions described contribute to the following of the Council's 

agreed outcomes:- 

7b Fewer people are living in poverty; 

10a The quality of social housing has improved; 

12a Our environment is protected and enhanced; 

14b The Council's carbon footprint has reduced. 


5.1 All energy-related initiatives and activities being implemented and 

developed require support from partner organisations and residents. 

Extensive ongoing consultation is maximising their impact. 

6. Conclusion 

6.1 The Council is an active supporter of its tenants and citizens in the 

drive towards affordable warmth, the reduction of fuel poverty and 

reducing overall energy usage. 

208

6.2 Current practice forms an excellent basis to explore other measures 

which will further support activities relative to energy efficiency and 

these will be brought together into an Energy Strategy later in 2012. 

LAURA FRIEL 


Reference : AB/AK 

For further information please contact Angus Bodie, Head of Infrastructure 

and Design Services on telephone number 01294 225211 


None 

209

210

Subject: 



10 April 2012 


Impact of Charges for the Special Uplift service 

and Controls at Household Waste Recycling 

Centres 

Purpose: To advise the Executive of the Impact of Charges for 

the Special Uplift service and Controls at Household 

Waste Recycling Centres. 

Recommendation: That the Executive notes the outcomes to date 

following the introduction of charges for the special 

uplift service and controls at HWRCs and the 

approach taken to minimise fly-tipping. 


1.1 At its Special meeting on 1st February 2012, Council requested that a 

report be presented to a future meeting of the Executive setting out 

the impact of the charging policy for Special Uplifts and 

implementation of control measures at Household Waste Recycling 

Centres (HWRCs) upon fly-tipping within the area. 


2.1 The revised operating model and charging structure for the Special 

Uplift service was introduced on the 1 April 2010. The new policy 

sought to encourage residents to adopt more sustainable methods of 

waste management, where prevention is the most environmentally 

effective solution and disposal the least, in line with the principles of 

the waste hierarchy. 

211

2.2 The introduction of the revised operating and charging structure has 

realised a significant reduction in service requests and a 

commensurate reduction in the amount of material collected which fell 

from 2,919 tonnes in 2009/10 to 1,424 tonnes in 2010/11 and is 

projected to fall further to 1,360 tonnes in 2011/12. 

2.3 Improved controls to prevent the illegal disposal of commercial waste 

at HWRCs were introduced in September 2011. Surveys had 

identified that 12% of vehicular traffic visiting the centres were of a 

commercial type. Following introduction of the controls the amount of 

waste deposited at the sites has fallen from 16,820 tonnes in 2010/11 

to a projected total of 14,000 tonnes in 2011/12. 

2.4 The number of reported instances of fly-tipping recorded by the 

Contact Centre fell from 1007 in 2009/10 to 844 in 2010/11 and is 

projected to increase to 1045 in 2011/12. The weight of fly-tipping is 

not recorded separately but is included within the amount of amenity 

waste, including litter etc., collected by the Council and has not altered 

significantly and is recorded as 1,478 tonnes in 2009/10, 1,470 tonnes 

in 2010/11 and is projected at 1,400 tonnes in 2011/12. (Please note: 

grass cuttings recycled and abandoned vehicles waste have been 

excluded from these figures). 

212

2.5 The number of recorded instances of fly-tipping collected by the 

Streetscene service has fluctuated during this period and is recorded 

as 1,024 instances in 2009/10, 2,785 instances in 2010/11 and 

projected instances of 1,850 in 2011/12. However the weight of 

fly-tipping collected has not increased and no additional resources 

have been required to collect these apparent additional instances. It is 

likely that the increase is attributable to more effective recording 

systems introduced to enable effective interventions to address this 

environmental crime. Furthermore the Local Environmental Audit and 

Management System (LEAMS), which includes assessments of 

fly-tipping, undertaken in conjunction with Keep Scotland Beautiful, at 

representative locations across the Councils area has identified that 

the Council retains above average levels of cleanliness compared with 

other Scottish Councils and is projected to record a slight 

improvement in 2011/12. 

2.6 Following the introduction of new arrangements for the Special Uplift 

service and HWRCs the amount of waste collected through these 

services has reduced by 4,300 tonnes. Furthermore there has not 

been an increase in the weight of amenity waste, including fly-tipping, 

during this period. Accordingly it is reasonable to assume that the key 

aim to encourage residents to adopt more sustainable methods of 

waste management, the best being minimisation, has been achieved 

without an adverse impact upon the quality of the local environment. 

