Strategic Management Teamnorthayrshire-community.wordpress.nexuswebdesign.co.uk/...11.20 – 11.25...

Strategic Management Team

Wednesday 28 June 2017 at 11:15am – 12:45pm Brooksby Resource Centre, Largs

AGENDA

11.15 – 11.20 1. Welcome and apologies

11.20 – 11.25 2. Minutes of Previous Meeting and Action Note

Submit minutes and action note of the meeting of 19 April 2017

11.25 – 11.35

11.35 – 11.45

11.45 – 11.55

3.

4.

5.

Better Off North Ayrshire Receive report from Greig Robson, North Ayrshire Council briefing on the Better Off North Ayrshire project Welfare Reform Working Group Receive report from Greig Robson, North Ayrshire Council updating on the work of the Welfare Reform Working Group External Funding Strategy Receive report from Elaine Troup, North Ayrshire Council for approval

11.55 – 12.10 6. SFRS Draft Annual Plan and Annual Report Receive reports from Kenny Hankinson, SFRS on the draft plan under consultation and the annual report

12.10 – 12.15

12.15 – 12:25

12:25 – 12:40

12:40 – 12:45

7.

8.

9.

10.

Third Sector Interface Review Receive verbal update from Barbara Hastings/Jim Nichols, Third Sector Interface on local consultation Third Sector Interface Review Receive report from Morna Rae, North Ayrshire Council on national findings and recommendations Local Outcomes Improvement Plan Receive presentation from Morna Rae, North Ayrshire Council on the LOIP consultation AOCB Date of Next Meeting – 23rd August 10am Garnock Valley and North Coast Committee Rooms

Reports to follow by email for comment: Police Scotland Annual Report SOA Performance Report Locality Plans

For more information please contact Morna Rae, Community Planning Team Leader,

[email protected]

North Ayrshire Community Planning Partnership


Wednesday 19th April 2017

In Attendance: Elma Murray, North Ayrshire Council (Chair) Russell McCutcheon, North Ayrshire Council Audrey Sutton, North Ayrshire Council Karen Yeomans, North Ayrshire Council Caitriona McAuley, North Ayrshire Council Elaine Troup, North Ayrshire Council Stephen Brown, North Ayrshire Council Morna Rae, North Ayrshire Council Kenny Hankinson, Scottish Fire and Rescue Service Jim Scott, Scottish Fire and Rescue Service Barbara Hastings, Third Sector Interface Elaine Young, NHS Ayrshire and Arran Tim Ross, Police Scotland Mark Newlands, Scottish Enterprise Jim Nichols, Third Sector Interface Laura Barrie, KA Leisure Mary Sloan, North Ayrshire Council (Minutes) Apologies: Libby Cairns, KA Leisure Craig Hatton, North Ayrshire Council Laura Friel, North Ayrshire Council Vikki Yuill, Third Sector Interface 1. Welcome

Elma Murray welcomed members and apologies were given. It was advised that Jim Nichols would be retiring later this year. He will bring Vikki Yuill to future SMT meetings as part of the transition to her new role.

2. Minutes of Previous Meeting and Action Note

The minute was checked and agreed as accurate.

raem

Text Box

Agenda Item 2

Actions 3, 5 and 6 are complete. Actions 1, 2, and 4 are covered on the agenda. Elma asked for an update on action 7 in relation to coordination of services between SFRS, HSCP and NHS A+A. Stephen Brown advised that a productive meeting had taken place with further work planned. In relation to action 8 Elaine Young advised the group that a recent focus of activity has been working with NAC to support the implementation of smoke free grounds. Andrew Hale is preparing a report for the Executive Leadership Team of NAC. Elma asked if the NHS enforced smoke free grounds around hospitals, Elaine advised of forthcoming legislation that will support this. The role of Environmental Health Officers in supporting this was discussed. In relation to action 9 it was agreed that Louise Kirk should be invited to a future meeting to provide an update on Travel Smart.

3. External Funding Strategy

Elma introduced Elaine Troup who is the lead officer on the external funding strategy and Caitriona provided a background of the strategy to the group. Elaine talked to the group on the key points of her report and advised that she has undertaken further consultation with partners. Partners have agreed that a shared resource (i.e. an external funding officer post) would be beneficial and that a working group would support implementation of the strategy. Elma advised that the external funding strategy is an important piece of work and asked the group for comments and recommendations. Kenny Hankinson suggested that such a resource could support an extension of the Positive Steps with Partners work. Jim Scott and Tim Ross spoke about the challenges of them identifying funds that could support the proposed post. Tim highlighted the potential positive impact this could have on the work of the Alcohol and Drugs Partnership. Stephen Brown said that such a post would eventually pay for itself and that you have to spend to invest to recoup. We need clarity on who are the partners we would approach to fund this and how much funding so we need. John Butcher said that sustainability was key and suggested that there be work with the Transformation Board. Elaine Young said that there was scope for NHS support and that she will discuss with colleagues.

Barbara Hastings asked if a post is required or can this be approached in another way. The Team North Ayrshire framework could be used. Similar posts charge for their services and this kind of support can be covered as part of wider funding bids. Russell McCutcheon asked if we can quantify the successes achieved by others doing a similar role. Caitriona highlighted that more government funding is being distributed via this bid application process and we therefore need to improve our collective approach. Audrey Sutton said that a strategic approach to external funding is essential. The proposed post cold have more of a coordination than a “doing” role. Elma suggested that there are two options:- 1. We identify a secondee and partners contribute to cover costs; or 2. We create a new post and partners contribute to cover costs. Barbara agreed to look into match funding opportunities. Partners discussed options as to which organisation the post could sit within.

Elma asked Caitriona & Elaine to distil the above information and ideas and come back to the group with their recommendations.

4. North Ayrshire Council Budget

Elma summarised her report on the North Ayrshire Council budget agreed on 1st March. The links to Fair for All were discussed. Tim Ross offered support in relation to the Challenge Fund and work around managing demand. Partners spoke about work by Young Scot and the Hunter Foundation on alcohol misuse amongst young people. It was agreed that Audrey will look into this further and that Stephen will forward a related report on Iceland’s approach for circulation. Members spoke about recent trend information in relation to childhood obesity, whilst there are lower levels at 27 months we need to monitor what happens between toddlerhood and Primary 1.

5. North Ayrshire Achieves

Elma briefed the SMT on North Ayrshire Achieves, the Council’s recognition scheme for employees and teams.

She invited partners to consider making nominations. Direct external nominations can be made for the Customer Excellence category. The Community Planning Team can support partners in making nominations for the other internal categories. It was highlighted that a wide range of partnership work could merit nomination, where those involved are wider than NAC staff. Morna will circulate details of the application process.

6. Local Outcomes Improvement Plan (LOIP)

Morna Rae presented a report with an updated plan for developing and agreeing the LOIP. This will be a draft LOIP to be approved by the CPP Board for consultation at its meeting on 1st June. Elma asked the group for comment and approval. Partners noted tie-in with the development of their own plans. It was agreed that the LOIP Action Plan and performance management framework should only contain key actions and PIs, and should not reflect the full breadth of actions and PIs that supporting plans contain.

7. Social Impact Pledges

Morna gave background on social impact pledges hosted on the Communities Channel Scotland. The existing three pledges run to June and an update on them will be given to the June CPP Board. Partners were asked to agree a set of three new pledges to be the next iteration. It was agreed that there should just be one set of pledges and that NAC should no longer have standalone pledges. The following pledges were agreed: 1. Positive Steps with Partners – extend to wider partners. Elaine indicated

NHS support for this. Morna will ensure that NAC Directors have an understanding of this initiative. A meeting with Kenny, Cheryl Newall of TACT and Fiona Walker will be arranged to take this forward from a NAC perspective.

2. Support young people in a mental health anti-stigma campaign 3. Digital participation – Audrey already has a working group on this issue

arising from the Fair for All work, she will work with them to develop a pledge.

A report will be presented to the June Board to agree these three pledges.

8. CPP Organisational Development and Training Strategy

Morna spoke to the SMT about the proposed approach to refreshing the CPP OD Plan.

It was agreed that there is scope for rationalising the plan and focusing on key themes such as shadowing. Elaine spoke about the value of the shadowing she had participated in. Mark Newlands advised of the value of the tour of the Garnock Community Campus carried out as part of the recent CPP Board meeting.

It was noted that future CPP development days should include the Childrens Services Strategic Partnership, reflecting the proposed 4th priority theme in the LOIP. The SMT agree the report.

9. AOCB

Jim Nichols spoke about the Third Sector Interface evaluation carried out by the Scottish Government. He will forward a report to Morna to be circulated to the SMT for comment. A survey will also follow this. Jim will give a report to the June CPP Board on the evaluation. It was agreed that Jim Scott will consult on the SFRS Local Plan at the June CPP Board. Audrey briefed on a forthcoming CLD inspection and asked for partner support in relation to this.

10. Date of Next Meeting

The date of the next meeting is 14th June 2017 at 10.00 am in Cunninghame House.

Strategic Management Team Action Note Updated following meeting of 19th April 2017

Item Meeting Related Agenda Item

Action Officer Timetable Update

1 19.04.17 External Funding Strategy

Consult with NHS colleagues Elaine Young June 2017 Complete – agenda item 5


Look into match funding options to support a post

Barbara Hastings June 2017 Complete – agenda item 5


Consider SMT recommendations and revise proposal

Caitriona McAuley, Elaine Troup

June 2017 Complete – agenda item 5

4 19.04.17 NAC Budget Research work by Young Scot and Hunter Foundation on alcohol misuse amongst young people and consider local implementation

Audrey Sutton June 2017 AS to provide update at meeting

5 19.04.17 NAC Budget Report on Iceland’s approach in relation to young people and alcohol misuse to be circulated

Stephen Brown/Morna Rae

June 2017 Complete, report circulated

6 19.04.17 North Ayrshire Achieves

Circulate details of nomination process Morna Rae June 2017 Complete, information on NAA Achieves nomination circulated and partners have submitted nominations

7 19.04.17 LOIP LOIP development work as per report Morna Rae June 2017 Complete – agenda item 9

8 19.04.17 Social Impact Pledges

Development work on pledges required and report to be presented to Board.

1. Positive Steps – Elaine to consult with colleagues re NHS involvement. Morna to coordinate NAC approach.

Elaine Young Morna Rae

June 2017 Complete, social impact pledges agreed by CPP Board and published. Press release issued. Ongoing delivery work.

Item Meeting Related Agenda Item

Action Officer Timetable Update

2. Support young people in a MH anti-stigma campaign – partners to pull together an approach

3. Digital participation – pledge to be developed

Stephen Brown, Elaine Young, Audrey Sutton, John Butcher Audrey Sutton

9

10 19.04.17 AOCB Circulate TSI evaluation report and survey

Jim Nichols/ Morna Rae

June 2017 Complete, information circulated and on agenda at items 7 and 8

11 19.04.17 AOCB Report on SFRS Local Plan to CPP Board Jim Scott June 2017 Complete, report taken to Board.

12 19.04.17 CPP OD Plan Refresh of plan as per report Morna Rae August 2017 Scheduled for August SMT

13 19.04.17 Matters arising Update on Travel Smart to future SMT Louise Kirk August 2017 Scheduled for August SMT

1

NORTH AYRSHIRE COUNCIL

Agenda Item 3

Community Planning Partnership SMT

Subject:

Better Off North Ayrshire Financial Capability

Programme

Purpose:

To update the SMT on the Better Off North Ayrshire

Financial Capability programme

Recommendation:

It is recommended that SMT note the update on Better Off

North Ayrshire and encourage relevant staff to contact the

Programme Manager for discussions on how best to

integrate with existing provision.

1. Background

1.1 In 2015, the Big Lottery announced their intention to invest in financial capability

services in five local authority areas in Scotland, with 50% of the funding available

coming from the European Social Fund. North Ayrshire was one area selected to

receive investment. Due to issues with EU funding and procurement, tenders for

funding were issued some 18 months later.

1.2 In early communications, the Big Lottery made it clear that they expected primarily 3rd

sector delivery and that there should be a focus on ensuring more holistic and joined

up approaches to financial inclusion services. There was no stipulation that Local

Authorities should lead bids, but from early discussions with 3rd sector providers, it was

clear that this was their preferred model.

1.3 At an early stage in development it was identified that North Ayrshire needed a financial

inclusion strategy to underpin any bid for funding. This strategy was approved by the

CPP in mid-2016.

The work to develop the strategy confirmed that –

The financial inclusion landscape is complex, with a range of providers in place,

working to different funders, different objectives and standards.

raem

Text Box

Agenda Item 3

2

Providers often competed rather than cooperated and the danger of duplication of

provision was clear

Providers mostly responded to crisis situations, providing appropriate interventions

to address presenting issues, but less evidence of addressing the root causes of

client circumstances. There was evidence of a revolving door situation.

1.4 The strategy set out a number of objectives which should be pursued in order to

respond to the challenges evidenced. This programme is envisaged as a way in which

some of these objectives can be progressed.

1.4 During 2016, a consortium was formed, led by the council, and the third sector delivery

partners were asked to submit project ideas in the form of expressions of interest.

These were assessed for fit with both the strategy and Big Lottery guidance, by the

Council and an independent consultant. This led to an agreed package of projects that

would be submitted for Lottery funding, with a commitment from partners that

underpinning the projects would be a new approach to joint working and case

management of customers. It was agreed that the new service would be branded

“Better Off North Ayrshire”.

