North Ayrshire Council
Comhairle Siorrachd Air a Tuath
Cabinet
A meeting of the Cabinet of North Ayrshire Council will be held remotely on Tuesday,
08 December 2020 at 14:30 to consider the undernoted business.
Arrangements in Terms of COVID-19
In light of the current COVID-19 pandemic, this meeting will be held
remotely in accordance with the provisions of the Local Government
(Scotland) Act 2003. Where possible, the meeting will be live-streamed
and available to view at https://north-ayrshire.public-
|.tv/core/portal/nome. In the event that live-streaming is not possible, a
recording of the meeting will instead be available to view at this location.
1 Declarations of Interest
Members are requested to give notice of any declarations of interest in
respect of items of business on the Agenda.
2 Minutes
The accuracy of the Minutes of the meeting of the Cabinet held on 10
November 2020 will be confirmed and the Minutes signed in accordance
with Paragraph 7 (1) of Schedule 7 of the Local Government (Scotland)
Act 1973 (copy enclosed).
EDUCATION ITEMS FOR DECISION
3 Local Education Phasing Delivery Plan (Revised)
Submit a report by the Executive Director (Communities) on the revised
North Ayrshire Local Education Phasing Delivery Plan (copy enclosed).
GENERAL BUSINESS FOR DECISION
Reports by the Chief Executive
North Ayrshire Council, Cunninghame House, Irvine KA12 8EE
Public Performance Reporting 2019/20
Submit a report by the Head of Democratic Services on 2019/20
public performance reporting and the draft Annual Public Performance
Report 2019/2020 (copy enclosed).
Reports by the Executive Director (Place)
Safer North Ayrshire Strategy 2020-2025
Submit a report by the Executive Director (Place) on the priorities detailed
within the Safer North Ayrshire Strategy 2020-2025 (copy enclosed).
Town Centre Fund 2020-2021
Submit a report by the Executive Director (Place) on the priorities detailed
within the Safer North Ayrshire Strategy 2020-2025 (copy enclosed).
Reports by the Executive Director (Communities)
Community Asset Transfer Applications
Submit a report by the Executive Director (Communities) on proposals to
transfer the ownership of Almswall Pavilion and Football Ground,
Kilwinning and the former Cleansing and Grounds Maintenance Depot,
Ladysmith Road, Kilbirnie Public Park (copy enclosed).
Reports by the Director (Health and Social Care Partnership)
HSCP Budget Monitoring Report
Submit a report by the Director (Health and Social Care Partnership) on
the projected financial outturn for the financial year as at September 2020
(copy enclosed).
Urgent ltems
Any other items which the Chair considers to be urgent.
North Ayrshire Council, Cunninghame House, Irvine KA12 8EE
Webcasting - Virtual Meeting
Please note: this meeting may be recorded/live-streamed to the Council's
internet site, where it will be capable of repeated viewing. At the start of
the meeting, the Provost/Chair will confirm if all or part of the meeting is
being recorded/live-streamed.
You should be aware that the Council is a Data Controller under the Data
Protection Act 2018. Data collected during the webcast will be retained in
accordance with the Council's published policy, including, but not limited
to, for the purpose of keeping historical records and making those records
available via the Council's internet site.
If you are participating in this meeting by invitation, you are consenting to
being filmed and consenting to the use and storage of those images and
sound recordings and any information pertaining to you contained in the
them live-streaming/recording or training purposes and for the purpose of
keeping historical records and making those records available to the
public. If you do not wish to participate in a recording, you should leave
the 'virtual meeting'. This will constitute your revocation of consent.
If you have any queries regarding this, please contact
dataprotectionofficer@north-ayrshire.gov.uk.
North Ayrshire Council, Cunninghame House, Irvine KA12 8EE
Cabinet Sederunt
Elected Members Chair:
Joe Cullinane (Chair)
John Bell (Vice-Chair)
Robert Foster
Alex Gallagher Apologies:
Louise McPhater
Jim Montgomerie
Church Representatives
Attending:
Mr Andrew Bruce
Mr lan Haining
Ms Babs Mowat
Teaching Representative
Ms Jackie MacKenzie
Youth Council Representatives
North Ayrshire Council, Cunninghame House, Irvine KA12 8EE
Cabinet (Education)
10 November 2020 Agenda Item 2
At a Meeting of the Cabinet of North Ayrshire Council at 2.30 p.m. involving
participation by remote electronic means.
Present
Joe Cullinane, John Bell, Robert Foster, Alex Gallagher, Louise McPhater and Jim
Montgomerie; and Jacqui MacKenzie (Teaching Representative), Andrew Bruce, and
Babs Mowat (Church Representatives) (Agenda ltems 1-5).
In Attendance
C. Hatton (Chief Executive), M. Boyd, Head of Service (Finance), D. Forbes, Senior
Manager (Financial Management); F. Walker, Head of Service (People and ICT), E.
Nixon, Senior Manager (Customer Services) and (Chief Executive's); R.
McCutcheon, Executive Director, D. Hammond, Head of Service (Commercial); C.
McAuley, Head of Service (Economic Development and Regeneration); J. Cameron,
senior Manager (Housing Strategy and Development); A. Laurenson (Senior Manager
(Regeneration), and M. Laverty, Team Manager (Housing Strategy) (Place); A. Sutton,
Executive Director (Interim), A. McClelland, Head of Service (Education) and R.
Arthur, Head of Service (Interim) (Connected Communities) (Communities); K.
Yeomans, Director (Growth and Investment); C. Cameron, Head of Service (HSCP
Finance and Transformation) and D. MacRitchie, Senior Manager (Children, Families
and Justice (HSCP); and M. McColm, Senior Manager (Communications), J.
Hutcheson, Senior Communications Officer, E. Gray and A. Little, Committee Services
Officers (Democratic Services).
Apologies for Absence
lain Haining
Chair
Joe Cullinane in the Chair.
1. Declarations of Interest
There were no declarations of interest by Members in terms of Standing Order 10 and
Section 5 of the Code of Conduct for Councillors.
2. Minutes
The accuracy of the Minutes of the Meeting of the Cabinet held on 6 October 2020
was confirmed and the Minutes authorised to be signed in accordance with Paragraph
7 (1) of Schedule 7 of the Local Government (Scotland) Act 1973.
3. Scottish Attainment Challenge in North Ayrshire — Progress Report
Submitted a report and received a presentation by the Executive Director
(Communities) on the impact of the Scottish Attainment Challenge on improved
outcomes for learners in North Ayrshire. A Data & Impact Overview for 2019-2020
was set out at Appendix 1 to the report.
The presentation provided details on primary attainment levels in literacy and
numeracy as well as a focus on the attainment levels of those pupils living in the areas
of highest deprivation within North Ayrshire. Comparisons were also shown between
the attainment level locally and nationally.
Members asked questions and were provided with further information in relation to:
e whether it would be possible to include the 2019/20 academic year in future
data trends given the interruption to classroom learning amid the Covid-19
pandemic;
e what plans are in place to provide assistance to those pupils who struggled to
learn at home and may have fallen behind as a result;
e the process for setting up a remote learning model should a school be forced
to shut and the lessons learned from the first lockdown; and
e whether there had been any reports of reduced socialization among pupils
following the period of remote learning.
The Cabinet unanimously agreed to (a) note the progress made to date; and (b)
receive a further progress report in one year.
4. South West Educational Improvement Collaborative (SWEIC) Annual Plan
2020
Submitted a report by the Executive Director (Communities) on the priorities and
content of the South West Educational Improvement Collaborative (SWEIC) Annual
Plan 2020 as set out at Appendix 1 to the report.
Members asked questions and were provided with further information in relation to the
future of the collaboration and whether funding will be available beyond the current
academic year.
The Cabinet unanimously agreed to (a) approve the SWEIC Annual Plan 2020; and
(b) note the progress to date.
5. Local Education Phasing Delivery Plan (Revised)
The Cabinet was advised that, following a recent Scottish Government update, the
report on the Local Education Phasing Delivery Plan would need to be amended to
reflect the latest guidance. Assurance was provided that the latest requirements and
advice within the updates had been implemented locally.
The Cabinet unanimously agreed to continue consideration the item to the next
meeting to allow the updates to be incorporated into the report.
6. Revenue Budget 2020/21: Financial Performance to 31 August 2020
Submitted a report by the Head of Finance on the financial performance for the Council
at 31 August 2020. Budget reports for each service and the Housing Revenue Account
were set out at Appendices 1-7 of the report, a summary of virement/budget
adjustment requests at Appendix 8 and an overview of the IJB's financial performance
as at Period 3 at Appendix 9.
Members asked questions and were provided with further information in relation to:
e the timeline for the 2020/21 budget setting process; and
e the continued impact of the pandemic upon financial projections
The Cabinet unanimously agreed to (a) note (i) the information and financial
projections outlined in the report and (ii) the current financial projection for the Health
and Social Care Partnership; and (b) approve (i) the earmarking of £1.720m to meet
future year commitments and (ii) the virements detailed in Appendix 8 of the report.
7. Capital Programme Performance to 31 March 2021
Submitted a report by the Head of Finance on the progress in delivering the Capital
Investment Programme for 2020/21 as set out at Appendix 1 to the report. The HRA
Capital Statement was set out at Appendix 2.
Members asked questions and were provided with further information in relation to the
anticipated impact of construction inflation attributable to the pandemic on the cost of
projects detailed in the Capital Investment Programme.
The Cabinet unanimously agreed to (a) approve the revisions to budgets outlined in
the report; and (b) note (i) the General Services and HRA revised budgets at 31 August
2020 and (ii) the forecast expenditure to 31 March 2021.
8. Treasury Management & Investment Mid-Year Report
Submitted a report by the Head of Finance on Treasury Management update for the
period 1 April to 30 September 2020. The Treasury Management and Investment Mid-
Year Report was set out at Appendix 1 to the report.
The Cabinet unanimously agreed to (a) endorse the contents of the Treasury
Management and Investment Mid-Year Report for 2020/21; and (b) note the Prudential
and Treasury Indicators contained therein.
9. myaccount — Customer Authentication for Online Services
Submitted a report by the Head of People and ICT on myaccount and the benefits of
using this as the authentication method for North Ayrshire Council online services.
The Cabinet unanimously agreed that (a) the Council use myaccount for
authentication for online services on the new Customer Relationship Management
system; (b) the Yoti app be used for level 3 verification, linked with myaccount; and (c)
no existing online customer data or case data be migrated to the new Customer
Relationship Management System.
10. Strategic Housing Investment Plan 2021 - 2026
Submitted a report by the Executive Director (Place) on the Strategic Housing
Investment Plan 2021 - 2026 as set out at Appendix 1 to the report.
The Cabinet unanimously agreed to (a) approve the Strategic Housing Investment
Plan 2021-2026 for submission to Scottish Government; and (b) give delegated
authority to the Executive Director (Place) and the Cabinet Member for the Green
New Deal and Sustainability to liaise directly with the Scottish Government in
agreeing the North Ayrshire development programme and the rescheduling of
projects as required.
11. Roads Winter Service and Weather Emergencies Plan 2020-21
Submitted a report by the Executive Director (Place) on the Roads Winter Service
and Weather Emergencies Plan 2020/21 as set out at Appendix 2 to the report. The
Winter Preparation Action Plan 2020/21 was set out at Appendix 1.
The Cabinet unanimously agreed to (a) approve the Roads Winter Service and
Weather Emergencies Plan 2020/21; and (b) note the preparations and
developments contained in the Winter Preparation Action Plan.
12. Millport Coastal Flood Protection Scheme - Final Scheme
Submitted a report by the Executive Director (Place) on final confirmation of the
scheme and the proposed next steps. The objections received to the project were
collated and set out at Appendix 1 to the report.
Having considered the contents of the objections to the project, the Cabinet
unanimously agreed to (a) approve (i) the scheme without modification; and (ii) the
commencement of the final design of the scheme; and (b) note the indicative project
timescale as detailed in Section 2.14 of the report.
13. Millburn Flood Protection Scheme - Isle of Cumbrae
Submitted a report by the Executive Director (Place) on the development of the
Millburn Flood Protection Scheme. A summary of the community consultation
process was set out at Appendix 1 to the report.
The Cabinet unanimously agreed to (a) note the feedback from the recent community
consultations on the scheme options; and (b) approve the preferred scheme option
and submission.
Councillor McPhater left the meeting at this point.
14. Lochshore Regeneration Project
Submitted a report by the Executive Director (Place) on the delivery of the strategic
regeneration of Lochshore.
The Cabinet unanimously agreed to (a) approve the transfer of land owned by
Scottish Enterprise to the Council at nil value to facilitate the wider regeneration
proposals; and (b) note (i) the significant progress made in securing £3.45m of the
required £3.6m funding required to deliver the proposed Garnock Visitor &
Community Hub, (ii) the proposed implementation of early phase projects including
the Garnock Visitor and Community Hub and proposed access improvements, play
facilities and planting which will contribute to the regeneration of the area and (iil) the
intention to utilise the Lochshore site as a key location for tree planting as part of the
Council's net-zero aspirations.
15. Proposals for Street Naming
Submitted a report by the Executive Director (Communities) seeking approval for a
street name within the residential development on land which was formerly St
Brendan’s RC Church in Corrie Crescent, Saltcoats. The Council’s street naming
and numbering guidance was set out at Appendix 1 to the report, location plans at
Appendix 2 and Cunninghame Housing Association’s supporting statement at
Appendix 3.
The Cabinet unanimously agreed to (a) note the exceptional circumstances; and (b)
approve the street name recommended by the Three Towns Locality Partnership,
namely ‘Janet Strang Court’.
16. Ayrshire Growth Deal Update
Submitted a report by the Director (Growth and Investment) on the progress of North
Ayrshire Council's Ayrshire Growth Deal Projects.
The Cabinet unanimously agreed to note the progress made in developing the suite
of projects forming part of North Ayrshire Council's Ayrshire Growth Deal portfolio.
17. Chief Social Work Officer Annual Report
Submitted a report by the Director (Health and Social Care Partnership) on the Chief
social Worker’s annual report as set out at Appendix 1 of the report.
The Cabinet unanimously agreed to note and endorse the Chief Social Worker’s
annual report.
18. Exclusion of the Public
The Cabinet resolved in terms of Section 50(A)4 of the Local Government (Scotland)
Act 1973, to exclude from the Meeting the press and the public for the following item
of business on the grounds indicated in terms of Paragraph 9 of Part 1 of Schedule
7A of the Act.
The Chair noted that confirmation had been received that the webcast of the meeting
had been terminated at this point.
18.1 Lease of Gateway Building 13 Irvine Enterprise Area
Submitted a report by the Executive Director (Place) on letting of the Gateway Building
in i3, Irvine Enterprise Area.
The Cabinet unanimously agreed to the recommendations as set out in the report.
10
Agenda Item 3
NORTH AYRSHIRE COUNCIL
8 December 2020
Cabinet
Title: Local Education Phasing Delivery Plan (Revised)
Purpose: To seek Cabinet approval on the revised North Ayrshire Local
Education Phasing Delivery Plan.
Recommendation: That Cabinet:
i) Notes the continued progress that has been made in
response to Scottish Government legislation; and
ii) Approves the revised Local Education Phasing Delivery
Plan.
1.1
1.2
1.3
1.4
Executive Summary
On 30^ of June 2020, Cabinet approved North Ayrshire's Local Education Phasing
Delivery Plan (LPDP). This set out North Ayrshire’s approach to restoring in-school
learning; to providing remote learning (the “Contingency Plan”); and delivering childcare
for vulnerable children and families of key workers.
Scottish Government announced on the 30^ of July 2020 that all schools should reopen
full-time from the 11' of August 2020 and that arrangements, such as blended learning,
should remain in place as a contingency.
As a result, North Ayrshire's Local Education Phasing Delivery Plan has been updated
to reflect the steps taken to ensure the safe return of over 18,000 learners and 2000
staff across North Ayrshire in August 2020.
The revised Local Education Phasing Delivery Plan is included at Appendix 1. The key
changes include:
e Removal of a requirement for 2-metre physical distancing between pupils across the
school estate & school transport.
e Updates to the establishment risk assessment template, which must be completed
by all education settings, to reflect Health and Safety Executive guidance as well as
national and clinical advice.
e Anew requirement for pupils and staff to wear face coverings in secondary school
common areas as well as the option to wear them in learning settings if they choose.
11
2.1
2.2
2.2
2.3
2.4
2.5
2.6
e Further information on how education establishments should respond in the event
of a suspected Covid-19 case or outbreak.
e Revised contingency arrangements should a pupil, class or whole school be required
to self-isolate.
e Additional information on remote and online learning provision
e Information on additional staffing recruited as a response to the return to in-school
learning.
Background
North Ayrshire’s Local Education Phasing Delivery Plan was created in response to
Scottish Government's “Excellence and Equity During the Covid-19 Pandemic” and
“Strategic framework for reopening schools, early learning and childcare provision”
guidance. These documents informed the local authority's approach to restoring in-
school learning; providing at home learning; and delivering childcare for vulnerable
children and families of key workers during the first wave of the pandemic.
scottish Government's strategic framework indicated a combination of factors which
meant that a blended model of in-school and at home learning was likely for most pupils,
at least during the initial phase of re-opening of schools. This informed the decision to
develop blended learning plans, which would have resulted in learners' education being
split part-time between school and at home learning.
Due to the publication of revised scientific advice, Scottish Government announced on
the 23'* of June that physical distancing would not be required between learners in
education settings. This also extended to school transport which has been viewed as
an extension of the school estate. This was followed by Scottish Government
announcing on the 30" of July that all pupils should return to full-time in school education
from the 11" of August onwards.
In response to the expectations outlined in the national framework and Scottish
Government's Education Continuity Directions, North Ayrshire Council established an
Education Recovery Board which facilitated effective partnership working across the
Council to implement national legislation and this included the creation of the Local
Education Phasing Delivery Plan.
Due to the changing nature of the Covid-19 pandemic, it was agreed by Cabinet that
the Local Phasing Delivery Plan should remain a live document which would be
amended to reflect further developments. This document has been provided at
Appendix 1 and updates are highlighted in the version control contents page and in red
font within the plan.
ocottish Government's Education Continuity (No. 5) requires each education authority
to prepare contingency plans which can be used immediately in the event of a local
coronavirus outbreak. This has been incorporated in the revised Local Education
Phasing Delivery Plan.
In addition, all education establishments developed local arrangements, specific to their
individual contexts, should these contingencies need to be implemented in response to
confirmed Covid cases.
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2./
2.8
2.9
A major development, since the first version of Local Phasing Delivery Plan was
approved by Cabinet, has been the purchase of additional ICT devices and connectivity
for pupils at risk of digital exclusion if remote learning is required. North Ayrshire Council
received £ 551,172 from Scottish Government's digital inclusion fund and has invested
a further £318,960 to meet identified need. This has included the purchase of:
e 1217 wifi ¡Pads
e 189 cellular iPads
e 306 MiFi units
e 900 chromebook laptops
e 582 anywhere SIMs for 12 months
In addition, remote learning also continues to be supported through the on-going
development of digital learning resources locally via Glow. Some schools have also
adopted digital approaches to issuing homework and piloted the use of digital
technology to hold virtual whole school assemblies. VSCENE, which is an education
specific video collaboration tool, is now in place for remote learning and will complement
the on-going expansion of the national e-Sgoil learning and teaching platform.
North Ayrshire has also enhanced school staffing in response to the on-going pandemic.
This has resulted in the recruitment of a total of 50 additional teachers and 8 classroom
assistants for the current academic year and the retention of existing enhanced
classroom assistant levels in the first half of the year to support a successful transition
back to in-school learning.
2.10 The projected impact and implications, including financial, of implementing blended
learning plans (including the staffing and ICT implications) were reported to Cabinet on
30^ June. These are under continuous review, and the situation remains fluid as local
cases and outbreaks influence financial and operational decision making.
2.11 In relation to health and safety and in-school arrangements to safeguard staff and pupils,
3.
3.1
the HSE has visited a number of North Ayrshire establishments and is satisfied with the
current and ongoing measures being implemented to respond to Covid-related
circumstances.
Proposals
It is proposed that Cabinet:
1) Notes the continued progress that has been made in response to Scottish
Government legislation; and
ii) Approves the revised Local Education Phasing Delivery Plan.
13
4. Implications/Socio-economic Duty
Financial
4.1 As noted in 2.9 the financial implications associated with the implementation of blended
learning are being continually influenced by local circumstances. Further updates will
be provided as part of the Covid finance reporting schedules.
Human Resources
4.2 Implementation of blended learning plans have resulted in the need to recruit additional
staff to cover potential staff absence related to Covid-19. This is being reviewed on an
ongoing basis. Contractual arrangements have been made to identify and employ
additional staff already to support service continuity.
Legal
4.3 The Local Phasing Delivery Plan has been developed to take account of existing
statutory duties relevant to the provision of education and all five Educational Continuity
Directions issued to Education Authorities by the Scottish Government during the
pandemic.
Equality/Socio-economic
4.4 A range of measures have been developed within the LPDP to ensure that the
arrangements are responsive to a range of needs, including deprivation and health and
wellbeing.
Environmental and Sustainability
4.5 None
Key Priorities
4.6 Council priorities:
e Children and young people have the best start in life.
e Active and strong communities.
e Inclusive, growing and enterprising local economy.
Community Wealth Building
4.7 The commitment to continued employment of supply staff and local funded providers
respects our commitment to local employment and procurement. For example, we have
worked closely with our funded providers to ensure appropriate delivery of early years
and childcare in a way which supports their business objectives, and school meals
continue to be sourced locally.
14
5. Consultation
5.1 Consultation takes place at the Education Recovery Board, which has representatives
from services across the Council and Trade Union representatives.
Audrey Sutton
Interim Executive Director
For further information please contact Caroline Amos/ Andrew McClelland, Head of
Service, on 01294 324416 or 01294 324413.
Background Papers
0
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NORTH AYRSHIRE
COUNCIL
A
North Ayrshire Council
Comhairle Siorrachd Air a Tuath
EDUCATION RESILIENCE
PLANNING
Managing Risk / Prioritising Safety and Wellbeing / Ensuring Learning
Continuity
Version 3 — November 2020
Version Control
Version | Date of Section Changed Reason for Change Update Summary
Issue
July 2020 | Initial Document NEM
1
Version | Sept Our Phased Approach | Revised Contingency Removed
2 2020 Plans
Section 2 — Factor 1 In line with revised SG | Update
Guidance
Section 2 - Staff who In line with revised SG Additional Section
were shielding or are Guidance
clinically vulnerable
required to self-isolate | Guidance
required to quarantine | Guidance
Section 2 — Staff In line with revised SG | Additional Section
absent due to Guidance
childcare
Section 2 — Children In line with revised SG | Update
who are shielding and | Guidance
clinically vulnerable
Section 5 — Sector In line with revised SG New Section
Advice Card Guidance
Section 7 - Curriculum | In line with revised SG | Additional bullet for
Guidance Senior Phase/College
attendance with links
to College
arrangements
documentation
Section 8 — Physical In line with Education New Section
Education and Home Scotland Guidance
Economics
Scotland Guidance
International Travel Guidance
Section 11 — School In line with revised SG | New Section
Trips including Guidance
Overnight Stays
In line with revised SG | New Section
Clubs Guidance
Section 17 — In line with revised SG | New Section
Movement Between Guidance
Schools
Spaces Guidance
Section 21 — Break In line with revised SG | Update on cleaning of
and Lunchtimes Guidance dining room furniture
and availability of
17
drinking water.
Wearing of face
communal areas.
Section 22 — Staff Updated Advice Staff layouts to be
Areas adhered to
Section 23 — Hygiene | In line with revised SG | Minor revision to
Guidance wording and revised
guidance on
ventilation systems
Section 26 — Health General Update Availability of PPE
and Safety Matters
Section 27 — Risk General Update To share risk
Assessments assessments with
staff
Covid-19 paragraph
Section 29 — Process New Section Includes links to the
for Display of Process Maps
Symptoms and an
Identified Outbreak
Section 30 — Face
Coverings
In line with revised SG
Guidance
Use of face coverings
in communal areas
and use of FFP3 type
face coverings
To reflect current
processes for testing
In line with revised SG
Guidance
Section 31 — Test,
Trace, Isolate and
Support (Test and of staff, children,
Protect) parents and carers
and Personal Care Guidance coverings
oection 33 - Staffing In line with revised SG | Updates on shielding
Guidance and clinically
vulnerable staff and
mitigation of staff
absence
Communications processes
Section 37 — New Section With examples
Contingency
Arrangements
Version | Nov 2020 | Section 2 — Mitigating | In line with revised SG | Details of protection
3 Factors for COVID-19 | Guidance — 30 Oct levels added. Section
2020 on face coverings
moved from Section
37
Section 6 - Schools In line with revised SG | Additions
Guidance — 30 Oct ASN - updates risk
2020 assessments
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Secondary — SQA
Information
Section 7 — Early In line with revised SG | New Section
Learning and Guidance — 30 Oct
Childcare Settings 2020
ection 8 - Curriculum New Guidance on E- National E-Learning
Learning offer to support a
blended approach to
learning
Section 9 - PE In line with revised Separated from HE
Education Scotland and new guidance
Guidance 2 November | protection levels
2020
Section 10 — In line with revised New Section
Changing Rooms Education Scotland
Guidance 2 November
2020
Section 12 - Music In line with revised Follow SAGE advice
Education Scotland
Guidance 2 November
2020
Section 13 — Art, In line with revised New Section
Design and Education Scotland
Photography Guidance 2 November
2020
Section 14 — Dance In line with revised New Section
and Drama Education Scotland
Guidance 2 November
2020
Section 15 — Science | In line with revised New Section
and Practical SSERC Guidance - 1
oessions and 7 Sep 2020
section 19 — School In line with revised SG | Face coverings
Day Guidance — 30 Oct
2020
Section 22 - Visitors In line with revised SG | Face coverings
Guidance — 30 Oct
2020
Section 23 — In line with revised SG | Face coverings and
Movement Between Guidance — 30 Oct limit attendance
ochools 2020
Section 24 — In line with revised SG | Face coverings and
Staff/Pupil Movement | Guidance — 30 Oct reinstatement of fire
2020 drills
Section 25 — Teaching | In line with revised SG | Addition of protection
Spaces Guidance — 30 Oct levels and face
2020 coverings
4
19
Section 27 — Breaks
and Lunch
Section 28 — Staff
Areas
Section 29 - Hygiene
Section 30 —
Equipment and
Resources
Section 32 — Health
and Safety Matters
Section 35 —
Ventilation and
Temperature
Section 37 — Test and
Protect
section 39 - Staffing
In line with revised SG
Guidance — 30 Oct
2020
In line with revised SG
Guidance — 30 Oct
2020
In line with revised SG
Guidance — 30 Oct
2020
In line with revised SG
Guidance — 30 Oct
2020
In line with guidance
from NAC Corporate
Health and Safety
In line with revised SG
Guidance — 30 Oct
2020
In line with revised SG
Guidance — 30 Oct
2020
Face coverings
Face coverings
Updated Information
on ELC use of anti-
bac gel and
toothbrushing
Handling of jotters
and quarantining
Addition of emergency
evacuations
New Section
Addition of
inconclusive testing
addition of SEEMIS
COVID-19 codes
Protection levels and
Guidance for pregnant
employees added
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Version 3 — November 2020
Contents
ME TORON O MEE T EEEE E 2
CONTEN passo 6
A ION ett titrant tees oe IA 8
2. Mitigating Factors Tor GOVT Osc e sinis Ghil 9
SI A EAEE AEE AEA EAER 13
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0 PAYSICAl EQUGAUON P ——————————————— 9 20
10: GhanGing: AMS: A 20
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12: MUSIC AA A ee ee eee ee 21
ta. An, Desidniana PhnotóograDbhy DENN irrita 21
14, Dance ana DAMA ins AAA A enr 21
15. Science:ana Practical WO mmmmvuwwwewvwwwvvvwvvvwwvwvvwvwvvva 22
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1. Introduction
Together, every day, we will try to do the right thing.
Throughout the pandemic, North Ayrshire's education service has continued to deliver
learning to the many children and young people in its care. During lockdown, our staff
worked hard to deliver a range of educational activities; they produced and shared
resources and provided online materials. Our Head Teachers ensured that our
children and young people remained connected to their school communities and they
were particularly vigilant in relation to our most vulnerable children and families.
The duty of our service is to deliver a high quality curricular experience to all our pupils
and early years children and our task for recovery is to ensure that we respond
professionally and responsibly to the challenge of a new delivery model in the context
of a pandemic. Children must continue to learn, develop and progress
This plan is North Ayrshire Council's (NAC) approach to the reopening of schools and
early learning and childcare (ELC) settings across North Ayrshire and the ongoing
delivery of education. It is cognisant of Scottish Government and Public Health
guidance, which will continue to be updated following further reviews.
North Ayrshire Council's top priority is to ensure the safety and wellbeing of our
children, young people, staff and communities and this is reflected throughout our
plans for the range of learning models required in our early years, primary and
secondary education establishments. International and local guidance highlights to
Head Teachers, the need for effective hygiene measures to supress the virus and
further details have been provided within this document.
Our plan supports the following key principles:
Nurturing Wellbeing and
Health & Safety Approaches Resilience
Equity and Fairness Learning Rights of the Child
Collaboration
& Collegialit
In order to support the development and review of this plan, NAC has worked
collaboratively with a range of partners including national bodies, trade unions,
neighbouring local authorities and education establishment leadership teams to
ensure a wide range of views have been considered and our key challenges and
opportunities highlighted.
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Whilst there is a need for centralised guidance to ensure a holistic approach for our
educational establishments Education recognises much of this will be context specific
and different solutions may exist at a local level. As a result of this, establishment
leadership teams will be supported through this plan's principles to make informed
local decisions which reflect the needs of their learners, staff and wider community.
The priority considerations outlined within this plan are as follows:
= The health and wellbeing of our school communities
= The delivery of an appropriate curriculum
= Continuity of learning for children and young people during periods of quarantine,
self-isolation or temporary school closure
= All planning will be based on relevant medical and scientific evidence
= Health and Safety measures should be in place, including appropriate and effective
risk assessment to prevent the spread of the virus
= We will adopt a 2m radius in our approach to physical distancing planning. All
available indoor and outdoor learning spaces should be utilised to maximise the
available space and promote physical distancing where possible.
As we respond to meet the needs of our pupils, families and communities during this
global pandemic, we endeavour to work together to ensure that all children and young
people in North Ayrshire experience the best start in life and are able to attain and
achieve their full potential. This plan provides further detail of the approach we have
taken as we embark on this journey together.
2. Mitigating Factors for Covid-19
2.1 Factor 1: Protection Levels
Protection Levels are set, reviewed and changed by the Scottish Government. All
staff must be aware of the Protection Level in place in North Ayrshire.
Protection Level 0 — 2
Face coverings should be worn by adults where they cannot keep 2m away from other
adults and / or children and young people across primary and secondary. Within ELC
and childcare models there is no requirement to wear a face covering in early stage
and P1 and P2. The "sustained period" of close contact for 15-minutes no longer
applies.
Protection Level 3 — 4 Enhanced Protective Measures
In North Ayrshire face coverings should be worn by adults at all times where they
cannot keep 2m from other adults and/or children and young people in primary and
secondary schools (with some exceptions for P1-P2).
Face coverings should be worn by adults in Early Learning and Childcare settings
when physical distancing is not possible but are not mandatory when interacting with
children.
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Face coverings should be worn by parents and other visitors to any school site
(whether entering the school grounds or building), including drop-off and pick-up times.
2.1.1 Face Coverings
e As North Ayrshire is currently in Level 3, pupils in the senior phase (S4-S6) and
their teachers and support staff should wear face coverings in classrooms, as well
as when they are moving around the school and in communal areas.
e Face coverings should be used by adults and secondary pupils when moving
around settings, communal areas, staff rooms, administrative areas or canteens
across all school settings. Some staff will be exempt from wearing face coverings
for medical reasons. Anyone who believes they are exempt should make an
application for an exemption card via the attached link.
https://exempt.scot/face-covering-exemptions/
Classroom assistants and those supporting children with additional support needs,
who routinely have to work within 2m of secondary-aged young people, should wear
face coverings as a general rule. However, the use of opaque face coverings should
be balanced with the wellbeing and needs of the young person - appropriate use of
transparent face coverings may help in these circumstances.
No-one should be excluded from education on the grounds that they are not wearing
a face covering. As is usual, if there are any concerns about a child or young person
behaving or acting in a way which does not align with school policy or procedure, their
behaviour or actions should be discussed with them to resolve those concerns as
quickly as possible.
Guidance is available for curriculum-based subjects and can be found in the Education
Scotland Hub.
https://www.gov.scot/binaries/content/documents/govscot/publications/strategy-
plan/2020/10/covid-19-scotlands-strategic-framework/documents/annex-1 -
protection-levels-framework/annex-1 -protection-levels-
framework/govscot?e3Adocument/annex-1-protection-levels-framework. pdf
2.1.2 Attendance at school/workplace
Protection Level 0-2
It is anticipated that normal school attendance can be maintained however, if
parents/carers or staff raise concerns they should be discussed and managed
appropriately.
Protection Level 3
Parents/Carers should discuss with their GP or clinician whether children with the
highest clinical risk should still attend school/ELC.
Head Teachers and Heads of Centres should ensure that individualised risk
assessments for staff members with the highest clinical risk are in place and updated
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appropriately, and staff should speak to their line manager to ensure all appropriate
protections are in place. Consideration should be given to supportive discussions with
Occupational Health.
Decisions on appropriate protections should be informed by the individualised risk
assessments, and may include protective measures in the workplace, such as working
remotely (e.g. at home or in different settings) or carrying out different tasks within
their usual workplace. If protections cannot be put in place, staff can discuss with their
line manager whether a fit note is required from their GP or clinician.
Protection Level 4 - Enhanced and Targeted Protective Measures
Children and young people who are in the shielding grouping should not attend
school/ELC. However, further consideration should be given to the use of
individualised risk assessments to maximise school attendance and increase access
to regulated childcare service, for children who continue to shield during Level 4
restrictions.
The risk assessments should be informed by guidance from the secondary care
(hospital) clinical team managing the health needs of the child or young person.
For staff at the highest clinical risk, the Head Teacher or Head of Centre should ensure
that an individualised risk assessment is completed and in place. At Level 4, to provide
additional assurance, the Chief Medical Officer will issue a letter which is similar to a
fit note that will last for as long as the local area is under Level 4 restrictions. This letter
can be used in the few cases where, following updating of risk assessments and
discussions with employers, it is not possible to make a workplace safe for staff. Being
in receipt of one of these letters does not automatically mean that staff should not
attend work if appropriate protections and controls are in place.
Staff should use the period covered by the letter to discuss any concerns further with
their employer or an occupational health adviser. If, on completing the individualised
risk assessment, the actions result in adequate protections in the workplace, then they
may continue to attend work.
2.2 Factor 2: Physical Distancing
A 2m physical distancing approach has been adopted within all establishments both
between staff members and between staff members and pupils. This measure is in
line with scientific and medical guidance and is current at the time of writing. However,
this measure may be adapted following Scottish Government guidance and any
accommodation arrangements should be flexible enough to permit future changes.
All schools have been supported by Property Management & Investment (PMI)
through a measurement exercise which advises on the maximum numbers of persons
in each space where physical distancing applies. This will include non-teaching spaces
such as staff areas and school kitchens, where physical distancing will also be
required.
Early years and primary school children do not need to physically distance from each
other, but staff should remain physically distanced from children, where possible.