However, the impact of the economic downturn upon consumer 

consumption will also have contributed to a reduction in the goods 

collected through these services. 

2.7 The impact upon the annual revenue budget of the operational 

arrangements excluding the one-off costs of £47,600, of erecting 

barriers and installing CCTV systems at the HWRCs is set out below: 

Income from Charges 

(£) 

76,185 

Reduction in Collection Resources 97,425 

Reduction in Processing Costs 148,350 

Reduction in Cost of Disposal to 72,240 

Landfill 

CCTV Systems (6,015) 

Total 388,185 

213

2.8 Fly-tipping is an environmental crime and offenders can be prosecuted 

through the provisions of the Environmental Protection Act 1990. 

Whilst the introduction of new arrangements has not adversely 

impacted upon fly-tipping within the area the Council is pro-active in 

deterring this crime. This includes the following initiatives:- 

� 

� 

� 

� 

� 

� 

� 

3. Proposals 

The provision of HWRCs for residents to deposit their household 

waste free of charge. 

The provision of a chargeable service for businesses to deposit 

their waste at the Shewalton Landfill site. 

The provision of a chargeable commercial waste collection service 

for businesses. 

Joint working with the Police, communities and other external 

agencies as part of Multi-Agency Problem Solving Groups . These 

groups utilise local intelligence supported by environmental visual 

audits to support actions for implementation to address areas of 

concern, including environmental crime, within local areas. 

The use of information gathered from reports of environmental 

crime enable the targeting of enforcement resources, informing 

joint patrols with the Police, individually by Officers and the 

deployment of mobile CCTV. Improved reporting of environmental 

crime has been enabled through the introduction of the mobile 

phone 'app'. 

Sharing of information with the Scottish Environmental Protection 

Agency (SEPA). 

Use of enforcement powers. In the first three months of the 

current calendar year 9 Fixed Penalty Notices, in respect of 

fly-tipping, have been issued. 

3.1 That the Executive notes the outcomes to date following the 

introduction of charges for the special uplift service and controls at 

HWRCs and the approach taken to minimise fly-tipping. 



4.1 There are no new financial implications arising from the report. 


4.2 There are no further Human Resource implications arising from the 

report. 

214


4.3 There is an extensive regulatory regime in place in respect of waste 

management. The controls in place at HWRCs support the Council in 

complying with these requirements. 

4.3.1 The Environmental Protection Act 1990 contains provisions to enable 

the prosecution of fly-tippers. 

4.3.2 The revised operating models have contributed to a reduction in waste 

managed by the Council and assisted in the achievement of statutory 

targets in respect of recycling and landfill diversion. 


4.4 There are no direct equality issues arising from the report. 


4.5 The revised operating models and supporting controls have 

contributed to a reduction in the amount of waste disposed of to 

landfill. 


4.6 The policy has contributed towards the achievement of the following 

SOA outcomes:- 

� 

� 

� 

11b Partnership working between the public, community and 

voluntary sector has improved. 

14a Recycling of waste has increased and the amount of waste 

going to landfill has decreased. 

15b Public services are more efficient and effective. 


5.1 No consultations have been required in the formulation of this report. 

6. Conclusion 

6.1 The introduction of charges for the special uplift service and controls 

at HWRCs has contributed to more sustainable waste management 

behaviours within the area. Furthermore there has not been an 

increase in the level of fly-tipping within the area and the cleanliness 

of the area, as measured in conjunction with Keep Scotland Beautiful 

through LEAMS, has been maintained. The charges and controls have 

also enabled financial efficiencies of £388,185. 

215

6.2 The Council provides a number of services to deter fly-tipping within 

the area, works with a number of partners to minimise fly-tipping within 

the area and utilises enforcement powers where sufficient evidence is 

available. 

LAURA FRIEL 


Reference : 

For further information please contact Craig Hatton, Head of Environment 

and Related Services on telephone number 01294 541514 


Reports to the Executive of the 8th December 2009, 1st March 2011 and 

11th October 2011. 

216

Subject: 



10 April 2012 


Scottish Futures Trust - Development of Hub 

Initiative 

Purpose: This report updates members on progress of the 

Scottish Futures Trust South West Territory Hub 

Partnership. 

Recommendation: It is recommended that the Executive notes (a) the 

progress report on the hub initiative for the South 

West Territory; (b) the projects submitted for enabling 

funding; and (c) that further progress on the 

development of the hub initiative in the South West 

Territory will be reported to a future Executive 

meeting. 