2. The Better Off North Ayrshire Programme

2.1 Better Off North Ayrshire is a package of services designed to improve financial

capability amongst disadvantaged households, with the aim of increasing money

management skills and reducing debt as a barrier to social inclusion. These services,

and the associated delivery providers are as follows:

Case Management ANCHO

CLASP

NACAS

Fuel Poverty CHA, LemonAid

Affordable Furniture (and other consumer goods)

Cunninghame Furniture Recycling Co

Affordable Loans 1st Alliance Credit Union

Digital Access and Skills CHAP

Shared Tenancies (16-34 yr olds) CHAP

Better Off North Ayrshire web service NAC

2.2 While each individual project has its merits, the true test of the Better Off approach

will be how these service providers work together to deliver a holistic and joined up

financial capability journey.

2.3 It is also important to note that the Big Lottery

funding is not the only funding for this kind of

work. There are a range of inter-related services

in the area including consumer advice, complex

debt advice, welfare rights advice and

employability support.

The Better Off model needs to integrate with all

of this provision.

Better Off North

Ayrshire Journey

Complex Debt

AdviceBenefits Advice

Employ-ability

Services

Food Banks

Money Matters

Health Services

Housing Services

3

3. Key Priorities

3.1 Contractual

Big Lottery is awarding funding for this programme through a unit cost model based on

performance. They will pay a flat fee for each individual action plan completed and the

partnership needs to deliver 3036 completed action plans and meet set gender targets (£300k

single payment) in order to draw down the full £2.1M + VAT of funding.

Based on providers’ past experience the targets are more than achievable, but a case

management, partnership approach to delivering financial inclusion services, combined with

the complexities of ESF compliance, is new for most service providers, and the Big Lottery,

and the early months will be a learning curve for all involved. The model also means that

much of the financial risk is dependent on performance of the three core providers. Whilst

specialist providers will play a part in delivering action plans, the case managers have

responsibility for taking a person through their tailored action plan to completion.

The partnership have a number of other KPIs to meet, the most important being that we are

required to evidence that people have reduced debt as a barrier to social inclusion and

improvement money management skills.

3.2 Non contractual

While it is clearly vital that targets are met and the funding secured, there are a range of other

aspects of service delivery which both the Lottery and the Council anticipate will contribute to

driving forward sustainable improvements. The council view this as a 3 year transformation

programme, which will allow more effective and strategic funding arrangements post Lottery

funding and a model of working which would be seen as best practice and the benchmark for

future developments.

3.2.1 Targeting and engagement

14,500 households in North Ayrshire are in receipt of Housing Benefit. This funding can

support between 3,000-4,000 people and Big Lottery have defined their key target groups as

low income, workless and lone parent households.

Low income – tens of thousands of people in our communities could qualify for

support within this criteria, therefore we will need to target. We will focus on those

experiencing in-work poverty and expect that work with the retail, care and hospitality

business sectors will be important to engagement with this target group.

Workless – there are 20,000+ workless people in North Ayrshire. Adults in workless

families, who we know are coming under increasing pressure, will be a key target

group, along with people in crisis situations eg presenting at food banks or

homelessness services.

Lone parents – identified as a priority by Big Lottery but also recognised locally as a

group coming under increasing pressure through welfare reforms. Better Off will target

this group through a number of channels including early years and the DWP.

Within the three main groups identified by the lottery, we believe there are sub-sets of

residents who we should target for support.

People suffering from poor health – we know the links between health and poverty

and we are keen to build better links with health care providers in order to reach people

who are most in need.

4

Engaging with the most disadvantaged, impoverished and isolated people and families will be

challenging. However, we will develop a planned approach and learn from what works.

3.3 Self Help and Prevention

The number of people who can benefit from a face-to-face working relationship with a key

worker through Better Off North Ayrshire will be limited and with resources coming under more

and more pressure, we need to find different ways to provide support for the wider low-income

and workless population. As part of this programme we will also develop a platform to enable

people to help themselves.

Self-serve for those who can – For those who are able, the Better Off North Ayrshire

website will offer a self-serve approach to DWP form filling, an activity which has

traditionally taken up a lot of advisor time. We will also promote advice and support

which will be available through our helpline as well as online tools, such as those

through Money Advice Scotland.

Stopping the revolving door – of fundamental importance is that this programme is

a preventative approach. By improving financial capability in order to enable people to

manage their finances more effectively in the longer term, we will reducing risk of

financial crisis situations arising for them in the future. Our case workers will carry out

a holistic needs assessment, identifying key issues which impact on their financial

circumstances. Clients will be encouraged and supported to engage with a range of

supports within and beyond the Better Off North Ayrshire partnership, adopting a

whole-person approach to improving individual financial capability.

4. Progress to date

Due to the pressures of the Lottery contract performance targets, it was agreed that providers

should begin delivering services in March, immediately after award of contract. However this

was a “soft launch” and since then the focus has been on ensuring that paperwork, systems,

referral pathways and the ethos of the programme is fully established in time for a full launch

in late summer. At the full launch the website and helpline number will also be introduced.

Better Off North Ayrshire will have an important contribution to the key priorities of the Fair for

All strategy over the next three years. Over 3000 people in poverty will be supported to be

better able to manage their own financial situation. The programme will provide useful insight

for the Fair for All Steering Group and Panel. The service transformation elements will

perhaps be of most interest to partners – this is about moving away from crisis intervention to

a more sustainable empowerment agenda through more effective partnership approaches.

This will require culture change from providers and funders alike.

5. Recommendations

It is recommended that SMT:

Note the update provided on Better Off North Ayrshire.

Encourage relevant staff to engage with the Programme Manager in advance of full launch

during August/September.

KAREN YEOMANS

Executive Director (Economies and Communities)

NORTH AYRSHIRE COUNCIL

Agenda Item 4 Community Planning Partnership SMT

Subject:

North Ayrshire Welfare Reform Working Group – update report

Purpose:

To update the SMT on the work of the Welfare Reform

Group and any key issues.

Recommendation:

It is recommended that SMT note the update on

Welfare Reform, discuss and provide any feedback on

the issues highlighted.

1. Background

1.1 The Welfare Reform Group consists of council services, representatives

from the 3rd sector and other public sector partners such as Department

for Work and Pensions (DWP) and Ayrshire College. In June 2016, the

CPP Board approved the group’s action plan which is designed to

provide co-ordination to efforts to respond to Welfare Reforms.

1.2 The regular agenda of the group considers -

Key reforms and their implementation

Implications for the Council, Community Planning Partners and

residents; and what are we doing to mitigate and how is it

progressing? What more could we be doing? Who else needs to

be involved?

1.2 It has previously been agreed that the group would report to CPP

Board bi-annually and reported recently on 1st June. The Board noted

the report and approved the proposed new action plan for the group to

cover 17/18. The report is submitted to SMT for further discussion on

implications for partners.

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Text Box

Agenda Item 4

2. Progress

2.1 The Welfare Reform Group have met 4 times during 2017. Activity and

progress made can be summarised as –

Research into the cumulative impacts of Welfare Reform has

been completed and discussed within the group.

The group has focused discussion on the upcoming roll out of

Universal Credit (UC) full service.

3. Action Plan 2016-19 (Appendix 1 & 2)

3.1 The action plan of the group provides more detail on service specific and

partnership responses to welfare reforms. The plan has been updated

to reflect progress over 16/17 and is attached for info. All of the actions

contained within have either been complete or are actions which are

ongoing and business as usual.

3.2 The Action Plan initially covered not only responses to welfare reforms

but partnership efforts to increase incomes and reduce costs – i.e. anti-

poverty, inequality activity. Given the emergence of the Fair for All

Strategy, it’s Steering Group and panel; and the Better Off North Ayrshire

Financial Inclusion programme and structures – the welfare reform

group now feel it is apt that activity of the group is taken back to a sole

focus on welfare reforms. Therefore the attached draft action plan for

17/18 (attached as appendix 2) focuses specifically on partnership

actions required to respond to upcoming welfare reforms.

4. Baseline indicators (Appendix 3)

4.1 Members of the group agreed on a refined list of indicators in response

to a request from CPP Board. This refined list is designed to show if

particular pressures on services are emerging. These indicators have

been reported against for 2016/17.

Key messages from the current figures are –

A high percentage of NAC tenants claiming universal credit are in

arrears, in comparison to other tenants. This is partially down to

the claimant’s assessment period and the fact they are paid in

arrears, although there are also issues of non-payment in cases.

5. Key issues and conclusions

5.1 In previous reports to CPP Board, the group highlighted some key issues

for consideration. For this update the group would like to draw specific

attention to the following issues –

5.1.1 Cumulative impacts of welfare reform research (Appendix 4)

During 2016, the group commissioned specialist analysts to interrogate

anonymised housing benefit data, in order to assess the impact of

welfare reforms to date and those planned, on particular groups of

residents. Several English authorities have used this analysis in the past

year to more effectively target resources. The final report from this

research was produced at the end of 2016 and agreed by the group in

early 2017. The Executive Summary is attached for info as Appendix 4.

There are two main ways in which this research could and is being used.

Headlines around groups being impacted could lead to policy responses

targeted at specific groups. For instance, Economic Growth is

increasingly targeting programmes at lone parents in recognition of the

challenges they face in terms of declining incomes and the impact on

child poverty.

And secondly, the raw data on who is most impacted can be used by

services to better target existing policies and engage people to take up

support. For instance, the data will be used to inform targeting of

financial inclusion resources through the Better Off North Ayrshire

programme.

The Welfare Reform Group have continued to discuss the implications

of the research and individual services are using the raw data to target.

CPP partners are also asked to consider the findings and consider

whether there is anything more that can be done to respond to the

findings. For instance, while the research shows that low income

households will on average see their income reduced by just over £2,000

a year by 2020 – there is great variation of impact within this figures.

Those groups experiencing “high” impacts are –

By economic status, lone parents not in work and

By household type, it’s families with children, whether couples or

lone parents.

While there are clearly other groups who are impacted in different ways.

It is suggested that all partners should be considering whether there is

more that can be done to support families in particular over the coming

years.

The Council led “Fair for All” Strategy is taking forward what more can

be done to address such issues. And in the recent 17/18 budget North

Ayrshire Council outlined significant investments in services to address

issues of inequality and poverty. Again the above research can be used

to more effectively target the use of such resources.

5.1.2 Universal Credit

North Ayrshire will see the introduction of UC full service from November

2017. The Welfare Reform group have commenced work to prepare for

this, with work focused on –

Communications – ensuring residents understand the changes and

what they need to do to prepare. A communications plan has been

developed and will be implemented late summer.

Training for frontline staff – it is estimated that over 400 frontline staff

may require some form of training/briefing on Universal Credit. The type

of training will depend on job roles, with many staff requiring only a basic

understanding of the changes, while others will require more detailed

training. Training is likely to be delivered during September, October

and November. CPP partners are invited to express an interest in

nominating staff for training.

Support services – it is vital that people have access to digital support

due to the online nature of full service. And we know that access to

budgeting and financial advice will be vital due to monthly payments and

the increased responsibility. DWP have some funding in place for digital

and budgeting support, which local providers can access. However

there remain concerns about pressures on local services and facilities

from November onwards and demands will need to be closely monitored.

Learning from other authorities – Housing Services have visited both

East Lothian and Inverclyde to gain information of their experiences of

Universal Credit full service. This will assist in learning from good

practice and identifying potential issues to consider solutions where

possible.

In conclusion, plans are well underway to respond to the wider roll out of

Universal Credit. These plans are informed by previous experience of

phases of roll out and experience of full roll out from other areas.

5.1.3 Housing Benefit reforms for 18-21 ages

From 1 April, 18-21 year olds making new Universal Credit claims in full digital service areas will not be entitled to help with housing costs unless they fall into one of the exempt groups. These include:

those with dependent children people exempt from the Shared Accommodation rate of Local

Housing Allowance people unable to live with their parents young people who have been working (more than 16 hours per

week) for the previous 6 months existing claimants.

It will not affect supported housing until 2019.

Scottish Government is working up guidance with COSLA on fully

mitigating the cut to Housing Benefit for 18 to 21. The plan is to use

Scottish Welfare Fund (SWF) in the short term. Discretionary Housing

Payments cannot be used because of restrictions contained in the

Scotland Act. It was noted that there was an extensive list of exemptions

and Scottish Welfare Fund mitigation is only envisaged where there are

no alternatives and this will be fully funded by Scottish Government. This

only affects new claimants in UC Full Service areas and numbers are

expected to be small. The agreement also includes the ability to pay

monies via Scottish Welfare Fund straight to landlords where

appropriate using the ‘supervised spend’ available via SWF to ensure

tenancies are protected as per policy intention. Guidance is being

worked on with full service LAs at present and will be available shortly.

5.1.3 Financial Inclusion

A key aspect of responding to welfare reform will be how we support

people to improve their financial capability. In January, North Ayrshire

Council was successful in winning a tender for £3M of resources on

behalf of a local 3rd sector consortium. The resources are being used to

develop and implement the “Better Off North Ayrshire” services, which

will support over 3000 low income residents to improve their financial

capability and sustainability. While some of those services have been

operationalised, a full launch is only planned once the full suite of

products is fully developed. Full launch is planned for late summer.

6. Recommendations

6.1 It is recommended that SMT –

Note the progress made by the Welfare Reform Group in

recent months and the approval by CPP Board to re-focus

this year’s action plan purely on welfare reform issues.