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secondary schools should encourage distancing wherever practicable between young
people, particularly in the senior phase.
All schools must do their utmost to encourage and maximise opportunities to maintain
as much distance as possible, within the constraints of school timetabling, physical
building layout and other factors.
Wherever possible, efforts should be made to keep children and young people within
the same groups for the duration of the school day.
2.3 Factor 3: Responding to Covid-19
Responding to Covid-19
The Risk Assessment document for each school will clearly advise staff on the correct
procedure to be undertaken should anyone display Covid-19 symptoms during the
school day. The NAC general process for how to respond to someone displaying
symptoms in a school/EYC is accessible via NAC Glow Education Sharepoint here:
NAC Process for Display of Symptoms
lí anyone in an education or childcare setting becomes unwell with a new, continuous
cough or a high temperature, or has a loss of, or change in, their normal sense of taste
or smell (anosmia), they must be sent home and advised to follow the HPS non-
healthcare settings guidance:
= If achild is awaiting collection, they should be moved, if possible, to a room where
they can be isolated behind a closed door, depending on the age of the child and
with appropriate adult supervision if required. Ideally, a window should be opened
for ventilation. If it is not possible to isolate them, move them to an area which is at
least 2m away from other people.
= If they need to go to the bathroom while waiting to be collected, they should use a
separate bathroom if possible. The bathroom should be cleaned and disinfected
using standard cleaning products before being used by anyone else.
= PPE should be worn by staff caring for the child while they await collection if a
distance of 2 metres cannot be maintained (such as for a very young child or a
child with complex needs).
"= |n an emergency, call 999 if they are seriously ill or injured or their life is at risk.
= Schools should adhere to the Test and Protect guidance.
= Further information can be found in the corporate FAQ document
Staff who were shielding or are clinically vulnerable
Shielding has been paused and those who are medically assessed as clinically
vulnerable should complete a personal occupational risk assessment to determine
whether the risk is low enough for them to return to the workplace with the appropriate
mitigations in place.
lf assessed as not able to return to the workplace then the employee will be provided
with work to do at home and this situation will be reviewed on a regular basis.
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These staff may be involved in:
"= Lesson planning
= Interactive education delivery
= Any other roles which can be done from home and as directed by the Head Teacher
Staff who are required to self-isolate
Information on staff who are required to self-isolate can be found in North Ayrshire
Council's Corporate FAQ document
Staff who are required to quarantine
Information on staff who are required to quarantine can be found in North Ayrshire
Council's Corporate FAQ document
Staff who are absent due to childcare
If a member of staff is absent because their child has Covid-19 or Covid-19 symptoms,
they would be required to isolate as detailed in the FAQ document. If a member of
staff is absent because their child is otherwise unwell, the usual special leave
provisions for care of a dependant would apply.
Black, Asian and Minority Ethnic Groups
The concerns within Minority Ethnic communities must be recognised and individual
requests for additional protections should be supported wherever possible.
Head Teachers/Heads of Centre must have sensitive, supportive conversations with
all Minority Ethnic staff, which consider their health, safety and psychological wellbeing
and personal views and concerns about risk. Wellbeing support services should be
promoted to all Minority Ethnic staff.
Children who were shielding or are clinically vulnerable
A small minority of children will fall into this category, and parents/carers should follow
medical advice if their child is in this category.
Where a child is identified as clinically vulnerable, schools will work with parents to
ensure appropriate work and support can be provided.
In Protection Levels 0 — 2, pupils with the highest clinical risk can continue to attend
school/ELC and follow the advice to the general population. Enhanced measures
apply to children and young people, at highest clinical risk in schools at Protection
Level 3 and 4.
3. Buildings
Buildings
North Ayrshire Council's Facilities Management Service is responsible for cleaning
and the provision of cleaning resources in most schools in North Ayrshire. For Stanley
Primary School, Arran High School, Greenwood Academy and St Matthew's Academy,
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this provision is undertaken by Mitie who are the Facility Managers under the PPP
contract.
The Education Service has worked closely with identified officers from these Services
to ensure appropriate signage and hygiene facilities are provided in all establishments.
This includes the provision of hand sanitiser and soap, in line with the risk
assessments carried out in each building and school delivery plans developed by head
teachers with guidance provided by Council officers through onsite visits to
establishments.
Utilisation of buildings
As outlined above and during Phase 3 of the Scottish Government's Recovery
Programme, all school buildings will be open for use. All schools must comply with
their risk assessment, health and safety requirements and Scottish Government
directions.
It remains the responsibility of each education establishment leadership team to
manage risk assessments for their context with support and guidance available
centrally from Corporate Health & Safety and the Education Infrastructure team.
Each education establishment was supported to prepare for the return of staff and
pupils through a visit by Council Officers with specialist knowledge of the various
service delivery areas. This included officers from Education Infrastructure, Facilities
Management, Building Services, Property Management and Investment (PMI) and
Health & Safety.
Officers were able to offer support and advice for Head Teachers in completing a pro-
forma planning document and risk assessment for their establishment. The document
templates were approved centrally, to ensure fairness and consistency of approach
across North Ayrshire.
4. The “Covid-Ready” Capacities of Schools
NAC officers have undertaken an exercise to establish the notional capacity of each
space in each school, should the current advice on physical distancing change in the
future.
It is recognised however that no two schools are the same or operate in the same way.
This will require each Head Teacher to consider the indicative capacity information
provided to them and apply knowledge of their local factors. Head Teachers have
been provided with layout plans showing the indicative capacity of spaces within their
school.
schools have been encouraged to utilise all available spaces within their buildings in
order to provide suitable accommodation whilst observing current restrictions.
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5. Sector Advice Card
This reference document was designed by Scottish Government to guide action to
prevent the spread of Covid-19; to support workplace communications and training;
and to describe the action to be taken in the event of an outbreak. Separate cards
have been produced for various sectors of public life. The Sector Advice Card for
schools is available through the NAC Glow Education Sharepoint site and covers the
following topics:
= Additional Information with associated links
= Prevent and spread of Covid-19 in Schools
= Workplace Communication — Schools
= Actions in the Event of a Suspected Outbreak — Schools
It is recommended that this document be displayed in schools.
6. Schools
Primary schools
The local authority seeks to maximise the amount of in-school teaching time and this
is reflected in school attendance models. Any changes to school operating times have
been made to maximise class contact time and are aligned to local agreements on
teacher contact.
Facilities Management will provide an enhanced cleaning regime during the week.
This will include additional hours for cleaning throughout the school day, with a focus
on touch points such as handrails, door handles etc.
All existing NCCT working agreements remain in place. Arrangements for part time,
temporary and non-teaching staff will be managed by school leadership teams to
ensure this meets the needs of the local context.
For the early stage (P1-P2), schools may consider making use of ELC models of
managing children’s interactions and other mitigations, where appropriate, particularly
when adopting a play-based approach.
ASN schools
In recognition of the bespoke nature of ASN school provision and the need to
safeguard the welfare and wellbeing of some of our most vulnerable children, bespoke
plans are in place for each individual pupil. These take account of any updated risk
assessment and will be coordinated by ASN school Head Teachers with support from
the Education Senior Management Team and the ASN Campus Head Teacher.
These risk assessments need to be reviewed regularly taking account of:
= the minimum space required to ensure the required 2m physical distancing
between adults who might be in a classroom
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= the mitigations which may require to be adopted according to the nature of activity
being undertaken and individual pupil needs
= the appropriate mitigations needed to address infection control and pupils needs
to keep children, young people and staff safe
= the risk associated with planned learning activities which require adults to be in
close contact with each other and with pupils
= the risks involved and the mitigations required to be in place for situations where
adults require to be in close contact with each other and/or with pupils in order to
provide support and intervene, e.g. in de-escalation procedures.
Secondary schools
secondary school Head Teachers have developed bespoke models for their school
context and should continue to ensure decision making aligns with the guidance
outlined in this document and school capacity information issued. A key consideration
initially was the revision of the timetable to maximise teaching time for pupils with a
focus on utilising technology to enable all learners to participate in learning at-home
and in-school.
Senior phase/SQA National Qualification Courses
There will be no external assessment of National 5 courses this year and an alternative
certification approach will be put in place based on teacher and lecturer judgement
supported by continuous and specific assessment and robust quality assurance
procedures.
Higher and Advanced Higher exams are planned to start on Monday 10 May 2021 and
finish on Friday 4 June 2021, with Results Day on Tuesday 10 August 2021. A clear
contingency plan will require to be developed and there are key checkpoints in place
up to the February break to allow the Scottish Government to assess public health
advice and its impact on the plans for these exams.
7. Early Learning & Childcare Settings
Initial Scottish Government guidance was published on 21 Aug 2020 providing further
information on how early learning & childcare provisions would operate safely on fully
re-opening at the start of the new term. Throughout the summer period the Service
continued to provide early learning and childcare provision for identified vulnerable
children and children of key workers.
New guidance for early learning and childcare settings was published on 30 October
and included the following information.
Cleaning in an early years setting must be completed at least daily or when groups of
children change in preparation for a new group of children. Surfaces in dining and
snack areas should be wiped down and disinfected between uses by each group.
Facilities Management will provide an enhanced cleaning regime during the week.
This will include additional hours for cleaning throughout the day, with a focus on touch
points such as handrails, door handles etc.
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Soft furnishings, such as throws, should be used for individual children and washed
after use. Where children have their own blankets, throws etc these should be stored
in individually identified bags and laundered weekly as a minimum.
Where possible parents should provide any outdoor clothing, which should be taken
home each week for laundering. Children should not share clothing.
Limiting Children’s Contacts
Early years settings must consider how to limit contact. Consideration should be given
to the following factors:
= Children must be managed within identified consistent groups.
= More than one group can use a large space, but groups should not mix.
= The size of the group will depend on the age and overall number of children and
the layout of the setting.
= Large indoor groups should be avoided.
= Groups should be no more than 33 children in one group with adult to child ratios
in line with national care standards.
= Children are not required to physically distance from each other.
= Staff should work with the same groups.
= Where possible, staff breaks should be managed to ensure groupings of staff do
not mix.
= Consideration should be given to moving all unnecessary items from the playroom
setting to maximise capacity and decrease cleaning requirements.
Outdoor Spaces:
= If outdoor equipment is used, multiple groups must not use it simultaneously.
= Appropriate cleaning time must be provided between each group.
"= Staff should consider using other outdoor spaces, such as parks, woodland and
beaches near to their setting whilst keeping groups away from other children or
adults who are not part of the service.
Physical Distancing:
= Physical distancing between adults must be maintained at all times. This applies
to staff, parents and any other adult who may attend the early years setting
including external contractors and delivery personnel.
= All staff rooms and offices should be set out in line with the detailed revised plans
as supplied by PMI and maximum occupancy notices should be placed on doors.
Use of Face Coverings in an Early Years Setting: (see section 2.1.1 Face
Coverings for full detail)
= Face coverings are not required when working directly with children, including on
the floor or supporting children to move around the building, toileting or as a result
of being less than 2 metres from children.
= Adults must maintain a 2m distance from other adults.
= Face coverings must be worn when adults cannot maintain a 2m physical distance
from other adults including in all corridors and communal spaces.
= These should also be worn when in all offices, admin areas and toilets unless an
exemption applies.
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= Parents and visitors must wear a face covering in all areas of the school/ELC
grounds — internal and external.
Singing in an Early Years Setting
The Advisory Sub-Group on Education and Children's Issues has concluded that
singing in early years settings should not take place indoors. The Group recognises
that children will sing naturally when playing and should not be discouraged from doing
SO.
Drop Off and Pick Up:
= Consideration should be given to one-way systems for parents and children to
access and leave the setting.
= Parents should wear a face covering whilst on the grounds including in the car
park.
Staffing in an Early Years Setting:
us It is recommended that staff, including supply staff, do not work across more than
one setting in a day.
Blended Placements:
= Attendance by children in blended arrangements should be reduced as far as
possible.
= Parents and carers should be encouraged to limit the number of settings that their
child attends.
= Where a child attends more than one setting consideration must be given to
sharing records across settings to assist with any Test and Protect process —
records should be managed in a way which is consistent with GDPR.
Student Placements
The SQA is developing guidance on the HNC Childcare Practice to support providers
with the challenges of delivering the placement elements of the qualification in this
academic year. The guidance will highlight the need to develop contingency plans to
allow students to undertake some practices through remote learning. Please see link
below.
Broad guidance on evidence gathering and estimation
8. Curriculum
In delivering the curriculum throughout the Recovery Phase, ELC, primary and
secondary teachers and practitioners should consider the following key points:
=" Setting out a clear statement of intent to prioritise the physical, mental and
emotional wellbeing of children and young people, practitioners and families
= Recognition that good health and wellbeing is fundamental to ensuring that children
and young people can engage effectively in their learning.
"= |n ELC, Realising the Ambition will continue to be utilised as a practice guide to
support high quality delivery of learning and childcare in early learning settings.
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The Care Inspectorate document Operating an early learning and childcare setting
(including out of school care and childminders) during COVID-19 will be used to
support self-valuation activity particularly around the health and wellbeing of
toddlers and young children.
Using the Refreshed Narrative tor Curriculum for Excellence as a practical tool to
support a curriculum rationale for the BGE and senior phase in the Recovery
Phase. Periodic review of the curriculum rationale during the Recovery Phase will
help to ensure the curriculum is shaped locally and takes account of children and
their families’ circumstances.
Maximising opportunities for communications and dialogue with children, young
people and their families and continuing to build relationships and resilience.
Benefits of play and outdoor learning will be factored into learning plans - including
opportunities for learners to be physically active, to enjoy and learn about their
natural environment, and to relax.
Ensuring regular contact for children and young people with a key adult from the
school who knows them well, to talk about their wellbeing; to share experiences
during lockdown, including successes and challenges; to offer compassion and
individual support as required; and to support engagement with learning.
Ensuring regular access for learners to high quality activities through working with
teachers and practitioners in educational settings and remote learning at home.
Considering how engaging with partners in youth work, culture and sport may be
able to enrich the offer available for children and young people outside school
hours. Focusing on learning across literacy, numeracy and health and wellbeing
will be the initial priority with increasing learning experiences across all four
contexts of learning. Cross curricular linked themes can help learners’ experiences
and activities across the BGE and senior phase.
Young people in the senior phase may require tospend time in college
environments. They should ensure that they follow the guidance on the appropriate
approach to these specific circumstances whilst on campus. This has now been
included within updated NAC guidance for school-college partnership
arrangements Similar guidance has also been prepared for use with senior phase
learners accessing NAC foundation apprenticeships and Advanced Highers
through NAC consortium arrangements. These documents are also available on
NAC Education Glow Coronavirus pages).
schools have been advised that pupils should not attend work experience until
further notice.
Focusing on promoting and developing skills that will increase children and young
people's abilities to learn remotely and identifying opportunities to develop future
skills that will help equip them for the uncertainties of the future.
Working with learners and their families in drawing together evidence of learning
to begin to determine children's achievements together with their next steps in
learning. The moderation cycle should be a helpful process to follow.
Recognising that children and young people from disadvantaged backgrounds may
have faced multiple barriers to learning over the period of the school closures.
Applying the principle of equity, consider how to provide additional and appropriate
support where it is most needed in order to maximise engagement with learning
and continue the work to close the poverty related attainment gap.
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National E-Learning Offer to Support a Blended Approach to Learning
Head Teachers and Heads of Centre must develop their contingency plans for
providing education remotely for some children and young people or perhaps a full
class, should they need to self-isolate for a period of time.
e-Sgoil has developed a range of live interactive lessons for learners in the Broad
General Education and the Senior Phase.
A direct link to the offer can be found here http://esgoil.com/esgoilbgeoffer2020/
Head Teachers can register an individual or groups of pupils and children and discuss
specific requests. Learners in the senior phase can currently register directly for the
after-school hours online study support sessions.
lf any Head Teacher or Head of Centre is interested in providing recorded content or
live supported study for any part of the E-Learning National offer, please contact
fionahopkins@north-ayrshire.gov.uk_ and she will take this forward with the local
SWEIC implementation group which is developing an online offer.
9. Physical Education
Updated guidance for PE (V7 - 2/11/20) was introduced on 2 November 2020 and
supersedes previous guidance issued. Schools must be aware of the current
Protection Level in operation within North Ayrshire and make suitable arrangements
for PE based on that Protection Level. Risk Assessments must be reviewed and
updated to take account of any changes that may need to be made and ensure that
all staff are aware of the updated arrangements.
10. Changing Rooms
The use of changing rooms should be avoided where possible - however consideration
should be given to the needs of children and young people who require additional support.
When considering the use of changing rooms, schools should ensure that they implement
reasonable and proportionate control measures which reduce risk to the lowest reasonably
practical level and have active arrangements in place to monitor that the controls are:
= effective
= working as planned
" updated appropriately considering any issues identified and changes in public health
advice.
More detailed guidance can be found in the Education Scotland PE curricular guidance (V7
- 2/11/20).
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11. Home Economics
Updated guidance for Home Economics (V2 - 2/11/20) has been produced by
Education Scotland.
The guidance for HE follows the same principle as that developed for PE and should
allow schools to review and amend their risk assessments and also includes
suggestions to stimulate conversations about how Home Economics can be safely and
effectively delivered, and these should be included in the Home Economics risk
assessments.
12. Music
There is an increased risk of transmission of Covid-19 during instrumental and class
music lessons (particularly when singing and playing wind instruments). This is
because of the respiratory aerosols which are exhaled during these activities and the
close proximity of participants. The wearing of face coverings is usually not possible
for these activities.
Education Scotland published new guidance on 30 October 2020 - Key Messages
from the COVID-19 Sub-Group Advice on Music.
A specific risk assessment should be in place to inform of the decisions and control
measures taking account of the individual needs of those with additional support
needs.
The updated guidance for Music (V2 - 30/10/20) from Education Scotland will assist
schools in determining a suitable approach to re-introducing music lessons. Any risk
assessments associated with these activities must be reviewed, updated and shared
with appropriate staff. Please see link below.
opecific advice on singing in an early years setting can be found in Section 7 of this
document.
13. Art, Design and Photography
Updated guidance for art & design and photography (V2 - 27/10/20) should be used
by practitioners to support safe decision making and implementation of activities in this
curricular area.
14. Dance and Drama
Updated guidance for dance (V3 - 4/11/20) and drama (V3.1 - 4/11/20) is available
from Education Scotland to support the safe delivery of these subjects in the current
context.
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Risk Assessments must be reviewed and updated to account for any changes that
may need to be made and ensure that all staff are aware of the updated arrangements.
These must be shared with staff.
15. Science and Practical Work
The Scottish Schools Education Research Centre (SSERC) published guidance on
Science on 1% and 7^ September 2020. The most recent guidance is the SSERC
guidance for practical work in science.
Risk assessments should be reviewed and updated to reflect changes and shared with
all staff.
16. International Travel
The Health Protection (Coronavirus) (International Travel) (Scotland) Regulations
2020 require all those returning to Scotland from non-exempt countries to self-isolate
at home or another appropriate location for 14 days.
Those self-isolating should not go out to work or school or visit public areas.
This point is covered on the sector advice card (see section 5) that should be displayed
prominently in schools. The list of exempt countries is kept under constant review, and
schools and local authorities should ensure they are familiar with the most up to date
list. Head Teachers and Heads of Centres should ensure that arrangements are in
place to identify and support children and young people who need to self-isolate
including appropriate safeguarding measures. Directors of Public Health and local
health protection teams are available to offer further support where there are concerns.
httos://www.gov.scot/publications/coronavirus-covid-19-public-health-checks-at-
borders/pages/overview/
17. School Trips including Overnight Stays
The COVID-19 Advisory Sub-Group on Education and Children's issues has published
advice on school trips which include an overnight stay. The guidance provides key
messages when considering school trips:
= Overall, the risks of transmission on a school trip which includes an overnight stay
away from place of normal residence are greater than the potential benefits to
children and young people.
= Trips which include overnight stays should be introduced in an incremental
manner.
= Planning for such visits should not commence until later in the school year, when
there will be greater understanding about the virus and viral transmission. Actions
in different settings will have developed further in response to that learning.
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3/
= Decisions to reinstate school trips including an overnight stay will be dependent on
there being low levels of Covid-19 infection in the population and on systems being
in place for close monitoring, rapid testing and tracing of suspected cases.
https://www.gov.scot/publications/coronavirus-covid-19-advisory-sub-aroup-on-
education-and-childrens-issues---advisory-note-on-school-trips-which-include-an-
overnight-stay/
18. School Transport
ochool transport will be provided for all eligible pupils with some changes to prevent
the spread of Covid-19.
All children and young people should wash their hands or use hand sanitiser before
going on transport and then again when entering their destination.
All pupils over the age of 5 are required to wear a face covering on school transport,
unless they are unable to do so. A face covering should be provided by the parent /
carer in the first instance and a small supply will be available onboard transport in the
event a pupil is unable to source one in advance of the journey.
ocottish Government guidance indicates that school transport should be seen as an
extension of the school estate and as a result physical distancing between pupils is
not required. On public transport pupils should maintain 2m physical distancing where
possible from other passengers.
Further information has been made available to parents, carers and pupils accessing
school transport. Schools may encourage pupils to walk or cycle to school in keeping
with the promotion of active travel.
19. The School Day
One of the main principles of the government strategy for schools returning has been
to minimise the interaction of individuals in the school building in order to reduce the
risk of contamination.
This may lead to Head Teachers deciding that an effective way to manage this aspect
of the requirements at peak times, is to arrange a phased approach to the school day
and activities. This could mean a staggered start and end to the school day, as well
as staggered breaks during the day:
= Secondary school Head Teachers should consider timetable structures which
minimise movement around the school where possible. This may include
consideration being given to teachers moving to pupil groups, rather than vice-
versa.
= Where facilities and weather allow, staff should consider using outdoor spaces for
learning.
= School assemblies should not take place until further notice.
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20. Pupil Drop Off/Pick Up Arrangements
schools and ELC settings have developed bespoke plans which suit their specific
context whilst adhering to physical distancing advice. These have been communicated
to all parents/carers.
Restrictions are currently in place for parent/carer/visitor access to school grounds and
buildings. The specific arrangements may vary from school to school and these have
been clearly communicated to parents/carers by the HT or HoC, as well as being
clearly signposted in the school grounds.
Where staggered times are introduced, parents should attend as close to the
appointed drop/off pick-up time as possible. Parents will be asked NOT to congregate
at the school gates. The advice on the use of face coverings in education settings
within each Protection level is slightly different. Please see Section 2.1.1 Face
Coverings.
Any protocol developed at school level should consider the following key aspects:
= Children and young people should be regularly reminded of the required
behaviours at drop off/pick up time.
= Staff will welcome their group at the designated entrance and then lead them to
handwashing facilities prior to entering the classroom.
21. Breakfast Clubs
Any school operating a Breakfast Club or wishing to start a Breakfast Club should refer
to the guidance from Food Standards Scotland. The guidance from Food Standards
scotland provides a risk assessment toolkit and checklist which should be followed by
the school. The risk assessment and checklist can be found using the link below.
https ://www.foodstandards.gov.scot/publications-and-research/publications/covid-19-
guidance-for-food-business-operators-and-their-employees
https ://www.foodstandards.gov.scot/downloads/COVID-19 -
Risk Assessment Tool for Re-
starting Food Business Operations During COVID-19.paf
https://www.foodstandards.gov.scot/downloads/FSS COVID-
19 summary checklist for restarting food businesses.pdf
In the circumstances where a school has a breakfast club which is organised by the
third sector, parents and carers or volunteers, the guidance on unregulated children’s
services will apply.
https ://www.gov.scot/publications/coronavirus-covid-19-organised-activities-for-
children/
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22. Visitor Arrangements
Other than deliveries and the attendance of peripatetic staff, (which may include
Building Maintenance operatives on essential business) all other visitors to schools
should be discouraged at this current time. The only exception to this is in an
emergency situation where a parent/carer is required to be physically present in school
to support their child. Otherwise, alternative communication methods should be used.
In the exceptional circumstances where a visit must take place, then the following
procedures must be followed:
= Visit must be pre-arranged, unless in response to an emergency situation
= Staff should take responsibility to complete the Visitor Book on behalf of the visitor
= No plastic visitor ID badges/lanyards should be used. Schools should source a
single use alternative
= At Protection Level 3 and above all visitors must wear a face covering on entering
the school grounds and continue to wear it for the duration of their visit. The
covering must not be removed until they have left the school grounds.
= All visitors to wash/sanitise their hands, on entry to the building
= Visitors should minimise their movement around the school and physical distancing
rules should be adhered to.
23. Movement Between Schools
Movement between schools (e.g. of temporary/supply/peripatetic staff etc) should be
kept to a minimum, until further notice. This includes attendance at school such as
visiting and supply teachers, psychologists, nurses, social workers and those providing
therapeutic support.
Head Teachers are required to check that supply staff are not already employed in
another school on the day supply work is needed, prior to confirming any offer for
supply work. Supply staff should only attend one school per day.
With regard to movement of NCCT teachers between classes and across settings, this
is permitted but should be minimised wherever possible. Schools should be
encouraged to follow SNCT and LNCT guidance on how flexibility of time over a 2- or
4-week period may help to reduce movement of staff across classes.
In recognising the importance of providing support for children and young peoples’
specific health and wellbeing needs, the professionals working with them should make
every effort to maintain communication with them and provide support to them by using
lower risk methods, such as digital/virtual means or outdoor settings.
This does not mean that none of these services and supports can be provided in the
school setting however the management of visitors to schools requires careful risk
assessment in order to prevent transmission of the virus within and between schools.
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24. Staff/Pupil Movement
Although it is envisaged that pupil groups will stay in their classes wherever possible,
there are times (break times, practical classes, end of the school day) when some
degree of movement around the school is unavoidable.
All primary staff and pupils and staff in secondary schools are required to wear a face
covering, in common areas and school corridors. In Protection Levels 3 and 4 pupils
in S4 — S6 are required to wear face coverings in classrooms.
Strategies which may be employed to address movement around the schools are as
follows:
Introduction of a one-way system to school buildings where possible
Stagger pupil access to corridors
Use any external doors in classrooms for pupil access/egress to avoid corridors
In secondary schools, consider removing the period change bell and establishing
a Staggered arrangement to release pupils into circulation spaces at slightly
different times
= Careful management of toilet spaces will be required.
= Fire and Emergency procedures will require to be reviewed in light of any changes
which are introduced
= Fire Drills must now be reinstated, and educational establishments must implement
plans to test their procedures. .
" As physical distancing cannot be maintained during an evacuation, all employees,
senior phase pupils and visitors MUST wear a face covering throughout. Physical
distancing is still required at Fire Muster points between all adults unless space
restrictions prohibit this.
= Any child or young person with a Personal Emergency Evacuation Plan (PEEP)
must have it reviewed by the school or early years setting to ensure it complies
with all requirements.
"= Any changes to building layout or pupil /child movement rules must be clearly
communicated to all parties and supported by clear signage.
25. Teaching Spaces
Guidance on the use of face coverings in teaching spaces can be found in section
2.1.1
Physical distancing between staff and pupils should be complied with where possible.
Class layouts have been reviewed in accordance with physical distancing criteria. The
capacity of a space may be affected by the type and portability of the furniture, the
prevalence of fixed furniture and equipment, and any specific needs of the staff or
pupils who will occupy the space.
Where possible learners should sit at the same desk when they are in the same class.
In secondary schools, where possible, pupils are encouraged to sit side by side and
facing forwards, rather than face to face.
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26. Outdoor Spaces
Outdoor space should be used where it is possible and practical, to enhance the
learning experience. Where different groups propose to use outdoor spaces, some co-
ordination between staff will be required to minimise interaction between groups.
27. Break and Lunch Times
Pupils should be encouraged to sit with their own learner group where possible and
interaction outwith that group should be minimised.
Maintaining physical distancing at break times is not necessary between pupils, but
there are a few actions which staff should consider which may assist:
Promote the use of playgrounds
Be flexible with timings
In a Dining Hall, seating should be considered carefully.
As always, effective supervision, both within buildings and playgrounds will be
required.
= Dining tables, chairs and touch points must be wiped down between sittings
= Outdoor equipment should only be used in playgrounds where mitigations are in
place and if staff are able to ensure that it is cleaned between groups of children
and young people using it.
Face coverings should be worn as advised in section 2.1.1 Face Coverings.
Schools must ensure that free drinking water is available to children and young people
throughout the day and schools are expected to continue to meet this duty whilst taking
account of the latest health protection advice. Water dispensers were inspected by
PMI and cleaned by FM prior to the schools opening.
28. Staff Areas
Physical distancing applies within staff areas of the school. Head Teachers will know
the capacity of all staff rooms and staff bases and should plan to ensure that these
maximum numbers are not exceeded.
Face coverings will be worn as detailed in section 2.1.1 Face Coverings
Staff should only use their own cutlery, cup etc and should thoroughly clean these
items immediately after use. Staff should not prepare refreshments for other members
of staff.
school Offices and other staff work areas may be limited in terms of the number of
staff who are permitted to work at any one time. Schools should consider additional
areas which can be used for administrative work. Offices should be set out as per
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the revised maximum capacity with the required physical distancing as identified by
PMI.
29. Hygiene
As handwashing with soap and water for 20 seconds is the most effective method of
reducing the transmission of Covid-19 from person to person, schools should ensure
that there is a regular and robust system of handwashing in place for all occupants of
the building, staff and pupils.
Early Years Settings
The new Practical Guidance for Reducing the Risks from Covid-19 in Early Years
settings published on 30 October 2020 states that hand washing with soap and water
is most effective method for hand hygiene practices. Where no running water is
available then hand wipes can be used. Antibacterial hand gel is not recommended
for early years children.
All Other School Settings
The Facilities Management team will continue to ensure appropriate levels of
equipment and cleaning materials are available. Enhanced cleaning procedures for
schools are in place and it is essential that all practices in schools reflect the
importance of rigorous cleaning and hygiene arrangements:
= All children and adults entering and leaving the building should adhere to
government handwashing and face covering advice. Staff will continue to reinforce
and educate children on the requirement to maintain effective hand hygiene
practices prior to arriving at school and throughout the day.
= Ensure that sufficient handwashing facilities are available. Where a sink is not
nearby, Facilities Management have provided hand sanitiser at entrances to the
building, in classrooms and other areas within the school.
us Facilities Management staff will engage in daily cleaning of all areas in schools.
There is also a social responsibility upon staff and pupils to ensure surfaces and
resources are clean for learners to use. Antibacterial wipes or antibacterial spray
and paper towels must be available in all classrooms.
" Additional cleaning of toilets will take place as part of the overall cleaning regime
within schools. Clear signage will be displayed in toilet areas regarding
handwashing and use of appropriate hand drying equipment.
= If children and young people are moving between classes, consideration should be
given to the Protection Level within North Ayrshire Council for guidance on wearing
face coverings as well as ensuring sufficient cleaning materials are provided to
enable them to wipe down their desk/chair/surfaces before leaving the room.
= Toothbrushing can continue where there are adequate facilities to do so. Updated
guidance is available from Childsmile. Please see link below.
Childsmile National Standards for Nursery and School Toothbrushing Programmes
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Ensure that all children and adults:
Frequently wash their hands with soap and water for 20 seconds and dry
thoroughly.
Clean their hands on arrival at the school, before and after eating, and after
sneezing or coughing.
Follow the guidance on the use of PPE
Avoid touching people, surfaces and objects and are advised to cover their mouth
and nose with a disposable tissue when they cough or sneeze, and then put the
tissue in the bin.
If symptomatic, be asked to wear a face covering to reduce the risk of virus
transmission to hard surfaces via airborne droplets where this can be tolerated.
Support children and young people who have trouble cleaning their hands
independently.
Consider how to encourage children to learn and practise these habits through
regular reminders and signage. Games and repetition may be used to support
younger children.
Have access to bins that have a bin liner in place for tissues and other waste which
are collected and emptied throughout the day.
Prop doors open, where safe to do so (bearing in mind fire safety and
safeguarding), to limit use of door handles and aid ventilation.
Have availability of anti-bacterial wipes or spray to clean surfaces, chairs etc within
their classrooms.
30. Equipment and Resources
Equipment and resources in schools and ELC settings will be more limited in the
Covid-19 ready environment. Some are hard to clean; some are not essential. Schools
and ELCs must give thought to equipment and resources, to ensure that only items
which are necessary and can be effectively cleaned, are utilised.
Where available storage can be identified, all unnecessary items should be removed
from classrooms or playrooms. This minimises cleaning requirements and permits the
Staff to clean more areas more thoroughly.
The use of shared resources by learners should be minimised. Factors to consider in
planning for this are as follows:
Staff handling jotters and other equipment should follow the recommended hand
washing regime using soap and warm water/use of alcohol-based hand sanitiser.
This should be undertaken before and after handling jotters (or other pieces of
equipment). This mitigates the need for quarantining items for 72 hours before, and
72 hours after. Staff should also avoid touching their mouth, nose and eye area.
Children should be discouraged from bringing toys from home. If this is not possible
the items should not be shared with other children.
Careful consideration may need to be given to introducing a quarantine system of
72 hours for books in the event of an outbreak, taking account of the risk of
transmission against the impact on teaching and learning.
As far as possible, provide stationery for individual children and young people to
reduce the number of shared rulers, pencils etc
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= Ensure that items which are unavoidably shared within learner groups are cleaned
before and after use
= Consider any specialist areas of schools which may require extremely thorough
cleaning (e.g. Sensory spaces, soft play areas etc) and carefully consider how/if
these spaces can be used and the regime required if they are to be used.
= Play equipment should be cleaned regularly throughout the day and especially
between different groups. Where items cannot be cleaned, these should be
removed from use.
= Modelling clay and similar materials should not be used as they cannot be cleaned.
31. School Uniform
In order to facilitate regular laundering of clothes worn to school, Head Teachers
should review and revise, as appropriate, their school uniform policy, including
consideration of a temporary relaxation of the policy for the duration of the Covid-19
arrangements.
Any change in policy requires to be communicated to all parties at the earliest
possible opportunity.
32. Health and Safety Matters
There will be some occasions where staff involved in the delivery of early learning and
childcare and education within schools, will not be able to maintain the 2m physical
distancing criteria. Where adults cannot keep 2m distance and are interacting face-to-
face for a sustained period (about 15 minutes or more) with other adults and/or children
and young people, face coverings must be worn.
Any proposed use of PPE must be subject to a risk assessment and be in full
accordance with the relevant health and safety or workplace legislation, pertinent to
the particular setting in which it will be used.
A supply of PPE has been made available for all education staff. In addition, a process
for replenishing PPE stocks across all establishments has been established and
communicated.
Emergency Evacuations
oee section 24 for advice on emergency evacuations and fire drills.
33. Risk Assessments
A key aspect of NAC's planning for the return of schools is the compilation of a generic
Covid-19 Building Risk Assessment reference document for use across all
establishments. This will enable Head Teachers and Heads of Centres to produce
their own specific Covid-19 risk assessment.
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The generic Covid-19 Building Risk Assessment contains the identification of specific
Covid-19 hazards and the relevant controls to reduce the risk of virus transmission.
Head Teachers or Head of Centres have been supported in the completion of this by
Corporate Health & Safety, Property Management and Investment and Facilities
Management and the Trade Unions, in advance of establishments opening for staff
and pupils. Additionally, in North Ayrshire all Head Teachers have been provided with
a full information pack of supporting documents to assist in the operation of the schools
during the pandemic.