1.1 At a meeting of the Executive of North Ayrshire on 1 March 2011, 

Members were advised that the Scottish Futures Trust (SFT) had 

proposed that a strategic long-term approach to the procurement of 

public sector based infrastructure projects is required across Scotland. 

The proposal is that 5 geographically based public/ private joint 

venture companies are established to provide development support to 

local Hub Territories across Scotland (all have populations of circa 1 

million). 

1.2 The Executive agreed (a) that the Council engage with the hub 

initiative's South West Territory as a partner in principle; (b) that the 

Chief Executive communicates the final decision from the Council to 

the SFT via the Letter of Intent template; (c) to the Chief Executive 

identifying an appropriate responsible officer and a substitute to 

represent the Council on the South West Territory Board as the Senior 

Responsible Officer (SRO) for the Council; (d) that the SRO or 

substitute identified by the Chief Executive is given the appropriate 

delegated authority to take decisions on behalf of the Council, 

including signing the Memorandum of Understanding; (e) that a 

provisional pipeline of projects is agreed for the hub ; and (f) to note 

that further progress on the development of the hub initiative in the 

South West Territory, including the outcome of a meeting between the 

Chief Executive and the SFT, will be reported to a future meeting of 

the Executive. 

217

1.3 Members asked questions, and received clarification, on: 

� the quality of a recent presentation to Elected Members on the 

hub proposals and the capacity of the SFT to deliver on the 

initiative's potential; 

� the potential for the initiative to provide added value to the Council 

and measures to ensure value for money from participating 

contractors on an ongoing basis; and 

� the Chief Executive's intention to meet with the Chief Executive of 

the SFT to discuss further the hub proposals and convey 

Members' reservations in relation to their delivery. 


2.1 Following the decision in March 2011 North Ayrshire Council now 

forms part of the South West Territory along with other participants: 

North Lanarkshire, South Lanarkshire, Dumfries and Galloway, South 

Ayrshire and East Ayrshire Councils. Joining those authorities in 

partnership are NHS Lanarkshire, NHS Dumfries and Galloway, NHS 

Ayrshire and Arran, Strathclyde Police Board, Dumfries and Galloway 

Police Board, Strathclyde Fire and Rescue Service Board and 

Dumfries and Galloway Fire and Rescue Service Board. The letter of 

intent was issued and the Chief Executive identified an appropriate 

responsible officer and a substitute to represent the Council on the 

South West Territory Board as the Senior Responsible Officer (SRO) 

for the Council and this officer has the appropriate delegated authority 

to take decisions on behalf of the Council, including signing the 

Memorandum of Understanding. 

2.2 The Chief Executive met with the Chief Executive of the SFT to 

discuss further the hub proposals and convey Members' reservations 

in relation to their delivery. This meeting took place at the end of 2011. 

218

2.3 The South West territory hubco is the last to be formed of the 5 

hubcos and the process is now well established. To date, 2 of the 

Hubcos are fully established, South East and North. The East Central 

contract was signed in February 2012 and West was in place at the 

end of March 2012. The Southwest Hub which will be created by the 

Private Sector Development Partner (PSDP) will have the expertise to 

provide various construction procurement mechanisms, tailored to 

meet the participants’ needs over the agreed lifecycle of individual 

projects. For example, in the South East hub, work is well underway 

in Edinburgh, with a new £4.3m library and community facility handed 

over in November 201 1. This new facility will deliver a wide range of 

services on a single campus, including a library, office accommodation 

for a range of Council services, a Day Centre and Adult Learning 

facility, Councillor and MSP Surgeries and Police services. Other 

projects are now underway including construction of health and social 

care facilities and a £10m primary school in East Lothian. 

2.4 The procurement process for the Southwest Territory Hubco is well 

underway. The PQQ selection stage is complete and the shortlist of 

three bidders had been selected; 

� Triarch (comprising Laing O’Rourke PLC, Hochtief Concessions 

AG, Dawn Group Limited and Currie & Brown UK Limited); 

� WMS Partnership (comprising Wellspring Partnership - Morgan 

Sindall Group PLC, Apollo Capital Projects Limited, Community 

Solutions Investment Partners Limited - Miller Corporate Holdings 

Limited and Cyril Sweet Group PLC; 

� Alliance Community Partnerships (comprising Equitix Holdings 

Limited, Kier Scotland, Galliford Try PLC, Davis Langdon LLP and 

John Graham Holdings Limited) 

These Bidders were chosen from seven Pre Qualification 

Questionnaires submitted to the SFT and the South West hub 

programme board. The first bidder has now withdrawn. 