Discuss and provide any feedback to the Welfare Reform

group on the issues contained within the report.

KAREN YEOMANS Executive Director (Economies and Communities)

Appendix 1

Welfare Reform Working Group Action Plan 2016-19 (End of year update for 16/17)

Welfare Reform Group will focus on 4 key areas which will drive the action plan for 16/19.

Specific reforms, their impacts and response to mitigate and prepare residents Efforts to increase incomes of poorest households in North Ayrshire Efforts to reduce living costs of poorest households Overarching issues

Specific reforms, their impacts and response to mitigate and prepare residents

Priority Anticipated impact

(numbers affected and to what level?)

Action Lead Target date Progress

Universal Credit expansion

Anticipate 250 young single tenants in the year 2016/2017. No indication has been given yet in relation to where NAC is in the Digital Expansion Of Universal Credit.

Deliver DWP Delivery Partnership Agreement for 2016/17

Stephen Humphries

31 March 2017

Complete

Welfare Reform Advice Team (WRAT) – proactively contact and visit those tenants who will be affected by UC. Offer additional and specific support to those tenants who move on to UC.

Housing - Jacqueline Cameron/Kirsty Sweenie

On-going Complete for this phase of UC 381 households on UC all offered additional and specific support. The team are now visiting families and couples, in addition to single people in receipt of JSA and ESA to discuss the implications of UC including full service.

Assess impact and raise awareness among staff and service users. Provide support to vulnerable groups.

SC&HP – Mary Francey and Isobel Kelly

2017 – 2018

Ongoing

Mitigate impact - support claimants to maintain entitlement to legacy benefits and avoid sanctions.


On-going Ongoing

Support vulnerable service users claiming UC to meet claimant conditions and avoid sanctions.

Changes to Universal Credit Work Allowances

Anticipate 59 tenants are impacted by this in 2016/2017. The level of UC will drop by approx £73.10 per month.

WRAT to write to all tenants in work on UC to advise them of the changes and therefore target specific support where required.


28 February 2016 Complete

Restriction of backdated benefit from 6 months to 1 month

It is expected that this will impact on many people, however difficult to predict how people will react.

Publicise this through Newsletters and Facebook

Housing -Jacqueline Cameron/Kirsty Sweenie

31st March 2017 Information pinned on Housing Facebook page for a period of time and a newsletter article in Tenancy Matters. Ongoing publicity on Facebook.

Update website and customer communication with revised backdate approach and notify customer services of change in rules. Benefits Service to work with Housing Services Welfare Reform Advice Team and Social Services on the individual cases affected.

Linda Walker Linda Walker

1 April 2016 On-going

All completed 1/04/16. On-going business as usual

Universal Credit – loss of payment to “looked after children”.

There are currently 214 kinship carers looking after 289 "looked after children" in North Ayrshire. The introduction of UC could have significant implications for the council in terms of payments made to kinship carers.

Assess impact on SC&HP service users e.g., kinship carers and consequential cost to Service.


December 2016 Ongoing

Discretionary Housing Payments

Estimate 2289 tenants impacted by this in 2016/17 over all benefit types. Approx. 17% of claimants will have a 25% reduction and 83% will have a 14% reduction in their rent.

WRAT to target those affected and support to obtain DHP

Housing - Marinanne McManus/Kirsty Sweenie

On-going

2254 DHPs awarded for Council Tenants at the end of 16/17. Ongoing support is provided to those affected.

Administer the DHP scheme and cash limited funds for 2016/17

Linda Walker 31 March 2017 Complete Under occupation for Council Tenants is mitigated in full and income and expenditure assessments being used to determine hardships for DHP purposes.

Revised Benefit Cap

There are currently 8 tenants affected by the benefit cap. The impact at the moment is unknown as DWP have to supply this information. However, it is

WRAT to offer additional and specific support to those affected once a date has been given for implementation. WRAT to work with Revenues and Benefits to identify those who will be affected.


Autumn 2016 Complete 56 NAC tenants affected by revised benefit cap at the end of the financial year. All have been visited and given

expected that there is a sharp increase in the number of cases when the change is implemented.

advice/assistance claim a DHP.

Identify households affected by the Benefit Cap Process reduction in Housing Benefit for all cap cases. Notify Housing Services and Social Services of households affected and number of children involved. Provide data to lead for North Ayrshire Financial Inclusion strategy

Linda Walker Linda Walker / Greig Robson

When cap is implemented On-going

Business as usual as cap has now been implemented. Complete ongoing Complete

Mitigate impact on SC&HP service users - apply for exemption or alternative benefit.


Exact date to be announced.

Business as usual

Freezing of DWP benefits

Policy in Practice research will identify those most impacted by this.

No specific actions to respond.

NA NA Complete Data transferred to Policy and Practice and final report produced.

Introduction of Local Housing Allowance in Social Rented Sector

Expect around 250 tenants to be impacted. It is expected that those in a 1 bed property will have their HB/HE reduced by £3.45 per week approx.

Ensure tenants offered tenancies wef April 2016 are aware of the introduction of LHA in April 2018 and any effect

Housing – Jacqueline Cameron

April 2016 Complete Text included in offer of housing letter from April 2016.

Personal Independence Payments – transition from DLA to PIP with anticipated reduction / loss of benefit.

The invite to apply for PIP when in receipt of DLA is a random process – the number of NAC tenants affected is unknown.

WRAT to support tenants with process and any appeals

Housing – Jacqueline Cameron

Ongoing Ongoing WRAT team continue to provide support to tenants and assist with appeals when required. In 16/17, the Welfare Rights/Debt Advice staff in the team assisted 14 tenants with PIP appeals.

Mitigate impact of cuts on SC & HP service users. Support transition from DLA into similar or higher rates of PIP.


April 2016 Ongoing

Assess impact of Welfare Reform on Charging and consequential reduction in income from charges.


2017 Ongoing

Withdrawal of family premium

Will impact on people with children making a new claim for Housing Benefit – reduction of £17.45

Identify households affected and reduction in Housing Benefit. Notify Social Services and Housing Services Welfare Reform Advice Team of households / council tenants affected.

Linda Walker Linda Walker

11 May 2016 On-going

Complete – reform introduced 11/5/16.

Loss of Employment Support Allowance Work Related Activity Group payment.

This is a cut of £29.05 for ESA claimants who are considered fit to participate in work activities. It will bring these claimants onto the same rate of payment as Jobseekers. Announced in July 2015 and due to be introduced in April 2017. Will apply to new claimants only and we will require figures from DWP to assess the impacts fully.

Mitigate impact on SC&HP service users - apply for exemption or alternative benefit.


2017 Ongoing

Increase incomes of poorest households in North Ayrshire Priority Action Lead Target date Progress Employability and increasing local employment

Full roll-out of ESF pipeline, including development of 6 hubs. Develop referrals from non-employability agencies

Economic Growth Ongoing Ongoing ESF pipeline roll-out – core contracts have now been let – Case Management, Job Brokerage, Volunteering, Health Case Management, STRIVE and ESOL. 3 employability hubs now established in Stevenston, Ardrossan and Kilbirnie, with two more planned in coming year. Poverty Social Inclusion funding bid approved which will develop referrals from non employability agencies.

WRAT to promote council services and employability hubs to council tenants

Housing – Jacqueline Cameron/Kirsty Sweenie

Ongoing WRAT continue to promote via contact with tenants, facebook and forwarding information to other parts of the service. Business as usual.

Benefits maximisation/advice

Referral system in place to WRAT for Housing Services Continue/review drop in sessions in various targeted locations throughout North Ayrshire to give wide access to service.

Housing -Jacqueline Cameron/Kirsty Sweenie Housing – Jacqueline Cameron/Kirsty Sweenie

On-going On-going

Ongoing. 190 referrals received to date 16/17. Ongoing drop in sessions weekly in all employability hubs. Monthly drop in

Pilot and review Money Advice sessions running in Stevenston Hub.

29th February 2015

sessions in Solace Café and Care and Share. 2 sessions complete in Stevenston and now being offered Ardrossan and Kilbirnie.

Benefits Take-up Officer to maximise the take-up of all types of benefit throughout North Ayrshire

Linda Walker 31 March 2017 On-going

Extend Benefit Checking / income Maximisation to “Health” services. Encourage referrals from all SC&HP teams, GP surgeries, Midwifery services, Hospitals etc.


On-going Ongoing. New developments planned as part of lottery financial inclusion bid.

Support Income Maximisation activity across a range of advice services and trusted partners.

Money Matters Helpdesk provides expert advice to other agencies and acts as referral pathway for NAC residents into appropriate advice and support.


On-going Ongoing

Reduce living costs of poorest households Priority Action Lead Target date Progress Affordable credit WRAT to continue to make

referrals to First Alliance Credit Union (FACU) WRAT to publicise affordable credit option through FACU. WRAT to continue with pilot of paying monthly joining fee for FACU for 12months for tenants.

Housing – Jacqueline Cameron/Kirsty Sweenie Housing – Jacqueline Cameron/Kirsty Sweenie Housing – Jacqueline Cameron/Kirsty Sweenie

On-going On-going On-going

Ongoing. 8 referrals to date 16/17. Ongoing. Xmas campaign promoting FACU on Facebook Sept – Dec 16. Current account no longer offered. Now offering engage card. 39 places on pilot take up from 50 available. Ongoing

Work in partnership with 1st Alliance Credit Union and make referrals to the service.


On-going

Ongoing. New developments planned as part of lottery financial inclusion bid.

Fuel Poverty

WRAT to continue to work in partnership with Citrus Energy and make referrals to the service. All NAC void properties are referred to CITRUS

Housing – Jacqueline Cameron SC&HP – Mary Francey and Isobel Kelly

On-going WRAT continue to promote; 73 tenants referred at end of Q4. Budgeting article was in Winter Edition of Tenancy Matters with contact details for Citrus Energy.

Re-launch of Local Energy Advice Forum

David Hammond – NAC Place

Summer 2016 Due to the ongoing success of the Local Energy Advice Forum, membership has now expanded to include organisations located within East Ayrshire. This is expected to lead to even

more residents gaining energy efficiency advice and assistance with fuel bills. Furthermore, campaign materials have been procured to better advertise the presence of LEAF, and the materials were exhibited at the recent North Ayrshire Tenant's Fun and Information Day on 27th August.

Home Energy Efficiency Programmes Scotland: Area Based Schemes (HEEPS:ABS) – bid for 16/17 funding of £1.2M

David Hammond – NAC Place

Summer 2016 North Ayrshire Council's bid for HEEPS:ABS funding for 2016/17 has been successful. The secured £1,216,474 will be used to provide external wall insulation (EWI) to 170 privately owned properties in Irvine, complimenting the EWI programme for 98 social housing properties. In addition, a further £500,000 of HEEPS:ABS funding has been successfully secured, to provide EWI to an additional 72 privately owned properties during 2016/17.

Overarching issues Priority Action Lead Target date Progress Financial Capability Provide debt and financial

capability advice to SC& HP service users.


On-going Ongoing

Provide 1 to 1 support to improve money management skills and motivation to vulnerable Money Matters service users.


On-going Ongoing

Funding Develop bid to Lottery for Financial Inclusion

Greig Robson April 2016 Complete Tender successful and services operationalised

New service development Implement new services utilising Lottery Financial Inclusion resources – Affordable credit Fuel Poverty Triage and webservice Food poverty

Greig Robson Jan 2017 Services operationalised in Feb 2017. Complete.

Communication Strategy

WRAT continue to take a co-ordinated approach to raise awareness of welfare reform and available services among council tenants and other services using Facebook, newsletters, drop-ins etc.,

Housing Jacqueline Cameron/Kirsty Sweenie

On-going Ongoing WRAT continue to promote services through Tenancy Matters and the Housing Facebook page. WRAT is also promoted by other parts of the service through word of mouth and referral process.

Welfare Reform information on Website to be kept up to date.

Welfare Reform Working Group / Communication Service

On-going

NAC website updated.

Develop communication strategy in relation to each welfare reform

Welfare Reform Working Group

On-going

Communication strategy for benefit cap was agreed and implemented. Strategy for UC full service now being developed.

Digital Inclusion WRAT – to establish/publicise affordable internet access for tenants. Refer and signpost tenants to local classes to develop/increase IT skills. Publicise public access computer in Kilbirnie Housing Office. WRAT manager to roll public access computers to other local housing offices.

Housing Jacqueline Cameron/Kirsty Sweenie Housing Jacqueline Cameron/Kirsty Sweenie

September 2016 On-going

Ongoing through Facebook and Tenancy Matters publicity. Dalry Housing Office public access computer is in place.

Continue to monitor the digital participation trends and explore potential for increasing digital inclusion through customer support by the Council, Jobcentre Plus and partner organisations and potential for growth of wifi provision. Discussions with Scottish Government about extending wi-fi provision with their investment funding and this sounds very positive - some more libraries, some halls and centres and Redburn Travellers' Site.

Rhona Arthur Ongoing Council is purchasing “Better off in Kirklees” web interface, which would encourage channel shift and free up resources. Free public wifi is being installed in 2 libraries, Bridgegate House, Saltcoats Town Hall, Irvine Volunteer Rooms, Ardrossan Civic Centre and Learning suite at Redburn Travellers Site.

SG and Book Trust are funding a Digital Storyteller in Residence March-Sep 2017 to encourage digital participation.