Whilst the risk assessment document is generic and prompts the thought process on
several issues, it cannot cover all circumstances in all schools. Pre-existing risk
assessments, which are held by schools for specific activities, must be reviewed and
revised at school level, to suit their specific circumstances and must include controls
relating to Covid-19.
Establishment risk assessments must be shared with all staff and faculty risk
assessments must be shared and made available to all staff within the faculty. Staff
should be involved in the risk assessment review process. Staff must also sign to
acknowledge that they have read and understood the content of the appropriate risk
assessment.
Children, young people and staff with complex needs or underlying health conditions
should already have an individual risk assessment and it is essential that all individual
risk assessments are now reviewed to consider Covid-19 risk factors. These reviews
should be carried out by relevant staff as soon as possible, and as appropriate, in
order to highlight any issues which will require to be implemented.
34. PPE
Health Protection Scotland advise that staff should only use PPE in accordance with
health and safety policies and risk assessments — i.e. not on an informal, precautionary
basis. Staff should only wear PPE when it is appropriate to the task they are
undertaking, unless the task is identified as one where there is an elevated risk of
transfer of infection through respiratory secretions.
scottish Government's guidance highlights the types of PPE required in specific
circumstances which are set out below:
= Suspected Covid-19: A fluid-resistant surgical mask should be worn by staff if
they are looking after a child or young person who has become unwell with
symptoms of Covid-19 and 2m distancing cannot be maintained whilst so doing. If
the child or young person who has become unwell with symptoms of Covid-19
needs direct personal care, gloves, aprons and a fluid-resistant surgical mask
should be worn by staff. If the affected person has mild symptoms and is over the
age of 16, and can do so, they should go home as soon as they notice symptoms
and follow the guidance for households with possible coronavirus infection
including testing and self-isolation. If the individual affected is a child or young
person below the age of 16 (or otherwise unable to travel by themselves),
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parents/carers should be contacted and asked to make arrangements to pick up
the child or young person from school.
= Fluid-resistant surgical coverings and eye protection should be worn if a risk
assessment determines that there is a risk of splashing to the eyes such as from
coughing, spitting, or vomiting.
"= Intimate care: Gloves and aprons should continue to be used when providing
intimate care to a child or young person. This can include personal, hands-on care
such as washing, toileting, or first aid and certain clinical procedures such as
assisted feeding.
" The wearing of face visors can also be considered when providing intimate care in
addition to a fluid-resistant surgical mask. The risk assessment should identify the
requirement for this.
= Gloves and aprons should be used when cleaning the areas where a person
suspected of having Covid-19 has been.
= Gloves and aprons should be used when cleaning equipment or surfaces that
might be contaminated with body fluids such as saliva or respiratory secretions.
Having adhered to the legislation and having undertaken a risk assessment, where
PPE is required in an education setting, staff should be familiar with how to use the
PPE correctly. Anyone requiring advice on its use should contact colleagues within
Corporate Health and Safety for further advice and training. It should be noted that
where a risk assessment has identified the need to wear a face mask, such as an FFP3
type face mask, then these require face fitting tests to be carried out by a competent
tester before they can be used.
35. Ventilation and Temperature
There is a need for an appropriate supply of fresh air to assist with minimising the risk
of infection. However, there is also a need to maintain indoor temperatures for reasons
including user comfort, health and wellbeing, and learning and teaching.
schools should ensure that risk assessments are updated appropriately for the
autumn/winter period, in consultation with corporate services including PMI, staff,
trade unions and (where applicable) PPP providers, to consider issues around
ventilation and heating/warmth that are relevant to their specific environments.
Where applicable, ventilation systems (including air conditioners and hot air heating
systems) have been checked or adjusted to ensure they do not pose a risk to the
spread of the virus. Where possible, all spaces should be well ventilated regularly
using natural ventilation (opening windows) or ventilation units.
Where it is not possible to keep doors and windows open, and centralised or local
mechanical ventilation is present, systems should wherever possible be adjusted to
full fresh air. The local authority will support schools to adopt strategies to balance the
need for ventilation whilst ensuring that children, young people and staff are warm. All
systems have been adjusted by PMI to meet these requirements.
The primary effective method of increasing natural ventilation remains the opening of
external doors, vents and windows. Wherever it is practical, safe and secure to do so,
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and appropriate internal temperatures can be maintained in line with statutory
Obligations, this approach should be adopted. Keeping doors open (again, with
appropriate regard to safety and security) may also help to reduce contact with door
handles.
Internal fire doors should never be wedged open (unless assessed and provided
with appropriate hold open and self-closing mechanisms which respond to the
actuation of the fire alarm system).
It is recognised that in the autumn and winter, schools are unlikely to be able to keep
external doors and windows open as often, or for as long, as in warmer weather
periods.
Potential approaches may include:
Ventilation
= Partially opening doors and windows to provide ventilation while reducing draughts.
= Opening high level windows in preference to low level to reduce draughts.
= Purging spaces by opening windows, vents and external doors (e.g., between
classes, during break and lunch, when a room is unused, or at other suitable
intervals if a space Is occupied for long periods at a time)
Temperature
= Providing flexibility in permissible clothing while indoors.
= Designing seating plans to reflect individual student/staff temperature preferences.
= Adjusting indoor heating to compensate for cold air flow from outside (e.g., higher
System settings, increased duration)
Schools should be mindful of the impacts of poverty on a family's ability to provide
suitable and additional clothing. Many schools already support families in these
instances and should continue to do so. Families can also be directed to their
community Locality Hub via the contact centre.
some staff may also be unable to access appropriate clothing and schools/centres
should ensure they provide warm and waterproof clothing for those who do not have
it to allow them to deliver the curriculum.
Mechanical Ventilation
Internal air recirculation should be avoided or minimised. If this is not possible whilst
maintaining appropriate internal conditions, systems should be operated to achieve
statutory requirements as a minimum. Where these systems are fitted in schools and
can be adjusted in line with guidance, this has already been undertaken.
Local Exhaust Ventilation and Fume Cupboards
LEVs WITH EXTERNAL EXHAUST
Where LEV systems vent through an external exhaust system, they can be used as
normal. The operator must wear a face covering as would be required in most cases
of operating technical equipment served by an LEV. If there is any doubt over exhaust
arrangements the equipment should not be used.
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LEVs VENTING TO INTERNALSPACES.
Although these LEVs are fitted with filters, the efficacy of the filters in inhibiting viruses
is unknown. Whilst current guidance suggests that virus transmission via these units
is “low risk”, more work is required to assess the appropriate control measures
required to allow these units to be operated safely. This type of unit must not be used
at present.
Fume Cupboards
FUME CUPBOARDS WITH EXTERNAL EXHAUST
Where fume cupboards vent through an external exhaust system, they can be used
as normal. The operator must wear a face covering as would be required in most cases
of operating technical equipment served by an LEV. If there is any doubt over exhaust
arrangements the equipment should not be used.
FUME CUPBOARDS VENTING TO INTERNAL SPACES.
Although these fume cupboards are fitted with filters, the efficacy of the filters in
inhibiting viruses is unknown. This may present a risk of recirculating any airborne
viruses within the spaces. This type of unit must not be used
36. Process for Responding to Confirmed Cases
Revised processes for (a) Display of Symptoms and (b) for responding to a confirmed
case of Covid -19 have been produced and included within this section.
lf a symptomatic person tests positive for COVID-19 the Government guidelines for
self-isolation must be adhered to and the person cannot return to the establishment
until their isolation period is over and they are well enough to return and have been
fever-free for 48 hours without the use of medication. Any household members should
remain in isolation for 14 days from symptom onset in the symptomatic person, even
if they don't have symptoms themselves.
The NHS Scotland test and protect arrangements will be automatically initiated
following a positive test and contact tracing will be carried out. Individuals identified
through the contact tracing process will be advised to self-isolate as close contact of
the confirmed case and must continue to isolate for 14 days from the last exposure to
the case even if they have a negative test result. (see Section 37 Test and Protect)
An outbreak is defined as a school having two or more confirmed cases of Covid-19
within 14 days and the normal reporting procedures should be followed when dealing
with an outbreak. Public Health Scotland will be notified if there is either a single
confirmed (test positive) case of Covid-19 or any suspicion that there may be an
outbreak of cases in a setting so they can assess the situation and offer advice.
Schools will be expected to work closely with their Head of Service/senior manager
and local HPT to resolve the situation. COSLA and Public Health Scotland are
currently developing a national protocol for managing cases and outbreaks in schools
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however North Ayrshire’s education service and the Public Health Team in NHS
Ayrshire and Arran already have an agreed protocol in place.
In some instances, the Health Protection Team will recommend that an Incident
Management Team (IMT) is created. The IMT will discuss and agree actions and
additional measures to deal with the specific situation faced in a
school/centre/location.
For schools/centres this may include:
= reviewing risk assessments
= reviewing if there is compliance with existing guidance,
" greater use of face coverings,
= reviewing and reducing higher risk activities, and/or a move to remote learning.
schools will be able to register their symptomatic staff as category 3 key workers under
the employer referral portal, to ensure priority access to testing. The nature of this
portal is to prioritise tests and appointments over the general public. This route directs
individuals through to a Regional Test Centre or Mobile Testing Unit (whichever is
nearer). For those who cannot access an RTC/MTU (if they do not have access to a
car or live too far away), they can order a home test kit.
3/. Test and Protect
This strategy is being implemented across Scotland's Health Boards and is vital in
the fight to keep transmission rates as low as possible. Schools should ensure that
they are familiar with the requirements of the process.
At this time, no staff or pupils will be subject to temperature checks within schools.
Individuals and their families, in all cases, should remain vigilant in respect of high
temperatures and other common symptoms of the virus.
Full support will be provided for anyone exhibiting symptoms or anyone having been
contacted by the Test and Trace Contact Team, as having been in close proximity to
someone with the virus.
Everyone who develops symptoms of Covid-19 — a new, continuous cough; fever or
loss of, or change in, sense of smell or taste - should self- isolate straight away, stay
at home and arrange a test via the appropriate method. See Appendix 6 — Positive
Case Flowchart.
People who live in the same household as a person with symptoms should also self-
isolate straight away and stay at home. Only those developing symptoms should be
tested. [here is no need for other members of the household to have a test, unless
they are also symptomatic.
If the test result for the symptomatic person is negative, and they are not already
isolating as a ‘close contact of a confirmed case, they can end isolation and return to
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work or school when they are well enough and have not had a fever for 48 hours
assuming also that they are not quarantining for foreign travel reasons. The rest of
their household can end isolation straight away.
school staff who opt to undertake asymptomatic testing do not need to self-isolate
while awaiting results. If the test is positive, the symptomatic person must remain in
isolation until 10 days from symptom onset, or longer if symptoms persist. They must
otherwise be well and remain fever-free for 48 hours without medication. The rest of
the household should remain in isolation for 14 days from symptom onset in the
symptomatic person, even if they don't have symptoms themselves.
Everyone who tests positive for Covid-19 will be put in touch with the local contact
tracing team so that other close contacts can be identified. All close contacts who are
in the same household as confirmed cases will be asked by Test and Protect to self-
isolate for 14 days from symptom onset in the symptomatic person. Contacts from
outside the household of the confirmed case will be asked to self-isolate at home for
14 days from the date of last exposure to the case.
Everyone who has been asked to self-isolate by Test and Protect as close contacts of
confirmed cases must continue to self-isolate for 14 days, even if they have a negative
test result.
Unless otherwise advised by Test and Protect or local Incident Management Teams,
where children, young people or staff do not have symptoms but are self-isolating as
a close contact of person who is a confirmed case, other people in their household will
not be asked to self-isolate along with them. However, it may not be possible for some,
or all, of the other family members to remain distant from the self-isolating person in
the household and on in these instances specific advice will be provided to the families
by Test and Protect.
Children, young people and staff can book a test through www.nhsinform.scot, the
employer referral portal (for staff only — see below) or, if they cannot get online, by
calling 0800 028 2816.
Where a test result has come back as inconclusive it must be assumed that it is a
positive case and the advised procedures for self-isolation must be followed.
ochools should contact the local health protection team for advice if they have two or
more cases (staff or students) or an increased rate of background illness. Public
Health can be contacted on 01292 885 882.
ochools should also maintain an accurate register of absences of children and staff
and whether these are due to possible or confirmed Covid-19. The absence codes
issued by SEEMIS previously should continue to be used for children and young
people with weekly reporting for staff. See Appendix 7 for SEEMIS Codes.
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38. Intimate and Personal Care
some children and young people may require the provision of intimate care, which can
encompass personal care and may also apply to certain invasive medical procedures,
such as assisted feeding.
In the circumstances described above, staff need to increase their level of self-
protection, such as considering whether it is possible to complete duties differently to
minimise close contact and increased cleaning of frequently touched surfaces and
carrying out more frequent handwashing. Handwashing should always be practised
before and after the use of PPE.
Staff carrying out intimate care should wear an apron, gloves, protective eye wear and
a fluid resistant face covering unless a risk assessment has identified that additional
PPE must be used.
Staff who are supporting children and young people with complex needs will need to
follow Health Protection Scotland guidance. This guidance provides details about the
use of additional PPE required if undertaking an Aerosol Generating Procedure (AGP),
such as suctioning.
Staff should have access to disposable single use gloves for spillage of blood or other
body fluids and disposing of dressings or equipment. Local infection control
procedures that outline safety and protocols should be stringently followed. This
includes procedures for the disposal of soiled items; laundering of any clothes, towels
or linen; and cleaning equipment for children and young people, such as hoists and
wheelchairs.
Hand hygiene is essential before and after all contact with the child or young person,
before putting on PPE, after removal of PPE and after cleaning equipment and the
environment. Hands should be washed with soap and water.
Alcohol-based hand rub can be used if hands are not visibly dirty or soiled. Alcohol
based hand rub stocks should not be stock-piled. Washing effectively with soap and
water is sufficient.
39. Staffing
The availability of staff to support the ongoing delivery of teaching and learning will
significantly impact on the arrangements possible within each school.
Staff, including supply staff, should not work in more than one establishment on a
single day.
Staff who were previously in the shielding or clinically vulnerable groups should be
able to return to the workplace following an individual risk assessment to assess their
risk and ensure appropriate mitigation measures are in place.
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The Protection Levels may have a further impact on this. Head Teachers and Heads
of Centres need to be aware of the Protection Level for North Ayrshire when
considering staffing levels and attendance.
In Protection Levels 0 — 2, staff with the highest clinical risk can continue to work,
following a dynamic risk assessment. Arrangements should be made to enable
appropriate physical distancing staying 2m away from others, wherever possible, in
line with current advice on maintaining a safe school environment. If they must spend
time within 2 metres of other people, they should wear a face covering.
Enhanced measures apply to children and young people and staff at highest clinical
risk in schools at Protection Levels 3 and 4.
The Royal College of Obstetricians and Gynaecologists are advising that the risk of
exposure to expectant mothers (particularly if they are in the third trimester) should be
kept as low as Is practically possible. It is a legal requirement to undertake a new and
expectant mother risk assessment. This assessment must include Covid-19 as an
identified hazard.
It is recognised that for a small number of employees, the outcome of their individual
occupational assessment will be that they are in the Covid-19 high risk category and
should not return to the workplace. In these circumstances, arrangements should be
made for staff to carry out work at home and to keep this under regular review.
Occupational Health may need to be consulted in this process.
The availability of staff may also be adversely impacted by absence of employees who
have Covid-19 or other illness or are required to self-isolate due to household Covid-
19 or advice of Test & Protect contact tracers.
To mitigate against the impact of absence and to support education recovery for
children and young people, additional teaching staff have been engaged. These
teachers will be deployed across schools as required, to support education recovery
and the ongoing delivery of teaching and learning. In addition, teachers employed in
central Scottish Attainment Challenge posts (such as the Professional Learning
Academy) will be available to support schools who are experiencing a higher level of
staff absence.
Arrangements to support groups or classes during periods of staff absence should be
considered. This will involve identification of staff available to provide cover for a group
or potentially, where no alternative exists, changes to the attendance pattern for
specific classes or groups.
As far as practically possible, the same staff should work with the same group or class
each time they are in school. Significant issues in relation to staff absence should be
discussed with the central Staffing Team and the school/centre’s link Senior Manager.
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40. Communication
It is essential that in such unusual circumstances, we ensure that all communications
are carefully considered, concise and well-timed. It is key that all stakeholders are fully
aware of arrangements.
The Education Recovery Board has established a Communication Plan which will
coordinate key decisions and information to stakeholders including school leadership
teams, parents / carers, pupils, North Ayrshire residents and Elected Members. Key
messages for public communication will be provided by the 6 recovery workstreams.
The Education Service recognises as recovery planning progresses. Head Teachers
are likely to have many questions which will inform school decision making. In primary
schools any queries are being directed through the school cluster representative on
the recovery workstream and the Senior Manager linked to the cluster.
In Secondary schools any queries are being directed to the Senior Manager
associated with the cluster and the workstream lead.
41. Communication with Children
Head Teachers and Heads of Centres should consider the most effective way to
engage with their learners to ensure that children and young people are fully informed
and have adequate opportunity to raise questions about any of the new arrangements.
42. Parents and Carers
Naturally, parents will be concerned about the health and wellbeing of their children in
the context of a Covid-ready education setting. They will want to know what measures
are in place to reduce the risk of virus transmission. The education service and schools
will regularly communicate with parents and carers, both generally and at Parent
Council level.
schools and ELC may wish to use information from, or direct parents to, the following
resources, all of which provide excellent information on Covid-19, from a parental
perspective:
= Parent Club’s dedicated Covid-19 web pages,
= National Parent Forum
= Parentzone Scotland websites and other sources
43. Contingency Arrangements
The local authority recognises the importance in remaining vigilant and responsive to
Covid-19 in order to minimise the risk to children, young people, staff and local
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communities. As a result, plans have been drawn up for a number of contingency
scenarios in the event of multiple confirmed Covid-19 cases (an outbreak).
The situation is assessed on a case-by-case basis and decisions made in partnership
with Public Health Scotland and Local Response Teams.
Please note the list below is not exhaustive and is subject to change depending on
local circumstances and national guidance.
NATURE OF
DISRUPTION
Authority wide closure of
schools and early years
provision in response to
an authority outbreak
Whole school or early
years centre closure as a
result of a localised
outbreak
school or early years
class required to self-
isolate as a result of an
outbreak
Blended learning
contingency plans are to
be implemented (if
CURRENT HIGH-LEVEL PLANS
All schools will implement remote learning with all pupils and
staff at home. Pupils can access online learning and/or paper
learning packs provided by class teachers. Additional devices
have been provided for pupils without access to digital learning
at home. Schools will primarily use VSCENE for online learning
through video conferencing.
ELC settings will continue to provide online learning
experiences such as storytelling, outdoor experience and staff
interactions.
The school will implement remote learning with all pupils and
staff at home. Pupils can access online learning and/or paper
learning packs provided by class teachers. Additional devices
have been provided for pupils without access to digital learning
at home. Schools will primarily use VSCENE for online learning
through video conferencing.
ELC settings will continue to provide online learning
experiences such as storytelling, outdoor experience and staff
interactions.
The school will implement remote learning with all affected
pupils and staff at home. Pupils can access online learning
and/or paper learning packs provided by class teachers.
Additional devices have been provided for pupils without access
to digital learning at home. Schools will primarily use VSCENE
for online learning through video conferencing.
ELC settings will continue to provide online learning
experiences such as storytelling, outdoor experience and staff
interactions.
50% of pupils at each school will attend Monday — Tuesday and
the other 50% of pupils will attend Thursday - Friday. Remote
learning will be provided to learners on days when they are not
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instructed by Scottish
Government)
attending school. Additional devices have been provided for
pupils without access to digital learning at home. Schools will
primarily use VSCENE for online learning through video
conferencing.
A range of Council services have been working closely to
ensure a process is in place should this be required. All schools
and early years provisions have a draft Risk Assessment that
outlines children & young people will maintain 2m physical
distance in schools and remain in small cohorts in early years
establishments. Enhanced mitigations are noted on this risk
assessment and will be put in place to support establishments
to transition to blended learning plans.
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44. Appendices
The Scottish Government - official guidance documents
broad guidance on evidence gathering and estimation
updated advice on face coverings
guidance on organised outdoor sport for children and young people
https://www.gov.scot/publications/coronavirus-Covid-19-guidance-on-sport-and-
leisure-facilities/pages/operational-guide-and-checklist/
scientific advice from the COVID-19 Advisory Sub-Group on Education and Children's
Issues - advisory note on physical education, music and drama in schools
guidance on carrying out practical work in Sciences and Technologies
https://www.gov.scot/publications/coronavirus-covid-19-guidance-on-reopening-
early-learning-and-childcare-services/
Coronavirus (COVID-19): Curriculum for Excellence in the Recovery Phase
Coronavirus (COVID-19): strategic framework for reopening schools, early learning
and childcare provision
Coronavirus (COVID-19): guidance on re-opening school age childcare services
Coronavirus (COVID-19): guidance on reopening early learning and childcare services
Coronavirus (COVID-19): guidance on preparing for the start of the new school term
in August 2020 - version 2
Coronavirus (COVID-19): support to childcare sector
Coronavirus (COVID-19): childminder services guidance
Coronavirus (COVID 19): Advisory Sub-Group on Education and Children's Issues —
advisory note on face coverings in schools August 2020
Health Protection Scotland - official guidance documents
Covid-19 Guidance for Non-Healthcare Settings (21 Aug 2020)
Care Inspectorate — official guidance document
httos://www.careinspectorate.com/index.ohp/news/5/47-operating-an-early-learning-
and-childcare-setting-including-out-of-school-care-and-childminders-during-covid-19
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57
Appendix 1
COVID-19 SECTOR ADVICE CARD
AK
The Scottish
Government
Last updated: 06 August 2020
Scottish Government Coronavirus (COVID-19): framework for decision making
Health Protection Scotland COVID-19 workforce education information and resources.
ocottish Government guidance for residential children's houses, residential schools and secure
care facilities on staffing, social distancing and self-isolation
Health Protection Scotland information and guidance for social or community care and
residential facilities,, including a control measure tool for the control of incidents and outbreaks
incident or outbreak control tool for social or community care or residential settings - Health
Protection Scotland advice for social or community care and residential settings staff
Care Inspectorate coronavirus information
Health and Safety Executive coronavirus information
UK Boarding Schools Association COVID-19 guidance
Scottish Council of Independent Schools
Independent Schools Council
National Transport Guidance portal
Outdoor Learning Directory
Scottish Advisory Panel on Outdoor Education
Assist FM Catering guidance
Assist FM Cleaning guidance
Health Protection Scotland non-healthcare setting guidance
08
The wellbeing of all children, young people and staff should be the central focus. There are
important actions that everyone can take to prevent the spread of the virus.
Everyone who:
e has the symptoms of coronavirus (COVID-19) - a new persistent cough, fever, or a loss of
sense of smell and /or taste — should stay at home and arrange for coronavirus testing;
e is living with someone who has coronavirus symptoms should stay at home and follow
the relevant advice;
e has returned ( or come) to Scotland from a country which is not exempt from the UK
quarantine rules, should stay at home following the relevant guidance.
Everyone should frequently wash their hands for 20 seconds and dry them thoroughly or use
hand sanitiser - always when entering the building, before/after eating and after using the toilet —
and use a tissue or elbow to cough or sneeze into, dispose of tissue waste immediately and wash
hands after.
There should be an enhanced cleaning regime including regular (at least twice daily) cleaning
of commonly touched surfaces. Remove any hard to clean resources from the environment
Wherever it is safe, doors and windows should be kept open to increase natural ventilation
Whilst 2m distancing is not required between children or young people, schools should
encourage distancing where possible particularly in the senior phase. Mitigations such as using
all available space should be considered.
Efforts should be made to keep children and young people within the same groups as far as
possible throughout the school day. Avoid assemblies and other types of large group gatherings.
Two metre physical distancing between adults, and between adults and children should be
maintained. Where adults cannot keep 2m distance and are interacting face-to-face for a period
of 15 minutes or more, they should wear face coverings. The number of people in staff rooms at
any one time should be limited.
Movement between schools should be kept to a minimum. Parents/carers should not enter
school buildings unless required.
Personal Protective Equipment: if someone becomes unwell with symptoms of COVID-19 and
needs direct personal care gloves, aprons and a fluid-resistant surgical mask should be worn..
Gloves and aprons should continue to be used when providing intimate care to a child.
Anyone wishing to wear a face covering is allowed to do so.
schools should follow the guidance on attendance for children, young people and staff who have
health conditions or are pregnant, or who live with individuals who have health conditions or are
pregnant.
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Workplace Communications — SCHOOLS
All pupils, parents or guardians and staff should be aware that the following
should be addressed to produce a COVID-safe working environment.
Consult with staff, including trades unions, to ensure policies and procedures include
COVID-19 risk assessment and mitigations.
Identify and support those who should not attend (e.g. as shielding or other health issues).
Continue work from home policies and provide necessary support to those who can.
Ensure all staff are aware of their responsibility to control the soread of COVID-19 in their
workplace.
Ensure pupils and staff have access to suitable learning opportunities in effective hand
washing technique, cough etiquette and use of personal protective equipment (PPE).
Ensure managers and staff understand their obligations with respect to Scotland's Test and
Protect Strategy. That staff are clear how to access testing.
Ensure pupils and staff do not congregate in communal areas such as canteens, arrival and
entry areas, staff rooms, wash areas/hygiene stations and corridors.
Put in place training which will ensure that all employees understand the requirements for
control measures including physical distancing and measures to monitor adherence by all
staff.
Ensure all pupils and staff are clear that those who have symptoms or are diagnosed with
COVID-19 and their household/other contacts do not attend work and follow advice on
self/household isolation.
Ensure all staff are clear that if they become unwell whilst at work they should return home
and seek testing.
Ensure that staff are clear on what is expected of them should a pupil or work colleague
become unwell on site.
Immediate action
If there is any suspicion that there may be a cluster of cases in your school, the most important thing you
can do is to contact your local NHS Board Health Protection Team (HPT) promptly.
Do not spend time trying to work out what you should do yourself. Your HPT will be happy to advise you
on what to do.
It is very important that the expert HPT be advised as early as possible of a possible problem so they
can assess the situation and offer you advice.
When should | suspect an outbreak?
An outbreak should be SUSPECTED if there are:
e two or more confirmed cases of COVID-19 in the setting within 14 days
or
e Increase in background rate of absence due to suspected or confirmed cases of COVID-19
A suspected outbreak should be reported to the local HPT who will undertake a public health risk
assessment to determine whether there is an outbreak.
Note that schools with increased rates of respiratory illness should also be alert to the possibility that this
could be due to COVID-19 and contact their local HPT for further advice.
How do | contact the local HPT if | suspect an outbreak?
e immediately inform your local NHS board HPT, using the local contact details found here (click on
link for relevant no.):
Ensure the school has a nominated point of contact (COVID lead) to liaise with the Health
Protection Team
What else should I do if | suspect an outbreak?
Continue to follow the measures to prevent the spread of COVID-19.
Your local Health Protection Team will conduct a rapid investigation and undertake a risk
assessment. You will need to work with them to do this. The HPT will advise on the most appropriate
actions to take.
Depending on the risk assessment outcome, the Health Protection Team may establish an Incident
Management Team (IMT) to manage the situation.
The IMT will lead the Public Health response and investigations, and will work with you to put
appropriate interventions in place and advise/support communication processes
What interventions might be put in place if there is an outbreak in the school?
Your Health Protection Team or Incident Management Team will work with you to identify the
appropriate measures. The first step is to review implementation of core standard preventive measures
and to ensure that they are in place and effective.
What else may | need to do?
The Health Protection Team or Incident Management Team will declare when the outbreak is over.
61
Ayrshire
College
school — College Partnership Appendix 2
COVID mitigation procedures
The health, safety and wellbeing of all students, staff and visitors is of paramount
importance. In order to protect this, the following practices should be adhered to in the
delivery of school/college partnership programmes.
1. Travel to college campuses
school pupils travel to college either on foot, by public transport or by private taxi.
Transport is organised by the school (minibus, coach or taxi). Pupils must wear
face coverings if travelling on public transport.
The college has organised some taxi travel for some pupils studying a
Foundation Apprenticeship at college. Pupils will be transported in school
groups; therefore will not share a taxi with pupils from other schools.
2. Physical Distancing
Colleges are referred to in the Scottish Government publication Coronavirus
(COVID-19): framework for decision making — Scotland’s route map through and
out of the crisis.
As we are currently in Phase 3 of the route map, colleges can operate under a
phased return with blended model of remote learning and limited on campus
learning where a priority (with) Public health measures (including physical
distancing) in place.’
In College settings, the physical distance requirement is 2 metres. All school
pupils should adhere to this requirement.
Specific guidance for the College sector came into effect on 29 June 2020.
https://www.gov.scot/publications/coronavirus-covid-19-guidance-for-colleges/
3. Face coverings
lt is mandatory to wear face coverings in communal areas of the College and this
also applies to our learners from school.
Individual exemptions may be granted for health reasons.
4. Arrival at, and departure from, College
First day of study
On arrival at college on the first day of study, school pupils will be directed to an
identified waiting area for their school. They will remain in this area until their
name is called and they are escorted to their allocated classroom.
School-College COVID Mitigation Procedures, 25 August 2020 1
62
Pupils should not arrive early as they cannot be accommodated within the
College campuses.
Subsequent days
On arrival at college after the first day, pupils should make their way, directly, to
their allocated classroom. They will be asked to remain in the classroom for the
duration of their time at college.
Finish times
Classes will be allocated staggered finish times in 5-minute intervals to ensure
that all pupils are not leaving the building at the same time.
Class groupings
Class groups have been made up with the minimum number of schools, possible,
to reduce the number of schools mixing.
Within the classroom, learners will be allocated seats within their school groups
and will be physically distant from learners from other schools.
Breaks
Classes are normally two hours in duration, therefore, there will be no planned
break. If an individual learner requires a comfort break, this will be addressed on
an individual basis.
Where a class is three hours in duration, again there will be no planned break
where everyone leaves the classroom. If an individual learner requires a comfort
break, this will be addressed on an individual basis.
Delivery of classes in school settings
Before a member of college statf begins delivery in a school, the staff member
should have access to the individual school risk assessment. On the first visit,
the statf member should be taken through the relevant school risk assessment
by a member of school staff and be orientated in the current Covid-19
arrangements for the school.
College staff will visit only one school on any given day.
Learning and Teaching
Blended Learning
Blended learning is an approach to learning that combines online learning
materials and timetabled classes that allow for an interaction online with
traditional classroom or specialised space based methods.
School-College COVID Mitigation Procedures, 25 August 2020 2
63
The majority of classes will be delivered using a blended learning model. Classes
will be divided in to two groups where one group will attend on one of the
designated college days e.g. Tuesday afternoon and will study remotely on the
other afternoon e.g. Thursday afternoon. The second group will do the same but
on alternate days. Classes will therefore be small (8-12 pupils depending on
room capacity based on desks being laid out two metres apart). Exceptions to
this have been communicated to schools.
While in the classroom at college, pupils will be required to follow the 2 metres
distance from each other and 2 metres from the lecturer.
Class etiquette
When working online, school pupils should follow the same standards, as they
would do in a classroom setting.
Below is a link to a short, fun video about online etiquette. School pupils should
follow this etiquette when they are using any online platform.
httos://inside.isb.ac.th/ldc/2020/03/28/oracticing-etiquette-students/.
Teams
Online learning, at Ayrshire College, will be facilitated using the Microsoft 365
Teams platform.
Where teaching is taking place as a live online session, the lecturer will invite
pupils, one week in advance, to the Teams session. Only those pupils within the
class will receive and have access to this session.
Pupils will access the session using their College email address. Access to the
session will only be possible using this email address. Access to the virtual
learning environment will also be possible Teams.
The setting within Teams allows the class lecturer to monitor and manage
individual class sessions in a safe and secure environment. No student cameras
will be used. Although lecturer presentations may be recorded, there will be no
recording of any student discussions.
Lecturers can moderate discussion within individual channels within Teams.
Ayrshire College has a policy in place that alerts the lecturer to the use of
inappropriate words and phrases.
The above processes have been developed in line with current Scottish Government
guidance. Any revision to national or sectoral guidance will result in a review of
processes after discussion with our Local Authority partners.
School-College COVID Mitigation Procedures, 25 August 2020 3
64
Appendix 3
Covid Mitigation Procedure in relation to delivery of Foundation Apprenticeship class at Irvine Royal Academy
Delivery staff: from North Ayrshire Health & Social Care Partnership & North Ayrshire Communities (Education)
This set of guidance should be read in conjunction with the Risk Assessment for Irvine Royal Academy, the wider guidance issued to Council staff and any
updates issued by Scottish Government. Any apparent contradictions/lack of clarity should be referred to Laura Cook, lauracook@north-ayrshire.gov.uk
who will take advice from Corporate H & S.
‘Issue | Mitigation Steps | |Issustog — i.
Pupils are from a number of schools
Travel to & from Irvine Royal
Arrival/departure from Irvine Royal
Staff delivering the course are not
permanently based at Irvine Royal
Following discuss with Corporate H &S, this should not prevent delivery of this
class. Pupils should be made aware of the steps they need to take to keep
themselves & others safe. They will already have this knowledge from their
own school setting but will be briefed on details particular to Irvine Royal
Academy. Pupils will not travel back to their own school on the same day after
this class. If pupils join the class from other schools after the first session,
staff will ensure that they are briefed in relation to Covid & emergency
requirements at Irvine Royal Academy.
Pupils will be advised on up to date travel guidance by their school. Pupils
travelling by taxi will be in their own school groups. Pupils will wear face
masks whilst on public transport or in taxi.
Arrival and departure times will be planned to avoid clashing with Irvine Royal
entry/exit and class change times. Pupils & staff will have a planned route to
the room to follow that minimises contact with touch points and other people.
Pupils will wash/sanitise their hands on arrival at the school and on arrival in
the classroom. Facilities are available at both points. From 31/8/20, pupils &
staff will be required to wear face coverings in communal areas.
Staff will not work in more than one school on any given day and will avoid
visiting other establishments on the same day, before delivery of this class.
They will be given a copy of the Risk Assessment for Irvine Royal Academy. A
named Depute Head will be a point of contact for the visiting staff. The staff
will maintain 2m physical distancing from each other and pupils at all times. If
they wish to do so, staff can wear face coverings. The staff will be briefed on
the temporary procedures in the event of a fire or other emergency exit.
65
Use of classroom & resources
Pupil/staff member displays
symptoms of Covid
Use of toilets
Provision of drinking water
Breaks
The classroom will be stocked with hand sanitiser & wipes. Pupils & staff will
sanitise their hands on entry & exit to room. Pupils & staff will be asked to
wipe down their work areas at the beginning & end of class. Where possible,
pupils will sit next to pupils from their own school and they will sit spaced
apart as far as is reasonably possible. Pupils should sit in the same position
each time in class and HSCP staff will keep a seating plan.
Pupils will be issued with their own laptops and sharing will not be permitted.
Windows & door will be opened to ensure a flow of air.
The staff will be issued with the up to date guidance in relation to this issue
and will expected to follow the procedures set up in Irvine Royal Academy.
Course delivery staff will be provided with school & contact details of all the
pupils in order that prompt communications can happen. It will be made clear
to staff & pupils that they should not attend if they are displaying symptoms &
have not had a negative test result.
A key will be provided to staff for the use of pupils & staff. The school's
guidance in relation to the use of this facility will be adhered to.