3. Proposals 

3.1 Following the appointment of the PSDP each Participant is required to 

appoint a Participant’s Representative on to the Territory Partnering 

Board who should be appropriately empowered to agree matters on 

behalf of the particular Participant. In addition, each Participant’s 

Representative will act as the effective point of contact with Hubco. 

219

3.2 The shortlisted bidders will now go on to prepare more detailed 

applications which will be submitted in June 2012 and it is expected 

that the Territory Partnering Board (TPB) will select the preferred 

appointed Private Sector Development Partner PSDP in August 2012, 

with the hubco being formed in October 2012. It is anticipated that a 

further report is presented to the relevant Committee of the Council in 

August 2012 to approve the preferred PSDP. 

3.3 SFT has confirmed that financial support will be provided to assist with 

the hub set-up and procurement costs for the South West Territory. 

Funding of £1.4m is available over 5 years to address 

set-up/procurement support, public sector recurrent scheme 

development, programme management and organisational 

development activity. This is now in place. 

3.4 The Scottish Government has also made available £30m of capital 

enabling funds to support the five territories. From this total South 

West hub Territory will receive £5.67m. 

The Government has accepted enabling fund applications from 

participants who have named front runner project in the project 

pipeline. North Ayrshire initially made an application for 

1. Garnock Campus; 

2. Irvine Leisure Centre; and 

3. Montrose House, Arran. 

The application for the Irvine Leisure Centre has since been 

withdrawn as the South West hub and the Leisure Centre 

programmes could not be aligned without disruption to the Leisure 

Centre programme dates. 

The funds are to be used for land acquisition, site enabling works, 

clearance and services works, etc. Award and application of enabling 

funds requires projects to be procured via Hubco. 

The Council expect a final decision on the applications in the 

forthcoming months. 

220

3.5 Hubco (the working title for the company) will be established by 

Scottish Futures Trust (10% shareholding) together with the public 

sector partners (with a total of 30% shareholding) and the PSDP (a 

consortium), who will hold a majority share (60%) in the company. 

Once Hubco is formed, the TPB will transform into the Territory 

Partnering Board to deliver Phase 2, providing strategic input into the 

long-term running of the hub project. The Territory Partnering Board 

will meet regularly (at least once every three months) to review 

performance and financials, to approve each new edition of the 

Territory Delivery Plan (TDP) (annually), to give guidance and 

approval in respect of new project proposals, and to generally manage 

the provision of Partnering Services by Hubco to the Participants. 

3.6 There remains an option of the Council taking a shareholding in 

Hubco with the anticipated share being derived from the total public 

sector 30% allocation. Given the number of organisations participating 

is currently 19; the proportionate shareholding is likely to be in the 

order of 1-2%. 

3.7 The Executive has previously been advised that the revenue support 

for the Garnock project is predicated on the hub being the preferred 

route of procurement as ministerial approval is required to proceed on 

an alternative route. Given this position, the benefits to becoming a 

shareholder in Hubco are the Council will have a more direct 

involvement in the company and the ability to exercise more influence. 

However, this option would be kept under review as matters 

progressed. 

3.8 The Executive is invited to note (a) the progress report on the hub 

initiative for the South West Territory; (b) the projects submitted for 

enabling funding; and (c) that further progress on the development of 

the hub initiative in the South West Territory will be reported to a 

future Executive meeting. 



4.1 The Scottish Futures Trust has indicated that there will be a financial 

benefit realised by the Council within the framework of the 

procurement process. This is not quantifiable at this time. If enabling 

funds are allocated to projects, these projects will require to be 

procured via Hubco. 

221


4.2 The only personnel issues in relation to the report would be for those 

officers identified as being the Council representative on the Territory 

Board and substitute. However, it is expected that this will be 

undertaken within the Council's existing staffing complement. 


4.3 There are no direct legal implications in relation to this report. 


4.4 There are no equality implications. 




4.6 The Council's Corporate Plan 2008-2011 lays out four broad 

perspectives which provide clear strategic direction, inform decisions 

at a corporate and service level and shape resources allocation. This 

report impacts on the following:- 

15a Public perceptions of public services have improved; 

15b Public services are more efficient and effective; and 

15c partnership working has improved. 


5.1 Consultation has taken place with senior officers in Education and 

Skills and Legal Services. 

5.2 Discussions will continue between Finance and Infrastructure (IDS); 

Education and Skills as a potential major customer of Hubco, and to 

ensure the Council's position relating to Hubco involvement is properly 

considered. 