Training WRAT manager to ensure that Housing staff receive timeous and regular updates and training on Universal Credit and Welfare Reform

Housing Jacqueline Cameron/Kirsty Sweenie

On-going

Universal Credit training carried out for Housing Services staff in early 2016. Training continues to be considered regularly. WR/DA staff attending training on a regular basis.

Develop expertise on new and amended legislation and how it impacts on SC&HP service user. Money Matters staff training. Welfare Reform Workshops and training briefings for frontline SC&HP staff.


March 2016, and on-going New 2017 programme completed includes new workshop on Universal Credit.

Research Procure Policy in Practice research

Greig Robson October 2017 Complete

Complete CEIS research and disseminate findings

Greig Robson July 2016 Complete.

Reporting Report to CPP Board in June and Dec. Report to SMT in May and Oct

Greig Robson Ongoing Ongoing

Performance indicators Develop revised set of indicators and included progress as part of reporting schedule

WRWG Ongoing Ongoing

Appendix 2

Action Plan for 17/18

Specific reforms, their impacts and response to mitigate and prepare residents

Priority Anticipated impact (numbers affected and to what level?)

Action Lead Target date Progress

Universal Credit – implementation of full service

DWP have estimated that 1, 112 people may require additional digital or personal budgeting support over the year.

Deliver DWP Delivery Partnership Agreement for 2017/18.

Monitor demand for digital and budgeting support and highlight any gaps in provision

Stephen Humphries

31 March 2018

Develop and implement communications strategy for Nov full service introduction

WR Group From September onwards

Arrange training on UC full service for apt frontline workers across public and 3rd sectors.

Greig Robson End of Nov 17

Proactively contact and visit those tenants who will be affected by UC. Offer additional and specific support to those tenants who move on to UC.


On-going

Assess impact and raise awareness among staff and service users. Provide support to vulnerable groups.


2017 – 2018

Mitigate impact - support claimants to maintain entitlement to legacy benefits and avoid sanctions.

Support vulnerable service users claiming UC to meet claimant conditions and avoid sanctions.


On-going

Housing benefit changes for 18-21 age group

It is difficult to predict numbers who will be impacted at this stage as only new claimants from Nov onwards will potentially be impacted. In theory there will be full mitigation of the policy through SG funding but there will be significant challenges in implementing this.

Implement mitigation measures through SWF, when guidance becomes available from Scottish Government.

Stephen Humphries When guidance becomes available

Appendix 3Indicator 16/17 16/17 16/17 16/17

Benefits Q1 Q2 Q3 Q4 Trend

Housing benefit caseload 14653 14573 14,427 14,435 StableCouncil Tax Reduction caseload 16991 16925 16,632 16,877 Stable

Number of HB claims migrating to Universal Credit 9924 9886 9786 9836 Stable over the year

Number of households affected by the Benefit cap 18 18

156 159

Has increased in 2nd half of year as reduced benefit cap was implemented in Nov.

Number of children affected by the Benefit cap 75 82 483 510 As above

Average weekly reduction in Housing Benefit for the Benefit cap

Reform wasn’t implemented at this point £31.99

£45.91 £46.93

As above

Value of DHP awarded £17,759.74 £34,393.02£53, 893 £58,413.00

Similar pattern and level to last year.

Number of Crisis Grants paid 857 1140897 1264

Significant reduction from previous years.

Housing Q1 Q2 Q3 Q4 Trend

Percentage of tenants in rent arrears 27.90 30.80 45.10 30.20Some evidence that arrears are increasing but seems reasonably stable.

Number of tenants affected by Universal Credit 285 290 346 381Increasing as expected.

Percentage of tenants on UC in rent arrears 82.8 82.41 86.40% 78.30% Stable

Number of tenants referred from DWP for budgeting support 18 49 62 67Increasing as expected.

Number if tenants provided with face to face UC digital support 0 14 15 15 StableNumber of tenants referred for support with energy costs 23 41 57 73 Increasing Number of tenants referred for employment support 17 14 14 16 Stable

Number of homeless presentations due to eviction for rent arrears 3 4 1 2New indicator but seems stable in first year of tracking

Economy and Communities Q1 Q2 Q3 Q4 Trend

Numbers claiming main out of work benefits 12,530 12,500 12,200 N/A Continue to reduce

Numbers accessing the NAC funded employability pipeline

364 424 277 525

Continues to increase as more provision is introudced by the council.

Job outcomes from employability pipeline

137 159 149 259

704 for the year. Increase from last year as expected as new provision beds in.

Health and Social Care Q1 Q2 Q3 Q4 Trend

Reception services ‐ number of destitution referrals 129 143 159 157

Has dropped from end of 15/16 but longer term average is stable.

~'

,'Policy in Practice

THE CUMULATIVE IMPACT OF WELFARE REFORM IN NORTH AYRSHIRE

This report shows the findings of an analysis of the impact of welfare reform in North Ayrshire

by Policy in Practice. This report was commissioned by North Ayrshire Council and examines

the impact of welfare reforms that have already been implemented and a selection of those

yet to be implemented. The findings, which are based on a detailed household level analysis,

can help you to target your support resources more effectively.

The dataset used in the analysis includes all households in North Ayrshire that are in receipt of

Housing Benefit or council tax reduction scheme. There are 18,393 households in the dataset,

representing about 29.4% of all households in North Ayrshire. 60.4% of these households are

designated as working-age homes and subject to the entire range of welfare reforms.

Figure 1 below starkly shows the impact of each round of welfare reform. On average, all

working-age households in the cohort will face a cut in their income due to each wave of

reforms. This ranges from an average of £2.96 per week for reforms up until 2013, right through

to a real impact of £39.45 per week by 2020. Some households will face an even greater loss

due to welfare reform, as shown later in the report.

Figure 1 a: Cumulative impact of welfare reform

Prier io 2013 Baseline April lower Benefit Transifiion to UC

welfare reforms 201b Cap 201b 2cJ20 (nominal) 202p (r~ai}£10.00

-£x.96 £5.00£o.00

£aco

-£2.16 - -£5.40

-£ 10.C~

-£ 10.42

-£ 13.78 -£ 15. ~0

-£20.00

-£25.00

-£~O.CO

-£35.00

-£40.60-£39.45

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The reforms implemented up to 2013 include a limit on housing benefit in private rent (the

Local Housing Allowance) and a cap most working-age households can receive on total

benefits of £26,000. As a result of these, low-income working-age households in North Ayrshire

have already seen their incomes fall by an average of £2.96 per week. If we include the

under-occupation charge (also known as the 'spare room subsidy' or 'bedroom tax'), the

impact of welfare reforms up to 2013 would rise to £5.95 per week. However, In Scotland, this

is mitigated in full by discretionary housing payment funding from the DWP and Scottish

www.policyinpractice.co.uk 4

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t Policy in Practice


Government. In this report, we have shown the effects with and without the ̀ bedroom tax'as part of the cumulative impact assessment.

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The UK government has reduced the benefit cap further to £20,000 from this November. Forthose affected households, they will experience an average £63.49 per week reduction intheir income. Many of these households it feel this cut substantially and for the first time.Across the whole working-age cohort, this will result in a further average income reduction of£2.16 per week.

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Universal Credit (UC) will replace six existing means-tested benefits and is intended to simplifythe system and improve work incentives. The implementation of UC in North Ayrshire begun inApril 2015 for single people making a new claim who would have claimed income-basedJobseeker's Allowance. Numbers in receipt of UC will remain low in the short term, but ouranalysis estimates that at least 11,464 households in North Ayrshire will receive UC when it isfully implemented.

Universal Credit will reduce incomes by a further £11.62 per week, taking the cumulativeimpact to £13.78 below the baseline, as Figure 1 shows. The biggest vGriation in the impact ofUniversal Credit is between households in and out of work. Furthermore, if UC was fully rolledout today and circumstances remained the same, then:

4,479 households (39.1%) would have a lower benefit entitlement under Universal Credit

and need transitional protection -particularly disabled people out of work;

• 2,669 households (23.30 would have a higher income under Universal Credit -the

smallest of these three groups;

• 4,316 households (37.7%) would see no change in entitlement.

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As a means to mitigate the effect of the above reforms, the UK government is phasing in arise in the National Living Wage for people aged 25 and over- now expected by the Officeof Budget Responsibility to reach to £8.80 per hour by 2020 - plus an increase in the personalallowance to £12,500. In North Ayrshire, these measures will benefit 1,228 households by anaverage of £21.44 per week.

However, the average impact for all working-age households is considerably smaller; manyhouseholds will not benefit by these measures given the low percentage of working-agehouseholds who are in work. As can be seen in Figure 1, by 2020 the mitigation measures willhave softened the negative cumulative impact for the all working-age households in thecohort by £3.36. Yet the impact on average is still £10.42 below the April 2016 baseline.

~ Office of Budget Responsibility (November 2016) Economic and fiscal outlook charts andtables: bucigetresponsibility.org.uk/efo/economic-and-fiscal-outlook-novemk~er-2016/

www.policyinpractice.co.uk

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,'Policy in Practice


If we also consider the combined effect of inflation and expected rent rises, alongside thefreezing of benefit rates (the real cumulative impact), the average low-income household inNorth Ayrshire can expect to be £39.45 per week worse off in 2020 compared to April 2016,some £2,050 per year worse off. Furthermore, when considering the real impact of welfarereform by 2020, we find that:

• the percentage of households with lower disposable income would increase to 92.9%;

• 5.4% of households would see their income increase;

• 1.7%would face no change in income.

Clearly, if Scottish Government funding for under-occupancy ended then the impact onhouseholds would increase.

Figure 1 above depicts average impact, whereas in fact households will be affected verydifferently. For this reason, it is more meaningful to consider how many households will see alevel of ̀ high impact' due to welfare reforms. We define this as a reduction in nominalhousehold income of over £30 per week as a result of the reduced benefit cap and the BHAcap.

In North Ayrshire, 370 households fall into this category. If we were to include the under-occupation charge, this figure would rise to 419. Single people, private tenants and disabledpeople out of work are groups most likely to experience 'high' impact as a result welfarereform.

The two tables below show the level of impact of reforms introduced in the last parliament

and the lower benefit cap on particular types of household, first by economic status (Table1 b) and then by household type Table 1 c). While the overwhelming majority of householdshave no impact from these reforms, particular groups stand out for having a high level ofimpact. By economic status this is those not in work as lone parents or for other reasons. By

household type, it's families with children, whether couples or lone parents. This is particularlyconcerning for these households and could put greater pressure on North Ayrshire Councilbecause of your responsibilities towards children.

~ ~ ~ ~I , ~ ,

~ ~ ~ ; ~ ~ i_ - _

- — I 80.2% 10.0% 7.3%

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' I-= 2.5%

- --- ---- - -

83.0% 8.6% 5J% 2.7%

85.1% 7.4% 5.6% 1.9%

--- 70.2% 14.8% 7.6% 7.4%

82,4% 6.5% 5.0% 6.1%


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~ ~- -

i t i ', 76.1% 8.8% 7.6% 7.4%~ ,~r- ~ ;': i ~ ~ : ~ ~ i ~ lr": ~ 87.2% 4.5% 6.9% 1.3%

'~~ '~ ~ ~ ~ ~ ~ ~ 75.6% 12.7% 7.2% 4.5%

~ ~ 85.7% 6.9% 5.1% 2.3%

In addition, this analysis excludes reforms that apply only to new claims (such as the BHAapplied to social renters or Child Tax Credits for a third child), or require a change incircumstances before migration to the reformed benefits. It is likely that many of the currentcohort will see a change in circumstances, and other households will make new claims forbenefits. If this were the case, these households would be affected by these additionalwelfare reforms leading to reduced benefit levels and more households would have a lowerbenefit income than these figures suggest.

While the figures above show the combined impact of each wave of welfare reform, theimpact of particular measures is also significant. Table 1 a below summarises the impact ofthose welfare reforms that came into effect before April 2016, based on data as at October2016. This includes breakdowns for each reform in terms of households affected - a pertinentindicator- and monetary effect for these households. Where the table contains 'N/A', amonetary assessment cannot be made because we don't have enough data or the policywould only apply to new claims.


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~'~2,749 -£12.27 -£1,75A,544

—~ ~ 2,167 -£20.17 -£2,273,324

19 -£34.67 -£34,257

9831 £0.00 £0.00

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245 ~ ~ ~ £63.4.- 9 -£808,875

I ~ ~ ~ i ;4,479 - 37.70£ -£8,780,087

~ ~~ ~ - ~ ~ 2, 669 £23.58 £3, 272,103

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N /A

~, ~ _ ~ 581 N/A N/A

I ~ ~ ~ 762 -£66.21 -£2, 623, 703

2,069 N/A N/A

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1,228 £21.44 £1,369,182

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892 N/A N/A

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We recommend you use the analysis in this report and the accompanying dataset to targetsupport to individual households who are hardest hit by welfare reforms. The dataset can beused to target support to individual households and help you engage residents proactively,building on work you've already done in the past.

`The under-occupation charge has been calculated here to assess the potential impact ofthis reform. This policy has not been included in the cumulative impact assessment.

www,policyinpractice.co.uk 8

1~~

!Policy in Prac#ice


We recommend the following actions:

• Identify exemptions. The data provided does not let us identify some households that

may be exempt from the reduced benefit cap. Other datasets such as ATLAS may help

to identify households in the ESA Support Group, in receipt of Carer's Allowance, or with

disabled children. Identifying additional exempt households lets you focus support more

accurately on those most severely affected by the reforms.