Initially, bottles of water will be provided, and once the class is established,
pupils will be asked to bring their own water bottles. They will be informed
where the nearest water cooler is to their classroom and will be instructed on
its safe use.
66
Appendix 4
Advanced Higher Consortium Arrangements — Advice to Schools
This should be considered within the context of schools’ existing agreed risk
assessments and where at all possible, the opportunity to deliver all or part of the
course content by remote/digital/self study should be taken.
Young people travelling between schools to access provision is a key part of the senior
phase. From the week beginning Monday 14' September, some young people
undertaking Advanced Highers will be allowed to travel to other schools. This will be
decided on a case-by-case basis taking account of the following factors:
e [he total number of young people in the class
e The number of schools coming together to access the provision
e The ability of young people from different schools to 2m social distance within the
available accommodation
Where consortium travel has been approved, young people should be informed of the
local practices/guidance within the host school. Over and above the local
practices/guidance the following additional mitigations should be strictly adhered to:
e For potential track and trace purposes, young people from other schools should
be included in the class seating plan
e 2m social distancing should be strictly adhered to between groups of young people
from different schools and between groups of young people and the class teacher
e Visiting pupils should have access to handwashing/sanitising facilities on arrival
and be advised of a safe route to & from the classroom
e Current guidance for school € public transport should be followed
e Arrival and departure times for young people should be slightly staggered to ensure
minimal contact with groups of young people from other schools. Those times
should be planned, where possible, to avoid entry/exit & class change times within
the host school.
e Parents should be made aware of the arrangements
e [he host school's risk assessment should be made available to pupils or parents
on request
e On return to their own school, pupils should follow all of the existing procedures in
place
67
COVID-19 — DISPLAY OF SYMPTOMS IN EDUCATIONAL ESTABLISHMENTS
REVISED 17.09.2020 Appendix 5
HT/HOC contacts FM who will organise cleaning in line with HPC guidance.Area must not be used until cleaning is
complete.
V8 17/09/2020
North Ayrshire Council
Comhairle Siorrachd Agr à th
COVID-19 — DISPLAY OF SYMPTOMS IN EDUCATIONAL ESTABLISHMENTS
REVISED 17.09.2020
If the symptomatic person tests negative for COVID-19
They should not return to establishment until they are well enough to do so and have been fever
free for 48 hours without the use of medication. Household contacts can return to school/work
as long as they are ssmptom free and remain vigilant.
If a test is inconclusive or refused
(This should be treated as a positive test result)
Symptomatic person stays self-isolated for the prescribed 10 days from the onset of symptoms
(or longer if symptoms persist) or gets (re)tested. Should not return to establishment until they
are well enough to do so and have been fever free for 48 hours without the use of medication.
Household members need to self-isolate for 14 days however there is no requirement for them
to be tested unless they show symptoms. If symptomatic member of household does not get
tested then the whole household must follow self-isolation guidance and remain vigilant.
AS
North Ayrshire Council
Comhairle Siorrachd 6 9:
V8 17/09/2020
COVID-19 — DISPLAY OF SYMPTOMS IN EDUCATIONAL ESTABLISHMENTS
REVISED 17.09.2020
Further Information:
e Anyone who begins to display symptoms should not attend school in the first place, however if
symptoms develop during the school day, they should be isolated and vacate the premises as
detailed above, irrespective of being contacted by NHS Test & Protect.
e |f someone presents with symptoms but cannot/will not be tested, HT/HoC should go on the
assumption that the individual would have tested positive and will require to self-isolate for the
recommended period. Symptomatic people must follow the national guidance and self-isolate for
10 days and household members for 14 days (or longer if symptoms persist).
e The Transport Hub should be contacted when there is a confirmed case of COVID-19.
e Schools have been provided with sets of red, amber and green cones to allow for clear and
consistent communication links between school and cleaning staff for highlighting an area where
a symptomatic person has been sitting or working.
e Aredcone will be placed on desk or surface where a symptomatic person has been seated to
indicate that it should not be touched/used until it has been cleaned.
e Once the area has been cleaned, the cleaning staff will also sanitise the cones and place the
green cone on top of the others to indicate that the seating / work area can be occupied.
e School staff who opt to undertake asymptomatic testing do not need to self-isolate while
awaiting results.
V8 17/09/2020 AN
North Ayrshire Council
Comhairle Siorrachd 7 O
Positive COVID-19 Case
(Education Actions)
Appendix 6
Parent / Carer / Staff
member informs HT
Public Health decision
about case management
approach
Incident
Management Team
(IMT) convened
Teams/phone call / Problem Assessment
email between Public Group (PAG)
Ñ Health, HOS, HT y N convened
D (straightforward case) Á N complex case)
North Ayrshire Council
Comhairle Siorrachd AT se
Appendix 7
SEEMISGroup
Enabling Digital
Information for Education
SEEMIS ScotXed
Circumstances that this may be used in
Short Full Description Code —Attendance/Absence
Reason
> COA Attendance — Self Isolation — Coronavirus Where a pupil is scheduled to be in school but cannot attend because of self-isolation 15 Attendance
related to COVID-19 and can undertake learning at home.
A CAA Auth. Abs. — Self Isolation Coronavirus Where a pupil is scheduled to be in school but cannot attend because of self-isolation 28 Other Authorised Absence
related to COVID-19 and is unable to undertake learning at home.
F CAB Sickness unable to home Irn Coronavirus Where a pupil is scheduled to be in school but cannot attend because of COVID-19 af Other Authonsed Absence
related sickness and is unable to undertake leaming at home.
B COB Sickness able to home Irn Coronavirus. Where a pupil is scheduled to be in school but cannot attend because of COWID-19 14 Attendance
related sickness and can undertake learning at home.
> COH Home Leaming - Attendance Where a pupil is scheduled to be undertaking home learning and is not known to be 50 Attendance
absent from this.
A CAH Home Learning - Absence (Any Reported) Where a pupil is scheduled to be undertaking home learning but is unable to undertake 21 Other Authorised Absence
this. Covers all reas
s for absence including sickness, family holidays etc.
N CPI Parent isolating against advice C. virus Where a parent has chosen to keep their children away from school as a precautionary i Other Unauthorised Absence
measure where there is no advice to take such measures
CLO Should not attend school closure — u Not sent to ScotXed
Coronavirus. Where a decision has been taken at National o Local Authonty level to close a school to
USE EXISTING SCHOOL CLOSURE CODE limit the spread of the virus
VIA
al > Management > Calendar>
Revised: 17 September 2020 ©SEEMIS Group LLP Page 3 of 4
12
——— cretion
NORTH AYRSHIRE COUNCIL
8 December 2020
Cabinet
Title: Public Performance Reporting 2019-20
Purpose: To advise Cabinet on 2019-20 public performance reporting and
the draft Annual Public Performance Report 2019-2020.
Recommendation: That Cabinet agrees to a) note the status of the Council's
1.1
1.2
2.1
performance indicators at Appendices 1 and 2; b) approve the
draft Annual Public Performance Report 2019-20 set out at
Appendix 3; and c) note that this report will also be referred to the
Audit and Scrutiny Committee for further consideration.
Executive Summary
This report details the Council's performance against a range of performance indicators
(Pls) during 2019-20. The report also presents the Council's Annual Public
Performance Report for 2019-2020 which will be published on our website. This is the
first Annual Public Performance Report produced for our new Council Plan 2019-24 'A
Council that is Fair for All’ and covers the 2019-20 financial year. A separate report on
our response to the Covid-19 pandemic will be produced as part of our six-monthly
Council Plan progress reporting.
This report enables scrutiny of how we meet our statutory reporting obligations,
summarises our six-monthly performance reporting and demonstrates how we work with
our partners to progress our priorities outlined in the Council Plan 2019-24. Our
priorities are Aspiring Communities, Inspiring Place and a Council for the Future.
Background
The Accounts Commission Direction 2018 on Public Performance Reporting sets out
categories of performance information. This Direction gives us flexibility in determining
which Pls meet the requirements of the Direction in order to demonstrate Best Value.
The Accounts Commission expects us to ensure balanced reporting in terms of
improvements in performance and areas of focus as timeously as is practical. The
Direction is outlined in Table 1 below:
fó
Table 1
Part 1: Improving local services and Part 2: Demonstrating Best Value
local outcomes
Statutory Performance Indicator 1
The Commission requires the council to
report
comparison (i) over time and (ii) with other
Performance in improving local public
services, provided by both (i) the
council itself and (ii) by the council in
conjunction with its partners and
communities.
Progress against the desired
outcomes agreed with its partners and
communities.
Statutory Performance Indicator 2
The Council's assessment of how it is
performing against its duty of Best
Value, and how it plans to improve
against this assessment.
Audit assessments of its performance
against its Best Value duty, and how it
has responded to these assessments.
In particular, how it (in conjunction with
lts partners as appropriate) has
engaged with and responded to its
diverse communities.
such information to allow
similar bodies. The Commission requires
the Council to report on information drawn
from the Local Government Benchmarking
Framework in particular and from other
benchmarkino
2.2
2.3
2.4
2.0
2.6
activities.
Following a review of our performance indicators (Pls) as part of the development of
our Council Plan 2019-20 we identified 34 indicators that provide a balanced overview
of our performance and address Part 1 of the Accounts Commission Direction.
We compare our performance to other similar bodies through 80 Local Government
Benchmarking Framework (LGBF) indicators which are reported separately to Cabinet
and published on our website (www.north-ayrshire.gov.uk/performance) with links to the
national “My Local Council” comparison tool.
Detailed information on our Council Plan Pls included within the Annual Performance
Report are available online through our North Ayrshire Performs portal on our website.
Following recommendations from our Best Value Audit earlier this year, we are
developing a more modern and user-friendly interface which will be live on our website
in early 2021.
We recognise the impact of our work cannot be demonstrated or effectively scrutinised
using only quantitative (PI) data. As a result, the Annual Performance Report provides
an update on how we are progressing to achieve desired outcomes for our partners and
communities.
The Annual Performance Report forms part of a suite of public reporting which includes:
The Community Planning Partnership Annual Report
Council Plan progress reports
Local Government Benchmarking Framework
Education Insight
Education Authority Annual Plan
North Ayrshire Performs portal
HSCP Annual Performance Report
74
2./ Performance Indicator Summary
Appendix 1 details the full set of performance indicators, showing (where available)
three years of performance data and a Red, Amber, Green “RAG?” status. The Green
status means performance is on target, Amber is slightly adrift of target and Red is
significantly adrift of target.
2.8 Analysis of the indicators with the latest available targets is outlined in Table 2. 77.8%
of indicators with 2019-20 data are on or slightly adrift of target. This is comparable with
2018-19 when 81.3% were in this category. (The total number of indicators reported
decreased from 66 last year to 34 this year following the introduction of the new Council
Plan 2019-24.)
Table 2: Annual Status Comparison
Key I I I IN Number of Indicators Number of Indicators
(2018-19) (2019-20)
37 (77.1%) 19 (70.4%)
À slightly adrift
on adrift de — i» ==
2 data only/unavailable” — a —— —
“Data for seven indicators is pending, including four education indicators where data will
not be available until February 2021.
2.9 Appendix 2 lists underperforming indicators (red and amber) with further details on the
reasons for underperformance and actions being taken to address these. One
significantly adrift of target (red) indicator "Number of attendances at indoor sports and
leisure facilities (excluding pools)" has been directly impacted by the pandemic during
February and March due to sports governing bodies postponing activities and the
resulting decline in customer confidence.
2.10 Table 3 shows a status comparison between mid-year and year end.
Table 3: Six Month Status Comparison
Number of Number of
Indicators Indicators Movement Includes:
(2019-20 Mid-Year)** | (2019-20 Year End)
Formerly 14 green Pls, 1
@ on target 0 (83. 3%) 9 (70. 4%) amber and 4 data only
(targets are now set)
| 7 ” ee 1 green PI and 1
Formerly 2 green Pls,
2 amber and
© significantly adrift 6 (22.2%) bate unl Parente ote
now set).
- Formerly 1 green PI, 1
wa data only/unavailable 10 T amber, 2 red and 3 data
only.
**Where no quarterly data is available the most recent annual status is used.
Approximately two thirds of our Council Plan PIs are recorded annually, the most recent
status better reflects performance.
19
2.11
Comparison of 2019-20 performance with 2018-19 performance (short term trend) and
2016-17 performance (long term trend) is noted in Table 4. Performance improved in
63% of available indicators since last year and 91.7% over the three-year period.
Table 4: 2019-20 Summary of short term/long term trends*
QUEE JE ee —
— 2018-19) EUER 2016-17)
@ improved 17 17 (68%) ——— 22 | BB (91.7%) ^ 1%)
8 (29.6%)
= No Change 2 (7.4%) ERE
"Data for seven indicators is pending, including four education indicators where
data will not be available until February 2021. In addition, three indicators were
introduced in 2018-19 and so have no 2016-17 (long term) comparison
available. One indicator was not recorded for 2016-17 so 2017-18 data has
been used to calculate long term trend.
2.12 Annual Public Performance Report
2.13
2.14
The draft Annual Public Performance Report 2019-20 is attached in Appendix 3.
The report provides a summary of how we, in partnership with our communities
have worked to deliver our Council Plan priorities.
As our Community Planning Partnership Board is chaired by the Leader of North
Ayrshire Council and administered by the Council, this year we have included a
brief summary of our CPP performance within our Annual Performance Report.
Full details of CPP performance are published in The Community Planning
Partnership Annual Report.
Key highlights from 2019-20 include:
Priority-Wide
e Our Community Wealth Building Strategy was approved by the Community Wealth
Building Commission.
Aspiring Communities
e Ananalysis of the Community Investment Fund showed a wide range of approved
initiatives would address key local issues such as isolation and mental health.
e A North Ayrshire Summit on Drug Related Deaths was held in January, following
a drugs emergency motion being passed in September.
e Our Executive Youth Council, in partnership with the Carer's Trust consulted with
young carers on barriers to participation and will be taking the report to the Scottish
Youth Parliament.
Inspiring Place
e We declared a state of Climate Emergency with our key ambition to be net-zero
carbon, achieving a balance between carbon emissions and carbon removal.
e Following extensive collaboration with the HSCP and NHS Ayrshire and Arran, we
have opened our Trindlemoss Day Opportunities facility, a multi-purpose facility
providing day care, residential accommodation and a range of support services.
e We have completed 31 new houses at Montgomerie View, Seamill.
76
A Council For The Future
e We engaged with communities, giving our residents a Fair Say on our Council
budget and an opportunity to suggest new approaches to delivery.
e We paid our employees the new Real Living Wage five months early resulting in
a rise of 30p per hour from November rather than April.
e We have improved the processing times for Housing Benefit and Council Tax
Reduction. New claims timescales reduced by 9.5% since 2018-19 and change of
circumstances timescales reduced by 24.8%.
2.15 Key areas of focus over the next six months include:
Responding to the Covid-19 Pandemic
e Working alongside our partners to continue to support our residents and
businesses during the Covid-19 pandemic will be our key priority for the next six
months.
Priority-wide
e Launch and implement our Community Wealth Building Strategy 2020-25. A first
for Scotland, it will become our strategic approach to economic recovery and
renewal. We will work alongside key partners to ensure a wellbeing economy with
social and environmental stability for our communities.
e Develop our Economic Recovery and Renewal Approach built on our Community
Wealth Building objectives and outline the actions we will take to recover and
renew from the economic impact of the Covid-19 pandemic. The Approach will
set out how we will build back better, fairer and greener through a local Green
New Deal for North Ayrshire. At the heart of this will be an £8.8 million Investment
Fund to support an inclusive and green economic recovery and in addition we will
use our Capital investment to support recovery and wider regeneration.
Aspiring Communities
e Implement the priorities of the Mental Health Strategy for North Ayrshire to support
Our young people and empower our employees and partners to promote positive
mental health and wellbeing without stigma.
e Conclude funding commitments for the Ayrshire Growth Deal.
Inspiring Place
e Progress the proposals for the new Ardrossan Campus to provide a state of the
art educational and community facility.
e Continue to develop Millport and Upper Garnock Flood Protection Schemes.
e Support regeneration by maximising our assets through alternative community
and business use.
A Council For The Future
e Action any areas for improvement highlighted during our Audit Scotland Best
Value review.
e Continue to engage with our communities on our transformation themes and
development of locality community charters.
e Capture experiences and learning from our response to the Covid-19 pandemic.
2.16 The report will be made available through our website and shared via our various
social media channels. Hard copies will be provided on request.
Tf
3. Proposals
3.1 It is proposed that Cabinet agrees to a) note the status of the Council's performance
indicators at Appendices 1 and 2; b) approve the draft Annual Public Performance
Report 2019-20 set out at Appendix 3; and c) note that this report will also be referred
to the Audit and Scrutiny Committee for further consideration.
4. Implications/Socio-economic Duty
Financial
4.1 There are no financial implications.
Human Resources
4.2 There are no human resource implications.
Legal
4.3 This report confirms the arrangements for the Council's compliance with its duties under
the Local Government Act 1992 and the Local Government in Scotland Act 2003 and
commitment to improving public performance reporting.
Equality/Socio-economic
4.4 There are no equality/socio-economic implications.
Environmental and Sustainability
4.5 There are no environmental and sustainability implications.
Key Priorities
4.6 This report helps to demonstrate the Council's delivery of its strategic priorities.
Community Wealth Building
4.7 There are no community wealth building implications.
5. Consultation
5.1 Feedback from the Executive Leadership Team (ELT) informed the content of this
report.
Andrew Fraser
Head of Democratic Services
For further information please contact Barry Tudhope, Senior Manager (Corporate
Policy, Performance & Elections), on 01294 324113.
Background Papers
Council Plan 2019-24
78
Appendix 1: Council Plan Performance Indicators (Pls) — Summary
KEY
Performance Indicator Status Short Term Trends Long Term Trends
| Q9 | Significantly Adrift of Target | || Improving —.
[ * [No Change | | = [No Change —
TE [Getting Worse -
nm
Data Not Available
Data Only
Council Plan Priority 1: Aspiring Communities
Code & Short Name SUS 2018/19 2019/20 Short Term Long Term
| Value | Status | Value | Status | Value | Target | Status | Trend Trend
CP 01 Percentage of —
population who are baseline established for & 45.53% 60%
involved in local 2018-19
decision making
CP 02 Percentage of Council New measure and
budget directed via baseline established for | 1.1196 0.89% (Y
participatory methods 2018-19
CP_03 Percentage of residents
who agree they have New measure and
access to opportunities | baseline established for | 47% 47% e
to participate in their 2018-19
local community
19
New measure in
2018/19. No
2016/17
comparison
available.
New measure in
2018/19. No
2016/17
comparison
available.
New measure in
2018/19. No
2016/17
comparison
available.
Code & Short Name
CP 04 Percentage of children
achieving their
developmental
milestones at the time
the child starts primary
school
CP 05 Average total tariff score
of pupils living in SIMD
30% most deprived
areas
CP 06 Average tariff score: All
Leavers
CP 07 Percentage of school
leavers entering positive
destinations
CP 08 Percentage of children
living in poverty (after
housing costs)
CP 09 Percentage of working
age population in
employment
CP 10 Percentage of
procurement spent on
local enterprises
CP 11 Percentage of people
earning less than the
living wage
CP 12 Percentage of learning
disability service users
accessing employment
support activities
“Value | Status | Value | Status | Value | Target | Staus —
11.2%
24.25%
po ujuojuofor |e
18%
638.1
780.7
94%
26.59%
69.7%
17.43%
24.3%
23.88%
Data not
currently
available
Data not
currently
available
Data not
currently
available
Data not
currently
available
Data not
currently
available
10.2%
19.18%
Data not
currently
available
23.84%
19%
718
00
cO
al
96%
26.5%
10%
23%
24%
30%
00
O
Data not
currently
available
Data not
currently
available
Data not
currently
available
Data not
currently
available
Data not
currently
available
Data not
currently
avallable
Y
Short Term | Long Term
Trend Trend
Data not
currently
available
Data not
currently
available
Data not
currently
available
Data not
currently
available
Data not
currently
available
..
uH
Data not
currently
available
há
Code & Short Name Avive 2018/19 2019/20 Short Term Long Term
| Value | Status | Value | Status | Value | Target | Status | Trend Trend
CP_13 Percentage of children
with BMI centile >91 at | 12.65% 9.98% Y) 13.19% 10.5% 3 3
27 month review
T
Based on
2017/18 not
CP 14 Percentage of 2016/17 as Pl
households in fuel 30% wi 26% O 28% 25.5% y introduced that
poverty year. (Two
year rather
than three
year trend)
CP_15 Number of attendances
at indoor sports &
leisure facilities 1,848,777 wh 1,886,930 wi 1,859,843 | 1,964,100 y “a
(excluding pools)
CP 16 Percentage of people Data
a sisse ud 65.8% 66.68% available 669 Data available | Data available
g-te ? ° February ° February 2021 | February 2021
receiving personal care 2021
at home
CP 17 Number of Emergency Pr 724 rS 933 a 17,816 20,257
Admissions
CP_18 Percentage of new
tenancies to applicants
who were assessed as 18.28% 81.48% 84.07% 82%
homeless sustained for
more than a year
81
Council Plan Priority 2: Inspiring Place
| 201718 7/18 2018/19 2019/20 Short Term Eu Term
Code & Short Name
CP 19 Proportion of
operational buildings 90.91% 93%
u i
that are suitable for their
á á mor oa
89.91% 91.01%
current use
CP_ 20 Overall percentage of
road network that
should be considered
for maintenance
treatment
CP 21 Proportion of properties
receiving superfast
broadband
CP 22 Number of electric
vehicle charging points
publicly available
CP 23 Number of new build
Council housing units
reaching completion
(cumulative)
CP 24 Number of empty homes
brought back into use*
CP 25 Percentage of Council
dwellings that meet the
39.196 38.196
inn
92.3576 93.7%
sb
NO
©
Br
.
©
094 900
E)
©
um
©
HD
99.19% Y)
99.14% 99.18% 99.4%
Scottish Housing
Quality Standard
CP_26 Tourism Visitor
"|e.
o
sb
Code & Short Name 2017/18 | 20819 | 8/19 2019/20 Short Term Long Term
CP 27 Street Cleanliness Index 92.2 94.5 NS 46
- Percentage Clean
CP 28 Hectares of vacant and
derelict land in North 1,294 1,279 1,180 1,244
Ayrshire
maes DUETO Can PS 756 40,666 37,508 | 39,320 | *
emissions (tonnes)
CP 30 Total installed capacity
of low carbon heat and
electricity generation 9,029 9,682 9,700 9,700
across the Council's
estate (kW)
. 31 Percentage of total
household waste that is z . ó ó
recucled (calendaryear | 90% 54.6% 56.3% 59% A AT T
as per SEPA)
“CP_24 Number of empty homes brought back into use - We have now developed a more robust reporting process for empty homes. Historically reported
figures have been changed to cumulative and some minor errors corrected. We are confident we will exceed the target of 600 empty homes brought back
into use by 2024.
83
Council Plan Priority 3: A Council for the Future
| 201718 7/18 | 201849 | 8/19 2019/20
Code & Short Name lur d Term Cw Term
| Value | Status | Value | Status | Value | Target | har: ad Ei
CP_32 Percentage of
eon BHEEIEEIEIEIES
service
CP mee nansacnons | 207% | O «em O em e | O | te —
I Se be IO
84
Appendix 2: Council Plan Performance Indictors (Pls) - Exception Report
Council Plan Priority 1: Aspiring Communities
Code and Short Name 2018/19 2019/20 Short | Long
Term | Term
Trend |Trend
Value [Target[Status] Value [Target Status
CP 01 Percentage of 51% 45.53% | 60% bhí For purposes of creating as much rigour as possible, we specifically
population who count the opportunities where democratic participation is directly
are involved in with or through the Council. This does not therefore include the
local decision situations where the Council provides support to local
making organisations to engage with individuals and communities e.g.
Ardrossan Development Trust, Stevenston Development Trust,
Beith Development Trust, Cumbrae Development Trust,
Community Council engagements and a variety of interest group
engagements e.g. community associations, heritage and sports
groups.
Where a group meets more than once during a year only one
occurrence is counted. This is to minimise double counting where
possible. This also means, towards the end of the year many
regular events will have already been included in the figure earlier
in the year. It should not be concluded that during quarter 4 fewer
events took place.
Due to the nature of this indicator it is not possible to record unique
individuals, but it does give an indication of the involvement of our
community in local decisions
85
Code and Short Name 2018/19 2019/20 Short | Long
Term | Term
Trend |Trend
| Value [Target[Status| Value [Target] Status
CP_10 Percentage of 17.43% wi 19.18% | 23% AT T The information has been taken from Spikes Cavell utilising the
procurement proximity and supplier size fields. The 2019/20 percentage spend
spent on local with local (SME) is 19.18% which is a 1.75% improvement on the
enterprises 2018/19 figure of 17.43%.
Percentage of 23.88% | 30% 23.84% | 30% The Learning Disability Job Coaches are a crucial resource with
learning regard to employability that has, along with the rest of day services,
disability service been experiencing a period of considerable flux and development
users accessing over the past year. This is in part due to preparing for the closure
employment of existing services and the move to a combined new site at
support Trindlemoss, in Irvine.
activities
Recent work has focused on exploring the existing role of job
coaches working within learning disability day services, with a view
to ensuring that their activity reflects and benefits from the broader
community change agenda being promoted in association with the
development of Trindlemoss Day Opportunities Centre.
Collaboration with a broad range of community partners is a key
aspiration for Trindlemoss, and it is anticipated that the Job
Coaches, as core practitioners within Trindlemoss, will play a role
in creating new collaborations which will in turn will improve
performance in this area.
Percentage of 9.98% |10.5% Y) 13.19% | 10.5% y m Our Universal Early Years team continues to provide support
children with ensuring the health of young children. Health Visitors also carry out
BMI centile >91 reviews of all children in North Ayrshire at 27 - 30 months, to make
at 27 month sure they are healthy and thriving.
review
86
Code and Short Name 2018/19 2019/20 Short | Long
Term | Term
Trend |Trend
A Yale Taraetjsiats,
CP 14 Percentage of 26% 26% 28% |25.5% > . The Scottish House Condition Survey (SHCS) provides estimated
households in annual fuel poverty figures. In July 2019 the fuel poverty definition
fuel poverty changed with the introduction of the Fuel Poverty (Targets,
Definition and Strategy) (Scotland) Act. SHCS reporting for this
year incorporates some of the changes to the new fuel poverty
definition resulting in more homes being identified as being in fuel
poverty. This is a best estimate of fuel poverty under the new
definition and cannot be compared to previous local authority
analysis figures. We continue to focus efforts towards reducing fuel
poverty through the development of our Local Heat and Energy
Efficiency Strategy, the delivery of home insulation and solar PV
installation programmes, and the referral mechanisms established
through the Local Energy Advice Forum to maximise income and
support residents with utility bill enquiries and switching suppliers.
“Long term trend based on 2017/18 not 2016/17 as PI introduced
that year. (Two year rather than three year trend)
CP 15 Number of 1 os 93 1 di 84 | 1,964, Although facilities and activities only closed from 23 March 2020
attendances at 100 attendances were negatively impacted by the Covid 19 pandemic
indoor sports & during the latter part of February and all of March. Despite
leisure facilities introducing a customer awareness campaign and additional
(excluding cleaning processes customer confidence reduced due to the
pools) pandemic. Meanwhile a number of sports governing bodies made
decisions to stop all activity leading to a reduction in attendances
across all activities.
8/
Priority 2. Inspiring Place
Code and Short Name 2018/19 2019/20
Term | Term
homme Rao oy
CP_19 Proportion of = 01% = wad lind 91% = 2019/20 result was 90.91% against a target of 93%. The Scottish Average
operational for 2018/19 was 82.14% with the Council ranked 9 out of 32 Scottish Local
buildings that Authorities and remains in the 2nd quartile. Rationalisation of the
are suitable for Additional Support Needs school estate and integration of Health and
their current use Social Care Partnership locality teams within secondary schools will
improve performance.
Percentage of 94.6% |54.5% 56.3% | 59% A AT ul The estimated Scottish Environment Protection Agency (SEPA)
total household Household Waste Recycling performance for 2019 (calendar year) is
waste that is 56.3% against a target of 59%, showing an increase of 1.7% compared to
recycled 2018 (54.6%). This is mainly attributable to the Council introducing Purple
(calendar year Bin collections on the mainland in April 2019 for glass, cans and plastics
as per SEPA) with the existing Blue Bin being used for paper and card. The figure is still
subject to checking and final verification by SEPA.
ka Licata Lond los hind
88
Appendix 3
Annual Public
Performance Report
2019/20
A
North Ayrshire Council
Comhairle Siorrachd Áir a Tuath
Contents
Welcome
A Year of Key Events
About Us
Overall Performance
Tne National Picture
Our Priorities
What Has Been Achieved So Far
Aspiring Communities
Aspiring Communities: At a Glance
Case Studies
Inspiring Place
Inspiring Place: At a Glance
Case Studies
A Council for the Future
A Council for the Future: At a Glance
Case Study
Financial Overview
Partnership Working
This is our first Annual Performance report on our new Council Plan and we aim to give you
a clear insight into where we have performed well over the past twelve months as well as
where we can improve.
Our strong culture of continuous improvement was recognised through our recent Best Value
Assurance audit with significant improvement noted during the past decade. This audit is our
official “report card” produced by Audit Scotland on behalf of the Accounts Commission and
examines all elements of our work to ensure we are delivering our statutory duty of Best Value.
During 2019/20 we developed our Community Wealth Building Strategy. This strategy will
Support an inclusive economy so that everyone benefits from a stronger local economy,
enhanced community empowerment and an increase in fair employment.
Following the success of our Employability programmes, we have seen 435 unemployed
residents secure employment this year. We also launched "EQUAL" our Supported Employment
Service to assist our residents with a disability to find long term fulfilling employment. In addition,
our Community Benefit Clauses within our procurement contracts have provided 1,301 weeks of
employment for our residents.
We were one of the first Scottish councils to launch our whole systems approach to
understanding issues around the public health priority of diet and healthy weight. This will see
partners working together to fully understand the complexity of our residents issues and
experiences before addressing them.
In yet another first, to coincide with Challenge Poverty Week and Scottish Climate Week we
launched an enhanced Real Nappy Incentive Scheme - becoming the first council in the UK to
provide free "birth to potty” real nappy packs.
We declared a Climate Emergency with our key ambition to be net-zero carbon by 2030 and
introduced our enhanced household waste and recycling service.
1 Annual Public Performance Report 2019/20 94
We completed 105 new houses, providing high quality, sustainable homes for
our residents. This includes 20 supported accommodation units as part of a
refurbishment programme at Trindlemoss, Irvine.
Finally, the information in this report demonstrates a full year of our performance as
at the end of March 2020. Our response to the Covid-19 pandemic will be detailed in
a separate report later this year. However, we want to acknowledge the incredible
instant collaborative response that was mobilised with our communities, key
workers and the private sector. We want to thank everyone who has stayed at
home or helped deliver services at this time.
Councillor Joe Cullinane Craig Hatton
Leader of the Council Chief Executive
How well do you feel we have performed?
We would welcome your thoughts.
You can contact us via:
email at NorthAyrshirePerforms@north-ayrshire.gov.uk
use the hashtag #NorthAyrshirePerforms on social media
call 01294 324648
or write to us at:
Performance Feedback
The Corporate Policy, Performance and Elections Team
North Ayrshire Council
Ist Floor East
Cunninghame House
Friars Croft
Irvine
KA12 8EE
Annual Public Performance Report 2019/20
A Year of Key Events
April 2019
» Irvine Harbourside and Ardeer - The
Great Harbour, plans revealed, with
£14 million earmarked through the
Ayrshire Growth Deal.
July 2019
> Opening of Kyleshill Court, Saltcoats —
36 high quality affordable homes for
older residents.
A
May 2019
> £3.43 million construction on 31 new
Council houses at Ardrossan Road,
Seamill.
> We successfully delivered the
European Parliamentary Elections.
August 2019
with Respite and Residential
> Kilwinning Early Years Centre
Programme.
June 2019
> Wrap, Run and Fun was launched,
allowing our children and young
people to enjoy a nutritious lunch and
take part in free activities.
September 2019
Wealth Building Commission.
> We declared a Climate Emergency
P Active Travel Hub launched, with the
aim to encourage us all to walk and
cycle in North Ayrshire.
time.
3 Annual Public Performance Report 2019/20
. LL edi
October 2019
» Welaunched our HOME (Home
Ownership Made Easy) scheme
making it easier for people to get on
the property ladder.
a FS ME j |
> Work commenced on £27.7 million
Additional Support Needs Campus,
accommodation in Stevenston.
received a £670k upgrade as we
roll out our Early Years Expansion
> First meeting of the Community
> The Circuit, Irvine a £5.4 million sport
facility opened its doors for the first
> "Whole systems approach’ to diet and
healthy weight launched - ensuring
partners work together to fully
understand our residents issues and
experiences before addressing them.
> Work commenced in Millport on
a £15 million regeneration of its
historic town centre. This will focus on
the conservation area by repairing
buildings, improving shop fronts and
public spaces.
November 2019
> We supported the Arran Development
Trust to receive a grant of £3.612
million to help build affordable homes.
This grant was part of an £8.5 million
financial package.
> Our Youth Participatory Budgeting
event saw 5,583 young people aged
between 8 and 25 years decide how
£60,000 of funding would be allocated.
» We launched the COIG. com website
and mobile application showcasing
"Five routes. One great adventure.”
We are expecting to attract 100,000
visitors annually to North Ayrshire.
December 2019
» We successfully delivered the UK
Parliamentary Elections.
January 2020
> Trindlemoss Day Opportunities
opened, providing a modern facility
for residents with learning disabilities
and the community as a whole.
> Our innovative Energy from Waste
contract went live, with grey bin waste
now converted to renewable energy
rather than landfill. This is a joint
project with four other councils.
» We confirmed that we will have net-
zero carbon emissions by 2030.
February 2020
» We have agreed a £25 million housing
project which will provide 122 new
Council houses at Flatt Road, Largs.
> North Ayrshire had its Fairtrade Zone
status renewed for another two years.
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March 2020
» Community groups across North
Ayrshire were awarded £100k from the
North Ayrshire Community Investment
Fund (CIF) for local projects.
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> We worked alongside our communities,
partners and the private sector,
together we mobilised an instant
response to the Covid-19 pandemic.
Annual Public Performance Report 2019/20 4
About Us
A
Overall Performance
Elected Members
| ST. | | Following the introduction of our new well as setting ambitious targets.
Labour Conservative P eG m Council Plan 2019-24, we undertook a
2i \ 4 nor thorough review of our performance More detailed information on our performance
P J € 4 Ír indicators. This review included introducing indicators can be accessed at our website
new performance indicators to quantify our |
www.north-ayrshire.gov.uk/performance
¡Bo dá i — ——— impact in areas previously unmeasured
Independent | Moo Ane LES SLEPT v. such as democracy and participation as
SNP
Population Female
breakdown 52.4% Economy
in 2019/20 O of indicators with data available were
i O on or only slightly adrift of target
The National Picture
Adults in SIMD living amongst
: |
0 S Ri ci ui The Local Government Benchmarking three years of increase. Nationally the
134, 740 andis 70.296 ó Framework (LGBF) is a national tool designed Improvement Service has identified a trend
28.0% to enable us to compare our performance with of improvement either slowing or declining
| mE | other local authorities across Scotland, identify across key service areas throughout Scottish
Children living in Businesses
Population Male
| best practice and improve our services. councils and we are monitoring this closely.
poverty operating across
0 North Ayrshire You can explore our performance and how
23.4% During 2018/19 (most recent data available) we compare with other local authorities in
3,260 6396 of our indicators, were performing above Scotland in more detail using the My Local
the Scottish average, either in the top quartile Council tool.