222

6. Conclusion 

6.1 The Hub format is a national structure and a public sector solution 

rather than purely local authority. As such, the scale, viability and 

potential to deliver efficiencies across the public sector give it 

considerable merit. It is also increasingly being seen as both a 

development company and a financing vehicle, either bringing funding 

from the Scottish Government or from the private sector. Should the 

Hub develop in the manner anticipated, council efficiency savings 

could be anticipated, and Southwest hubco will offer the Council clear 

project procurement and delivery choice. 

LAURA FRIEL 


Reference : 

For further information please contact Angus Bodie, Head of Infrastructure 

and Design Services on telephone number 01294 225211. 


None. 

223

224

Subject: 



10 April 2012 


Education and Skills South West Hub - Garnock 

Campus Outline Project Plan 

Purpose: To advise the Executive of the outline project 

management plan to take forward the Garnock 

Campus. 

Recommendation: That the Executive notes (a) the outline project 

delivery plan contained in the report; and (b) that 

updates will be submitted to future meetings as the 

project progresses through key milestones. 


1.1 The Council has been awarded revenue funding support equivalent to 

a capital contribution of £18.8m to deliver a new Garnock Academy 

secondary school. In March 2010, the Education Executive agreed to 

plan for a more ambitious project of a Campus to include a new 

Garnock Academy, the replacement and amalgamation of Moorpark 

and Glengarnock Primary Schools and the replacement of Garnock 

Pool in Kilbirnie. 

1.2 In May 2011, the Executive approved a proposed governance 

structure to deliver the project. The structure can be found in 

Appendix 1. 

1.3 Having secured this funding support, the Council has now completed 

a statutory public consultation (July 2011) and are in the process of 

selecting a preferred site for the campus. 

1.4 The Scottish Futures Trust (SFT) will manage the funding allocation 

on behalf of the Scottish Government and it is understood that North 

Ayrshire Council will procure the new campus through the South West 

hub procurement vehicle which will be ready to receive new projects in 

October 2012. 

225


2.1 In order to enable the Garnock Campus project to make continued 

progress it is necessary to prepare and submit key information to the 

Scottish Government. The Council is required to submit a business 

case to the Scottish Government, develop a detailed project plan and 

establish a Project Delivery Structure. 

Outline Project 

2.2 It is anticipated that the overall timescale for completing the project will 

be 3 years with an expected site start date of summer 2013. The 

overall project may be considered in 2 main parts, namely, the 

preparation of approvals and award of contract via the South West 

hub and thereafter the construction of the new campus contained 

within the programme. 

2.3 The first stage of the programme to award the contract will involve 

making external adviser appointments to assist the project delivery 

team confirming the project is affordable to the Council, producing a 

new project request to specify, evaluate, negotiate the project through 

key stages 1, 2 and onto financial close. 

An outline project programme can be found in Appendix 2. 

Project Development and Management 

2.4 A key element of the Scottish Government requirement is the 

establishment of a project delivery team to take the project forward, 

and this paper develops that. 

2.5 The internal project team will be drawn from: 

� 

� 

� 

� 

� 

An internal project manager. 

An Education and Skills operational representative. 

A financial services representative. 

A corporate landlord representative. 

Administrative support. 

226

2.6 It is further intended that the core team will be assisted as required by 

specific expertise drawn from the undernoted services: 

� 

� 

� 

� 

� 

� 

Education and Skills 

Legal Services 

Planning 

Property Services (Estates) 

Human Resources 

IT Services 

2.7 The remit of the project team will include responsibility for the day to 

day progress and management of the project which will include: 

� 

� 

� 

� 

� 

� 

� 

� 

� 

� 

� 

Appointment of external advisers. 

Preparation of timetable for the procurement process. 

Preparation of information to South West hub and SFT. 

Development of criteria to reach financial close. 

Interviewing consultants. 

Making recommendations to the Project Board. 

Developing the specification. 

Preparing financial information including payment methods. 

Negotiating the detailed contract with South West hub - sub hub 

co. 

Ongoing contract monitoring - construction phase. 

Liaison with SFT. 

2.8 Through a SFT initiative, North Ayrshire Council are working in 

partnership with South Ayrshire, North Lanarkshire and Dumfries and 

Galloway Councils to explore shared opportunities for the design and 

procurement process of the Garnock Campus Project. Any benefits 

which might be realised will be reported to a future committee. 