Target employment support. Where possible, alert households in work affected by the

benefit cap that increasing their weekly hours may exempt them from the cap. In

addition, target employment support to the ̀ quick wins' -those who are highly affected

by welfare reform but have low barriers to work. Our analysis has identified 90 such

households. They may face other barriers not covered by this analysis, but some of these

households may benefit from employment-related interventions.

Target financial support to households who need it the most. Our analysis has identified a

total nominal loss from welfare reforms of £2,307,581 per year to date. North Ayrshire

Council has received £476,146 funding from the DWP for Discretionary Housing Payments

in 2016/2017. Understanding who is most heavily impacted (and how) will help you better

target DHPs and other forms of hardship support.

Use this data to co-ordinate support across the Council and with partners. This analysis

and the accompanying household level dataset can help to co-ordinate activity across

the Council to avoid duplicating support and provide a more joined-up service. Partners

can be commissioned to focus on the households with greatest need, or where support is

likely to be most effective.

Use this data, and further analysis, to identify and deliver savings. We estimate that

£231,980 could be saved by using this analysis to prioritise and proactively support

households impacted by the benefit cap, therefore avoiding homelessness applications

and protecting rental payments. For a detailed breakdown of this figure, see pages 39-

41.You may identify other opportunities to deliver savings through this analysis and we

would be pleased to discuss this further.


1


Date: 28th June 2017

Subject: External Funding Strategy

Purpose: To present to SMT the recommend funding package to support the

External Funding Officer position, a key proposal emerging from the

External Funding Strategy and Action Plan.

1. Introduction

Following a positive presentation to SMT in April 2017 on the emerging External Funding Strategy +

Action plan that the Council have been developing, there was a desire from CPP partners to have a

shared resource available that could support and be available to the partners. The Council were

asked to explore if funding would be available to resource this from the council, partners and or

external funding sources.

This paper summarises the funding options considered and presents the resulting recommendation.

2. Current Position

The strategy has been prepared to support North Ayrshire Council (NAC) and the Community

Planning Partnership (CPP) in their ambition to maximise income and investment potential in-line

with the Council’s identified priorities as set out in the Single Outcome Agreement (SOA) / Local

Outcomes Improvement Plan (LOIP).

Securing external funding has become integral to delivering services and projects across North

Ayrshire. The Strategy seeks to support NAC/CPP priorities by maximizing external funding income /

investment potential. This will be achieved by establishing:

• a streamlined process for delivering externally funded projects, from inception to completion;

• a robust governance structure; • opportunities to maximise partnership working both in the bid and the delivery stages; and • appropriate resources for developing partnerships, preparing funding applications, project

delivery and evaluation.

The strategy set out the following key themes to achieve these aims:

raem

Text Box

Agenda Item 5

2

• Theme 1 – Aligning our priorities with the SOA and the Scottish Government • Theme 2 – Networking and Partnership Working • Theme 3 – Compliance and Governance • Theme 4 – Operational Support

It concluded that an External Funding Officer would be required to support delivery of the strategy.

This would include ensuring:

• Coordination of the short-life external funding working group; • A skills gap analysis is completed to identify training requirements across the CPP; • A Grant Finder database is produced which highlights funding opportunities for all partners; • A project pipeline detailing forthcoming bids and highlight opportunities for coordination /

collaboration while mitigating competing bids; • A consistent approach to PR/communication support; • A method of sharing best practice across the CPP via a centralised bank of information /

statistics / case studies, etc; • A process to monitor external funding applications; • An external funding database within each Directorate and each partner organization; and • On-going liaison and capacity building across the CPP.

The role would take an overarching approach to securing external funding ensuring that the Council and partners are working effectively in order to maximise income potential.

The consultation undertaken across the CPP identified a desire for the strategy to support the wider partnership via a shared operational resource. The proposal for a shared EFO for a two year period is anticipated to cost approximately £100,000.

3 Options for Consideration

Following SMT in April, individual CPP partners were engaged in discussions around funding support for the EFO post. This included TSI, NHS Ayrshire and Arran, Scottish Fire and Rescue Service, Police Scotland and H+SCP. All options considered included a NAC contribution of at least 50% drawn from each of the four directorates (Place – confirmed, H+SCP – confirmed, Economy + Communities – confirmed, Education – outstanding). This engagement concluded that the majority of partners out with NAC were unable to provide financial support to the External Funding Officer post. Consideration was also given to securing external funding for the 2 year post, however investigation into this option confirmed that it would not support the level of finance required. Working with TSI an application for £30,000 of funding from NAVT could be submitted but unknown how likely this is to succeed. However, together with NAC’s contribution this still falls short of the desired amount. The remaining option for consideration was for the post to be fully funded by NAC. This can be achieved through 50% funding secured via each of the 4 directorates (subject to confirmation of Education and Youth Employment support). And the remaining 50% from the Council’s newly created Community Investment Fund (CIF) subject to relevant budget approvals.

3

This proposal would see an External Funding Officer appointed with the responsibility of putting in place the relevant mechanisms to support the Council and Community Planning Partners in meeting the overarching ambition of the strategy.

4. For Consideration

The SMT is asked to consider and approve the recommendation that the EFO post is fully funded by

NAC via individual Directorate contributions and a CIF funding.

Name: Elaine Troup

Designation: Regeneration Manager

Date: 19.06.17

1



Subject: Scottish Fire and Rescue Service Updates

Purpose: To advise members of the SMT in respect of Scottish Fire and Rescue

Service performance and service updates within North Ayrshire

1. North Ayrshire Local Fire and Rescue Plan 2014 – 2017

1.1 To support the delivery of the local fire and rescue plan and its associated priorities for

North Ayrshire, performance has been the subject of monitoring for the period 1st April

2016 to 31st March 2017 with update reports provided to the Council’s Police & Fire and

Rescue Committee.

1.2 A performance report (copy attached) for the period 1st April 2016 to 31st March 2017 was

submitted to the Police & Fire and Rescue Committee for its meeting on 30th May 2017, a

summary of which is as follows.

Review of operational responses within North Ayrshire during the period from 1st

April 2016 to 31st May 2017 identified an 11% increase in activity levels across the

local authority area from the corresponding activity period 1st April 2015 to 31st

March 2016. Review of the preceding three years average in respect of current

activity levels within North Ayrshire indicated a 6% increase in overall operational

activity over the twelve month period. In reviewing operational activity on a broad

level, false alarms accounted for 53% of all activity within North Ayrshire, with fire

related activity and special service activity accounting for 36% and 11% respectively.

For the period 1st April 2016 to 31st March 2017, targets were established to monitor

the priorities within the Local Fire and Rescue Plan which has now concluded its

third year. The basis of these targets were developed using operational activity data

to define the three-year average figures and utilising the principles of the Fire

Framework for Scotland 2013 document which set out the key performance

indicators for the SFRS.

Utilising the defined aforementioned approach, performance at the conclusion of the

Quarter 4 review period was measured across six indicators in accordance with the

current local fire and rescue plan priorities. Review of performance against these

indicators identified four indicators were above the three year average target due to

a rise in activity. One indicator seen a reduction in the previous three year average

but did not achieve its respective target and one indicator achieved its three year

raem

Text Box

Agenda Item 6

2

average target. It was noted that four indicators seen a reduction in activity from the

corresponding year on year figure.

1.3 Accidental dwelling fires seen a increase (4%) in the corresponding three year average,

although the year on year figure reduced by 3%. 85% of all recorded accidental dwelling

fires did not require direct firefighting intervention to be undertaken by the Fire and

Rescue Service. Automatic detection was present within 86% of properties affected by

fire and raised the alarm on 83% of occasions. Fire casualties have seen a significant

reduction of 43% based on the year on year figure with the three year average reducing

by 5%.

1.4 An increase in the three year average figure (10%) for non-fire related casualties was

noted, although the year on year figure seen a reduction of 18%. Of the 101 non-fire

related casualties recorded for the 12 month review period, 41% pertained to road traffic

collisions. A number of casualties (46%) were also recorded for incidents which the Fire

and Rescue Service attended to assist another agency or organisation. The majority of

these incidents related to facilitating access to domestic properties to enable another

agency or organisation to render assistance to the occupier. Six of the eight non-fire

related fatalities were recorded for incidents of this type during the review period.

1.5 Deliberate primary fires have seen an increase of 7% based on the three year average,

with the year on year figure increasing by 16%. The vast majority of these incidents

(92%) were classed as secondary fires with rubbish/refuse fires accounting for 46% of all

secondary fire activity. Deliberate fire data is shared through the Prevention First group

to support a more targeted approach to fire related anti-social behaviour.

1.6 Fires in ‘Other Buildings’ which are non-domestic in origin seen an increase of 1% in the

three year average but decreased by 32% from Q4 last year. 63% of all incidents were

accidental in nature. Private sheds accounted for the most common property type over

the Q4 review period.

1.7 Attendances at automatic fire alarms increased over the year on year period by 33% and

by 4% based on the three year average. The Top 5 premises types accounted for the

largest proportion (49%) of unwanted fire alarm signals across North Ayrshire.

2. Review of Local Fire and Rescue Plan 2014 – 2017 for North Ayrshire

2.1 The current Local Fire and Rescue Plan for North Ayrshire has been in effect since 1st

April 2013 and was developed following the publication of the Service’s first Strategic

Plan. Under the provision of the Police and Fire Reform (Scotland) Act 2012, the SFRS

has the statutory basis at any time to review and amend the Local Fire and Rescue

Plan.

2.2 The plan must be reviewed should a legislative order be made by Scottish Ministers or

on following the publication of a new Strategic Plan. Should none of the aforementioned

criterion occur, the existing Local Fire and Rescue Plan must be reviewed should it be

the case the plan has not been revised at any time in the three period after its

publication.

3

2.3 As previously communicated to the Police & Fire and Rescue Committee, the SFRS

developed a new Strategic Plan which was approved by Annabelle Ewing, the Minister

for Community Safety and Legal Affairs, on 30th September 2016 and was laid before

the Scottish Parliament on 3rd October 2016.

2.4 As a result of the publication of the new Strategic Plan, the SFRS has completed a

process of reviewing its existing Local Fire and Rescue Plans to enable the development

of new plans for the 32 local authorities within Scotland.

2.5 The review of the Local Fire and Rescue Plan for North Ayrshire (copy attached) has

been completed undertaking an analysis of operational activity in conjunction with the

seeking of feedback on the existing plan from partners.

3. Development of new North Ayrshire Local Fire and Rescue Plan

3.1 As a result of the completion of the review of the existing Local Fire and Rescue Plan for

North Ayrshire, a new draft plan for North Ayrshire has been promulgated as part of a

formal consultation process. At the Police & Fire and Rescue Committee meeting on the

30th May 2017, a discussion took place regarding the proposals and formal comment

has been invited from the Police & Fire and Rescue Committee in relation to the draft

plan.

3.3 The consultation commenced on the 10th April 2017 and is scheduled to conclude on

Sunday 2nd July 2017. On completion of the consultation stage, amendments to the

draft plan will be undertaken as required and thereafter presented to North Ayrshire’s

Police & Fire and Rescue Committee for formal approval.

Area Manager Jim Scott Local Senior Officer East Ayrshire, North Ayrshire and South Ayrshire

North Ayrshire Performance Report1st April 2016 - 31st March 2017

North Ayrshire Performance Report

Table of Contents

Local Fire and Rescue Service Plan Priorities 3

North Ayrshire Activity Summary 4

Reduction of Accidental Dwelling Fires by 10% each year 5

Reduction in Fire Casualties and Fire Fatalities by 5% each year 6

Reduction in Casualties From Non-Fire Emergencies by 5% each year 7

Reduction of Deliberate Fire Setting by 5% each year 8

Reduction of Fires in Non-Domestic Property by 5% each year 9

Reduction of Unwanted Fire Alarm Signals by 5% each year 10

Glossary of Terms 11

Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for North Ayrshire 2

Local Fire and Rescue Service Plan Priorities

The Local Fire and Rescue Service Plan has been developed to set out the priorities and objectives within North Ayrshire for 2014 – 2017 and allows our local authority partners to scrutinise the performance outcomes of these priorities. We will continue to work closely with our partners in North Ayrshire to ensure we are all “Working Together for a Safer Scotland” through targeting risks to our communities at a local level.

The plan has been developed to complement key partnership activity embedded within North Ayrshire’s Single Outcome Agreement (SOA) and associated thematic plans. Through partnership working we will seek to deliver continuous improvement in our performance and effective service delivery in our area of operations.

The Local Fire and Rescue Plan for North Ayrshire2014 – 2017 identified six areas for demand reduction and is subject to regular monitoring and reporting through the Police & Fire and Rescue Committee. A summary of the priorities and current activity is detailed below with further detail and analysis contained within this

About the statistics within this report

The activity totals and other statistics quoted within this report are published in the interests of transparency and openness. They are provisional in nature and subject to change as a result of ongoing quality assurance and review. Because all statistics quoted are provisional there may be a difference in the period totals quoted in our reports after local publication which result from revisions or additions to the data in our systems. The Scottish Government publishes official statistics each year which allow for comparisons to be made over longer periods of time.