___ — sá Ín— or second quartile. This has decreased by five (https://www.improvementservice.org.uk/
Infrastructure | percentage points since 2017/18 following benchmarking/explore-the-data)
Staff Breakdown Farly Years Centres 3 45% 39%
Male ; Le bii I 34%
Primary Schools AY 35% Q °
6.956 27% A co sc ícsQii 1 30% — Em ne 28x 3% 29* 29*
Secondary Schools Q | 24%
y E i i i mee 17% aus B i7% 17% 17% aus
velie sem m reme abh hInis Sra le Zi à 0 0 0 J 0 Y
Sea — Support Needs Schools 4 l ! 159; 1576
0 12,931 b 10%
0 ae 5%
Km of roads 1 ,039 0% |
| | | 2015/16 2016/17 2017/18 2018/19
Ist Quartile ll end Quartile | 3rd Quartile W 4th Quartile
5 Annual Public Performance Report 2019/20 93 Annual Public Performance Report 2019/20 6
Aspiring Communities
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Dad m
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~
Extensive consultation with young
people and partners to refresh
our award-winning Young People's
Citizenship and Participation Strategy
is ensuring our young people continue
to have a voice in local and national
decisions that affect them.
We held the first Joint Community
Planning Partnership (CPP) Locality
Partnership and Health and Social Care
Partnership (HSCP) Locality Planning
Forum on Arran, a pilot which is the first
of its kind in Scotland which will turther
develop a place-based approach to
designing and delivering local services.
Our Vision ‘A North Ayrshire that is Fair For All’.
Our Mission Working together to improve well-
being, prosperity and equity in North Ayrshire".
Our three priorities are: Aspiring Communities,
Inspiring Place and A Council for the Future. Children and young people experience the
best start in life
Key Priority: Aspiring Communities -
Our Executive Youth Council worked is now led by school leadership teams in
In October an analysis of the use of
the Community Investment Fund (CIF)
against key themes showed a wide range
of initiatives have been approved to
address key local issues such as isolation
and mental health. To date £1,034,045
of Council expenditure has been agreed
and £932,404 of external funding has
been secured by CIF projects.
We completed an extensive community
engagement process to explore our
network of community centres and
libraries, in the context of the significant
challenges in our medium-term financial
plan. The two programmes consisted
of 28 meetings and attracted 1,601
responses, including 212 via our online
engagement platform, Consul.
Annual Public Performance Report 2019/20
What Has Been Achieved So Far
Active and Strong Communities
Following a drugs emergency motion
being passed by Council in September,
a North Ayrshire Summit on Drug
Related Deaths was held in January.
Our Alcohol and Drug Partnership
(ADP) Participatory Budgeting event
was announced at the summit with a
focus on prevention and community
engagement to address drug deaths.
It was due to take place in April and is
now moving online enabling community
groups and organisations to bid for
grants between £8k and £10k from a
total fund of £60k.
94
in partnership with Carers Trust to
consult with young carers on the
barriers to participation experienced
by many. Their report will be taken to
the Scottish Youth Parliament.
Kilwinning and Largs Academies
established wellbeing hubs which provide
Support and resources to pupils. This
includes peer to peer support from
pupils trained in Scottish Mental Health
First Aid as well as targeted programmes
to combat low self-esteem and other
aspects of mental health. The Wellbeing
Model will be rolled out to all localities.
Since April 2019, there have been 143
referrals to the secondary school
counselling service. Of these, 36 young
people have finished their counselling
sessions with over 90% of pupils
reporting improvement following this
support. Counselling is one of a range
of mental health supports available
across North Ayrshire.
Implementation of the “Devolved
School Management Scheme’ in North
Ayrshire has given authority to our Head
Teachers to allocate parts of their budget
totalling £75.7 million. Decision making
consultation with key partners in order to
better support the learning and teaching
of over 18,000 children and young people
across North Ayrshire.
We have provided tree period products
to over 4,000 pupils in all North
Ayrshire secondary schools in addition
to community provision.
Construction began on the modern, fully
accessible Additional Support Needs
Campus and Respite and Residential
accommodation in Stevenston. This will
replace four existing Additional Support
Needs schools.
Annual Public Performance Report 2019/20 8
> Aspiring Communities
Inclusive, growing and enterprising economy
>
9
Employoblin
Our Community Wealth Building
Strategy was approved by the
Community Wealth Building
Commission in March. Community
Wealth Building is a transformational
approach to economic development
to ensure fair and resilient local and
regional economies. There is significant
interest in the strategy from regional,
national and international partners.
Proposals have been prepared and
Submitted to both UK and Scottish
Governments as well as Growth Deal
agencies for projects to improve digital
infrastructure.
Annual Public Performance Report 2019/20
» Weare advancing the joint development
of a National Centre for Digital Process
Industries at i3, Irvine. It is being
facilitated through the Ayrshire Growth
Deal, in partnership with the National
Manufacturing Institute for Scotland
(NMIS).
Following the establishment of
the Ayrshire Regional Economic
Partnership in April 2019, the Regional
Economic Strategy is being developed
and will be referred to the Regional
Partnership Board and Committee for
consideration in June 2020. We have
secured in principle commitment from
partner agencies to support its delivery.
We have grown the number of
businesses operating out of The Circuit
(social enterprise/business incubation
facility) which is now fully occupied with
12 new businesses based there who can
access the on-hand support available.
We officially launched our new
Supported Employment Service
"EQUAL this year. This service supports
North Ayrshire residents aged 16 or
over with a disability to find long term,
fulfilling employment and to provide
all the support required for them and
their future employers. So far, we have
registered and supported 109 residents
with a disability, with 18 clients being
supported in employment.
We had a successful jobs fair that
attracted 150 unemployed residents
at the re-launch of the Kilwinning
Employability Hub at Kilwinning Library.
95
> Aspiring Communities
Residents and communities, enjoy good,
life-long health and wellbeing
p
In the last six months, as part of our
resettlement programme, we have
supported seven Syrian families to
resettle into our local communities.
Since the start of the programme we
are proud to have welcomed 41 Syrian
families to North Ayrshire.
Our community-based rehabilitation
unit at Warrix Avenue, Irvine, supports
individuals with severe, enduring mental
health needs in an environment that
is close to independent living. Since
opening we have received 15 referrals,
supported eight admissions, transferred
three individuals back to acute in-patient
service and discharged one person back
to the community.
We commissioned North Ayrshire
PEAR - Prevention, Early intervention
And Recovery service in September
through third sector partners Turning
Point. Working closely with our Drug
and Alcohol Recovery Service, it is
aimed at individuals not engaging with
other services and supports self as well
as agency referrals.
Our Care at Home and Community Alert
services retained their Very Good grade
for Care and Support as well as achieving
an ‘Excellent’ grading for Management
and Leadership following our annual
inspection by The Care Inspectorate.
This is the first time that any service
as large as our own has been awarded
such a grade. Health and Social Care
performance can be viewed in more
detail at nahscporg/performance.
Our school holiday meals initiative
was relaunched as Wrap, Run and Fun
to have a more inclusive approach
encouraging further uptake of a free
nutritious lunch and activities. This
was delivered in partnership with KA
Leisure.
Annual Public Performance Report 2019/20 10
> Aspiring Communities
Annual Public Performance Report 2019/20
Residents and communities are safe
We have implemented the new
Environmental Health food law inspection
regime and it is facilitating future
inspection programming, using the new
Food Law Rating System. This combines
the food safety and food standards
programmes into one Food Law
Inspection Programme and will keep our
residents safe through a more efficient
process for our businesses.
The Police Triage Pathway within the
Crisis Resolution Team is now fully
rolled out and demand is regularly
monitored. This mental health service
provides support to our police
colleagues who are involved in assisting
individuals who are experiencing
mental health distress. It provides
police officers with direct access to
Community Psychiatric Nurses in the
Crisis Team who can assist with risk
assessment, general advice and if
necessary, admission to hospital.
A successful joint initiative with UK
Border Force, Police Scotland, Housing
Services and the Licensing Team
was brought together by our Trading
Standards and the Corporate Fraud
Team to tackle human trafficking and
houses in multiple occupation on a
number of premises.
96
Over the next six months we will:
Progress our Community Wealth
Building Strategy including developing
a new Community Wealth Building food
system with partners to offer a variety
of community-led food provision with a
range of ownership and participation
models.
Implement the priorities of the Mental
Health Strategy for North Ayrshire:
work to develop confidence in our
staff to support positive mental health
and wellbeing; develop organisations
that support positive mental health
and wellbeing without stigma and
discrimination; encourage confidence
and resilience in our children and
young people; and help parents and
carers to support their children's positive
mental health.
Develop new ways of working through
multi-agency locality hubs and a
network of partners to better support
our communities.
Finalise our Children's Services Plan and
Child Poverty Action Plan and submit
them to the Scottish Government.
Progress the extensive property and
facilities management support required
to deliver the 1140 hours of Early
Learning and Childcare Expansion.
Aspiring Communities: Areas of Focus
Progress our new sector-leading
Additional Support Needs (ASN) Campus
which will provide a high-quality learning
environment for over 200 ASN pupils
who currently attend our four ASN
schools.
Support all school leavers to secure
a positive post-school destination by
working with a range of partners to
promote the training, further education
and employment opportunities available
within a challenging economic climate.
Conclude funding commitments for
Ayrshire Growth Deal (AGD) and
progress our suite of AGD projects to
deliver inclusive growth, innovation
and support place-based regeneration
activity.
Annual Public Performance Report 2019/20 12
> Aspiring Communities
Aspiring Communities: At A Glance | Case study: Wrap, Run and Fun
Our holiday meals initiative has grown from strength to strength,
providing a healthy Gold standard 'Food for Life' lunch for North
Ayrshire primary school pupils at no charge.
£932,404
external funding, secured by Community
Investment Fund projects
Happening
here this
school holiday!
Ardrossan Campus
proposals for state-of-the-art education
and community facility approved
492 ios
created through
... Supported local
businesses
LL
Iti a ws live [3
gn club! "primary school pupils.
NS Find out more at
j je> www.north-ayrshire.gov.uk/holidayschoolmeals
Supported by M
sá DI. Pa = \
= ae w b D
E &- | e | leisure : —
We've supported
291
new businesses
435
We successfully rebranded our holiday a 5% increase compared to summer
unemployed meals programme as Wrap, Run and Fun 2018. The Facilities Management team
people, back | Pa | |
EE with a strong partnership with KA Leisure continue to develop the school holiday
£ 6 O O O O f to deliver activities for children and young meals provision to maximise the number
reg lt | w/ of Youth people. This relaunch sought to remove of children benefiting from this service.
8 Participatory Budgeting allocated by the stigma associated with free meals and The ongoing review will include building
TWO th | rds 5,583 young people introduce the initiative as a community on existing community partnerships and
of people aged 65 or over activity club for North Ayrshire children working with other stakeholders to widen
aged between 8 and 25 years | | M |
| E and young people, where food is available. the service into the community to reach
with long term care needs those who need it most.
supported to stay at home To continually improve, an ongoing review
of the activities on offer has resulted in The rebranded Wrap, Run and Fun
a wider partnership with KA Leisure and programme is crucial in ensuring that
Number of children O O other community partners at various all children and young people in North
living in poverty venues. The attendance over the summer Ayrshire have the opportunity to receive a
has reduced by period resulted in an additional 721 healthy meal.
meals being served, which equates to
2.67%
13 Annual Public Performance Report 2019/20 Annual Public Performance Report 2019/20 14
> Aspiring Communities
Case study: Birth to Potty Scheme
The new enhanced nappy scheme can
save families up to £1,300 per child on
the cost of disposable nappies, whilst
reducing the environmental impact of
nappies by 40%.
We already offered a Real Nappy Incentive
Scheme which provides a free trial pack,
giving new parents the chance to see what
suits their baby best. This trial pack consists
of three free reusable nappies in various
styles, two waterproof wraps, biodegradable
liners and a handy laundry bag.
Parents or carers who use the trial pack
are now able to request the full new ‘birth
to potty’ pack, containing 20 birth to
potty nappies, biodegradable liners and
a laundry bag. This comprehensive kit is
provided free of charge. Parents or carers
who were already comfortable with the
idea of using reusable nappies can also
request this option without the need for a
trial kit first.
Making the switch to reusable nappies can
save a significant amount of money in the
longer term - however the initial outlay
can be costly. Our birth to potty scheme
removes this cost and removes the impact
of managing disposable nappy waste.
15 Annual Public Performance Report 2019/20
98
Key Priority: Inspiring Place
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-— or dam tal J a "€ LR OT -
——— —áni oS ES one O
Am
Well connected with effective infrastructure
» Irindlemoss Day Opportunities opened
in January 2020 following extensive
collaboration with the Health and Social
Care Partnership and NHS Ayrshire
and Arran. It provides a modern
facility where residents with learning
disabilities and the community as a
whole can access opportunities to
maximise health and wellbeing.
> We approved a new Road Asset Safety
Inspection Policy which is designed to
bring a further shift from reactive to
planned maintenance to improve the
condition of our network. We saw our
Roads Condition Index improve from
38.1% to 37.3% this year which validates
our prioritised approach to maintenance
investment, and we expect to build on
these improvements in the coming year.
> Our Ardrossan Campus proposals
for a state of the art educational and
community facility were approved and
will provide modern, fit for purpose
surroundings to give young people
the best start in life. It will see the co-
location of Ardrossan Academy, Winton
Primary School and Early Years Centre,
Ardrossan Library and swimming/
leisure facilities as well as provide
access for the Health and Social Care
Partnership (HSCP) Children and
Families Locality Team.
> The Scottish Government awarded
£1.417 million Town Centre Funding
in 2019/20. We agreed to focus £1
million investment on Stevenston
and Dalry with the balance being
available to Support proposals from
other towns. Proposals include shop
front, streetscape and buildings
improvements amongst other projects
nominated locally. Delivery of these
projects will continue into this year.
> Flood Protection Schemes - the £17.5
million Upper Garnock Scheme is
now at contract award stage with a
site start anticipated during summer
2020, and for the £275 million Millport
Flood Protection Scheme the statutory
consultation has been completed
following notification of the scheme in
March 2020.
Annual Public Performance Report 2019/20
16
» Inspiring Place
Homes that meet residents' needs
We have completed 31 new build »
affordable homes at Montgomerie
View, Seamill. The homes were
constructed off-site in a factory, a first
for the Council. This method reduced
construction time and waste whilst
retaining a high level of quality.
We have agreed a £25 million housing
project which will provide 122 new
council houses at Flatt Road, Largs
and are exploring the opportunity
to provide 29 extra care sheltered
residences at St Colm's Place.
We have completed our Meadowcroft
facility providing support for looked-after
and former looked-after children and
young adults.
Vibrant, welcoming and attractive
environment
»
17
We worked with a local community group, >
FRIENDS, in Stevenston, to plant 2,000
new trees at Ardeer Quarry. These
trees will help absorb carbon from the
atmosphere, provide a valuable habitat
for animals and plants, and create an
attractive environment for physical
activity, health and wellbeing benefits.
The 3.3-hectare area will also reduce our
grounds maintenance costs by replacing
a grassed area with natural woodland.
Annual Public Performance Report 2019/20
Working in partnership with the local
community in Castlepark, Irvine, a
Campaign was launched to highlight
littering and other environmental crime to
discourage those responsible. This four-
week initiative involved increasing our
enforcement patrols and saw a number
of offenders issued with Fixed Penalty
Notices for fly tipping and dog fouling. This
model is being rolled out to hotspots in
other communities across North Ayrshire.
99
> Inspiring Place
A sustainable environment
> We have declared a state of Climate
Emergency and our key ambition is
to be net-zero carbon, achieving a
balance between carbon emissions
and carbon removal. Our household
waste recycling performance was
56.3% for the 2019 calendar year, a rise
of almost 2% from previous year. Our
new household bin collection service
involves recovering energy from our
residual waste in partnership with
four other councils and Clyde Valley
Residual Waste.
> The success of our carpool scheme
continues, with a 33% increase in pool car
mileage- over 275,000 miles travelled
during 2019/20. This performance was
facilitated by a further recruitment drive
providing a 20% increase in membership
taking us to 1100 drivers reducing their
grey fleet mileage, where staff use their
own vehicles. We also added a further
three electric vehicles to the scheme
taking the total to six fully electric
vehicles which is reducing our carbon
emissions further.
> As part of our Dickson Drive, Irvine,
development, we completed two
Sustainable demonstrator homes in
March 2020. They showcase renewable
energy system including water heat
pumps, solar roof panels, upgraded
insulation and thermal stores providing
heating, hot water and electricity
generation.
Annual Public Performance Report 2019/20 18
Over the next six months we will:
Progress the proposals for the new
Ardrossan Campus to provide a state
of the art educational and community
facility.
Implement our £5.9 million roads, street
lighting and structures maintenance
investment plan for 2020/21.
Implement our investment plans at ia,
Irvine as a premier business location
with first class accommodation and
sites on offer.
Continue to deliver our housebuilding
programme to build 1,575 new council
homes.
Deliver major housing planning
applications in Irvine, Three Towns, West
Kilbride and Kilwinning to help tackle
the decline in population forecasts and
support community growth making
housing more affordable to working
age families.
— -1
iE
mn ee
Annual Public Performance Report 2019/2(
Support the wider regeneration of
our communities by maximising all of
our land and assets including through
alternative uses for community and
business benefit.
Finalise design proposals for stage
two of the Maritime Mile at Irvine
Harbourside, commence community
and partner consultation and conclude
proof of commercial concept for Great
Harbour proposals.
Prepare for the start of construction
of the Millport Coastal Flood Protection
Scheme that is scheduled for August
2021, following the scheme being
formally notified in March 2020.
Commence work on the Upper
Garnock Flood Protection Scheme in
summer 2020.
Prepare proposals for planting over
100,000 trees in North Ayrshire as part
of our £500k commitment to planting
trees as part of our net-zero emission
ambitions.
s "a ma m!
Med L| Lili E
sr | RE nU
| gs “| I)
2,0 0 0 trees planted
at Ardeer, Stevenston to help absorb
carbon from the atmosphere
Our total household waste that is
recycled continues to be among the
best in Scotland at
5 6. 3% an increase of
1 1% since last year
94.6
Street
cleanliness
score this has
increased every
year for the past
four years
180 (65%)
of tenants have
been rehoused
after the decision
to demolish our
High Flats in Irvine
36 public electric vehicle (GA
charging points available,
an increase of 44% from the
previous year
Over 1,200 YẸ
residents influenced Y
grounds maintenance
in their locality through
participatory budgeting ( 1 i
Annual Public Performance Report 2019/20 —20
> Inspiring Place
Case study: Zero Waste Strategy
Our Zero Waste Strategy 2018 - 2022 outlines a clear commitment
to prevent, minimise, reuse and recycle waste that is produced both
externally and internally within the Council. A wide range of actions
have been progressed to move North Ayrshire towards being a
Zero Waste Council, this includes:
Implementation of an enhanced
waste and recycling service, including
successful delivery of around 61,000
new purple bins to households for the
recycling of glass, cans and plastics;
Being the first UK council to offer a free
birth to potty’ reusable nappy scheme
to reduce waste from the reliance on
disposable nappies;
Implementation of a Plastic Waste
Prevention Plan to support the
council's ambition to become Plastic
Free Council by 2022;
Working in partnership with third
sector organisations, including
supporting the Think About Plastic -
Arran initiative to gain accreditation as
Scotland's first plastic-free community;
Delivering a residual waste treatment
solution through the Clyde Valley
partnership to recycle and recover
eneroy from our grey bin waste; and
Engaging with young people and
supporting residents in waste
education and awareness, through
school initiatives and promotion of the
Right Stuff Right Bin campaign.
During the 2019 calendar year our
performance improved by 1.7% on the
previous year, with 56.3% of household
waste now recycled.
21 Annual Public Performance Report 2019/20
> Inspiring Place
Case study: Castlepark Spring Clean
Our Streetscene Team worked in partnership with residents in
Castlepark to tackle concerns relating to environmental crime
in their community. A tailored public campaign was launched to
highlight littering and other environmental crime in the area. This
four-week initiative saw the Streetscene Environmental Enforcement
Team increasing patrols and issuing a number of offenders with
Fixed Penalty Notices for fly tipping and dog fouling offences.
During that time our Enforcement Team Free dog fouling bags were provided to
identified: residents who reguested them and areas
of litter resulting from the recent storms
18 incidents of fly tipping - with 12 fixed were identified and cleared.
penalty notices of £200 each issued as
a result of subsequent investigations. The Castlepark Spring Clean’ was a
huge success, improving the appearance
Six offenders who were instructed of the area, increasing civic pride, and
to pay for the removal of some fly stimulating environmental volunteering
tipped waste due to the nature of the opportunities. Officers are working on the
contents. roll-out of this model to other hotspots
across North Ayrshire.
Two owners failing to clean up after
their dog who were issued with fixed
penalty notices of £80 each.
Annual Public Performance Report 2019/20 22
Key Priority: A Council For The Future
An accessible Council that puts residents
and communities at the heart of what we do
» Our Council Leader and Chief Executive
hosted a series of budget engagement
sessions during November, giving
communities a Fair Say on our Council
budget as well as an opportunity to
generate ideas to ensure priority
services are delivered as efficiently as
possible.
> We were the first Council in Scotland
to launch an on-line search facility for
families to check the location and view an
image of headstones in burial grounds.
NISC
J |
(CN
23 Annual Public Performance Report 2019/20
Our Digital Team alongside our Library
Service hosted a free drop in event
at the Trinity Church Active Travel
Hub, Irvine, to help our residents
get online safely and securely, save
money through using online services
and connect with friends. The
Digidabble equipment and a gaming
area were also available, giving many
residents access to technology that
would otherwise be out of reach
while providing the basic digital skills
necessary for our residents to be
confident and safe online.
102
» ACouncil For the Future
An efficient Council that maximises
resources and provides value for money
»
Preparations for our Best Value Audit
by Audit Scotland were completed. The
Audit confirmed that we are performing
well across all themes and had very few
recommendations for improvement.
As part of our ongoing commitment
to cyber security, we have again been
certified by the UK government as
compliant with their security standards.
Beyond this, we have commissioned a
programme of work which will ensure
we remain secure from both known
and emerging threats.
» We have improved the processing
times for Housing Benefit and Council
Tax Reduction. New claims reduced
by 9.596 since 2018/19 and change of
circumstances reducing by 24.896.
» Weare the first council in Scotland to
develop an on-line resource modelling
schedule for grounds maintenance
work, enabling teams to do their job
more effectively while providing a better
service to our communities.
A valued workforce that delivers
high quality services
»
We continued to focus on customer
satisfaction with 8196 of customers
being delighted with the service they
have received. This is better than our
target of 77% and is consistent with our
satisfaction rate for the previous year.
We paid our employees the new Real
Living Wage five months early. The new
rate of £9.30 per hour was announced
in November 2019, a rise of 30p per
hour for our employees. The new Living
Wage rate was not due to be adopted
by businesses and organisations until
April 2020.
> We have put in place new initiatives
through our Healthy Working Lives
programme to support the health and
wellbeing of our workforce - over 7596 of
our employees live within North Ayrshire.
Annual Public Performance Report 2019/20 24
> A Council For the Future
A powerful and respected voice A Council for the Future: At A Glance
> Our Interim Report on the Feasibility » In partnership with the Health and Social
of Citizen's Basic Income Pilots in Care Partnership, we were identified
Scotland was submitted to the Scottish by the Scottish Government as one of
Government in October. Findings were three national test sites for ‘co-creating po IIA
shared with national stakeholders and libraries for wellbeing’. This has led 2 2 Ae y
Scottish Ministers at a meeting with the to the creation of a wellbeing hub in p EAN
Cabinet Secretary for Communities and Kilwinning Library co-designed with our CO
Local Government. The report Mental Health Youth Ambassadors from bin calendar reminders downloaded A
was promoted during Challenge Poverty
Week then launched in November.
Kilwinning Academy.
Achieved the 2-2 Mobilisation
io. DRE of Grounds
cold . & lin she
teams saves
Healthy 1 : up to
Working "A Y E
Lives Ete 42,000
Areas of Focus Award | w litres
Kilwinning Community Hub
| of water per
Employee Engagement level is ! year due to the
Over the next six months we will: » Capture experiences and learning from
our response to the Covid-19 pandemic. | | reduction in
» Continue to engage with our wr] a y 40) O O | ! paper used
communities on our transformation > Explore additional external funding to wei /U bed Dua
themes and development of locality support key priorities. an increase of
community charters.
» Action the few areas of improvement P vei / 9
highlighted during our Audit Scotland bd Cee
Best Value review. survey in 2012
25 Annual Public Performance Report 2019/20 Annual Public Performance Report 2019/20 26
103
> A Council For the Future
Case study: Grounds Maintenance
Mobilisation
Our Streetscene Service is responsible for maintaining 2,410
hectares of public open space across North Ayrshire. This includes
parks, pitches, schools, cemeteries, beaches and woodland.
In the spirit of continuous improvement,
opportunities to embrace the digital
agenda to improve performance were
explored. Building on earlier work to
make play park and memorial inspection
paperwork electronic, a decision was
made to digitise grounds maintenance
activities and issue grounds maintenance
colleagues with tablet devices.
The process involves the analysis of
working practices to fully understand
the current resources and demands.
This was used to identify areas for
improvement. A bespoke online system
was created to schedule grounds
maintenance work. Following a pilot, it was
extended across the service.
27 Annual Public Performance Report 2019/20
The benefits are:
Accurate daily data enabling better
allocation of resources
A flexible workforce ready to meet
changing demands quickly
Teams can prioritise outstanding tasks
based on their local knowledge.
A better overview of grounds being
maintained
An almost paper free system,
equivalent to saving up to 42,000 litres
of water a year
Next Steps:
Data will be analysed to inform next
year's workforce planning
Customer enquiries will be passed to
teams remotely
The technology can be used by other
services to make improvements and
efficiencies
Financial Overview
Where we get funding
Scottish Government
General Grant
67.1%
Council Tax
16.4%
Non domestic rates
11.8%
Scottish Government
Specific Grant
4.3%
Use of reserves
0.4% -
Allocation
Communities
inc. Education
37.1%
Health and Social
Care Partnership
28.1%
Place
18.1%
Other Corporate items
(including financial costs)
Finance and
Corporate Support
5.176
Chief Executive and
Democratic Services
1.1%
ful
O
Annual Public Performance Report 2019/20 28
| Our Fair For All Strategy has five pledges:
ership Working
yrshire Community Planning
Economic Growth Children
To be the most improved local
economy in Scotland, with all
sections of our communities
benefitting from this growth.
We will support, nurture
and encourage all our
children to reach their
full potential.
Performance Status
8 Data Only (no target)
Amber
Red
Performance Status
1 Data Only (no target)
2 Green
Amber
Our Community Planning Partnership (CPP) consists of public, private and
voluntary organisations and groups working together with communities
through our six Locality Partnerships to make North Ayrshire a better place to
live. There are 32 CPPs across Scotland, one for each council area.
Performance Status
5 Green
o ae ue D M Environment
e College Ayrshire !
ESAE & Arran All North Ayrshire
residents have
Skill access to and enjoy a
B. oKIIIS M . .
Ss SCOTTISH Development MEX. c safe, quality environment, and
Mad m Scotland - TSI | © ~~ are given the opportunity to be
included in the key decisions
> P | made about their community.
ZK :
ai. — Scottish Enterprise l
The Scottish Performance Status Performance Status
| : | Data Only(no target) 3 Data Only (no target)
|o 00 — NNNM w—| 1] à à à Á =
| Green 3 Green
Red Amber
Our CPP Board is chaired by the Leader of
North Ayrshire Council and administered
by the Council.
Our Fair For All Strategy and Local
Outcomes Improvement Plan (LOIP) form
the focus of the work of our CPP. As a result,
our Council Plan and our cross-partner
strategies directly align to them.
The following data gives an indication of
Our CPP's Local Outcomes Improvement Plan 2017-2022 (LOIP) has four key priorities:
A Healthier A Safer
North Ayrshire | North Ayrshire
A Working
North Ayrshire
Key:
Data Only —
No target set
our partnership's performance during Green -
2019/20. We are aware our impact on mm | I On target
communities cannot be demonstrated Performance Performance Performance
through figures alone, therefore the full Status ¡(Status ¡Status |: Slightly adrift
CPP Annual Report will be made available 4 Green 10 Data Only 4 Data Only |! Data Only of target
on the northayrshirecommunity website. Red (no target) (no target) (no target)
1 Green 2 Green 2 Green aM
Amber Amber wii adrift
29 Annual Public Performance Report 2019/20 Annual Public Performance Report 2019/20 30
105
North Ayrshire Council
Comhairle Siorrachd Áir a Tuath
1.1
1.2
1.3
1.4
1.5
1.6
2.1
2.2
Agenda Item 5
NORTH AYRSHIRE COUNCIL
8 December 2020
Cabinet
Title: Safer North Ayrshire Strategy 2020-2025
Purpose: == .— To seek approval of the priorities detailed within the Safer North -
Ayrshire Strategy 2020-2025 and the implementation thereof.
Recommendation: That Cabinet approves the Safer North Ayrshire Strategy 2020-
2025.
1. Executive Summary
ocotland's revised National Performance Framework (NPF) was published in June
2018, focusing on eleven national outcomes, including ‘we live in communities that are
inclusive, empowered, resilient and safe’.
The Antisocial Behaviour etc. (Scotland) Act 2004 places a duty on each local authority
and Chief Constable to jointly produce a strategy to tackle antisocial behaviour in their
Council area.
‘A Safer North Ayrshire’ is one of the four key priorities identified within our Community
Planning Partnership ‘Local Outcomes Improvement Plan’.
The Safer North Ayrshire Strategy (2020-2025) builds on the significant progress
already made by Community Planning Partners in keeping North Ayrshire safe and sets
out the key commitments, a framework for working together, and a dynamic delivery
plan for the next five years.
The Safer North Ayrshire Partnership (SNAP) is responsible for overseeing the delivery
of the Safer North Ayrshire Strategy 2020-2025.
Members are invited to approve the Safer North Ayrshire Strategy 2020-2025.
Background
Policy Context
‘We live in communities that are inclusive, empowered, resilient and safe’, is a key
strategic objective and focuses on helping local communities to flourish, becoming
stronger, safer places to live, whilst offering improved opportunities and a better quality
of life.
The Antisocial Behaviour etc. (Scotland) Act 2004 places a duty on each local authority
and Police Scotland to jointly produce a strategy to tackle antisocial behaviour and
107
2.3
2.4
2.0
2.6
2./
2.8
provides a range of legal tools to enable agencies to tackle antisocial behaviour more
effectively. As part of a wider strategic approach, the Act aims to bring about a change
in attitudes and behaviours, and ultimately make communities safer places to live where
fewer people suffer from problems caused by antisocial behaviour.
‘A Safer North Ayrshire’ is one of the four key priorities identified within our Community
Planning Partnership ‘Local Outcomes Improvement Plan’.
The Safer North Ayrshire Strategy 2020-2025 has been developed to contribute to the
improvement in a range of performance measures detailed within the National
Performance Framework, whilst supporting local priorities and outcomes.
Progress
The Safer North Ayrshire Strategy 2020-2025 builds on significant progress already
made by the SNAP in keeping North Ayrshire safe. The integrated efforts of the partners
over the last five years has resulted in the following improvements in community safety:
20.696 reduction in all crimes and offences
6.596 reduction in violent crime
16.596 reduction in dishonesty crimes
8.8% reduction in drug related crimes
47.896 reduction in housebreaking
17.996 reduction in vandalism
896 reduction in dwelling fire casualties
Strategic Vision and Priorities
People have differing experiences of crime, antisocial behaviour and accidental harm
and vulnerable groups living within communities are often more at risk. In recognition
of this, a range of consultation and engagement with stakeholders was undertaken
across North Ayrshire in order to understand what matters to local people.
This informed the strategic vision and priorities to be addressed over the next five years
in the strategy. The vision is:
North Ayrshire continues to be a safe, secure and vibrant place to live, work and
visit, where partners and communities work together to support our people,
particularly those who are vulnerable.
The strategy draws together the range of national and local community safety priorities
which, combined with stakeholder consultation, has helped gather local evidence to
inform the strategic priorities detailed below:
108
Crime and
Antisocial
Antisocial Deliberate Human
. Violent |
un SLE Dishonesty Drugsupply behaviour fire setting trafficking
has crime
reduced
People Fee
Safe and Gender ET
Vulnerable Fire safety Water Unintentional Doorstep Internet
based |
People are safety Harm Crime safety
Protected
violence
Road Safety Reducing injury iet I Road usage
' ! i traffic condition i
has improved. associated with: - ms behaviour
collisions of vehicles
2.9 Over the next five years there will be a renewed focus on prevention and early
intervention, with partners working together with local people to understand and respond
to the needs of the different communities across North Ayrshire.
Hoarding
2.10 During September 2020, the Strategy was reviewed through the lens of COVID-19,
resulting in an addition to the action plan which, ensures that the needs of vulnerable
people are met throughout the pandemic.
NO
ae
—
During the pandemic we established a network of six Community Hubs across North
Ayrshire with CPP, community and third sector partners. The Community Hubs proved
a lifeline for many of our residents, providing essential services such as a prescription
delivery service, hot meals, befriending and foodbank distribution for those unable to
access food due to shielding, self-isolation or financial issues. This successful
partnership approach will be developed and maintained post-pandemic
Measuring Success
2.12 Through collaboration and consultation, we have identified what is important to
stakeholders and residents of North Ayrshire, and the criteria by which the success of
the Safer North Ayrshire Strategy (2020-2025) will be measured.
2.13 This has been set out in the Safer North Ayrshire Delivery Plan 2020-2025, which sets
out the actions, outcomes, responsibilities and timescales. The plan is dynamic and will
continue to evolve throughout the duration of the Strategy, in response to emerging
priorities. The Delivery Plan is included at Appendix | of the Strategy.
Collaborative Working
2.14 The Safer North Ayrshire Partnership (SNAP), chaired by the Cabinet Member for
Green New Deal & Sustainability, comprises a range of Community Planning partners
responsible for community safety in North Ayrshire. The Safer North Ayrshire Strategy
2020-2025 links directly to partners' action plans, detailed in Appendix 2 of the Strategy,
including the local Police Plan, the Scottish Fire and Rescue Plan and the Community
Justice Ayrshire Strategy.
2.15 SNAP enhances the outcomes delivered across single agency plans by identifying and
responding to shared priorities and emerging needs. These priorities are incorporated
within the Safer North Ayrshire Strategy 2020-2025.
109
Monitoring the Strategy
2.16 The Strategy will be underpinned by a robust monitoring framework which will ensure
that outcomes are reported to the Senior Officers Group on a quarterly basis and the
Community Planning Board annually.
3. Proposals
3.1 That Cabinet approves the priorities detailed within the Safer North Ayrshire Strategy
2020-2025 and the implementation thereof.
4. Implications/Socio-economic Duty
Financial
4.1 The strategy and associated actions will be implemented from within existing resources.
Human Resources
4.2 None
Legal
43 The Antisocial Behaviour etc. (Scotland) Act 2004 places a duty on each local authority
and Police Scotland to jointly produce a strategy to tackle antisocial behaviour in their
Council area.