3. Proposals 

3.1 The Garnock Campus is intended to be delivered through a Design, 

Build, Finance Manage Model through the South West hub 

procurement initiative. The Scottish Government has approved the 

award of two thirds of the capital cost of a new Garnock Academy, 

equivalent to £18.8m paid as revenue support. 

227

3.2 The high level governance for the delivery of the project has been 

approved. There is a further requirement to establish a formal project 

delivery team as described in 2.5. 

3.3 It is therefore proposed that the Executive (a) notes the outline project 

delivery plan contained in the report; and (b) agrees to receive 

updates at future meetings as the project progresses through the key 

milestones. 



4.1 It is anticipated that the funding required to support the project team 

will be drawn from existing resources within each service. 

The cost of external advisers which may include legal, financial, 

technical and insurance will require to be paid at the outset by the 

Council from existing budgets. However, the Scottish Government will 

fund these costs, subject to a cap of £200k, via the unitary charge. 


4.2 There will be human resource implications in terms of the project 

delivery team to lead the project through key stages. These will be 

met from existing resources. 


4.3 There will be legal implications arising from this report in terms of 

procuring external legal advice which will require input from Legal 

Services. 


4.4 There are no implications arising directly from this report. 


4.5 There are no environmental implications arising directly from this 

report. 


4.6 There are no key priorities arising directly from this report. 

228


5.1 The Chief Executive, Directors of Education and Skills and Corporate 

Finance and Infrastructure have been consulted and are in agreement 

with the content of this report. 

6. Conclusion 

6.1 The Executive agreement to this outline plan will allow this project to 

progress. 

CAROL KIRK 

Corporate Director (Education and Skills) 

Reference : MA/SS/JN 

For further information please contact Mark Armstrong, Head of Service on 



None 

229

230

PROJECT 

SPONSOR 

CAROL KIRK 

CORPORATE 

DIRECTOR 

hubco 

GARNOCK CAMPUS PROJECT 

GOVERNANCE 

MANAGEMENT BOARD 

ELECTED CE SERVICE 

MEMBERS OFFICERS 

PROJECT BOARD 

HR LEGAL FINANCE SRO 

MARK ARMSTRONG SENIOR CLIENT TECHNICAL ADVISER 

HEAD OF SERVICE LYNN TAYLOR 

LOGISTICS & INFRASTRUCTURE SERVICE MANAGER 

PROJECT MANAGER 

STEPHEN STORRIE 

PROJECT TEAM 

INTERNAL 

Appendix 1 

231

232

Hub – project development process 

Part 1 

October 2012 

New Project Request 

� Affordability Cap 

� Brief 

� Programme 

� Preparatory work done 

� Novation options 

� Agree comparators and 

adjustments for Project 

Development fee 

Part 2 

Construction 

Period 

August 2013 

June/ July 2015 

January 2013 

Stage 1 Approval 

� Agree affordability cap 

� Agree comparators for 

elements/ components of 

the new project and agree 

any adjustments 

� Pricing cap adjustments 

� Option appraisal 

� Initial design & feasibility 

� Develop preferred option 

� VFM assessment 

Handover 

Occupation 

August 2015 

May 2013 

Stage 2 Approval 

� Develop design 

� Pre-planning Consultation 

� Planning Consent 

� Procure Contractor 

� Confirm VfM 

� Procure FM Contractor 

� Procure Funding 

Operational 

Period 

August 2015 

August 2040 

Appendix 2 

August 2013 

Contract Finalisation 

� Financial Close 

� Conditions Precedent 

� Documentation 

� Resolving residual risks 

� Arrange Finance 

233

234

Subject: 



10 April 2012 


Education and Skills: St. Luke's Primary School: 

Requirement for Extension 

Purpose: To provide the Executive with a report on the outcome 

of the tendering process for the above project as 

requested at the Executive held on 22 November 

2011. 

Recommendation: That the Executive notes the outcome of the tendering 

process. 


1.1 At its meeting on 22 November 2011, the Executive approved the 

project to extend St. Luke's PS which would comprise of a single 

classroom extension with cloak area. This enhancement was required 

as a result of the roll for session 2012/13 increasing to 210 pupils. An 

action note from this was to report back to future Executive meetings 

with the outcome of the tender process and the actual cost of 

delivering the project. 


2.1 This project was commissioned via Infrastructure and Design Services 

on behalf of Education and Skills. Tenders were received at 

Infrastructure and Design Services on 16 March 2012. The successful 

bidder is Clark Contracts Ltd with a contract price of £210,366. This 

was within 2% of the estimated cost of £206,800. Further costs 

including fees and furniture amount to £36,841 bringing the total cost 

of the project to £247,207. Work will begin on site on 23 April 2012 

further to Construction Design Management and Pre-Commencement 

meetings with the headteacher and contractor. 