Activity level achieved the required target

Activity level has reduced but did not achieve the required reduction target

Activity level has increased and did not achieve he required reduction target


Domestic Safety - Accidental Dwelling Fires

North Ayrshire Activity Summary

2012/13 2013/14 2014/15 2015/16 2016/17

Fires 905 804 725 807 900

Non-Fire Emergencies 212 219 274 325 283

False Alarms 998 1125 1054 1140 1333

Total Incidents 2115 2148 2053 2272 2516

Current Activity Ratio

Previous 5 Yrs Activity Ratio


Accidental Dwelling Fire -3% 4%

Year on

Year

3 Year

AverageActivity Trends

Domestic Safety - Accidental Dwelling Fires

Detection Present

86% 83%

Detection Actuated

Calls Made via Linked Alarms

25%

Automatic Detection and Actuation

Accidental Dwelling Fires by Time of Day

110

12 9 7 4

CookingAppliance

Smoking Related Electricity Supply Other DomesticAppliance

HeatingEquipment

Top 5 Main Sources of Ignition142

135

154160

155

2012/13 2013/14 2014/15 2015/16 2016/17

Accidental Dwelling Fires Year to Date

47% 15%

44% 57%

No Firefighting Action Direct Firefighting

No Heat/Smoke Damage No Fire Damage

Severity of Accidental Dwelling Fires

Alcohol/Drug Impairment

10%

Distraction

47%

Human Factors

01 0203

04

05

06

07

08

09

1011121314

1516

17

18

19

20

2122

23 00

80% 79%

73%

88% 86%

70% 66%

90%

76%83%

10% 13%

31%23% 25%

0%

20%

40%

60%

80%

100%

2012/13 2013/14 2014/15 2015/16 2016/17

Alarm Present Alarm Operated Linked Alarm

72

39

21

15

7

1

0 20 40 60 80

House

Flat/Maisonette

Sheltered Housing

Bungalow

Tenement Building

Licensed HMO

Property Types


Fire Casualties and Fatalities -43% -5%

Activity TrendsYear on

Year

3 Year

Average

Fire Casualties and Fatalities

Nature of Injury

Breathing difficulties

Burns –severe

Burns –slight

Lacerations

Other

Asphyxiation 52%

14%

10%

10%

10%

5%

2

0

7

2

00 0

5 5

0

0 - 9 10 - 19 20 - 49 50 - 79 80+

Male52%

Female48%

Age / Gender Profile

Fire Fatalities & Casualties by Time of Day

27 26

3437

21

2012/13 2013/14 2014/15 2015/16 2016/17

Fire Fatalities & Casualties Year to Date

9

3 2 2 2

Cookingappliance

Otherdomestic

styleappliance

SmokingRelated

IndustrialEquipment

ElectricLighting

Main Sources of Ignition

01 0203

04

05

06

07

08

09

1011121314

1516

17

18

19

20

2122

23 00

Extent of Harm

First Aid at Scene

Hospital - Serious Injuries

Hospital - Slight Injuries

0%

57% 38%

Fatality

5%

Role of the Casualty

Circumstances of Casualty

6

5

2

2

2

2

1

0 1 2 3 4 5 6 7

Fighting fire (including attempts)

Discovering fire

Suspected under influence of…

Injured escaping

Trapped by smoke

Other

Chair-ridden, e.g. in a wheel chair

13

2

2

2

1

Resident/Occupant

Passer by

Employee in workplace

Other

Firefighter on duty


Casualties and Fatalities -18% 10%

3 Year


Year on

Year

Non-Fire Emergency Casualties

Nature of Injury - Most Common Types

Collapse

Head injury

Back / Neck injury

Other medical condition

Fracture

Not known 15%

10%

9%

8%

7%

7%

0 1

18 18

8

0 - 9 10 - 19 20 - 49 50 - 79 80+

Male

55%

Female

45%

Age / Gender Profile

Non-Fire Fatalities & Casualties by Time of Day

01 0203

04

05

06

07

08

09

1011121314

1516

17

18

19

20

2122

23 00

Extent of Harm - Excluding Precautionary

First Aid

Hospital - Serious

Hospital - Slight Injuries

8%

38% 15%

Fatality

8%

Non-Fire Fatalities & Casualties Year to Date

5772

97

123

101

2012/13 2013/14 2014/15 2015/16 2016/17

Road Traffic Collision Water Rescue

Assisting Other Agencies

41% 1%

46%

Special Service Incident - Key Demand

Other Incidents

12%

Role of the Casualty

46

38

8

3

3

2

1

Resident/Occupant

Driver

Passenger

Other

Not known

Passer by

Employee in workplace


16% 7%All Deliberate Fires

Year on

Year

3 Year


Deliberate Fire Setting

Secondary Fire Ratio by Activity Type

Deliberate Fires by Time of Day

Deliberate Fires Year to Date

648

539

448

537

640

2012/13 2013/14 2014/15 2015/16 2016/17

Deliberate Primary & Secondary Fires

01 0203

04

05

06

07

08

0910

1112131415

1617

18

19

20

2122

23 00

8%

9%

13%

10%

8%

92%

91%

87%

90%

92%

2012/13

2013/14

2014/15

2015/16

2016/17

Primary Secondary

Primary Fire Ratio by Activity Type

22%

27%

22%

29%

Other Buildings

Dwellings

Vehicles

Other Primary

44%

56%

Refuse

Other Secondary

2115 2148 20532272

2516

595492

389485

591

0

200

400

600

800

1000

0

500

1000

1500

2000

2500

3000

2012/13 2013/14 2014/15 2015/16 2016/17

All Incidents Deliberate Secondary Fires

Deliberate Secondary Fires & All Incidents

4

1

1

1

1

1

1

1

1

1

0 1 2 3 4 5

Private Garden Shed

Car Parks, Underground

Hospitals and medical care

Retail, Single shop

Bus/coach station/garage

Private garage

Recycling premises

Portacabin

Sports and Social club

Secondary school

Deliberate Other Building Fires

Most Common 'Other' Secondary Fires

79

67

31

31

21

17

16

10

0 20 40 60 80 100

Scrub land

Other outdoor location

Tree scrub

Pasture, grazing

Roadside vegetation

Wasteland

Heathland or moorland

Private allotment


-32% 1%

Activity Trends

All Non-Domestic Fires

Year on

Year

3 Year

Average

Non Domestic Fire Safety

Non Domestic Fires by Time of Day

Non-Domestic Fires Year to Date

4642

5563

43

2012/13 2013/14 2014/15 2015/16 2016/17

Main Cause of Fire

01 0203

04

05

06

07

08

0910

1112131415

1617

18

19

20

2122

23 00

Top 5 Main Sources of Ignition

8 8

7

6

4

0

1

2

3

4

5

6

7

8

9

Electricitysupply

Not known Naked flame Cookingappliance

Industrialequipment

Automatic Detection and Activation

Detection Present

40% 76%Detection Actuated

Main Property Types

63%

30%

7%

Accidental Deliberate Not Known

30% 44%

51% 53%

No Firefighting Action Direct Firefighting

No Heat/Smoke Damage No Fire Damage

Severity of Non-Domestic Fires

6

3

3

2

2

2

2

2

Private Garden Shed

Other private non-residentialbuilding

Retail, Single shop

Pub/wine bar/bar

Bus/coach station/garage

Vehicle Repair

Residential Home

Takeaway Premises


Unwanted Fire Alarm Signals 33% 4%

Activity TrendsYear on

Year

3 Year

Average

Unwanted Fire Alarm Signals

UFAS Incidents by Time of Day

Unwanted Fire Alarm Signals Year to Date

483

579

472 477

636

2012/13 2013/14 2014/15 2015/16 2016/17

UFAS Premises Types

01 0203

04

05

06

07

08

0910

1112131415

1617

18

19

20

2122

23 00

UFAS Activity Ratio

16%

11%

9%

7%

6%

Residential Home

Hospitals and medical care

Secondary schools

Education, Infant/primaryschools

Warehouses and bulk storage

Average UFAS Incidents by Day of the Week

0

0.5

1

1.5

2

2.5

Mon Tue Wed Thu Fri Sat Sun

25%

UFAS Percentage Against all Incidents

UFAS Percentage Against all False Alarms

48%

Human Influence and Alarm Activations

38%


Glossary of Terms

Term What it means

ADF Accidental Dwelling Fire

CSET Community Safety Engagement Toolkit is an internal IT system used to record home fire safety visits and community safety activities

FSET Fire Safety Experiential Training is a bespoke training programme developed by the Scottish Fire and Rescue Service in Ayrshire and delivered to community planning partners to raise awareness of fire safety within the domestic environment

HFSV Home Fire Safety Visit

PDIR Post Domestic Incident Response, a term used by Prevention and Protection Directorate to indicate actions taken following attendance at a fire or other incident in the home. PDIRs include amongst things the offer of a free follow-up home fire safety visit

Primary Fires These include all fires in buildings, vehicles and outdoor structures or any fire involving casualties, rescues or fires attended by five or more appliances

RDS Retained Duty System. Professional on call firefighters who may have other primary employment responsibilities outside the Fire and Rescue Service but respond to emergency calls within their local area as and when required

RTC Road Traffic Collision

Secondary Fires These are the majority of outdoor fires including grassland and refuse fires unless they involve casualties or rescues, property loss or fire or more appliances attend. They include fires in single derelict buildings

Special Service Calls to incidents which are not fires or false alarms such as RTCs, rescues, flooding, incidents involving hazardous materials or the provision of assistance to other agencies

UFAS Unwanted Fire Alarm Signals. When an automatic fire detection and alarm system is activated as a result of anything other than an actual fire the activation is classed as a false alarm. If an attendance is made to such an event by the Scottish Fire and Rescue Service, then the event is recorded as an UFAS incident


North Ayrshire

Local Fire and Rescue Plan

Review 2014 - 2017

North Ayrshire Local Fire and Rescue Plan Review 2014 – 2017 1

Contents

Introduction 2 Performance Data – what the figures told us 2 Reducing Accidental Dwelling Fires by 10% each year 4 Reducing Fire Casualties and Fire Fatalities by 5% each year 5 Reducing Casualties From Non-Fire Emergencies by 5% each 6 Reducing Deliberate Fire Setting by 5% each year 7 Reducing Fires in Non-Domestic Property by 5% each year 8 Reducing Unwanted Fire Alarm Signals by 5% each year 9 Engagement – what our stakeholders told us 10 Scrutiny – what we learned from the Inspectorate 10 Conclusion 11 Recommendations 11

2 Scottish Fire and Rescue Service

2011/12 2012/13 2013/14 2014/15 2015/16

Fires 940 905 804 725 807

Non-Fire Emergencies 246 212 219 274 325

False Alarms 1071 998 1125 1054 1140

Total Incidents 2257 2115 2148 2053 2272

Introduction

The Scottish Fire and Rescue Service (SFRS) is required under the Fire (Scotland) Act 2005

as amended to prepare Local Fire and Rescue Plans for each local authority in Scotland.

Following the publication of our Strategic Plan in 2013, our first Local Fire and Rescue Plans

were published in April 2014.

These plans were developed to direct the Service through its initial consolidation journey and

have helped to forge our place as a national organisation with a strong sense of local

accountability. Against the drive of public sector reform, the local community planning

landscape continues to evolve to provide a greater focus on protecting the most vulnerable

and improving community outcomes through collaborative working.

The publication of our new three-year Strategic Plan in October 2016 now instigates a

requirement to carry out a mandatory review of all Local Fire and Rescue Plans. This review

will provide us with information on how well we are performing against our existing priorities

as well as highlighting areas for continued improvement and opportunities for change

against the growing needs of our communities.

Performance Data – what the figures told us

Over the past five years within North Ayrshire, the SFRS responded to an average of 2169

incidents each year. Review of operational demand has indicated the overall trend has

increased slightly between 2011 and 2016. Current activity levels reviewed on the 31st

January 2017 however has indicated a 14% increase when compared to the same period

last year.


38%

12%

50%

37%

11%

52%

Incident Activity By Classification

Fires

Non-Fire Emergencies

False Alarms

The review of operational demand has identified False Alarms being the most common type

of incidents attended within North Ayrshire and have accounted for 50% of mobilisations with

Fires and Non-Fire Emergencies (Special Services) accounting for 38% and 12%

respectively. Review of activity during the current fiscal monitoring period (Apr 2016 – March

2017) has determined minimal change in the demand ratio across these incident

classifications.

As part of the process of scrutiny the SFRS are responsible for the submission of

performance reports to North Ayrshire Council’s Police & Fire and Rescue Committee. The

basis of these reports is to report on the progress the SFRS is making against the priorities

contained within the Local Fire and Rescue Plan 2014-17 for North Ayrshire. The first two

targets set (Table1) followed the High Level Performance Indictors set within the Fire and

Rescue Framework for Scotland 2013, with the remaining four targets defined at a local

level.

The current progress against the rolling three-year average indicates five priorities above the

three-year average and one priority currently below the three-year average. We assess each

of the targets that follow using a Red, Amber or Green indication of our performance. Green

means we have achieved or exceeded the target; Amber means we did not achieve the

target but achieved a reduction in the three-year average figure and Red means we have not

achieved the target and have seen an increase in the three-year average figure.