Equality/Socio-economic
4.4 The Safer North Ayrshire Strategy has been subject to a full Equality Impact
Assessment. The Assessment found no negative or discriminatory effects.
The Strategy has a focus on protecting vulnerable groups including the elderly, women
at risk of domestic violence, vulnerable adults and children within our communities.
Environmental and Sustainability
4.5 Addressing anti-social environmental crimes such as littering, fly-tipping, graffiti and
other environmental crimes will help to provide a more attractive and vibrant local
environment for communities to enjoy.
Key Priorities
4.6 The Safer North Ayrshire Strategy 2020-2025 will assist the Council to meet its strategic
priorities as detailed below:
The Local Outcomes Improvement Plan 201 7- 2022 priority - ‘A Safer North Ayrshire’
The North Ayrshire Council Plan 2019 — 2024 priority outcome — ‘North Ayrshire's
residents and communities are safe'
110
Community Wealth Building
4.7 The development of land and asset ‘community wealth building initiatives’ will be
complemented and facilitated by the creation of safer and appealing assets for
community use through the implementation of a number of community safety actions
detailed within this strategy.
5. Consultation
5.1 [here has been a range of consultation throughout the development of the strategy
across key stakeholders including:
The North Ayrshire Violence Against Women Partnership
Community Planning partners
Locality Planning Partnerships
North Ayrshire Council
Police Scotland
ocottish Fire and Rescue
otrategic Planning Group (Health and Social Care Partnership)
Health and Social Care partnership professionals
The final draft of the strategy was available for public consultation for a period of six
weeks.
RUSSELL McCUTCHEON
Executive Director (Place)
For further information please contact Janeine Barrett, Senior Manager, on 01294
314600.
Background Papers
1
oafer North Ayrshire Strategy 2020-2025
111
Safer North Ayrst r
2020-2025 á d
Contents
OR OW ON m ————————— — Hà 2
Introduction to North Ayrshire .....................eeceeeeeeeernne 3
eV ————————— dean: 4
Strategic PONCY CONTEXT tana 5
Community Safety in North Ayrshire ............cccccsscccssececseceseeseeeeeseeees 6
disi. T ——————— 6
Services available for tackling antisocial behaviour and crime in
K aig AV TE MET TO T DOT 7
Informing the Strategy .....occccocncnonncnnccnnnnnonacononanononanonnonacononaronenaronannnos 8
Priority 1: Reducing Crime and Antisocial Behaviour .................... 8
Priority 2: People Feel Safe and Vulnerable People are Protected
"——————— "nn" ——— 0€ 9
Priority 3: Improving Road Safety .........ccooccccccoccnncnonnnonaconenaronenanonos 9
What Success Looks Like.......................................4 9^ ..... MI ........... 10
How We Will Work Together.........ccooocccccoccnononcnnncnccnnonaninonacononanononos 12
Prevention First Group ...........cccsccssccssccssccsecesecesccesccesesaseesscesecesees 13
Gender Based Violence Working Group.............................. e 13
Monitoring the Strategy susana 14
Appendix 1: Safer North Ayrshire Delivery Plan 2020-2025 ........... 15
Priority 1: Reducing Crime and Antisocial Behaviour.................. 15
Priority 2: People Feel Safe and Vulnerable People are Protected
y TERRE 16
Priority 3: Improving Road Safety .........coocccccoccncononononanonenanononnnos 19
Appendix 2: Single Agency Plans and Strategies ............................. 21
Single agency Plans and Strategies which impact Community
SCIRE 21
Appendix 3: Equality Impact Assessment..........................eeeeeeeeeee 22
FE UL AINE mmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmi. 22
Appendix 4: CONSUILATION «oso o un inicie 23
Appendix 5: Safer North Ayrshire Partners ........................ eese 24
1|Page
113
Foreword
A safe community is a liveable community, where people can go about their daily activities in an environment without fear, risk, harm or
injury. Community safety is about building strong cohesive, vibrant, participatory communities, where homes, roads, public spaces and places
of work are safe, and feel safe for everyone to enjoy
2|Page
114
Introduction to North Ayrshire
North Ayrshire is a safe and secure place to live, work and visit. The area is home to 138,000 people residing across diverse island, coastal,
rural, and urban towns and villages, and split into six areas known as ‘localities’.
North Ayrshire Figure 1: North Ayrshire localities
Localities 2018
send Garnock
egen
L] Locality Boundaries 2018 Va | ley
North Coast
& Cumbraes
unemployment, and poor health.
proportionally to arising issues.
| Crowe copyright and dalabats right 2015 Orcmance Buren lees na, 100023397
115
Irvine Kilwinning
Three
Towns
We have good transport links to our island communities, neighbouring authorities,
Glasgow and beyond. This is in addition to affordable housing, quality parks and
outdoor leisure space and a distinctive cultural heritage. However, there is also a
great deal of inequality. More than one in four families live in some of the most
deprived areas in Scotland, and many people face disadvantage, poverty,
There are different challenges within each of the North Ayrshire localities. We are
therefore committed to ‘locality planning’, engaging with our local partners to
identify solutions to area-specific issues. The Safer North Ayrshire Partnership
(SNAP) is a multi-agency group who work together with local communities and key
stakeholders to prevent crime and antisocial behaviour, responding quickly and
3|Page
Our Strategy
The Safer North Ayrshire Strategy (2020-25) builds on the significant progress already made by the Community Planning Partners in keeping
North Ayrshire safe and sets out: our key commitments; framework for working together; and dynamic delivery plan for the next five years.
We have worked collaboratively with stakeholders from across North Ayrshire to develop our vision and the priorities to be addressed over the
next five years. Our vision is:
North Ayrshire continues to be a safe, secure and vibrant place to live, work and visit, where partners and communities work
together to support our people, particularly those who are vulnerable.
This Strategy draws together the range of national and local community safety priorities which, combined with stakeholder consultation, has
helped us to gather local evidence to inform our strategic priorities as detailed below:
Crime and
sae T l Violant | Antisocial Deliberate Human
Dishonesty STI E Drug supply behaviour fire setting trafficking
has
reduced
People Fee
Safe and Gender : !
Vulnerable Fire safety pied based ME a p d pd Hoarding
People are salety violence y
Protected
Road Safety Reducing injury ied mm Road usage
has improved. associated with: Petre E al behaviour
Over the next five years we will have a renewed focus on Prevention and Early Intervention, with partners working together with local people
to understand and respond to the needs of the different communities across North Ayrshire.
4|Page
116
Strategic Policy Context
‘We live in communities that are inclusive, empowered, resilient and safe’, is a key strategic objective and focusses on helping local
communities to flourish, becoming stronger, safer places to live, whilst offering improved opportunities and a better quality of life.
The delivery of the Safer North Ayrshire Strategy will support this national goal by contributing to the improvement of a range of performance
measures detailed within the National Performance Framework, most specifically:
PERCEPTIONS OF LOCAL AREA Percentage of adults who rate their neighbourhood as a very good place to live
PERCEPTIONS OF LOCAL CRIME RATE Percentage of respondents who think crime in their area has stayed the same or reduced in the past 2 years
CRIME VICTIMISATION Proportion of people who have been the victim of one of more crimes in the past year
The Antisocial Behaviour etc. (Scotland) Act 2004 places a duty on each local authority and Chief Constable to jointly produce a strategy to
tackle antisocial behaviour and provides a range of legal tools to enable agencies to tackle antisocial behaviour more effectively.
A Safer North Ayrshire is one of the four key priorities identified within our Community Planning Partnership ‘Local Outcomes Improvement
Plan’. The Strategy will also work to reduce the inequalities that can be found across North Ayrshire as detailed within the Community Planning
Partnership’s ‘Fair for All’ strategy.
There are a range of agencies across North Ayrshire who have operational responsibility for keeping North Ayrshire safe, and the Safer North
Ayrshire Strategy links directly to their action plans, including the local Police Plan, the Scottish Fire and Rescue Plan, the Community Justice
Ayrshire Strategy and others as detailed within Appendix 2.
The Safer North Ayrshire Partnership enhances the outcomes delivered across individual agencies’ plans by identifying and responding to
shared priorities and emerging needs.
5|Page
117
Community Safety in North Ayrshire
North Ayrshire is a safe place to live, where levels of crime and antisocial behaviour have continued to reduce. Our residents tell us that they
feel safe living and working within their communities. We have achieved significant reductions in crime, antisocial behaviour and accidental
injury over the last five years.
Progress
It is important to review our successes and the significant progress we have made to date, to make sure we take the opportunity to build upon
this. Some of our key achievements are:
All Crime &
Offences
-20.6%
Drug Related
Crime
-8.8%
Disorderly
Conduct
Crime
-30.2%
Violent
Crime
-6.5%
House
Breaking
-47.8%
Accidential
Dwelling Fire
Casualties
-8%
Serious
Violent
Crime
-12.4%
Motor
Vehicle
Crime
-38.60%
Dishonesty
Crime
-16.5%
Vandalism
-17.9%
Non
Domenstic
Fire Safety
-3%
118
6|Page
Services available for tackling antisocial behaviour and crime in North Ayrshire
THE SAFER NORTH AYRSHIRE APPROACH TO PREVENTION AND EARLY INTERVENTION IS STRONG ASA
RESULT OF OUR COMMITMENT TO PARTNERSHIP WORKING AND SHARING OF KNOWLEDGE AND
RESOURCES.
Our integrated approach means that we can intervene early to proactively prevent crime, antisocial behaviour and accidental harm. The Safer
North Ayrshire Partnership has developed and implemented a range of joint initiatives.
e Safer Shores Initiative e Investment in council enforcement e Positive Steps employability
e Prevention First services Programme
e White Ribbon Campaign e Investment in enhanced North e North Ayrshire Skills Academy
e inter-agency planning and Ayrshire CCTV e Fire Safety e-training for Home
response to events and festivals e Youth engagement work Care Staff
e Partnership safety arrangements promoting road safety e Dementia training
for Bonfire Night and the festive e Community led youth support e Fire Reach Programme
period projects e Prison discharge protocol
e Projects to prevent and protect e Youth engagement with
vulnerable residents from police campus officers
doorstep crime
e Diversionary activities to
reduce and deter youth
disorder and criminality The likelihood of being a victim of crime in North Ayrshire is at its lowest level for five
years.
North Ayrshire also continues to experience lower levels of accidental dwelling fires
compared to the Scottish average.
119
Informing the Strategy
We recognise that people have differing
experiences of crime, antisocial behaviour
and accidental harm and that vulnerable
groups living within our communities are
often more at risk. We therefore
undertook a range of consultation and
engagement with stakeholders across
North Ayrshire in order to understand
what matters to local people. This helped
to identify the areas of work we need to
prioritise over the next five years.
North Ayrshire covers a broad
geographical area including a mix of urban
areas, rural towns and island
communities. The incidence and profile of
antisocial behaviour is likely to vary across
communities and reinforces the
importance of tailoring our approach to
recognise local issues and needs.
Priority 1: Reducing Crime and Antisocial Behaviour
Antisocial behaviour and crime describe a range of issues which cause distress to
communities and make them feel unsafe. This behaviour is often the visible symptom of
deep-rooted problems such as lack of opportunity and the effects of alcohol, drugs and
deprivation. National policy recognises that only by addressing these underlying issues and
creating more choices and chances for people to lead positive lives, can long term solutions
be reached.
Incidences of antisocial behaviour have declined in North Ayrshire over recent years. Police
Scotland records a number of measures associated with antisocial behaviour, the most
relevant being “public reported incidents of antisocial behaviour’. Up to date statistics on
incidence of antisocial behaviour in North Ayrshire are available from SNAP partners’
respective websites. Despite the encouraging decline in incidents, our Strategy recognises
that antisocial behaviour has a negative impact on communities. Engagement with
communities has also consistently highlighted the importance of antisocial behaviour issues
— and community safety more widely - for local residents.
Our Prevention First initiative is a multi-agency response to reducing crime, antisocial
behaviour and community concerns by identifying and changing the conditions that drive
crime in our communities. The integrated approach has changed the way in which we
communicate, gather intelligence, agree priorities and utilise partnership resources. The
initiative has resulted in a significant increase in the detection of crime, as well as a
reduction in levels of crime and antisocial behaviour.
Over the next five years we will continue to develop this approach, prioritising prevention
and early intervention to ensure our communities feel safe.
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120
Priority 2: People Feel Safe and Vulnerable People are
Protected
How people feel about the community they live in is important to their physical and mental
wellbeing. It is therefore important that we understand the concerns and experiences of
residents in relation to crime, antisocial behaviour, safety and harm.
We also recognise that there are vulnerable people living within our communities who are at
greater risk. This includes:
Children at risk of abuse and exploitation
Minority groups
People with addiction issues
People with mental health issues
Victims of crime and antisocial behaviour
Vulnerable adults
Women at risk of violence
As a partnership we will work together to safeguard these people, protecting them from
abuse and exploitation and reducing the risk of harm. Over the next five years we will:
Work together to safeguard our people, protecting them from abuse and exploitation
and reducing the risk of harm
Work with local communities to identify people at risk
Put in place opportunities for prevention and early intervention
Ensure local communities know how to respond when they have concerns about
their families and neighbours
121
Priority 3: Improving Road
Safety
We are committed to reducing the
number of people who are killed or
injured on our road network.
Partnership working is the key to ensuring
safe use of our roads in North Ayrshire.
We will work with local communities to
understand their concerns in relation to
road safety, ensuring their involvement to
identify local issues and the development
of local initiatives to effect change.
Over the next five years we will work
together to:
e Ensure effective patrolling of the
roads
e Influence driver and road user
behaviour
e Detect and deter all types of crime
on our roads
e Tackle antisocial use of the roads
e Ensure vehicles are road worthy
e Ensure our roads remain safe
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What Success Looks Like
THROUGH COLLABORATION AND CONSULTATION, WE HAVE IDENTIFIED WHAT IS IMPORTANT TO
STAKEHOLDERS AND RESIDENTS OF NORTH AYRSHIRE AND THE CRITERIA BY WHICH THE SUCCESS OF THE
SAFER NORTH AYRSHIRE STRATEGY (2020 - 2025) WILL BE MEASURED.
Delivery Plan Success Criteria
Levels of crime and antisocial behaviour have reduced
Our residents will feel safe in their homes and communities
The threat from organised crime groups and criminals involved in
the supply of drugs has reduced
The risk to vulnerable people from crime and accidental harm has
reduced
The risk of harm from fire has reduced within the home and wider
community
Effective Justice Services which support reductions in reoffending
The number of people injured on our roads network has reduced
A reduction in casualties in and around our bodies of water
How we will measure this
Crime statistics
CCTV statistics
Antisocial behaviour statistics
Deliberate fire statistics
Stakeholder survey results
Annual community safety stakeholder conference
Community Hub initiative feedback
Crime statistics
Reporting on joint initiatives
Reporting of joint initiatives targeted at vulnerable groups
Number of appropriate vulnerable adult and child protection referrals
Scottish Fire and Rescue Service statistics
Reporting on joint initiatives
Reporting of joint initiatives
Community Justice Conference
Prison throughcare statistics
Crime statistics
Accidental harm statistics
Roads statistics
Coastguard statistics
Police Statistics
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122
Scottish Fire and Rescue Service statistics
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123
How We Will Work Together
The Safer North Ayrshire Partnership (SNAP) brings together a broad range of partners
(listed) who work together with local communities to promote community safety. The
partnership is chaired by an Elected Member and meets four times a year to provide
leadership and to consider emerging priorities or barriers to effective joint working.
The Safer North Ayrshire Partnership is led and directed by a steering group which includes
Elected Members and senior officers as detailed in the diagram opposite.
SNAP is responsible for monitoring the delivery of the Safer North Ayrshire Strategy and
reporting progress to the North Ayrshire Community Planning Partnership. Partners are
committed to working together to:
e Gather and share knowledge and expertise, targeting services at areas and groups
within the community with greatest need
e Build on best practice — ‘What Works’
e Use a balanced approach to prevention, early intervention, communication and
engagement
e Include local communities (e.g. Community Hub support model)
The Safer North Ayrshire Partnership is supported by two inter-agency operational steering
groups: the Prevention First Group, chaired by Police Scotland; and the Gender Based
Violence Group chaired by an officer from the Council’s Housing Service. These groups are
responsible for the operational delivery of the Safer North Ayrshire Strategy. The full list of
partners involved in the Safer North Ayrshire delivery plan is detailed within Appendix 4
Local Elected
Members
North Ayrshire
Council:
Communications
Scottish Fire and
Rescue Service
North Ayrshire
Adult Protection
Committee (HSCP)
Children and
Families (HSCP)
Third Sector
Interface
North Ayrshire
Council: Place and
Communities
Directorates
Police Scotland
Addiction Services
(HSCP)
Social Work Justice
Services (HSCP)
Community Justice
Ayrshire (HSCP)
Coastguard
124
12|Page
Prevention First Group
The Prevention First Group focusses on early intervention,
antisocial behaviour, road safety and fire risks and reports back to
the SNAP. The group gathers information from a range of sources
including:
Police crime reports and incidents
Issues raised by tenants and residents
Antisocial behaviour complaints
Local businesses concerns
Elected Member concerns and complaints
Concerns highlighted by housing providers
Priorities identified by the Scottish Fire and Rescue Service
The group use their local knowledge and expertise to identify
trends in order to deliver a coordinated inter-agency response.
Gender Based Violence Working Group
Led by Housing Services and supported by North Ayrshire Women’s
Aid, this partnership delivers the national Equally Safe Strategy for
Preventing and Eradicating Violence against Women and Girls. The
group meet every two months to discuss and monitor the delivery
of the action plan, reporting progress to the Safer North Ayrshire
Partnership.
The 16 Days of Action Group is a subgroup of the Gender Based
Violence Group. They meet bi-monthly to coordinate and plan
events to galvanise action to end violence against women and girls
in North Ayrshire. A calendar of activities is delivered throughout
the year, with a concentration of activities from 25 November, the
International Day for the Elimination of Violence against Women on
10 December, Human Rights Day, in support of the international 16
Days of Activism against Gender-Based Violence Campaign.
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125
Monitoring the Strategy
The Safer North Ayrshire Partnership
reports progress against the Safer North
Ayrshire Strategy annually to the
Community Planning Partnership Board
and quarterly to the Senior Officers
Group, which oversees all relevant local
plans, strategies and performance related
to community safety.
Community Planning Partnership Board
Community Planning Partnership Senior Officers Group
Safer North Ayrshire Partnership
Prevention First Steering Gender Based Violence
Group Group
16 Days of Action Group
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126
Appendix 1: Safer North Ayrshire Delivery Plan 2020-2025
THIS PLAN IS DYNAMIC AND WILL CONTINUE TO EVOLVE THROUGHOUT THE DURATION OF THE
STRATEGY, IN RESPONSE TO EMERGING PRIORITIES.
Priority 1: Reducing Crime and Antisocial Behaviour
Action Outcome Success Responsibility Timescale
Criteria
1.1 Enhance the Prevention First programme across Embedded services are delivered Prevention First
North Ayrshire across the whole of North Police Scotland
Ayrshire
1.2 Review partnership processes to maximise a Review is completed and Prevention First
coordinated stance against the supply of drugs outcomes presented to SNAP Police Scotland
and ADP
1.3 Tackle the supply of drugs through enforcement Increased detection in the supply Prevention First
activities, utilising inter-agency resources of drugs Police Scotland
1.4 Embed the Prison Discharge protocol across Reduction in reoffending 6 Prevention First December
partners to reduce the risk of reoffending Homeless Service 2020
1.5 Continue to deliver accredited offender An annual report to SNAP on the Prevention First Annual
programmes aimed at reducing offending impact of offender programmes H&SCP
behaviour will be produced
Delivery of MF:MC
Delivery of Caledonian Programme
1.6 Continue to deliver specific interventions for Annual report to SNAP on impact Gender Based Annual
women who are involved in the justice system to of intervention of women's Violence
reduce offending behaviour programmes H&SCP
Delivery of the Court Screening Service for
Women
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127
Action Outcome Success Responsibility Timescale
Criteria
1.7 Implement Housing First (HF) programme to 100 units of HF created Prevention First March
reduce the risk of reoffending Reduction in reoffending for Housing 2024
those involved (Homeless)
Services
1.8 Develop and deliver a Safer Town Centre initiative X Reduction in crime and antisocial
behaviour in our town centres
Priority 2: People Feel Safe and Vulnerable People are Protected
Action Outcome Success Responsibility Timescale
Criteria
2.1 Undertake a review of CCTV to ensure they are Review completed and outcomes 2 Prevention First March
situated in the right locations presented to SNAP Housing Services 2021
2.2 Develop a community engagement framework to Framework approved by Locality
enable communities to influence identification of 1 Planning Partnerships and
local issues and delivery of local solutions integrated into Prevention First
2.3 Develop and implement a monitoring tool to Community perception has
gauge community perception of: improved
Their local area
Local crime rate
Crime victimisation
Social capital within communities and
loneliness
2.4 Undertake a review of home security provision Review complete and reported Gender Based
and equipment to ensure it is fit for purpose to SNAP Violence
Housing Services
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128
Action Outcome Success Responsibility Timescale
Criteria
Promote and deliver home safety service with a People at risk of crime and Gender Based Annual
focus on those at risk and vulnerable people antisocial behaviour feel safe Violence
within their home Housing Services
Develop volunteering opportunities across North Increase in the number of people SNAP Annual
Ayrshire engaging in volunteering Third Sector
opportunities Interface
Develop and promote drug awareness training SNAP partners have undertaken Prevention First
across partner organisations training H&SCP
2.8 Improve access to and uptake of drug prevention Increase in service uptake annual 3 Prevention First Annual
and diversionary activities within communities report to SNAP from ADP H&SCP
2.9 Increase initiatives to minimise the risk of door Level of initiatives increased 4 Prevention First Annual
stop crime doorstep crime reduced Protective
Services
2.10 Increase awareness campaigns to keep vulnerable Increase in campaigns 4 Prevention First Annual
people safe online Increase in uptake H&SCP
2.11 Implement the Equally Safe Strategy, National Reduction in domestic violence 4 Gender Based March
Standards Framework and interagency 16 Days of Achievement of National Violence 2025
Action framework to ensure: Standards accreditation NAC Housing
e North Ayrshire communities embrace equality
and mutual respect, and rejects all forms of
violence against women and girls
e Women and girls thrive as equal citizens:
socially, culturally, economically and politically
e Interventions are early and effective
preventing violence and maximising the safety
and wellbeing of women, children and young
people
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129
Action
e Men desist from all forms of violence against
women and girls and perpetrators of such
violence receive a robust and effective
response
Success
Criteria
Outcome
2.12
2.13
Support whole systems approach to divert young
people away from Justice system through
prevention and early intervention
Continue to train front line staff to identify the
signs of neglect and abuse, ensuring they
understand how to report concerns
Annual report to SNAP on impact 6
of whole systems approach
SNAP partners trained 4
Increased referrals to H&SCP
2.14
2.15
2.16
2.17
Continue to train staff on the impact of Adverse
Childhood Experiences (ACEs) and Trauma
Develop a dynamic media campaign to promote
Community Safety dashboard statistics and
initiatives to improve community knowledge and
perception
Identify those parts of North Ayrshire affected by
deliberate fire setting, with information sharing
and response across partners.
Utilising Fire Skills, Fire Setters and school
education programmes to raise awareness of the
impact of fire related antisocial behaviour.
SNAP partners trained and 4
recognise and respond to
individuals who have been
affected by these
Annual review of impact of ACE
training on service delivery to
SNAP
Monthly reporting across all 2
media
Perceptions of community safety
remains high
Reduction in deliberate fire 5
setting with annual report to
SNAP
Delivery to all secondary schools 5
across North Ayrshire
130
Responsibility
Prevention First
H&SCP
Prevention First
H&SCP
Timescale
Annual
report
Rolling
5-year
programme
Prevention First
H&SCP/NHS
Prevention First
NAC
Communications
Prevention First
SFRS
Prevention First
SFRS
Rolling
5-year
programme
August
2020
December
2020
Rolling 5-
year
programme
18 | Page
Action
Work with partners to develop joint strategies to
reduce the risk posed by deliberate fire setting
Promote and deliver home safety visits with a
focus on those at risk and vulnerable people
Development of and participation in the Safer
Shores initiative
Tackle environmental crime, promoting outcomes
to improve community perception
Work together with local communities to ensure
vulnerable people’s needs are met throughout the
COVID 19 pandemic and beyond, through a
number of mechanisms including the network of
six Community Hubs across North Ayrshire
established with CPP, community and third sector
partners.
Priority 3: Improving Road Safety
Action
3.1 Promote road safety and responsible driver
behaviour, targeting at risk groups
3.2 Ensure road networks remain safe during winter
periods
Outcome
Reduction in deliberate fire
setting
Reduction in accidental fires
Lower levels of crime, antisocial
behaviour and harm during safer
shores initiatives
Higher detection of:
Dog fouling
Graffiti
Fly tipping
Communication framework to
promote outcomes in place
Vulnerable people are identified,
and partners work together to
ensure their needs are met
Outcome
Fewer road accidents
Fewer road accidents
Success Responsibility
Criteria
Prevention First
SFRS
Prevention First
SFRS
SNAP
Police Scotland
Prevention First
Prevention First
NAC Communities
Directorate
Success Responsibility
Criteria
7 Prevention First
Police Scotland
Prevention First
NAC Roads
131
Timescale
April 2021
Annual
Annual
March
2021
Timescale
Annual
Annual
19| Page
Ensure safe routes to school and work by Fewer casualties on our road 7 Prevention First Annual
promoting walking, cycling and safe travel network NAC
Communications
Undertake annual Vehicle Forecourt Safety Improved vehicle safety 7 Prevention First Annual
Initiative (VFSI) Annual report on VFSI to SNAP
Continue the annual road network maintenance Ensure our Roads remain safe 7 Prevention First Annual
investment programme alongside robust
application of our Road Asset Safety Inspection
Policy in addressing defects on the road network
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132
Appendix 2: Single Agency Plans and Strategies
Single Agency Plans and Strategies which impact Community Safety
Fair for all
Strategy
North Ayrshire
Adult Support
and Protection
Arrangements
H&SCP Drug
and Alcohol
Plans
North Ayrshire
Health and
Social Care
Strategic Plan
Environmental
Policy
Local
Employment
Activity Plan
NAC
Litter, Fly
Tipping and
Dog Fouling
Prevention
Strategy
North Ayrshire
Volunteer
Strategy
Fire and Rescue
Services Plan
CJA Beginnings,
Belonging,
Belief
NAC Open
Space Strategy
NAC Education
‘Anti-Bullying
Strategy’ and
‘Promoting
Positive
Relationships
Policy’
Local Outcome
Improvement
Plan
Locality Plans
CPP Safer North
Ayrshire
Strategy
NAC Road Asset
Plan/ Road
Safety Plan/
Winter
Weather
Emergencies
Plan
NAC Education
‘Parental
Involvement
Strategy’ and
‘Attendance
Policy’
mm —
s Strategy
Council Plan
CPP Equally
Safe Strategy
NAC Rapid
Rehousing
Transition Plan
NAC Education
“Inclusion
Policy” and
“Included,
Engaged and
Involved Policy”
Civil
Contingencies
Safer Shores
Plan
Local Policing
Plan
NAC
Local Housing
Strategy
NAC Tenant
Participation
Strategy
North Ayrshire
Child
protection
Arrangements
Town Centre
Parking
Strategy
Multi Agency
Public
Protection
Arrangements
Third Sector
Interface
Business Plan
133
21|Page
Appendix 3: Equality Impact Assessment
Equalities
The Safer North Ayrshire Strategy has been subject to an Equality Impact Assessment. The Assessment found no negative or discriminatory
effects on any of the following equality groups:
e Age
e Disability
e Gender reassignment
e Gender
e Maternity and pregnancy
e Race
e Religion or belief
e Sexual orientation
The Strategy has a focus on protecting vulnerable groups including: the elderly; women and girls at risk of domestic violence; vulnerable
adults; and children within our communities.
22|Page
134
Appendix 4: Consultation
THE CONSULTATION PROCESS THAT INFORMED THE FINALISED STRATEGY IS SUMMARISED IN THE TABLE
BELOW.
On-line Professional
survey Review
Focus
Consultation Workshops
Groups
Website
Violence Against Women Partnership
Strategic Management Team
Community Planning Partners
Locality Planning Partnership
North Ayrshire Council
Police Scotland
Scottish Fire and Rescue Service
Strategic Planning Group (Health & Social Care Partnership)
Health and Social Care Partnership Professionals
23| Page
135
Appendix 5: Safer North Ayrshire Partners
Partner Organisation Service
Elected Members
North Ayrshire Council Housing Services:
e Housing Operations
e Homelessness and
Community Safety
e Housing Strategy
e Community Safety
e Homelessness Services
Protective Services
Streetscene
Roads
Waste
Connected Communities and
Education
Legal
Communications
Police Scotland
Scottish Fire and Rescue Service
Partner Organisation Service
Health and Social Care Addictions
Partnership Mental Health
Children and Families
Justice Social Work
Adult Support and Protection
Child Protection
LXV
Registered Social Cunninghame Housing Association
Landlords
24 | Page
136
North Aurshire
Community Planning Partnership
AE =
asl — NHS
+ Ap. SCOTTISH Community Justice ee > Na má
32 Ww Working together fora catur Scotland | F SEA Ayrshire
North Ayrshire a De
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SCOT LAND NORTH AYRSHIRE
E- Ayrshire. Delivering care Ayrshire
together Arran
137
Agenda Item 6
NORTH AYRSHIRE COUNCIL
8th December 2020
Cabinet
Title: Town Centre Fund 2020-2021
Purpose: To seek approval for the allocation of recently announced -
additional Town Centre Funding.
Recommendation: It is recommended that Cabinet agrees to the approach set out
1.1
1.2
2.1
2.2
including the allocation of funds to support the acquisition and
improvement of vacant/derelict sites, and projects in Millport,
Dalry, Stevenston and Kilbirnie.
Executive Summary
In September 2020 Scottish Government announced an additional £18 million to be
provided to local authorities through the Town Centre Fund, which forms part of the
£230 million Economic Recovery Stimulus package announced in June 2020. This
equates to a further £0.507M funding which is in addition to an earlier North Ayrshire
allocation of £1.418M, proposals for which were agreed by Cabinet in May 2019.
This report sets out proposals for expenditure of the additional funding, with investments
to allow the acquisition and improvement of vacant sites given the priority this
represents for local members and communities, as well as support for projects in
Millport, Dalry, Stevenston and Kilbirnie.
Background
Following agreement with COSLA and local authority Leaders, the Scottish
Government announced on 9 September 2020 that £18 million would be provided to
local authorities through a Town Centre Fund. That saw an allocation of £1.418M to
North Ayrshire, proposals for which were agreed by Cabinet in May 2019. This included
approximately £1M be utilised to prioritise action in Stevenston and Dalry; with the
remaining £0.418M being utilised to support a range of other projects and community-
led initiatives across North Ayrshire town centres.
The North Ayrshire additional allocation of £0.507M requires financial commitment by
March 2021 and project completion by September 2021.The further grant fund is for
capital expenditure which is additional to that which is already or would otherwise be
allocated to the 2020-21 budget and should not substitute for existing spend.
138
2.3
2.4
2.0
2.6
The Government have advised that the aim of this additional £18 million fund is to
stimulate local construction activity and support employment across Scotland. Local
authorities should also make investment decisions in the context of national and local
commitments to town centres including the Town Centre First Principle and the Town
Centre Action Plan; and more recently, the Place Principle.
The consideration of potential projects has been informed by the grant conditions, the
deliverability of projects, consultation with local ward members, known community-
based projects and priorities, and alignment with actions identified in the emerging
North Ayrshire Regeneration Delivery Plan.
On this basis, it is recommended that the fund is allocated as follows:
Project Description — 1 1 1 Proposed Budget
Asset acquisition, Fund to support the acquisition of sites £0.300M
identified through ongoing elected member
acquisitions will be subject to successful
negotiation.
| Funding to support ongoing CARS initiative £0.120M
due to additional costs arising as a result of
Covid19.
Funding to support refurbishment works to £0.030M
pavilion for community use due to additional
costs arising during detailed design.
Funding to support additional shopfront £0.030M
improvements as a result of the initial scheme
being oversubscribed.
2 Main Street Additional funding to support post-demolition £0.017M
Kilbirnie improvement works for use as amenity space
Garnock Street, Additional funding to implement full extent of £0.010M
Kilbirnie resurfacing works
The ability to conclude asset acquisitions within the funding timescales is subject to
owner value expectations and interest in sale. If officers identify that acquisitions will
not proceed to the full value, then funds will be reallocated to existing town centre
projects in Dalry and Stevenston or others identified within this paper and in the
emerging North Ayrshire Regeneration Delivery Plan. This approach seeks to maximise
the impact of the fund, while supporting a range of initiatives, in line with current funding
conditions.
139
3. Proposals
3.1 It is recommended that Cabinet agrees to the approach set out including the allocation
of funds to support the acquisition and improvement of vacant/derelict sites, and
projects in Millport, Dalry, Stevenston and Kilbirnie.
4. Implications/Socio-economic Duty
Financial
4.1 The North Ayrshire additional allocation of £0.507M requires financial commitment by
March 2021 and project completion by September 2021.The additional grant fund is for
capital expenditure which is additional to that which is already or would otherwise be
allocated to the 2020-21 budget and should not substitute for existing spend.
Human Resources
4.2 No implications
Legal
4.3 Individual projects will consider legal implications through their development and will
progress in compliance with grant conditions.
Land and building acquisitions will require negotiation. Mechanisms such as
compulsory purchase orders will be considered where value expectations prove to be
unreasonable, and where sites blight communities.
Equality/Socio-economic
4.4 Recognising that almost a third of the Scottish population lives within 500 meters of a
derelict site, and that in deprived communities that figures increases to 55%, the need
for an asset acquisition, development and environmental works fund has been identified
with the intention of enabling the Council to positively intervene and tackle long-term
vacant land and buildings.
Environmental and Sustainability
4.5 It is expected that the recommendations in the report will have a range of positive
environmental impacts. Projects will address identified environmental improvement
opportunities, including positive enhancements to vacant and derelict land and
improving the urban fabric of town centres, in line with Scottish Planning Policy and the
Scottish Government Town Centre First Principle.
Key Priorities
4.6 The recommendations support the delivery of the Council Plan outcomes under the
Inspiring Places and Aspiring People themes, particularly our ambitions to achieve an
inclusive, growing and enterprising economy and a vibrant, welcoming and attractive
environment.
140
Community Wealth Building
4.7 Through locally agreed priorities, this fund will primarily support the delivery of the Land
and Assets pillar. The develooment and implementation of a strategic regeneration
programme will support social, economic and environmental outcomes through the
delivery of physical and environment land and asset improvements.
5. Consultation
5.1 Internal consultation has taken place to identify deliverable projects to maximise the
benefit of the fund for North Ayrshire communities
5.2 Furthermore, the emerging Regeneration Delivery Pan is currently the subject of public
consultation on the Council's Consul platform, elected member workshops and locality
coordinators continue to provide input. This has informed the proposals contained in
the report.
5.3 Previous public consultation exercises, such as charrettes have also informed the
identification of projects.
RUSSELL McCUTCHEON
Executive Director (Place)
For further information please contact Alex Mackenzie, Development Manager, on 01294
324788.