3. Proposals 

3.1 It is proposed that the Executive notes the outcome of the tendering 

process. 

235



4.1 There is £247,207 approved in the Council's capital plan for this 

project. 


4.2 There are none arising directly from this report. 








4.6 The project will contribute to the delivery of relevant Single Outcome 

Agreement outcomes including: 

3a Opportunities for lifelong learning have increased; 

5a Opportunities to support the positive development of vulnerable 

young children have increased; 

15b Public services are more efficient and effective. 


5.1 Consultation with the following stakeholders has already taken place: 

� 

� 

� 

Headteacher 

Parent Council 

Infrastructure and Design Services 

236

6. Conclusion 

6.1 It is recommended that the Executive notes the content of the report. 

CAROL KIRK 


Reference : MA/LT/CR/JN 

For further information please contact Mark Armstrong, Head of Service on 



None 

237

238

Subject: 

Purpose: 



10 April 2012 


Education Services to Children with Additional 

Support Needs 

To seek approval to (a) re-tender a series of 

Framework Agreements with external service 

providers for the provision of education services to 

children and young people with Additional Support 

Needs who require to be placed outwith the resources 

of North Ayrshire Council; (b) re-tender under EU 

Services Open Procedure; (c) include provision of 

transport services where service providers are 

capable of providing an efficient and cost-effective 

service; and (d) use the Public Contracts Scotland 

(PCS) secure tender submission facility for full 

electronic tendering. 

Recommendation: That the Executive authorises the Corporate Director 

(Education and Skills) to invite tenders from suitably 

experienced and competent service providers using 

the Open Tender procedure in conformity with 

European Union procurement legislation, Scottish 

Government procurement guidance and North 

Ayrshire Council Standing Orders for Contracts. 


1.1. The existing framework operates until August 2012. It was tendered 

using EU Open Procedure in 2009 and is now subject to an obligation 

to re-tender. 

1.2. At present the contract does not include transportation of young 

people to and from their homes, which is currently the subject of 

separate contractual arrangements (approx. £140,000 per year). 

239

1.3. A number of education providers can also provide transportation as 

part of their service offering a more comprehensive, efficient and 

cost-effective service. 

1.4. There is a need to ensure compliance with Scottish Government and 

European Union Legislation. 


2.1. The current Framework Agreement has been used successfully for 

two years and nine months providing efficiency and value for money in 

commissioning these services. A Framework Agreement is essentially 

defined as an agreement or other arrangement between an awarding 

authority and one or more service providers that establishes the terms 

under which the provider will enter into one or more contracts with an 

awarding authority in the period during which the Framework 

Agreement applies. 

2.2. The proposed re-tender of these Framework Agreements would 

ensure that services are advertised in compliance with European 

Procurement Legislation and provide the flexibility to Education and 

Skills to commission services on shorter term contracts. This would 

ensure that services continue to be provided under the Council's terms 

and conditions. 

3. Proposals 

3.1 It is proposed that Education and Skills enters into new Framework 

Agreements with service providers who meet the Council's 

requirements and who can deliver an educational package appropriate 

to the needs of the young person placed there. The duration of the 

Framework Agreements would be three years, with the option to 

extend for a further year. It is intended to issue the invitation to tender 

(ITT) under the European Union procurement process for Open 

Tendering and to request return of tenders through the secure tender 

submission facility on the Public Contracts Scotland website (full 

electronic tendering). 

3.2 Once the Framework Agreements have been awarded, best value 

would be secured by commissioning services using an Individual 

Placement Agreement, under a Framework Agreement, for a duration 

that meets the service user's educational needs whilst not committing 

the Council to a contractual relationship which fails to provide ongoing 

best value. 

240

3.3 The Executive is invited to authorise the Corporate Director (Education 

and Skills) to invite tenders from suitably experienced and competent 

service providers using the Open Tender procedure in conformity with 

European Union procurement legislation, Scottish Government 

procurement guidance and North Ayrshire Council Standing Orders for 

Contracts. 



4.1 It is intended this new procedure should realise potential cash 

efficiencies. 


4.2 None have been identified. 








4.6 This proposal contributes to the Single Outcome Agreement 15c - 

"Public services are more efficient and effective." 


5.1 Consultation has taken place between Education and Skills, Transport 

and the Corporate Procurement Unit. 