(Table 1) *2016/17 target based on rolling three-year average **Current progress against three-year average

Current Local Fire and Rescue Plan Priorities for North Ayrshire 2013/14 2014/15 2015/16 Target* RAG**

1 - Reducing Accidental Dwelling Fires by 10% each year 135 154 160 135

2 - Reducing Fire Casualties and Fire Fatalities by 5% each year 26 34 37 31

3 - Reducing Casualties From Non-Fire Emergencies by 5% each year 72 97 122 92

4 - Reducing Deliberate Fire Setting by 5% each year 539 448 537 483

5 - Reducing Fires in Non-Domestic Property by 5% each year 42 55 63 50

6 - Reducing Unwanted Fire Alarm Signals by 5% each year 579 472 477 484

Current Activity Ratio

Previous 5 Yrs. Activity Ratio


Reducing Accidental Dwelling Fires by 10% each year

Performance Explained

Current progression towards the three year average target for 2016/17 is classed as Red due

to a rise in the number of accidental dwelling fires over the rolling three year average. In

reviewing data over the last 5 years, the rate of accidental dwelling fires per 10,000 population

within North Ayrshire is 10.36, which is above the mid-range when compared against all local

authorities and above the average rate for Scotland.

Analysis of accidental dwelling fires over the past five years have determined the most

common cause being attributed to cooking, accounting for 64% of all incidents. The severity of

fires within the home can vary from the incident being dealt with by the occupier with little or

no damage occurring to incidents where direct firefighting is undertaken by the SFRS. On

average only 1 in 5 incidents require the SFRS to undertake direct firefighting. Early warning

is key to alerting occupants and over the last five years, 84% of properties affected by fire had

smoke or heat detection present which has raised the alarm on 72% of occasions with 21%

originating from domestic linked alarm systems. On average just under 54% of incidents

resulted in no fire damage to properties and only 49% of incidents resulted in heat or smoke

damage.

10.36

0.00

2.00

4.00

6.00

8.00

10.00

12.00

14.00

16.00

NorthAyrshire

Accidental Dwelling Fires

Incidents Per 10,000 Population Scottish Average

RED


AMBER Reducing Fire Casualties and Fire Fatalities by 5% each year


Current progression towards the three-year average target for 2016/17 is classed as Amber

due to the three year average being static at present, however the year on year figure has

significantly reduced at this present time. On average 77% of all fire fatalities and casualties

within North Ayrshire arose from accidental dwelling fires. In reviewing data over the last 5

years, the rate of accidental dwelling fire casualties per 10,000 population within North

Ayrshire is 1.61, which is above the mid-range when compared against all local authorities

and above the average rate for Scotland. In comparison accidental dwelling fire fatality rates

per 10,000 population is the joint lowest rate along with 10 other local authorities in Scotland,

with only two accidental dwelling fire fatalities occurring in the past 5 years.

Analysis of accidental dwelling fire fatalities and casualties has identified a link to fires within

the kitchen accounting on average for 60% of incidents where injuries arise. Most common

human contributory factor has been identified as ‘Distraction’. Whilst the number of persons

recorded as accidental dwelling fire casualties has seen an increase in the previous two

years, review of the nature of injuries has determined the majority of recorded casualties

(52%) were treated for slight injuries at the hospital with a further 45% provided first aid at the

scene without attending hospital. Of the 111 casualties recorded at accidental dwelling fires,

only 3 attended hospital having sustained serious injuries. Smoke inhalation was identified as

the most common cause of injury at accidental dwelling fires. Most common age range injured

as a result of accidental dwelling fires were between 20 and 59 years of age, accounting for

18% of the total injuries. The gender profile identified females accounted for 51% of all

accidental dwelling fire casualties.


RED Reducing Casualties From Non-Fire Emergencies by 5% each year


Current progression towards the three-year average target for 2016/17 is classed as Red with

an upward trend evident at this time. Whilst overall the number of Non-Fire Emergency

(Special Service) incidents is low compared to fire and unwanted fire alarm incidents, fatal

and non-fatal casualties arising from Special Service incidents exceed those from accidental

dwelling fires. In reviewing data over the last 5 years, the rate of special service fatal and non-

fatal casualties per 10,000 population within North Ayrshire is 4.38, which is around mid-range

when compared against all local authorities and just below the national average. Fatality rates

over the previous 5 years is 0.44 per 10,000 population which compared to other local

authorities is below mid-range of the Scottish average.

In reviewing the previous special service activity, attendances at Road Traffic Collisions

accounted for 62% of all special service casualties within North Ayrshire. An additional 25% of

casualties have been recorded over the last five years as a result of attending incidents to

either assist other agencies, forcing entry into premises to render assistance to occupants, the

provision of medical response or to assist in body recovery. Unlike accidental dwelling fire

casualties, the majority of special service casualties attend hospital with 49% of all casualties

being deemed to have sustained slight injuries. Of all recorded injuries, both fatal and non-

fatal, males accounted for 60% of all recorded casualties with all persons between the ages of

20 and 29 being the most prevalent age group for special service fatalities and casualties.


RED

Reducing Deliberate Fire Setting by 5% each year


Current progression towards the three-year average target for 2016/17 is classed as Red as

current activity is above the three year average and an upward trend has been noted at this

time. On average deliberate fire raising accounts for 69% of all fire related activity within North

Ayshire. In reviewing data over the last 5 years, the rate of deliberate secondary fire raising

has identified North Ayrshire as having a high prevalence of activity when compared against

all local authorities, in particular deliberate non-refuse fires which at the rate of 21.75 incidents

per 10,000 population, is amongst the highest rates in Scotland and above the Scottish

average.

In terms of total activity deliberate fires accounts on average for 27% of all operational

incidents within North Ayrshire, with 24% of all mobilisations being to secondary fire incidents.

Deliberate non-refuse fires account for over half (58%) of all secondary fire activity within

North Ayrshire with other outdoor fires involving wildland, grass, trees and vegetation being

the the most common secondary fire types. Deliberate primary fires have seen a reduction of

43% over the past five years with current activity under the five year average.

21.75

0

5

10

15

20

25

30

35

NorthAyrshire

Deliberate Secondary - Non Refuse Fires

Incidents per 10,000 Population Scottish Average


RED Reducing Fires in Non-Domestic Property by 5% each year


Current progression towards the three-year average target for 2016/17 is classed as Red

with an upward trend evident at this time, due to the year on year figure is increasing over

the last 2 years. Whilst overall the number of non-domesitc fires account for only 3% of all

operational mobilisations, on average 72% of these non-domestic incidents involve premises

within the Business or Service sectors. In reviewing data over the last 5 years, the rate of

non-domestic premises involving the business or service sector per 10,000 population within

North Ayrshire is 2.55, which is around mid-range when compared against all local

authorities and below the Scottish average.

In reviewing the previous 5 years activity for non-domestic fires, more than half of all incidents (60%) were classed as accidental in origin. Current rate of accidental incidents have increased over the 2015/16 period having reduced over the previous two consecutive years, whilst deliberate non-domestic fires over the same period have reduced following an increase over the previous two years.

Business and Service sector premises normally fall within the scope of Part 3 of the Fire (Scotland) act 2005 as amended and are classed as ‘Relevant Premises’. Given the importance of the protection of the local economy, monitoring of activity within Relevant Premises is ongoing in conjunction with a programme of fire safety enforcement audits.


RED Reducing Unwanted Fire Alarm Signals by 5% each year


Current progression towards the three-year average target for 2016/17 is classed as Red

with a slight increase in the three year average noted at this time and the year on year figure

also slightly increasing. In total, all false alarms account for 50% of all operational

mobilisations. Various types of false alarms fall into this category with Unwanted Fire Alarm

Signals (UFAS) having been identifed as the cause of 46% of all false alarms. In reviewing

data over the last 5 years, the rate of UFAS incidents per 10,000 population within North

Ayrshire is 36.42, which is below the mid range of highest instances when compared against

all local authorities and is also below the Scottish average.

In reviewing the previous 5 years activity for UFAS incidents, weekdays indicate the greatest prevalence of UFAS incidents with the period between 0800 hours and 1600 hours being the most common time period for UFAS incidents. Review of the data suggests these instances, on a general basis may be related to the most frequent periods of when buildings are occupied. In examining the cause of UFAS incidents, a number of factors may be attributed to the building occupants contributing to the alarm operating such as cooking, testing of the system, or accidently/carelessly setting off the alarm, which over the previous 5 years has accounted for 46% of all alarm activations. Review of the property types responsible for UFAS incidents has identified residential homes, hospital/medical care facilities and schools as the most common property types which the SFRS attend, which collectively over the past 5 years has been responsible for 43% of all UFAS incidents.


Engagement – what our stakeholders told us

Building on the intelligence we gathered during the engagement and consultation of our

Strategic Plan 2016-19 we re-engaged with our key stakeholders to seek further views on

our local service delivery.

Feedback identified the SFRS’s engagement with young people and our communities as a

strength and whilst the SFRS is a national organisation it is seen as having the ability to

deliver its services on a local basis. Comments also suggested the SFRS should consider

how it can develop further opportunities to share resources and further strengthen its

partnership links including those within the Third Sector. It was recognised that persons at

risk are often known to other organisations therefore areas such as information sharing; joint

training and an integrated joint response within a partnership environment could enhance the

safety and well-being of those at risk within our communities. Feedback also discussed the

importance of being active and visible within our communities and local partnership

environments and highlighted this as a strength at a local level. Overall an underlying theme

was one where the SFRS should continue to promote the safety and well-being within the

home environment and also supporting the further development of our local communities

across North Ayrshire to enhance their resilience.

Scrutiny – what we learned from the HM Fire Service Inspectorate (HMFSI) To support this formal review the outcomes from HMFSI’s Local Area Inspections that

examine the development and delivery of Local Fire and Rescue Plans, have also been

considered.

By undertaking inspections of our service delivery within local authority areas, HMFSI can

provide independent assurance to Scottish Ministers and the public that adequate provision

for local service delivery is being made, there is equal access to specialist resources, service

provision and partnership working is of sound quality and strong scrutiny arrangements are

in place. This allows HMFSI to maintain a good awareness of how well we are functioning

and build intelligence to inform future inspections.

By the end of the period 2016/17 it is planned that the SFRS service provision will have been

examined in nine local authority areas. These areas included Aberdeen City, East

Renfrewshire, Western Isles, West Lothian, Dundee, South Ayrshire, Scottish Borders,

Moray and Glasgow City. Once prepared, these inspection reports are published by HMFSI

on their website.

On examining the published Local Area Inspection Reports, we noted that HMFSI generally

felt that there was a need to identify unique characteristics for each local area and provide

clearer use of risk-based evidence to identify and shape priorities across our Local Plans.

HMFSI would also like to see a stronger emphasis made on specific local priorities and

contribution supported by an appropriate level of local performance measures. Local

priorities and measures should be balanced against our national needs as well as aligned to

the collaborative partnership working requirements of Local Outcome Improvement Plan

delivery.

http://www.gov.scot/about/public-bodies/HMFSI/Reports-Publications


Conclusion

In reviewing the progress against the priorities within the Local Fire and Rescue Plan for

North Ayrshire (2014 – 2017), it has been identified that operational demand in the longer

term has been reducing, however current demand has been fluctuating in some instances.

A key approach to reducing demand is through effective engagement and by working in

partnership to support our more vulnerable members within our communities. As a national

organisation the SFRS is also progressing with its transformational agenda to develop the

organisation in an environment of continuous financial challenges. This presents

opportunities for the SFRS to develop its role at a local level in the protection of our

communities across North Ayrshire through the strengthening of existing partnerships, whilst

seeking new partnership approaches to manage, mitigate and reduce risk.

To support the pursuance of transformational efficiencies, reducing service demand is

essential to provide the means to utilise the totality of SFRS resources to maximum benefit.

It is recognised however, regardless of how active the SFRS is in its prevention agenda,

operational demand will still be present. It is therefore vital to ensure the SFRS is able to

respond as and when such demand arises. The process of identifying and reviewing the

range of risks within our communities will provide the basis as to how we will manage and

respond to such risks to safeguard the safety of our firefighters and our communities.

The review of the Local Fire and Rescue Plan for North Ayrshire over the period 2014 –

2017 has considered the progress that has been made to date and supported the

development of key priorities for the next plan. Meeting the challenges in the new plan will

not be achieved in isolation but through effective partnership working and as such, the new

Local Fire and Rescue Plan will seek to compliment and contribute to the integrated

approach to Community Planning within North Ayrshire.