Background Papers
1. Town Centre Fund Cabinet Paper, 14 May 2019
141
Title:
Purpose:
Recommendation:
Agenda Item 7
NORTH AYRSHIRE COUNCIL
8 December 2020
Cabinet
Community Asset Transfer Applications
Almswall Pavilion and Football Ground, Kilwinning and former
Cleansing and Grounds Maintenance Depot, Ladysmith Road,
Kilbirnie Public Park
To agree:
a) The transfer of ownership of Almswall Pavilion and Football
Ground, Kilwinning from North Ayrshire Council to Scottish
Incorporated Charitable Organisation (SCIO), “Kilwinning
Community Football Academy”; and
b) A 25-year lease of the former Cleansing and Grounds
Maintenance Depot, Ladysmith Road, Kilbirnie Public Park
from North Ayrshire Council to Garnock Valley Men’s Shed.
That Cabinet:
a) Agrees the asset transfer of Almswall Pavilion and Football
Ground, Kilwinning from North Ayrshire Council to Scottish
Incorporated Charitable Organisation (SCIO), “Kilwinning
Community Football Academy”;
b) Approves the recommended terms of transfer on this occasion
at 1096 of the property valuation of £62,000 (£6,200 in total);
C) Agrees the 25-year lease of the former Cleansing and Grounds
Maintenance Depot, Ladysmith Road, Kilbirnie Public Park
from North Ayrshire Council to the Scottish Incorporated
Charitable Organisation (SCIO), "Garnock Valley Men's Shed";
d) Approves the recommended terms of lease on this occasion at
5% of the normal annual fee of £8,000 (£400 per annum in
total); and
e) Authorises officers to conclude the associated legal and
community asset transfer process.
142
1.1
1.2
1.3
1.4
1.5
1.6
2.1
Executive Summary
The report proposes the community asset transfer of Almswall Pavilion and Football
Ground, Kilwinning (appendix 1) from North Ayrshire Council to the Scottish
Incorporated Charitable Organisation (SCIO) “Kilwinning Community Football
Academy” (KCFA) - appendix 2.
The transfer of Almswall Pavilion and Football Ground, Kilwinning will provide a
sustainable base for the local youth football provision in a facility which has been
declared surplus to service requirements by North Ayrshire Council. KCFA ownership
of the facility would enhance the opportunity for KCFA to expand their family club and
provide a base from which run their football and community activity without the financial
restrictions that they currently have in the rented premises.
This report recommends that Cabinet agrees to the transfer on the recommended terms
of 10% of the property valuation of £62,000 (£6,200 in total) and that officers should be
authorised to conclude the process under these terms.
The report proposes a 25-year lease of the Former Cleansing and Grounds
Maintenance Depot, Ladysmith Road, Kilbirnie Public Park (appendix 3) between North
Ayrshire Council. This will allow it to be utilised as a community asset to address
loneliness and social isolation amongst men in the Garnock Valley.
GVMS have been successfully operating the facility and have already carried out a
range of improvements. The lease will allow them to continue the development of the
asset to best meet the needs of the groups. The Group's work has a significant impact
on raising male life expectancy, improving quality of life and connecting men with
services and facilities in the wider community. They successfully engage with men who
may be reticent about engaging with the community. As a result of their involvement in
the Men's Shed, members are more confident and recognise that they can make a
positive contribution to society.
This report recommends that Cabinet agrees to the lease the recommended terms of
lease on this occasion at 596 of the normal annual fee of £8,000 (£400 per annum in
total) and that officers should be authorised to conclude the process under these
terms.
Background
Under the terms of the Community Empowerment (Scotland) Act 2015, community asset
transfer provides an opportunity for people to be involved in developing and providing
opportunities or services for their local communities. This may include requesting the
transfer of ownership, lease or other rights. It may also allow groups to develop
commercial ventures, which will support community benefit. Asset transfer may also
mean that public assets get used more frequently and more effectively. Community-led
ownership may also allow additional opportunities for groups to secure extra funding or
resources.
143
Kilwinning Community Football Academy
2.2 The main aim of Kilwinning Community Football Academy (KCFA) is to use football to
engage and inspire people to build a better life for themselves and unite the
communities in which they live. Dedicated staff deliver football coaching, educational
programmes and personal development, providing people with opportunities to change
their lives for the better. The Academy has divided their aims and objectives into two
separate outcomes, Community and Football.
2.3 The proposed uses include a range of events and activities which contribute to their key
objectives to:
e Increase community activity offering fun structured activities for the community;
e Create a safe and fun environment for players with a view to improving current
facilities and lead the community in gaining support for a new football facility in the
area;
e Maintain links between the club, schools and leagues in order to co-ordinate and
secure development opportunities for all players;
e Increase the numbers of children & young adults playing organised, quality football
across North Ayrshire and surrounding areas; and
e Contribute to the active and healthy well-being of all children in our club, through
positive coaching, development of their skills, fitness, confidence, and
understanding of the game and building respect for officials, other players and
coaches
2.4 KCFA agreed the lease of an industrial unit in October 2018. Since then the club has
converted the unit into a purpose-built area with community space, offices, bar and
toilets. This has been the base for the Academy in running community events,
fundraisers, fitness classes and becoming the home of the Academy. They have
demonstrated their ability to manage the asset and built up experience as they progress
to the ownership of the facility at Almswall Park. Reducing monthly revenue pressures
through ownership of Almswall Park will be enable KCFA to invest in the asset's future,
building on its profile as an all-weather facility.
2.5 Securing the KCFA base at Almswall will allow the Group to enhance the amount of
volunteer opportunities they can provide both in the sports sector and in facilities
management. In addition, they would also be able to sustain their current 2 paid part
time posts at the club and realise the potential of offering more employment
opportunities through external funders or via the increased income generating potential.
2.6 The facility was part of the portfolio of leases previously operated by KA Leisure, who
rescinded the lease in response to the community interest. The asset transfer of the
facility offers a long-term solution to the sustainability of the facility and a strong base
from which KCFA can deliver their growing support for community work health,
wellbeing, fitness and sport into the future.
Garnock Valley Men's Shed
2./ The purpose of Garnock Valley Men's Shed is to provide recreational facilities and
advance the social needs, health and wellbeing of men of all ages and backgrounds
living in Garnock Valley and surrounding areas. They are part of the national network
of "Men's Sheds’.
144
2.8 The men attending experience a sense of purpose and meaning to life. Outcomes
include:
Increased self-worth/empowerment;
Increased confidence/self-esteem;
Increased sense of independence/control;
Decreased depression/suicidal thoughts;
Increased sense of pride/achievement;
Increased happiness/contentment; and
Decreased stress/anger.
2.9 Operating under a temporary occupational licence for the past 18 months GVMS has
made significant renovations/upgrades to the facility, including complete renovation and
fitting of a new kitchen/social area; electrical rewiring and installation of a new lighting
system; installation of a fully equipped wood/metal craft workshop; re-connection of the
building's water supply; installation of CCTV; and construction of a bespoke scale-
modelling room. Most of this work has been undertaken by the members themselves,
building their confidence and resilience, whilst ensuring ‘buy-in’ and ownership of the
building. In addition, relationships with local contractors have been developed through
community benefits, adding value to the project and to the asset.
2.10 As a result of tasks undertaken by GVMS for the benefit of the local community,
members are held in high esteem by a variety of community groups and organisations.
Members have built benches for the local football club, the local allotments and assisted
with the maintenance of the local community garden. In addition, members have been
heavily involved in volunteering at ParkLives in Kilbirnie, where families attend in large
numbers to access free food and sports activities.
2.11 GVMS plan to continue to utilise the building as community asset to address loneliness
and social isolation amongst men in the Garnock Valley. They aim to develop the
foundation work to fully develop the building, starting with a re-launch and progressing
to a fully operational men's mental health facility.
2.12 The benefits include a redeveloped asset which will have a significant impact on raising
male life expectancy, improving quality of life and connecting men with services and
facilities in the wider community.
2.13 The group has indicated an interest in full ownership of the asset in the future. At that
stage a further report would be brought to Cabinet to seek relevant approvals.
3. Proposals
3.1 It is proposed that
Cabinet:
a) Agrees the asset transfer of Almswall Pavilion and Football Ground, Kilwinning
from North Ayrshire Council to Scottish Incorporated Charitable Organisation
(SCIO), “Kilwinning Community Football Academy’;
b) Approves the recommended terms of transfer on this occasion at 10% of the
property valuation of £62,000 (£6,200 in total);
145
c) Agrees the 25-year lease of the former Cleansing and Grounds Maintenance
Depot, Ladysmith Road, Kilbirnie Public Park from North Ayrshire Council to the
Scottish Incorporated Charitable Organisation (SCIO), “Garnock Valley Men's
Shed";
d) Approves the recommended terms of lease on this occasion at 596 of the normal
annual fee of £8,000 (£400 per annum in total); and
e) Authorises officers to conclude the associated legal and community asset transfer
process.
4. Implications/Socio-economic Duty
Financial
4.1.1 Through the transfer of Almswall Pavilion and Football Ground, the Council will
achieve a capital receipt of £6,200 (which is 1096 of the valuation figure of £62,000),
a reduction in revenue expenditure and, in the longer term, there will cost-avoidance
in the capital budget due to the need for future investment in replacement of the pitch
and maintenance of the premises. The sum proposed reflects the community benefit.
4.1.2 Through the lease of the former Cleansing and Grounds Maintenance Depot at
Ladysmith Road , Kilbirnie, the Council will achieve revenue income of £400 (which is
5% of the normal annual fee of £8,000), a reduction in revenue expenditure and, in
the longer term, there will cost-avoidance in the capital budget due to the need for
future investment in upkeep of the premises. The sum proposed reflects the
community benefit.
Human Resources
4.2 None.
Legal
4.3 The Local Government (Scotland) Act 1973 places a statutory obligation on the Council
to obtain the best price or the best rent when it disposes of any asset by sale or lease.
These regulations permit a disposal at less than the best price achievable where either
(a) the property is valued at less than £10,000, or (b) the Council has compared the
financial cost of transfer against the community benefits and determined that the
transfer is reasonable and promotes either economic development or regeneration,
health, social well-being or environmental well-being.
Equality/Socio-economic
4.4 There will be considerable socio-economic benefits from the transfer, hence the figures
proposed. These include a variety of positive impacts for the young people in Kilwinning,
described at paragraph 2.3. The Garnock Valley Men's Shed offers a range of positive
impacts, described at paragraph 2.8 improving health, wellbeing and self-esteem
among men.
146
Environmental and Sustainability
4.5 The transfer seeks to provide sustainable community facilities.
Key Priorities
4.6 The proposals contained within the report support the following North Ayrshire Council
Plan priorities:
e Active and strong communities
e Inclusive, growing and enterprising local economy
e People enjoy good life-long health and wellbeing.
Community Wealth Building
4.7 This proposal supports the following pillars of community wealth building:
e Advancing community enterprises;
e Advancing local ownership of underused land and buildings; and
e Supporting local business activities and increasing the variety of ownership models.
5. Consultation
5.1 The consultation required in terms of the Community Empowerment (Scotland) Act 2015
for a community asset transfer application has now concluded with no objections
received for either group.
5.2 Consultation has taken place with Economic Development, Finance, Estates, Property
Maintenance and Investment, and Legal Services.
Audrey Sutton
Interim Executive Director (Communities)
For further information please contact Rhona Arthur, Interim Head of Connected
Communities), on (01294) 324415.
Background Papers
Almswall Pavilion and Football Ground, Kilwinning — Appendix 1
Former Cleansing and Grounds Maintenance Depot, Kilbirnie Location — Appendix 2
147
THIS IS THE PLAN REFERRED TO IN THE FOREGOING
LEASE BY THE NORTH AYRSHIRE COUNCIL IN FAVOUR
OF NORTH AYRSHIRE LEISURE LIMITED OF: Appendix 1
Almswall Park, Kilwinning
Area within red boundary = 0.96 Hectares (2.38 Acres) or thereby
= =
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Priority Right Of Use
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Almswall Park Pitches
North Ayrshire
PRINCIPAL ESTATES OFFICER
ROBERT SAMSON F.R.I.C.S,
DRAWN BY | Plane Wildridge
| DATE 20/5/2000
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DRAWING No| 860 |
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SCALE
Reproduced from the Ordnance Survey mop with the permission of The Controller OS SHEET N9Z6-4|NE
of Her Majesty's Stationery Office Crown Copyright Licence No 100023393 1 48
TW
Appendix 2
Proposed Street Naming And Numbering
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149
Agenda Item 8
NORTH AYRSHIRE COUNCIL
8 December 2020
Cabinet
Title: HSCP - Budget Monitoring Report
Purpose: — To provide an update on the projected financial outturn for -
the financial year as at September 2020.
Recommendation: It is proposed that the Committee note the attached report.
1. Executive Summary
1.1 The attached report provides an overview of the financial position for the
partnership and outlines the projected year-end outturn position informed by the
projected expenditure and income commitments, these have been prepared in
conjunction with relevant budget holders and services. The report also outlines
the estimated financial impact of the Covid-19 response, the associated funding
and financial risks.
2. Background
2.1 The Cabinet agreed to receive regular reports on the financial performance of the
Health and Social Care Partnership. The Budget Monitoring report presented to
the IJB on 19 November 2020 outlined the projected financial outturn for the
financial year as at September 2020 and is attached as an appendix.
3. Proposals
3.1 It is proposed that the Committee note the report.
The implications are outlined in the attached report.
4. Implications
The implications are outlined in the attached report.
150
The implications are outlined in the attached report
Equality: The implications are outlined in the attached report
Key Priorities The implications are outlined in the attached report
Community Benefits: The implications are outlined in the attached report
5. Consultation
Environmental & The implications are outlined in the attached report.
Sustainability:
5.1 The attached report outlines the consultation that has taken place.
For further information please contact Caroline Cameron on 07801 439900.
Background Papers
None
151
NP
NORTH AYRSHIRE
Health and Social Care
Partnership
Integration Joint Board
19 November 2020
Subject: 2020-21 — Month 6 Financial Performance
Purpose: To provide an overview of the IJB’s financial performance as at
Period 6 including an update on the estimated financial impact of the
Covid-19 response.
Recommendation: It is recommended that the IJB:
(a) notes the overall integrated financial performance report for the
financial year 2020-21 and the overall projected year-end
underspend of £0.377m at period 6;
(b) notes the estimated costs of the Covid mobilisation plan of
£7.656m, including savings delays, and the associated funding
received to date;
(c) note the financial risks for 2020-21, including the impact of
Covid 19, and that there is no recommendation at this time to
implement a formal Financial Recovery Plan for the IJB;
(d) approve the budget changes outlined at section 2.8.
Glossary of Terms
NHS AA NHS Ayrshire and Arran
HSCP Health and Social Care Partnership
Mental Health
Child & Adolescent Mental Health Services
Red, Amber, Green
UNPACS, (UNPlanned Activities) — Extra Contractual Referrals
NHS Resource Allocation Committee
Grant Aided Expenditure
Performance and Audit Committee
1. EXECUTIVE SUMMARY
1.1 The report provides an overview of the financial position for the partnership and outlines
the projected year-end outturn position informed by the projected expenditure and
income commitments, these have been prepared in conjunction with relevant budget
holders and services. lt should be noted that although this report refers to the position
at the August period end that further work is undertaken following the month end to
finalise projections, therefore the projected outturn position is as current and up to date
as can practicably be reported.
1.2 The projected outturn, before the impact of Covid-19, is a year-end underspend of
£0.377m for 2020-21 which is a favourable movement of £0.386m. There is scope for
this position to fluctuate due to in-year cost and demand pressures and assumptions in
152
1.3
1.4
1.5
relation to funding and the achievement of savings. The position has been adjusted to
reflect the potential impact of Lead Partnership services. In the absence of any
alternative risk sharing agreement for lead partnership services an NRAC share of the
projected position has been assumed as this would be in line with the allocation in
previous years.
From the core projections, overall the main areas of pressure are learning disability
care packages, looked after children and adult in-patients within the lead partnership.
However, there has been significant progress to reduce the pressures in these areas.
The financial position demonstrates that the work started before the pandemic to
ensure the IJB moved into the new financial year in a financially sustainable position
has not been reversed by the Covid-19 response. If this position can be sustained as
we move through the year, and assuming all Covid-19 costs are fully funded, the IJB
will secure financial balance and repay £1.5m of the debt to North Ayrshire Council as
planned.
The most up to date position in terms of the mobilisation plan for Covid-19 based on
the return to the Scottish Government in October projects £7.656m of a financial impact,
which is split between additional costs of £6.5m and anticipated savings delays of
£1.1m. The impact of savings delays has been built into the core financial projection
above on the basis that there is less confidence that funding will be provided to
compensate for this. There are financial risks associated with Covid-19 as the IJB has
yet to receive confirmation of the full funding allocation. To date our total funding
allocation to £5.491m, this allocation has been updated following the period 5 position
where we reported that the North HSCP funding was £5.183m. This reflects further
discussions at Finance Leads re the distribution of funding for lead partnership services
and to reflect a fairer approach following the submission of updated Covid cost
estimates in October.
Until the full funding for Covid-19 is confirmed there is a risk that there may be a shortfall
in funding to fully compensate the North Ayrshire IJB for the additional costs. However,
there is no recommendation at this time to implement a Financial Recovery Plan on the
basis that:
e There is increasing confidence that additional costs will be funded based on the
recently received and future expected funding allocations;
e Offsetting reductions of £0.530m have not been included in the overall funding
allocation and also have not been factored into the HSCP financial projections,
therefore at this stage these would potentially remain available for North to re-
direct to any funding shortfall;
e The current estimated costs for which funding has not yet been allocated is
around £1m, this is a level that can potentially be recovered through
management actions later in the financial year;
e [he most significant area of additional Covid cost is the purchase of PPE for
social care, the extension of the current MOU for the PPE Hubs includes an
assurance that PPE costs will be reimbursed in full, this is also in line with the
recent allocation for PPE being on an actuals basis;
e The period 6 position projects an underspend position (excluding Covid) and
this does not include any assumption re the £1.5m held by the Council towards
the IJB debt, this position assumes the debt repayment is made as planned,
this position also incorporates estimated delays with savings delivery.
The financial position will continue to be reported to the IJB at each meeting, these
reports will outline the monthly financial projections and the updated position in relation
153
2.1
2.2
2.3
to estimates for Covid costs. This will include the ongoing consideration of whether a
Financial Recovery Plan may be required in the future.
CURRENT POSITION
The report includes an overview of the financial position including commitments against
the available resource, explanations for the main budget variances, an update on
progress in terms of savings delivery and plans to work towards financial balance.
The report also includes detail of the estimated costs and potential financial impact of
the Covid-19 response.
FINANCIAL PERFORMANCE - AT PERIOD 6
The projected outturn position at period 6 reflects the cost of core service delivery and
does not include the costs of the Covid 19 response as these costs are considered
separately alongside the funding implications.
Against the full-year budget of £254.257m there is a projected year-end underspend of
£0.377m (0.1596). The Integration Scheme outlines that there is an expectation that
the IJB takes account of the totality of resources available to balance the budget in
year. Following this approach, an integrated view of the financial position should be
taken, however it is useful to note that this overall position consists of a projected
overspend of £0.913m in social care services offset by a projected underspend of
£1.290m in health services.
As highlighted at the end of last year the payroll turnover target was to be centralised
for future years as the approach in previous years left some service areas with
unachievable targets whilst other areas were able to overachieve, it was agreed that a
more transparent approach would be to manage the payroll turnover and vacancy
savings centrally. This approach has been adopted for 2020-21, this has helped to de-
clutter the financial report and to make it more transparent re the overall turnover target
and the progress towards achieving this across the partnership. Section 2.6 highlights
progress with the partnership vacancy target.
Appendix A provides the financial overview of the partnership position. The sections
that follow outline the significant variances in service expenditure compared to the
approved budgets with detailed analysis provided in Appendix B.
Health and Community Care Services
Against the full-year budget of £69.280m there is an underspend of £0.973m (1.496)
which is an adverse movement of £0.124m. The main variances are:
a) Care home placements including respite placements (net position after service user
contributions) — underspent by £0.649m (adverse movement of £0.138m). The care
home budget moved into a sustainable position towards the end of 2019-20 and the
opening position for the budget for 2020-21 was expected to be an underspend
position as at that time we set the budget at a level to fund 810 places and we were
funding 782. The occupancy in care homes has fallen further in the first quarter of
2020-21 and there are significant vacancies in care homes, the projected
underspend includes a steady net increase of 10 placements per month until the
year-end. The main reason for the adverse movement is a reduction in the projected
amount of charging order income receivable (£0.117m) and a reduction in the
respite underspend (£0.036m).
154
2.4
b) Independent Living Services are overspent by £0.220m (favourable movement
£0.011m) which is due to an overspend on physical disability care packages within
the community and direct payments. There is an expectation that there will be some
recovery of funds from Direct Payments where services have ceased, this may
improve the projected position. There will be further work undertaken with the
implementation of the Adult Community Support framework which will present
additional opportunities for reviews and will ensure payment only for the actual
hours of care delivered. The roll out of the CM2000 system for Adult services was
postponed towards the year-end due to the Covid response and will be implemented
early in the new year.
c) Care at home was initially projected to overspend by £0.287m (adverse movement
£0.190m). The financial projections reflect recent recruitment and assumes an
increased service level both in house and purchased until the end of 2020-21. As
this additional capacity was included in the Covid cost return this overspend has
been excluded from the overall financial position, as the current level of overspend
is below the level of Covid resources requested.
d) Aids and adaptations projected underspend of £0.255m (£0.045m adverse
movement). There have been significant delays with carrying out assessments and
providing equipment and adaptations during lock down. It is expected that during
the year there will be considerable delays with this spend, the level of projected
underspend is less than the underspend in 2019-20. The final outturn depends on
the level of assessments that can be undertaken in the coming months however this
cannot be determined at this stage in the year. The service are working on plans to
re-mobilise these services and address the waits for assessment and delivery of
equipment and adaptations.
e) Carers Act Funding is projected to underspend by £0.443m (no movement) based
on the currently committed spend and delays with taking forward developments to
support carers. The total uncommitted budget is £0.560m so this projected position
assumes there will be carers’ support plans undertaken and a level of
demand/services identified from these plans to be delivered later in the year. The
service plan to undertaken positive promotion of the services available to carers and
are currently reviewing the process for a carers assessment to make this more
accessible to individuals requiring support.
Mental Health Services
Against the full-year budget of £77.108m there is a projected overspend of £0.744m
(1%) which is an adverse movement of £0.231m. The main variances are:
a) Learning Disabilities are projected to overspend by £2.320m (adverse movement
£0.128m), included within this is £1.320m (£0.131m adverse movement) in relation
to community care packages and £0.556m (£0.017m adverse movement) for
residential placements. The 2020-21 budget for all adult care packages (LD, PD
and MH) were realigned with any projected underspends in other areas being used
to reduce the LD projected overspend. 2020-21 savings relating to the
implementation of the Adult Community Support Contract are delayed as the full
implementation of the CM2000 system has been postponed as the focus for
providers has been on the response to COVID-19. This will commence with a
phased roll out from January 2021, the financial benefits of the system are included
in the projection later in the year but at a reduced level (causing an adverse
movement of £0.147m) due to the delay. Community Learning Disability Care
155
packages are proving to be one of the most challenging areas to address
overspends. The current projection assumes the current level of commissioned
support will continue for the year, there are opportunities to reduce this commitment
as a significant number of these care packages were reduced or suspended during
lock down, these will be reviewed when services are re-started to ensure support is
re-started at the appropriate level, this may potentially reduce the year-end
projected position and the opening projections for next year which are currently
being collated to inform budget planning for 2021-22.
b) Community Mental Health services are projected to underspend by £0.239m
(£0.005m favourable movement) mainly due to a reduction in care packages. There
has been a reduction in the number of care packages since the start of the year and
there have been some temporary reductions to care packages during lock-down,
currently these are assumed to be temporary reductions, these will also be reviewed
when brought back online.
The Lead Partnership for Mental Health has an overall projected underspend of
£1.348m (adverse movement of £0.097m) which consists of:
O
—
e A projected overspend in Adult Inpatients of £0.583m (adverse movement of
£0.043m due revised assumptions on bed sale income). The overspend is
mainly due to the delay in closing the Lochranza ward on the Ailsa site. The
ward closed during August 2020 but there remain staff to be re-deployed, the
overspend may reduce if alternatives can be identified for displaced staff sooner.
e UNPACS is projected to underspend by £0.040m (£0.113m adverse movement)
based on current placements. The adverse movement is due to a new
placement being made.
e A projected underspend of £0.200m (£0.100m adverse movement) in Elderly
Inpatients due to the completion of the work to reconfigure the Elderly Mental
wards, this represents the part-year saving with the full financial benefit being
available in 2021-22. The adverse movement is due to staffing levels for wards,
the workforce tool for the wards is being run which will determine the final
Staffing.
e A projected underspend in MH Pharmacy of £0.220m (£0.030m favourable
movement) due to continued lower substitute prescribing costs.
e The target for turnover or vacancy savings for the Lead Partnership is held within
the Lead Partnership as this is a Pan-Ayrshire target. There is a projected over-
recovery of the vacancy savings target of £1.268m in 2020-21, further
information on this is included in the table below:
Vacancy Savings Target (£0.400m)
Projected to March 2021 £1.668m
Over/(Under) Achievement £1.268m
There were significant vacancy savings delivered during 2019-20 from lead partnership
services and these were brought into the financial position during the year as it became
clear that services were not going to be able to recruit to all vacancies. The current
projection to the year-end is informed by the recruitment plans and the confidence in
recruitment success and realistic timescales for filling individual vacancies.
The main areas contributing to this position are noted below:
e Adult Community Health services £0.133m
e Addictions £0.020m
156
CAMHS £0.295m
Mental Health Admin £0.330m
Psychiatry £0.488m
Psychology £0.383m
Associate Nurse Director £0.067m
2.5 Children Services & Criminal Justice
Against the full-year budget of £35.925m there is a projected underspend of £0.081m
(0.2%) which is a favourable movement of £0.122m. The main variances are:
a) Looked After and Accommodated Children are projected to overspend by £0.457m
(adverse movement of £0.015m). The main areas within this are noted below:
e Children's residential placements are projected to overspend by £0.662m
(adverse movement of £0.119m), as at period 6 there are 16 placements with
plans to reduce this by 3 by the end of the financial year and an assumption that
there will be no further placements during the year. Budget plans for 2020-21
were based on starting the year with 18, reducing to 14 by the end of Q1 and to
10 places by the end of Q2 and for the remainder of the year. Progress with
plans to move children from residential placements have been impacted by
Covid-19 as there has been an impact on Children's Hearings and this has limited
the availability of tenancies. Children's services are working towards further
improving the position as we move through the year as starting the 2021-22
financial year with 13 placements will impact on the savings planned for next
year.
e Fostering placements are projected to overspend by £0.095m (£0.032m
favourable movement) based on the budget for 129 places and 126 actual
placements since the start of the year. This is a reduction of 7 placements from
month 5. The fostering service is an area we are trying to grow, and a recruitment
Campaign was undertaken early in the new year to attract more in-house foster
carers to limit the ongoing requirement for external foster placements. There are
a number of additional fostering placements attributed to Covid-19 which are out
with these numbers as the costs have been included on the Covid-19 mobilisation
plan. Respite foster placements is projected to underspend by £0.060m as
placements have not taken place due to Covid-19 restrictions.
e Kinship placements are projected to underspend by £0.149m (adverse
movement of £0.012m) based on the budget for 370 places and 344 actual
placements since the start of the year.
b) Children with disabilities — residential placements are projected to underspend
by £0.196m (no movement). Community packages (inc direct payments) are
projected to underspend by £0.125m based on current placements and an
assumed increase in direct payment cases.
c) Respite is projected to underspend by £0.107m due to respite not taking place
due to COVID.
d) Transport costs — projected underspend of £0.081m (favourable movement of
£0.035m) due to reduced mileage costs.
2.6 Turnover/Vacancy Savings
157
2./
The payroll turnover target has been centralised for 2020-21. The turnover target for
the North Lead Partnership for Mental Health services is detailed within the Lead
Partnership information at section 2.4.
The turnover targets and projected achievement for the financial year for Health and
Social Care services out with the Lead Partnership is noted below:
Services
Vacancy Savings Target *(£1.957m (0.645m)
Projected to March 2021 £1.957m 1.044m
Over/(Under) Achievement CI 0.399m
(“the target for social care services has been increased on a non-recurring basis for 2020-21 only by
£0.110m to offset the saving for the roll out of Multi-Disciplinary Teams, as no permanent reductions to
the structure can be identified at this time but will be by the service from 2021-22 onwards)
The position in the table above reflects the assumption in the current financial
projections. For social care there have been significant vacancy savings to period 6
due to delays with recruitment and a total of £1.156m has been achieved to date. It is
not anticipated that the level of vacancies will continue at this rate to the financial year-
end, the full annual target is expected to be achieved on the basis that there will
vacancies sustained at around 69% of that level. We may potentially exceed the target,
as was the case in previous years, but the likelinood of this will not be known with
confidence until services and recruitment re-starts fully over the coming months.
The Health vacancy projection to the year-end is informed by the recruitment plans and
confidence in recruitment to posts for the remainder of the year.
The main areas contributing to the health and social care vacancy savings are spread
across a wide range of services with vacancy savings being achieved in most areas,
the most notable in terms of value being social worker posts (across all services), the
Community Mental Health Teams and Allied Health Professionals.
Savings Progress
a) The approved 2020-21 budget included £3.861m of savings.
Position at Position at
Budget Approval Period 6
£m £m
Red Te
0.274
2.801 1.801
1.060 1.786
TOTAL | 3864 38 |
TOTAL
b) The main areas to note are:
i) Red savings of £0.274m relating to reducing LD sleepovers and the
review of Adoption Allowances, both of which have been impacted by
158
2.8
Covid-19, the delays in these savings have been included in the overall
projected outturn position;
11) Whilst all savings remain on the plan to be delivered there are delays with
some savings with delays in implementation due to Covid-19, for
example the implementation of the Adult Community Support Framework
as the introduction of the CM2000 system is delayed as providers were
focussing on COVID related service and staffing issues and further
internal implementation work is required;
lil) The confidence with some savings has increased since the budget was
set due to the progress made towards the end of 2019-20, for example
with freeing up additional capacity for Care at Home services by reducing
care home placements.
Appendix C provides an overview of the savings plan, this highlights that during 2020-
21 it is anticipated that a total of £2.483m of savings will be delivered in-year, with
£1.378m of savings potentially delayed or reduced. The delays are due to Covid-19
and have been included in the mobilisation plan return to the Scottish Government, but
at this stage they have also been reflected in the overall projected outturn position as
there is less confidence that the impact of savings delays will be compensated with
additional funding.
The Transformation Board is in place to provide oversight and governance to the
programme of service change. A focus of the Board is to ensure plans are in place to
deliver savings and service change, with a solution focussed approach to bringing
programmes back on track. Whilst some of our plans were put on hold due to Covid,
the transformation plans will be re-mobilised at pace to ensure we taken any
opportunities to join up the re-design services as they come back online. The
Transformation Board re-started in July and there will be a concerted effort to ensure
the maximum savings delivery can be achieved in-year, to assist with the current year
position and to ensure there is no recurring impact moving into 2021-22.
Budget Changes
The Integration Scheme states that “either party may increase it’s in year payment to
the Integration Joint Board. Neither party may reduce the payment in-year to the
Integration Joint Board nor Services managed on a Lead Partnership basis....without
the express consent of the Integration Joint Board”.
Appendix D highlights the movement in the overall budget position for the partnership
following the initial approved budget.
Reductions Requiring Approval:
The specific reductions the IJB are required to approve are:
e Transfer of posts to NAC corporate procurement £0.076m
e Transfer of Parkinson nurse to South £0.109m
e Arrol Park resource transfer to South £0.024m
It is recommended that the IJB approve the budget reductions outlined above.
Future Planned Changes:
An area due to be transferred in the future are the Douglas Grant and Redburn rehab
wards from acute services to the North HSCP. The operational management of these
wards has already transferred to the partnership, but the due diligence undertaken on
159
2.9
the budget has highlighted a funding shortfall. It has been agreed with NHS Ayrshire
and Arran that the financial responsibility will not transfer until balance is found. In the
meantime, we are managing services and plans are well progressed to reduce the
projected overspend prior to any transfer.
NHS - Further Developments/Pan Ayrshire Services
Lead Partnerships:
The IJB outturn position is adjusted to reflect the impact of Lead Partnership services.
During 2019-20 agreement was reached with the other two Ayrshire partnerships that
in the absence of any service activity information and alternative agreed risk sharing
arrangements that the outturn for all Lead Partnership services would be shared across
the 3 partnerships on an NRAC basis. This position is currently the default for 2020-
21 as the further work taken forward to develop a framework to report the financial
position and risk sharing across the 3 partnerships in relation to hosted or lead service
arrangements has been delayed by the requirement to focus efforts on the Covid
response.
The underspend in relation to North Lead Partnership services is not fully attributed to
the North IJB as a share has been allocated to East and South partnerships, similarly
the impact of the outturn on East and South led services will require to be shared with
North. At month 6 the impact on NA WB is a £0.338m underspend (£0.353m
underspend for East and £0.015m overspend for South).
East HSCP - projected underspend of £0.981m (£0.353m NRAC share for NA IJB).
The main areas of variance are:
a) Primary Care and Out of Hours Services (Lead Partnership) - there is a projected
underspend of £0.741m (favourable movement of £0.656m). This reflects
detailed work undertaken to analyse year-to-date costs and anticipated activity
over the remainder of the financial year. This includes reduced projected costs
on Dental Services where there have been a number of services cancelled for
the year-to-date. These services are expected to restart in the final quarter of
the 2020 calendar year, with an anticipated increase in staffing costs going
forward. In addition, work has been undertaken to update cross charging
against for Ayrshire Urgent Care Services (AUCS) costs related to the Covid-19
pandemic. It is anticipated that the current level of Covid-related GP activity will
continue until the end of December at this stage. In addition, increased staff
turnover savings are projected for AUCS, with posts to be recruited to in the final
quarter of the financial year. It is anticipated at this stage that the Primary Care
Improvement Fund will outturn on budget. The Primary Care budget has
increased from £79m at month 4 to £86m at month 6 and is due to confirmation
of funding allocations from the Scottish Government, including Primary Care
Transformation Funding, Family Health Services Covid-19 funding, Dental
funding and an increase to the global sum.
b) Prison and Police Healthcare (Lead Partnership) - £0.233m projected
underspend (favourable movement of £0.279m). This relates to drugs costs
which were previously charged to the prison have correctly now been charged
against Covid-19 and additional staffing savings.
South HSCP - projected overspend of £0.041m (£0.015m NRAC share for NAHSCP).
The overspend is mainly due to an overspend in the community store.
160
2.10
2.11
Set Aside:
The budget for set aside resources for 2020-21 is assumed to be in line with the amount
for 2019-20 (£30.094m) inflated by the 3% baseline uplift, this value was used in the
absence of any updated information on the share of resources and is £30.997m.
At the time of setting the IJB budget it was noted that this may require to be updated
following the further work being undertaken by the Ayrshire Finance Leads to establish
the baseline resources for each partnership and how this compares to the Fair Share
of resources. It was anticipated that 2020-21 would be used as a shadow year for
these arrangements, however this work has been delayed due to the Covid-19
response. A further update will be provided to IJBs as this work progresses.
The annual budget for Acute Services is £351.2 million. The directorate is underspent
by £5.3 million following allocation of the COVID-19 funds received from Scottish
Government.