241

6. Conclusion 

6.1 The establishment of Framework Agreements would provide 

Education and Skills with both a flexible and compliant route to 

commission education services for children with Additional Support 

Needs. 

6.2 An important part of that flexibility is the inclusion within the 

Framework Agreement of transport, creating a more efficient and 

effective model of provision. 

CAROL KIRK 


Reference : MD/DC 

For further information please contact Mary Docherty, Head of Service, on 

telephone number 01294 324416. 


None 

242

Subject: 



10 April 2012 


Streetscene Operations - Procurement of 

Scheduling Software 

Purpose: To seek approval of the Executive to utilise the 

negotiated procedure to procure scheduling software 

to support Streetscene Operations. 

Recommendation: That the Executive authorises the Head of 

Environment and Related Services, in consultation 

with the Council's Procurement Service, to negotiate 

terms with Whitespace Work Software Ltd to procure 

workflow scheduling software to support Streetscene 

Operations. 


1.1 At its meeting of 24 of May 2011, the Executive approved an 

operational review of Grounds Maintenance, Street Cleansing and 

Cemeteries to create a new integrated delivery model of 'Streetscene'. 

1.2 In order to support the implementation of the recommendations of the 

review and the operation of the new delivery model the Executive also 

agreed a workflow scheduling system be implemented. 

1.3 Provision of £150,000 has been made within the Service Redesign 

Investment Fund to procure a suitable system during 2012/13. A 

further £25,000 has been included in the approved 2012/13 revenue 

budget to meet the anticipated annual licensing costs. 


2.1 An ICT based waste management system has already been procured 

and is currently being implemented. The system has additional 

modules that can be utilised to schedule Streetscene operations. 

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2.2 The purchase of additional modules to the Waste Management 

system provides a number of benefits:- 

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Reduced purchase costs as an interface with the Council's 

Customer Relationship Management system (LAGAN) is 

already in place. Furthermore it will not be necessary to 

purchase a separate IT server as the modules can be hosted 

on the server space purchased for the waste management 

system. 

Reduced licensing and system support costs of maintaining a 

common system. 

Reduced training and familiarisation requirements of the 

system by both back office support staff and front line 

operatives. 

Increased operational efficiencies and knowledge to maintain 

and support both databases and the system as they will be of a 

consistent format. 

2.3 The value of the system, including in-cab units, but excluding 

implementation costs is not expected to exceed £100,000 and 

therefore falls below the threshold at which the European Union 

procurement regulations apply. The Council's Standing Orders 

Relating to Contracts, Paragraph 10.5, allows for the Negotiated 

Tendering procedure to be utilised to extend an existing contract. 

3. Proposals 

3.1 That the Head of Environment and Related Services, in consultation 

with the Council's Procurement Service, negotiates terms with 

Whitespace Work Software Ltd to procure workflow scheduling 

software to support Streetscene Operations. 



4.1 The one off capital cost of purchasing the workflow scheduling 

software is not expected to exceed £100,000. This will be met from 

the £150,000 set aside for this purpose within the Service Redesign 

Investment Fund. A further £25,000 has been included within the 

2012/13 revenue budget to meet the anticipated ongoing licensing 

costs. 

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4.2 There are no Human Resource implications. 


4.3 The value of the capital spend falls below that at which the European 

Union Procurement Regulation apply. 


4.4 There are no equality implications 


4.5 Better scheduling of work will reduce the mileage travelled by 

operational vehicles. This will result in a reduction in the Council's 

carbon footprint. 


4.6 Procuring and implementing workflow scheduling software will 

contribute to a number of key priorities including:- 

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14b: The Public sector's carbon footprint has reduced. 

15a: Public perceptions of public services have improved. 

15b: Public services are more efficient and effective. 


5.1 The Solicitor to the Council and the Council's Procurement Service 

have been consulted upon the proposals. 

6. Conclusion 

6.1 As part of the review of Streetscene operations the Executive agreed 

to procure and implement a workflow scheduling system. The ICT 

Waste Management system has additional modules that can provide 

this requirement. By introducing a common system between the 

Waste Service and Streetscene Operations a number of synergies 

can be achieved. 

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6.2 The Council's Standing Orders Relating to Contracts, paragraph 10.5, 

allows the use of the negotiated procedure to extend an existing 

contract. 

LAURA FRIEL 


Reference : CH/WT/LB 

For further information please contact Craig Hatton, Head of Environment 

and Related Services, on telephone number 01294 541514. 


None 

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