The year to date underspend of £5.3 million is a result of:
e £7.4 million of “offset savings”. These are the underspends resulting from low
outpatient and elective activity in the year to date.
° £2.1 million of unachieved savings.
The IJBs and the Health Board have submitted a remobilisation plan outlining how
activity will return to normal as far as is possible and are working together to ensure
patients are looked after in the most suitable environment.
COVID-19 — FINANCE MOBILISATION PLAN IMPACT
Summary of position
From the outset of the pandemic the HSCP acted very swiftly to respond and developed
a mobilisation plan detailing the additional activities to support our response, alongside
the estimated financial impact. Financial returns have been submitted to the Scottish
Government on a regular basis, on the premise that any additional costs aligned to
mobilisation plans would be fully funded. There is a risk that if the full cost of the Covid-
19 response is not funded that the IJB may require to recover any overspend in-year.
The IJB were updated in October outlining the cost estimates, the financial year-end
projections and any potential funding gap based on scenarios re Covid-19 funding. The
IJB also need to consider any action required to recover the financial position in-year.
Mobilisation Plan Costs
The most recent mobilisation plan cost submission submitted in October estimates the
costs to be £7.656m to March 2021. The financial returns have moved to a quarterly
submission alongside the Health Board financial returns to the Scottish Government.
The costs remain estimates as the situation continually evolves and there have been
several iterations of the financial plan.
The majority of the additional costs for the HSCP relate to the provision of social care
services and the most significant areas are PPE, additional staff costs for staff absence
and student nurses, loss of income due to closed services, additional care home
161
2.12
placements, payments to commissioned care providers to ensure future sustainability
and the impact on our approved savings programme.
The local finance mobilisation plan submission is included as Appendix E. The main
areas of cost together are summarised below:
August | October | Variance
Service Area Return Return
£m £m
Payments to Providers 1.655 1.683
Personal Protective Equipment (PPE) 2.052 1.693 | (0.359)
Savings Delays
Nursing — Students and Bank Staff
Care at Home Capacity
Loss of Income
Staff Cover
Care Home Beds — Delayed Discharges
Fostering Placements
Delayed Discharges - Other Measures
Other staff costs
Winter Planning
Other costs
Offsetting cost reductions
TOTAL 7.211| 7.656| 0.445 |
Further information on the elements of the plan are included in previous IJB reports.
The main changes to estimated costs are the reduction in PPE estimates based on an
expectation of more supply being delivered from the NSS hub, the level of stocks we
have in place and the stabilisation of costs for PPE items. The other significant
movement is in the other staff costs, this has increased significantly due to NHS finance
identifying additional staff costs for wards which were not appropriately allocated to
Covid, therefore this reflects a more accurate estimate of the costs rather than an
expected increase in the requirement.
Covid-19 Funding Position
At the outset of the pandemic there was an assurance that subject to any additional
expenditure being fully aligned to local mobilisation plans, including the IJB responses,
reasonable funding requirements will be supported. This was on the basis that a
process would be developed for these to be accurately and immediately recorded and
shared with the Scottish Government. The basis of this reporting was drawn up and
agreed with COSLA and Health and Social Care Partnerships.
Previous finance reports to IJB have outlined the chronology of funding through the
year and the period 5 finance report outlined that £5.183m of funding was agreed at
that time to be allocated for North Ayrshire delegated services. This funding allocation
has subsequently been increased to £5.491m. This reflects further discussions at
Finance Leads re the distribution of funding for lead partnership services and to reflect
a fairer approach following the submission of updated Covid cost estimates in October.
The revised funding allocations are noted below:
162
North East South | TOTAL
£000 £000 £000 A
Q1 Allocation 3,010 2,400 2,018 7 | 7429
TOTAL ALLOCATION
Funding Already Received (£83m) 3,509 2,464 1,835 7,808
NET NEW FUNDING ALLOCATION ga 3,840 2,794 8,616
The funding allocations to date have been based on the following approach:
e allocation based on actual costs incurred in Quarter 1 and funding agreed for
Q2-Q4 in line with agreed parameters (70% of funding for Q2-Q4, exception of
5096 of funding for social care payments to providers, DD reduction);
e action is taken to mitigate additional financial pressure as far as possible and to
make best use of resources across the system. HBs and lJBs are asked to
reassess options for savings that can be delivered, therefore no provision at this
time for savings delays, similarly the offsets identified by some areas have not
been included at this stage;
e funding allocated in line with actual expenditure where spend disproportionately
impacts on specific IJBs and where there is a significant uneven distribution,
includes PPE and social care;
e funding allocated up to an NRAC share to cover spend that is incurred across
all HB/IJBs where there is a higher level of consistency between Board areas,
this includes staffing costs and overtime, equipment, investment in digital,
additional beds, and community hubs;
e expectation in principle that funding is split between HBs and lJBs in line with
SG funding letter/allocation, however HBs and IJBs may agree to allocate
funding flexibly between categories to better recognise local pressures and
priorities;
e further funding may be required to meet costs that have been in excess of
formula shares, and SG will review reasonable requests for further financial
support to meet pressures.
Given the level of uncertainty currently reflected in financial assumptions full funding
has not been allocated at this stage, the Scottish Government will work with Health
Boards and lJBs over the coming months to review and further revise financial
assessments and intend to make a further substantive funding allocation in January.
This will allow identification of the necessary additional support required, and
realignment of funding in line with actual spend incurred. For social care further work
is progressing with COSLA to identify financial implications, including sustainability
payments to providers. Given uncertainty reflected in estimates across Scotland the
funding allocation for social care is based on actuals for Q1 and 5096 of forecast spend
for Q2-Q4. The Scottish Government will revisit social care allocations in November
and this will include part of the funding announced in the recent winter plan.
IJB CFOs have highlighted some challenges posed by the NRAC share approach for
some service areas and Scottish Government Health Finance colleagues have agreed
to a further allocation later in November specifically for primary care and mental health
services, which will be based on the actual cost estimates without an NRAC cap and
with the two service areas as individual allocations.
163
2.13 | Covid — Financial Risk
Overall at this time the financial risk to the IJB has been reduced significantly by the
recent funding announcement and subsequent allocation.
The table below summarises the overall estimated Covid-19 costs for the North HSCP
alongside the funding received to highlight the potential gap:
Latest
October
£m
Mobilisation Plan Costs 7.656
FUNDING TOTAL (5.491)
Shortfall 2.165
Shortfall (excluding savings) | 1033
The estimated additional costs to March 2021 compared to the funding received to date
leaves an estimated balance of £1.033m for which funding has not yet been received
or allocated.
In terms of the estimated elements of the plan not yet funded:
e we have assumed through our core budget monitoring projections that the
delays in savings will not be funded and these are included in financial
projections, as noted in this report we are projecting breakeven on that basis;
e the offsets of £0.530m have not been included in the overall funding allocation
and also have not been factored into the HSCP financial projections, therefore
at this stage these would potentially remain available for North to re-direct to any
funding shortfall;
e there will be a potential further funding allocation for Social Care (November)
and Health (January) when the costs will be revisited, we would expect on that
basis that a further funding allocation would be released to compensate for
actual costs.
There are a number of financial risks related to the Covid-19 response for North
Ayrshire IJB, risks include:
e Scottish Government funding is not sufficient to fully fund the response and there
is a shortfall in funding when allocated;
e Risk that financial position cannot be recovered in-year and the IJB overspend
and add to the debt owed to North Ayrshire Council;
e |f insufficient funding is provided an exercise will be required at a later stage to
re-allocate costs and funding to the 3 IJB areas for Lead Partnership services,
this could lead to greater costs being aligned to the North IJB particularly for any
shortfall in funding for Primary Care including Covid Assessment Hubs;
e Further uncertainty of funding for pressures which may continue beyond 2020-
21, including for example PPE;
e Currently provider Sustainability Payment Principles have been agreed to
remain in place for the year with tapering down of support for some elements
over the next few months, there is an ongoing responsibility for HSCPs to ensure
the sustainability of the social care sector and the sustainability principles will
remain under review by the Scottish Government and COSLA;
e Financial position from 2021-22 onwards and the impact on public sector funding
and the future funding of Health and Social Care services.
164
The below illustrates the ways in which this financial risk can be mitigated:
—
Lobby for
further Funding
= Review all e
bots Controls on
CONES = Further Covid-19
| more — nd (YTD risk
slippagejoffsets E MAE
(integrated — .
budget) A y
Mitigate Risk
Management
Actions — eg
Recruitment
Freeze
eer uncommitted
ren's non-essential
placements) spend
Given the scale of the financial risk at this stage in the year it is not recommended that
the IJB consider a formal financial recovery plan at this time.
This recommendation is on the basis that:
e There is increasing confidence that additional costs will be funded based on the
recently received and future expected funding allocations;
e Offsetting reductions of £0.530m have not been included in the overall funding
allocation and also have not been factored into the HSCP financial projections,
therefore at this stage these would potentially remain available for North to re-
direct to any funding shortfall;
e The current estimated costs for which funding has not yet been allocated is
around £1m, this is a level that can potentially be recovered through
management actions later in the financial year;
e [he most significant area of additional Covid cost is the purchase of PPE for
social care, the extension of the current MOU for the PPE Hubs includes an
assurance that PPE costs will be reimbursed in full, this is also in line with the
recent allocation for PPE being on an actuals basis;
e [he period 6 position projects an underspend position (excluding Covid) and
this does not include any assumption re the £1.5m held by the Council towards
the IJB debt, this position assumes the debt repayment is made as planned,
this position also incorporates estimated delays with savings delivery.
The financial position will continue to be reported to the IJB at each meeting, these
reports will outline the monthly financial projections and the updated position in relation
to estimates for Covid costs. This will include the ongoing consideration of whether a
Financial Recovery Plan may be required in the future.
A budget outlook report for 2021-22 will be presented to the IJB in December and this
will include estimates of recurring Covid pressures.
165
2.14 Provider Sustainability Payments and Care Home Occupancy Payments
COSLA Leaders and Scottish Government have agreed an approach to supporting the
social care sector to ensure that reasonable additional costs will be met.
We have been making payments to commissioned social care providers in line with the
agreed National principles for sustainability and remobilisation payments to social care
providers during COVID 19.
Care Home Occupancy Payments - we have engaged with older people's care homes
in relation to care home occupancy payments and make regular monthly payments to
care home providers with emergency faster payments being made if required.
Meetings are being held with each care home to discuss ongoing sustainability and to
provide support.
Sustainability payments - providers are responsible for submitting a claim for
additional support to the Partnership for sustainability payments and this is assessed
as to what support is required on a case by case basis based on the supporting
evidence provided. Each case is assessed by the same group to ensure equity and
consistency across providers.
In general, all payment terms have been reduced and once any payment is agreed it is
being paid quicker to assist the cash flow position of providers. The assessment of
some claims has been difficult due to delays with additional information and supporting
evidence being submitted to support claims, hence there are a number of claims that
are in process.
The sustainability payments are estimated to be a significant cost in our mobilisation
plan and the timely submission and assessment of claims is key to ensuring we can
accurately estimate the financial cost and ensure the costs are reclaimed from the
ocottish Government.
Providers in North Ayrshire are not all strictly adhering to these timescales and we are
still receiving claims dating back to the start of the pandemic, the commissioning team
are working with providers to support them to submit claims.
The tables below show the support provided to date and the outstanding claims as at
the end of September:
NCHC Care
PROVIDER SUMMARY Homes
Total Number of Providers
Number in contact for support
Providers Supported to date
NCHC Care
OUTSTANDING CLAIMS Homes
Total Number of Claims
Value of Claims £477,887 £95,853 £573,740
NCHC Care
SUPPORT PROVIDED Homes Other Services
£ £
166
Occupancy Payments * £1,082,882 £1,082,882
Staffing £61,769 £50,621 £112,390
PPE, Infection Control £92,795 £31,390 £124,185
£11,600 £273 £11,873
TOTAL £1,249,046 £82,284 £1,331,330
* payments to end of September
A significant level of financial support has been provided to our commissioned
providers, in particular older people's care homes. The sustainability payments for
some elements of support are tapering down between September and November
(occupancy payments), other elements will continue to be in place beyond November
and this includes the Social Care Staff Support Fund and support with PPE, infection
prevention control and some additional staffing costs.
Due to concerns re the sustainability of the social care sector the Scottish Government
agreed to sustain the levels of support in November at the same level as October, i.e.
for care homes paying for 5096 of vacancies during the month and to continue with a
planned care approach. This was agreed on the basis that a review of transitional
arrangements is required to provide more targeted support to the sector, focussed
discussions are currently taking place so that new arrangements can be agreed by
Scottish Government and COSLA and in place from the beginning of December.
3. PROPOSALS
3.1 Anticipated Outcomes
Continuing to closely monitor the financial position will allow the IJB to take corrective
action where required to ensure the partnership can deliver services in 2020-21 from
within the available resource, thereby limiting the financial risk the funding partners, i.e.
NAC and NHS AA.
The estimated costs and funding in relation to the Covid-19 response also require to
be closely monitored to ensure that the IJB can plan for the impact of this and to ensure
that the IJB is in the position to re-claim funding to compensate for the additional costs.
3.2 Measuring Impact
Ongoing updates to the financial position will be reported to the IJB throughout 2020-
21.
4. IMPLICATIONS
The financial implications are as outlined in the report.
Against the full-year budget of £254.257m there is a projected
underspend of £0.377m (0.15%). The report outlines the main
variances for individual services.
There are a number of assumptions underpinning the projections
which could change as we progress through the year. We will
continue to work with services to ensure the most accurate and
reliable position is reported.
167
One of the main areas of risk is the additional costs related to the
Covid-19 response and these are detailed in the report together
with an updated position in relation to funding.
Human Resources:
Equality:
People
Sustainability:
Risk Implications: Within the projected outturn there are various over and
underspends including the non-achievement of savings. The
greatest financial risk for 2020-21 is the additional costs in relation
to Covid-19.
Community Benefits:
Direction Required to Direction toi- SS o o
Council, Health Board or |1. No Direction Required |
Both 2. North Ayrshire Council |
3. NHS Ayrshire & Arran |
4. CONSULTATION
4.1 This report has been produced in consultation with relevant budget holders and the
Partnership Senior Management Team.
The IJB financial monitoring report is shared with the NHS Ayrshire and Arran Director
of Finance and North Ayrshire Council's Head of Finance after the report has been
finalised for the IJB.
5. CONCLUSION
5.1 It is recommended that the IJB:
(a) notes the overall integrated financial performance report for the financial year
2020-21 and the overall projected year-end underspend of £0.377m at period 6;
(b) notes the estimated costs of the Covid mobilisation plan of £7.656, including
savings delays, and the associated funding received to date;
(c) note the financial risks for 2020-21, including the impact of Covid 19, and that
there is no recommendation at this time to implement a formal Financial Recovery
Plan for the IJB;
(d) approve the budget changes outlined at section 2.8.
For more information please contact:
Caroline Cameron, Chief Finance & Transformation Officer on 01294 324954 or
carolinecameron@north-ayrshire.gov.uk
Eleanor Currie, Principal Manager - Finance on 01294 317814 or
eleanorcurrie@north-ayrshire.gov.uk
168
2020-21 Budget Monitoring Report-Objective Summary as at 30' September Appendix A
2020/21 Budget
| | Council CF | .— Heath «—— | TOTAL Over [Movement in
Over/ Over/ Over/ (Under) projected
Partnership Budget - Objective Summary (Under) (Under) (Under)
Budget Budget Budget Spend
Variance Variance Variance
Spend variance
Variance at | from Period
C Period 5 5
| £'O00 | sooo | £000 | £000 | £000 | £'OO0 | £000 | £000 | sooo | £oo0 | sooo —
| 55,938] 54821 (1,117) 13,342) 13460 144 69,280| 6837 (973)| (1,097! 124
|: Community Care Service Delivery — | 28579 2845 (| ^ 0| 9 Oof 28,570
1,727 (239)
1,852 (415)! 4969 5,060 91| 6736| 6,412 (824) (343)
367| 12 2143 210 9 2458 2470 12
24,806| 226941 2,135| 52,302! 50911 (1,3391) 77,108] 77,852 744| 513] —— 231
446 2,192 128
|:Addictions te} A 135] O” ate] 827]
: Lead Partnership Mental Health NHS Area Wide | | o o 0 48,824 47,476 48,824 (1,348)
CHILDREN & JUSTICE SERVICES | 32100) 32,019| —— (81) 3825 — 3,825 — 0| 35,925 35,844 (81) ^ 4f (122)
|: Irvine, Kilwinning and Three Towns — — | 3145 — 3,028 (157) 9 of ol 3,185 (157) (71)
(1169) | | 0| op 0| 1263 1147 — (116) 41) (15)
intervention Services | 2042] ^ 2,028; (19) 315 35 Oof 2357 2,38 (19)
457 o — 0| — O| 17735. 184192 457
|: Quality Improvement | 4287 — 4050 (23) ^ 0| o o| X 4287 4 | (237)
[:PublicProtection — ^ | | 6028 — 62 ( . 0| à$O0| o 69 X 622 (6)
Justice Services | 29060 2560 | à 0 o .— 0 3 200 2500 $2560 op __QY o
454 — 451| —— (3| 3,20 3120 | — 0| 35744 35723 . (S| — 0^ (3)
: Lead Partnership NHS Children's Services — | 90 ^ O| ^ O 3 3 à à1 0 390] 390] o og X J^
PRIMARYCARE | 0 op — 0 | 51,04 51024 | o|j 51024 51024 | 0! 0| o
ALLIEDHEALTHPROFESSIONALS | . JJ JJ o| 557] Á 550] — (75| 597 550] (715 — 0 (75)
CHANGE PROGRAMME ” — — | Y — 1: oQ ion) ion) ol — 1012 102 o o o
OUTTURN ON A MANAGED BASIS — | 121,011! 12,924 — 9143 133,246! 131,440| (1,806) ^ 254,257| 2533684 (893)! (932| ^ 39
Return Hosted Over/Underspends Fast | — — 0| — — 0| of ol sf 42 of 4e — 4e
Return Hosted Over/Underspends South | oQ .— 0| o o 412] 42 op — 412 — 412| 45 (33)
Receive Hosted Over/Underspends South | — of — — O op op — 415 — $158 9. 15 — asp et (66)
Receive Hosted Over/UnderspendsEast | — 0| o] o_o Gs9| Goal ol (G59| (59 (58) (200)
|OUTTURN ON AN IJB BASIS | 121011 12,924 913| 133,246] 131,956] (1,290) 253,880 (377) |^ e] (389
2020-21 Budget Monitoring Report — Detailed Variance Analysis Appendix B
—
69
Over/
(Under)
Spend
Variance
£000's
Older People care homes inc respite - underspend of £0.649m based on 716 placements and including an under recovery of income
from Charging Orders.
27,690 (310) Independent Living Services :
* Direct Payment packages- overspend of £0.100m on 62 packages , increase due to review of clawback calculation
* Residential Packages - underspend of £0.026m based on 34 packages.
* Community Packages (physical disability) - overspend of £0.146m based on 49 packages .
Care at Home (inhouse & purchased) - was projected to overspend by £0.287m due to increased demand which has been funded by an
allocation of Covid funding.
20,970 ABS os Employee Costs - overspend £0.056m due to use of casual staff within Montrose House.
Direct Payments - underspend £0.176m to year end on 30 packages, review of clawback adding to the underspend.
3.260 (256) Aids and Adaptations - underspend of £0.255m related to the reduced number of OT assessments taking place during COVID 19 -
adverse from prior period as spend expected to pick up towards year end.
Carers Centre - projected underspend of £0.443m
6,412 (324) | Anam Cara - projected overspend in employee costs of £0.026m due to pilot of temporary post with a view to longer term savings in bank
& casual hours.
2,470 Outwith the threshold for reporting
Over/
(Under)
Spend
Variance
£000's
MENTAL HEALTH SERVICES 77,10 77,852)
Residential Packages- overspend of £0.556m based on 41 current packages.
21,408 2,320
Community Packages (inc direct payments) - overspend of £1.320m based on 344 current packages.
Community Packages ( inc direct payments) and Residential Packages - underspend of £0.239m based on 93 community packages,
6,141 (239) . . :
12 Direct Payments and 29 residential placements.
2,827 Outwith the threshold for reporting
Adult Community - underspend of £0.143m due to vacancies.
Adult Inpatients- overspend of £0.583m due to a delay in closing the Lochranza wards, revised assumptions on redeployed staff and an
under recovery of bed sale income.
UNPACs - underspend of £0.040m based on current placements and assumed service level agreement costs.
Elderly Inpatients - underspend of £0.200m which includes the £0.934m of unallocated funding following the elderly MH review.
47,476 (1,348)| CAMHS - underspend of £0.305m due to vacancies.
MH Admin - underspend of £0.390m due to vacancies.
Psychiatry - underspend of £0.490m due to vacancies.
MH Pharmacy - underspend of £0.220m mainly within substitute prescribing.
Psychology- underspend of £0.450m due to vacancies.
Budget Outturn
£000's
£000's
N
00
O
O
O
Locality Services
Community Care Service Delivery
Rehabilitation and Reablement
p
U
—
o
Long Term Conditions
Integrated Island Services
o
N
Q
0)
Budget Outturn
£000's
£000's
Learning Disabilities
Community Mental Health
Lead Partnership (MHS)
A —
00 N o 0 N
00 © w O ES
N — 0 0 al
A 0) O 00 0 00
170
Over/
(Under)
Spend
Variance
£000's
Budget Outturn
£000's £000's
CHIDREN'S AND JUSTICE SERVICES 35,844
Irvine, Kilwinning and Three Towns 3,185 3,028
Transports costs - Projected underspend of £0.040m due a reduction in spend in Staff Mileage costs
(157)|Cornerstone Respite - Projected underspend of £0.072m due to respite services not taking place due to COVID
Employee Costs - Projecting £0.059m underspend due to a substantive post being vacant . This will be offsetting an overspend in
employee Costs within Quality Improvement.
A Valley, North Coast and 1,263 1,147 (116)|Transports costs - Projected underspend of 0.017m due a reduction in spend in Staff Mileage costs.
rran
Cornerstone Respite - Projected underspend of £0.035m due to respite services not taking place due to COVID.
Intervention Services 2,357 2,338 (19) |Outwith the threshold for reporting
Looked After Children placements - Projected underspend of £0.122m, favourable movement of £0.50m which is made up of the
following:-
Kinship - projected underspend of £0.149m. Budget for 370 placements, currently 344 placement but projecting 349 placements by the
year end.
Adoption - projected overspend of £0.035m. Budget for 69 placements, currently 73 placements.
Fostering - projected overspend of £0.095m. Budget for 129 placements, currently 132 placements and projecting 135 placements by
the year end. -
a ed AU ACCOMIMOCAIEE 17,735 18,192 457|Fostering Xtra - projected overspend of £0.009m. Budget for 32 placements, currently 29 placements but projecting 28 placements by
the year end.
Fostering Respite - Projected underspend of £0.060m which is due to respite services not taking place due to COVID
Private fostering - projected underspend of £0.018m. Budget for 10 placements, currently 10 placements.
IMPACCT carers - projected online Budget for 2 placements, currently 2 placements.
Residential School placements - Projected overspend £0.662m, current number of placements is 16, assumption that 1 will end in
October, 1 in November and 1 ending in January and no further new admissions resulting in 13 placements at the year end. No secure
Employee Costs - Projected Overspend £0.114m of which £0.070m relates to employee acting up to Senior Manager which will being
offset with her vacant post within the Irvine Locality.
Transports costs - Projected underspend of £0.034m due a reduction in spend in Staff Mileage costs, now basing mileage projection on
actual spend this year.
Community Packages - Projected underspend of £0.086m, favourable movement £0.011m due to delay in packages starting due to
COVID 108 Community Packages on establishment list.
Quality Improvement
Direct Payments - Projected Underspend £0.039m, adverse movement of £0.009m which is due to reduction in % clawback. Current
number of packages in place is 42 and projecting an increase of further 3 packages until end of the year.
Children's Residential Placements - Projected underspend of £0.0196m. Currently 10 Residential Placements
4,287 4,050
Public Protection 628 (6) |Outwith the threshold for reporting
2.506 2.506 mara threshold tecrepontina
Universal Early Years 3,574 3,571 (3) |Outwith the threshold for reporting
oe AR IRAN Edrene 0 | ao Outwith the threshold for reporting
Services
390
PRIMARY CARE 51,024 51,024 Outwith the threshold for reporting
ALLIED HEALTH PROFESSIONALS 5,577 5,502 (75)|Projected underspend in supplies.
MANAGEMENT AND SUPPORT 14,331 13,823 (508)|Over recovery of payroll turnover on health services.
AN RUS Outwith the threshold for reporting
W
2 ie
O
CHALLENGE FUND 1,012 1,012
-
O
-
»
r
254,257 (893
Threshold for reporting is + or - £50,000
171
2020-21 Savings Tracker
Appendix C
: Deliverability Approved Deliverability Saving Projected to :
Savings i E : Projected
eterne Description Status at Saving Status Delivered @ Deliver Shortfall
P budget setting 2020/21 Month 6 Month 6 | during Year
number £m £m Em £m
ildren and Young People - External Residential
0.297 0.286 |Currently projecting an overspend. Some plans to
2021-22.
074 |Current projected overspend but outcome of the
adoption review still to be implemented
Comment
move children have been impacted by COVID. Expect
to have 13 places at the year-end when the original
plan was to have 10 places, will impact on savings for
Fully achieved, met through efficiencies across
Children's services
An underspend is projected at month 6.
Tender delayed, saving can be met through budget
underspend for 2020-21. Tender due to be
implemented February 2022.
Cluster sleepover models centred around core
supported accomodation are being considered but will
be delayed. The supported accomodation build
timescales have slipped due to COVID.
The provision of day care is being reviewed to ensure it
can be delivered safely. This will include a review of
the staffing, a new staffing structure has been planned
which will deliver the full year saving in future years but
will be delayed until January 2021.
Fully achieved but two tenancies still to take up their
place and the final tenancy has to be decided.
Fully achieved, slightly over-delivered (£10k)
For 2020-21 only this saving has been added to the
vacancy savings target to be met non-recurringly.
There are a number of vacancies across Community
Care and Health but at this stage the service can not
identify posts to be removed on a permanent basis, will
be formalised and removed from establishment from
2021-22.
Fully achieved
Expect to fully achieve but there is a projeced
overspend due to additional TUPE costs and an
increased level of service.
1 Ch
Placements
3 Children's Services - Early Intervention and Prevention 0.050 aan A
4 Fostering - Reduce external placements o.036|] | | - o - |
5 Community Support - Children's Care Packages 0.008 NES EN
6 LD - Reduction to Sleepover Provision INN 0.200
7 Learning Disability Day Services - 0.050 0.229
8 Trindlemoss 0.150 - -
1 9 Mental Health - Flexible Intervention Service - -
! sa
10 Roll out of multidisciplinary teams - Community Care
and Health
11 Carers Act Funding - Respite in Care Homes
12 Care at Home - Reablement Investment
13 Care at Home - Efficiency and Capacity Improvement
14 Day Centres - Older People 0.038
15 Charging Policy - Montrose House
16 Adults - New Supported Accommodation Models Will 0.025 0.038
17 Adult Community Support - Commissioning of Services Will 0.150 0.488
18 Charging Policy - Inflationary Increase 0.025
EN i
TOTAL SOCIAL CARE SAVINGS 0.550 1.117
3.045
1.378
172
Expect to fully achieve but there is a projeced
overspend due to additional TUPE costs and an
increased level of service.
Day centres are currently closed and staff have been re
deployed, will look for opportunities to release savings
when the services re-open.
0.025 0.025 New charging policy in place and additional income
projected to be achieved.
Project has slipped. Expected completion date is early
2021. Saving was based on 5mths, Assume only
2mths are achieved
Implementation of CM2000 was delayed due to Covid,
expect to bring system on line for Adult providers from
mid February 2021.
Charging has been suspended during COVID 19, with
the exception of care homes and community alarms,
expect to bring back on line in October.
Health:
: Deliverability Approved Deliverability Saving Projected to .
Savings à . . Projected
tenes Describtion Status at Saving Status Delivered @ Deliver Shortfall Comment
p budget setting| 2020/21 Month 6 Month6 | during Year
number £m
£m £m
19 0.120 | — - | —- [Fully achieved
20 |Packages of care 0.100] = - | - [Fully achieved
21 Elderly Mental Health inpatients (lead partnership) 0.216; . | - | - |Fully achieved
22 MH Payroll Turnover (lead partnership) 0.100 E e Fully achieved
23 North Payroll Turnover 0.280 | - | - |Fully achieved
TOTAL HEALTH SAVINGS 0.816 0.816 0.000 0
TOTAL NORTH HSCP SAVINGS 3.861 1.366 1.117 1.378
173
2020-21 Budget Reconciliation Appendix D
: Permanent or
pounce E Parry | t
Initial ApprovedBudget CE 96,963,
CATE | | [| 4
Emorinbudget — — — — Cy 1299
Resource Transfer — — — 2,79
WAN Circuits Budget Transfer - Kyle Road - New data Connection (Store Costs) 1 | — P | (1)
British Sign Lanaguage funding transferred to Democratic Services — | 3 | P | (5)
Child Abuse Enquiry costs - Budget from Corporate ? — č 1 | 5 | T | 58
Corporate Procurment Posts 313490 &313106. =| 6 | P | (76)
Budget Reported at Month6 o — — — — | — | [ 121011
i Permanent or
MEATH Perica e t
Initial ApprovedBudget 149,830
Resource Transfer (22,769)
Adjustment to base budget ASOC PO)
2019/20 Month 10-12 budget adjustments — — ^ | 1 | P | 399
Full Year effect of Part Year Reductions EP (54)
Additional living wage funding P18
Primary Care Presoribing - Uplift 932) PO 2060
Primary CarePrescribing-CRES _ — — — Z o 1) 3 | P | (756)
Outcomes Framework - Breast Feeding
Training Grade Funding RD
Funding transfer to Acute (Medical Records) (33)
Lochranza Discharges to Sothiscp TP (170)
Precribing Reduction ws P , (1497)
AdminpostsfromSouthHSCP — 1 1 1 1 1 1 | 4 | P | 54
Uplift Adjustment “Rt
2,170
Training Grade Funding — ——— APO | ^ 5986
Lochranza Discharges to SouthEast HSCP — o o O O| 5 | P | (32
Arrol Park Discharges to SouhHSCP — o | 5 | P | (107)
Trindlemoss resource transfer adjustment č — — | 5 | P | (48
TrainingGradeFunding — — — — 1 1 | 6 | P | 9S9
Diabetes PreventionPsychologistPostNR — o 1 | | 6 | T | nnl
Re-parent Parkinson Nurse Nthto Sh — — — — — [6 | P | (109)
Arrol Park Discharges to South HSCP — o 1 | 6 | P | €642
MedicalPayAward-JunorDoctors 16 | P | 31
Budget Reported at Month6 — — — — .— o — | — | — | 133246
COMBINED BUDGET 254,25
174
Appendix E
Mobilisation Submission — October 2020
Revenue Revenue
Consolidated HSCP costs Apr-20 WEN 74!) Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 2020/21
Additional Hospital Bed Capacity/Costs - Maintaining A A A E O A A O O A O OU A A Se
[Delayed Discharge Reduction- Additional Care Home Beds 8102 | 78564] 78564 | 78564| 7864 __- | o- | _- | -= | >= | >= | - [| y 396358)
[Delayed Discharge Reduction- Additional Care at Home Packages os
[Delayed Discharge Reduction- Other measures o 65604| 43621 432 aaj 43 4362) __- | __- | - | - | - | o [| 8744|
[Deep dea es
ICOVID-19 screening and testing for virus OO |
Estates 8 Facilities cost including impact of physical distancing measures EL ‘l a a fal a CRE. RO ROE . e] x | a | mba
Additional temporary staff spend - Student Nurses 8 AHP Li - | i: | 36922%6| 104113| 139,650] | 7473] | | —- | - | - | o- | 684719
Additional temporary staff spend - Health and Support Care Workers 2 o-
Additional temporary staffspend-AllOther 1 — 41206| 45,673] 253332| 35198| 40000| 400001 40,000] 40,000] 40,000] 40,000| 65.41)
[Social Care Provider Sustainability Payments = | 26524] 223944| 314,525] 313,608| 288,857 | 96,650| ^ 45,000| 4500| 45000| 45,000| 1,682,828 |
[Social Care Support Fund- Costs for Children 8 Families Services (where delegated to HSCP) | ee
[Other external provider costs 22 poo m poo oo 2 | | | -p -| o-
Additional costs to support carers ee
Mental Health Services lo oo ooo ea =p -p| -| -p | o-
Additional payments to FHS contractors 88370] 4820 - | 5o000| 5000| 500| 5000 5000| 5000| 63,190|
[Additional FHS Prescribing ee
[Community Hubs ll 22 poo 2 poo bi [pp | | EL - |
[Other community care costs ll) m o 2 =p |. | - | - | -p| -p| - | dcc
lossofinome 88500 88,500] 88500| 88,500] ~—88,500| 8850| - | - | - | - | - | - | 531000|
[Staff Accommodation Costs ee
[Additional Travel Costs e857 175| 157| | 1028| -o | -9]| - | - | - | | | - | 10206]
Digital, IT & Telephony Costs — — — ^. //; / //// iii loss - | sp (87) 1680] |. 6| - | - | - | - | - ] S- | . 16876
[Communications fF
[Equipment & Sundries 89,055 | 16479| 22141| aoaea) tag o- | - | - | - | - | S- | 88414]
[Homelessness and Criminal Justice Services ll... bi pi - | -p -p| -p| -— | pp - | — | | o- |
[Children and Family Services 52 | 12466| 20,856| 347601 347601 34760, 17,380| 17380| 17380| - | - | - | 196394|
[Prison Healthcare Costs o. 2 pp | -p| -p| Li | — pp - | — | =p o- |
Hospice - Loss of income loo 2 EL ooo LLL LL o- |
ing support, including training & staff wellbeing E RP TT" >J cepo cedo èl >l] ce qe ab, cee) (ne |
[Resumption & redesign of primary care/contractor services to support access to urgent care in hours and OOH | | ee
[Costs associated with new ways of working- collaborative C—O ooo LLL LLL
Winter Planning o 89,444 | 39444| 39444| — 118,32 |
[Other - Please update narrative 8,555 | zeza] 7673| zena] zen) - | - | - 247 |
Other - Please update narrative L- e. - xp. aJ o Side. e & p. o Do: MS ES a E IS
[Other - Please update narrative eS
[Other - Please update narrative ee
[Other - Please update narrative o ooo o 2 o-
Other - Please update narrative oom qo => or | =p o | o bo - | =P -p| cd - |
[Other - Please update narrative ee
[Other - Please update narrative_ lo oo poo pop =p -p| -| pp -e - |
[Other - Please update narrative ef - | - || =p | pp -— | — | a -i
[Offsetting cost reductions - HSCP || (| (108007| (108,007) (108.007) (68,583) (68,588) (68588) - | - | - | - | - | | - | (529770)
RSS 49,922 416052| 1,085,613 | 799,832 | 1,166,738 | 747,138 | 503,820] 311,613 | 299,407 | 267,893 | 267,893 | 228,449| 6,524,370 |
Subtotal
Y 57422] 557,552] 1,227,113 | 941,332 | 1,308,238 | 888,638 | 550,987 | 358,780 | 346,574 | 315/059| 318509] 275615| 7,656,370 |
Total
175