Recommendations

It is recommended that the following priorities are taken forward in the new Local Fire and

Rescue Plan for North Ayrshire area:

Priority 1: Domestic Safety

Priority 2: Unintentional Injury and Harm

Priority 3: Deliberate Fire Setting

Priority 4: Non-Domestic Fires

Priority 5: Unwanted Fire Alarm Signals

Priority 6: Operational Resilience and Preparedness

DRAFT LOCAL FIRE AND RESCUE PLAN NORTH AYRSHIRE

2017


Contents

Introduction 2

National Context 3

Local Context 4

Local Priorities 6 1. Domestic Fire Safety 6 2. Unintentional Harm and Injury 7 3. Deliberate Fire Setting 8 4. Non-Domestic Fire Safety 9 5. Unwanted Fire Alarm Signals 10 6. Operational Resilience and Preparedness 11

Review 12

Tell Us What You Think/Contact Us 12

Draft Local Fire and Rescue Plan | North Ayrshire 2017 2

Introduction

Welcome to the Scottish Fire and Rescue Service (SFRS) Local Fire and Rescue Plan for North Ayrshire. This plan has been developed to support the delivery of agreed local outcomes for North Ayrshire’s communities in conjunction with the national priorities contained within the SFRS Strategic Plan 2016 – 2019. With the ambition of working in partnership to improving community safety, enhancing the well-being of those living in or resorting to North Ayrshire whilst tackling issues of social inequality, this plan will set out our priorities in order to support this ambition. The demands placed upon the SFRS to respond to a wide variety of incidents challenges us to ensure our personnel acquire and maintain a range of skills to enable our ability to respond to emergencies. Through the identification and the management of risks within the area we will continue to prepare for these responses, however we recognise on many occasions this demand can be reduced through effective proactive engagement and intervention measures. We recognise as a public service organisation and as a member of the community planning partnership, the demographics of our society is changing which will challenge us to continually improve on how we deliver our services to our communities. Our plan will therefore seek to focus on those areas of demand to maximise the potential to work in partnership and by using our capacity more effectively and innovatively to ensure we direct our resources to the point of need within our communities to protect those most at risk from harm. As the SFRS continues to evolve we will seek to play a key part in public service reform and identify new opportunities to broaden our role within society to ensure as a modern Fire and Rescue Service, we continue to protect North Ayrshire’s communities. This Local Fire and Rescue Plan in conjunction with the statutory responsibilities placed upon the SFRS will be used as a driver to build upon our existing partnership arrangements in North Ayrshire whilst seeking to foster new relationships to support the service’s mission of “Working Together for a Safer Scotland”. James Scott Local Senior Officer


National Context

Scottish Ministers set out their specific expectations for the SFRS in the Fire and Rescue Framework for Scotland 2016. This provides the outline we should follow to ensure our resources and activities are aligned with the Scottish Government’s purpose and national outcomes. Our Strategic Plan 2016-19 has been designed to meet these national expectations. Set against a complex and evolving backdrop our Strategic Plan encapsulates our mission, values and strategic priorities.

These have been shaped with due regard to the challenges we face and to what we need to achieve to be a highly effective, sustainable public service. Operating within a climate of significant financial uncertainty and public service reform means we need to transform how we operate. This will particularly include how we prepare for and respond to changing societal needs, the impact of climate change and the threat of terrorism. Strong leadership, supported by sound governance and management arrangements are at the very core of our foundations. These arrangements will direct and provide assurance that we comply with our statutory responsibilities. In addition, they will provide Local Senior Officers with supporting mechanisms to deliver services specifically tailored to local needs.


Local Context

The current population of North Ayrshire, which is around 136,000 and constitutes 2.5% of the total number of persons living in Scotland, is predicted to decrease at a time when Scotland’s population is predicted to increase by 2030. Whilst the population within North Ayrshire is projected to reduce, the demographical aspect of the area suggests a projected increase in elderly residents by 12% for persons between the ages of 65 to 74. This significantly increases by 87% for residents over 75 years of age whilst the number of people of working age and young persons are projected to fall. To enable the SFRS to plan and deliver on a proactive and reactive basis, it is important to understand where and how demand for fire and rescue resources may arise in the short, medium and longer term. As a local authority area, North Ayrshire is constituted by ten multi-member electoral wards covering a range of diverse urban and rural communities over approximately 340 square miles. Emergency response within the local authority area is provided from fourteen locations comprising of three wholetime stations (permanently crewed) and eight stations which operate on an ‘On Call’ basis and a further three stations who operate on a voluntary basis. Review of operational activity across North Ayrshire indicates a slight upward trend in overall activity levels over the last five years. In terms of fire related activity, accidental dwelling fires have fluctuated year on year with the current trend showing an increase, although the provision of early warning has contributed significantly to reducing the severity of fires within the home with the majority of incidents being dealt with in their initial stages. The protection of our vulnerable members within our communities has been supported by the provision and extension of linked alarms into domestic properties, which currently accounts for just over 1 in 5 of all accidental dwelling fires being attended by the SFRS. Fire fatality rates within North Ayrshire are extremely low, whilst fire casualty rates have fluctuated over the corresponding periods. Although a positive downward trend is not indicative at this time, the majority of recorded fire casualties were recorded as sustaining only slight injuries. Deliberate fire setting on average accounts for just over 1 in 4 operational responses and trend analysis indicates fluctuation in levels of this activity type over the last five years. Analysis identifies deliberate fire setting is occurring on an ongoing basis, although peak activity has been identified in the same periods each year. Whilst attendances at non-fire related emergencies on average account for around 1 in every 8 operational mobilisations and are considerably less than the number of fire related incidents, the number of fatalities and casualties are notably higher than fire related injuries (fatal and non-fatal). Whilst the majority of non-fire emergency casualties (fatal and non-fatal) are as a result of road traffic collisions within North Ayrshire, another emerging trend has been identified in those persons requiring assistance from other organisations. This results in support being requested from the SFRS in the form of forcing entry into premises to render assistance to occupants or the provision of first responder (medical) assistance. Many incidents within North Ayrshire are as a result of a confirmed genuine emergency, however, on average half of emergency responses made by the SFRS turn out to be false alarms. These alarms may be as a result of a genuine belief that a fire is occurring which subsequently is confirmed not to be the case or through malicious activity resulting in a report of fire being made knowing this report is false in its nature. There are also a number of warnings of fire generated by fire alarm systems which, following an attendance and investigation, turn out to be false in their origin. Currently attendances to premises which generate these unwanted false signals account for just under a quarter of all emergency responses within North Ayrshire resulting in


disruption to those within the premises in which the alarm activates and also to the SFRS who, on many occasions, are diverted from other activities to attend these incidents. Reducing service demand, whilst developing the role of the SFRS as part of the ongoing process of public service reform, presents both challenges and opportunities for us to become more integrated in the community planning partnership environment. The recent introduction of the Community Empowerment (Scotland) Act 2015 will result in the development of North Ayrshire’s Local Outcome Improvement Plan through a process of locality planning which is designed to deliver local outcomes that make a positive contribution across North Ayrshire’s communities and to reduce inequalities. In developing this Local Fire and Rescue Plan, the SFRS will seek to ensure its activities compliment and support the locality planning process. With the development of the local community justice strategy within Ayrshire following the introduction of the Community Justice (Scotland) Act 2016, the SFRS will ensure, as a partner within the Community Justice Authority, its resources contribute to support the delivery of the local justice strategy. The delivery of shared outcomes is embedded within North Ayrshire through its range of community planning approaches. North Ayrshire’s Community Planning Partnership is committed to the delivery of its key priorities and as an active partner the SFRS will continue to support the Community Planning Partnership’s focus on a healthier North Ayrshire, a working North Ayrshire and a safe & secure North Ayrshire. Through the development of respective delivery plans in pursuance of these Community Planning Partnership priorities, the SFRS will ensure it takes an active role in the delivery of these priorities and their intended outcomes through participation and engagement across the partnership arena. Supporting the delivery of Anti-Social Behaviour, Adult and Child Protection, Health and Social Care including Alcohol and Drug strategies are examples of where the SFRS can collaborate in the delivery of these priorities at a local level whilst pursuing the key priorities of this local fire and rescue plan for North Ayrshire. Overseeing the performance of the SFRS at local level is the responsibility of North Ayrshire’s Police & Fire and Rescue Service Committee. Within this forum the Committee undertakes the process of scrutiny to monitor progress against the priorities within North Ayrshire’s local fire and rescue plan and also engages with the Local Senior Officer in matters arising on a regional or national basis.


Local Priorities

1. Domestic Fire Safety

Fire safety within the home is a key prevention strategy for the SFRS as the consequence of fires within the home can result in a range of impacts on individuals, families, social landlords and communities. For organisations the requirement to respond, intervene and deal with the aftermath of domestic fires places demand on its resources. To reduce this demand, it is essential approaches to prevention are evidenced based in order to maximise and focus resources to make the biggest impact to safeguard those most at risk of fire. Analysis of accidental dwelling fire data identifies cooking as the most common cause of fires within the home in North Ayrshire and also the most prevalent cause where fire related injuries are sustained by occupants. Distraction has been identified as a key contributory factor where accidental dwelling fires and/or injuries occur. Those who are deemed at risk from fire may also have other vulnerabilities and impairments due to age, health, mobility reasons or be under the influence of alcohol and/or drugs and they may also be receiving support from other partners. The scope therefore exists to work more closely together to protect those most at risk from fire through effective information sharing. In order to reduce the potential for fires from occurring, influencing positive change in occupant behaviours through raising fire safety awareness will be at the forefront of our preventative activities. By increasing the ownership of working smoke detection, the means of giving early warning of fire will also contribute to mitigating the severity of fires and fire related injuries within the home. By using assistive technology such as ‘Telecare’, the opportunity exists to further enhance the safety of those who are at risk from fire. We will seek to reduce accidental dwelling fires and fire related injuries within the home by:

Promoting and undertaking Home Fire Safety Visits to those deemed at risk from fire

Working with our partners in North Ayrshire to share information where fire risks within the home have been identified and to provide solutions to protect those who are at risk

Focusing engagement activities in those areas where service demand has been identified

Supporting the provision of assistive technology within the home to increase occupant safety We will monitor our progress in promoting our domestic safety strategy by:

Reviewing the number of accidental dwelling fires and their severity

Reviewing the number and the severity of fatal and non-fatal fire related injuries

Increasing the presence of working smoke/heat detection within homes affected by fire By achieving a reduction in the frequency and severity of accidental dwelling fires and fire related injuries we will:

Support the safety and well-being of North Ayrshire residents

Support the independent living of vulnerable members within our communities

Reduce the social and economic cost of fires and fire related injuries

Reduce demand on the SFRS and its partners


2. Unintentional Harm and Injury

It is not uncommon for those at risk from fire to also be at risk from other injuries within the home, in particular from injuries arising from slips, trips and falls. Requests to the SFRS to provide assistance directly through a first responder role or to provide support to other agencies are increasing. Analysis of data indicates falls are a common cause of accidental deaths and injuries and account for a significant proportion of admissions to hospital. Those persons injured through falls may often be affected by other medical conditions such as dementia. The SFRS has a role to play in contributing to the protection of those at risk from injury and harm within the home. Through operational attendances and delivery of home fire safety visits, we have the opportunity to identify those at risk and through an assessment of such risk, refer individuals to partner organisations for additional support. Out with the domestic environment, the SFRS respond to a range of non-fire related emergencies. The most common incident of this type within North Ayrshire is attendances at Road Traffic Collisions (RTCs) which results in the majority of non-fire related injuries. Responding to RTCs is a statutory duty for the SFRS, however a collective approach is required amongst community planning partners to support risk reduction measures. As a partner, the SFRS will support the education of young drivers who are considered to be an ‘at risk’ group and support other initiatives intended to reduce the instances and impact of RTCs within North Ayrshire. We will seek to reduce the impact of unintentional injury and harm by:

Utilising our Home Fire Safety Visit programme to assess for non-fire related risk and refer those deemed at risk from injury and harm to partners to provide additional support

Raising awareness of fire and rescue service personnel as to those factors that increase the risk of unintentional injury or harm

Working in partnership to deliver targeted road safety programmes to young drivers

Focusing resources where demand has been identified and deliver key safety messages

We will monitor the effectiveness of our intervention strategies by:

Reviewing the number of requests for assistance from other agencies and for the provision of medical and first responder support

Reviewing the number of attendances at RTCs and the frequency and severity of injuries arising from RTCs

Reviewing the number of other non-fire related emergencies and the frequency and severity of injuries arising from these incidents

By achieving a reduction in the frequency and severity of unintentional harm and injuries we will:

Reduce the social and economic cost of unintentional harm and injury

Support vulnerable members within our communities to live independently within their communities

Ensure the safety and well-being of those living, working and visiting North Ayrshire


3. Deliberate Fire Setting

Deliberate fire setting accounts for a significant number of operational incidents within North Ayrshire and takes various forms. Whilst a small proportion involves occupied buildings, vehicles and outdoor structures (primary fires), the majority of deliberate fires are classed as secondary in nature and on most occasions occur in outdoor locations. Analysis of incident data identifies deliberate secondary fires occurring throughout the year, however peak activity is noted in the spring time, during the bonfire season and when prolonged periods of dry weather arise. Deliberate fire setting is regarded as anti-social behaviour and is also criminal in nature. These acts can lead to serious consequences such as personal injury, damage to property and the environment. Dealing with instances of deliberate fire setting also diverts fire and rescue resources from other meaningful activities. Working in partnership, we will seek to combine our information to identify those parts of our communities that are being affected by anti-social behaviour in order to reduce such instances whilst tacking the underlying causes of such behaviour. On some occasions the SFRS will work with Police Scotland to investigate deliberate fire setting to determine the cause and if possible those responsible for such acts. Diversionary and engagement activity is regarded as an important approach in tackling anti-social behaviour and will continue to be part of our approach to raise awareness of the impact of this unwanted activity. We will seek to reduce the instances of fire related anti-social behaviour by:

Identifying those parts of North Ayrshire’s communities affected by deliberate fire setting to share this information with our partners

Utilising our Fire Reach, Firesetters and school’s education programmes to raise awareness of the impact of fire related anti-social behaviour

Working with partners to develop joint strategies to reduce the risk posed by deliberate fire setting and to mitigate its impacts

We will monitor the effectiveness of reducing fire related anti-social behaviour by:

Reviewing the number and type of deliberate fire setting incidents within North Ayrshire

Evaluating the effectiveness of our youth engagement programmes

By achieving a reduction in fire related anti-social behaviour we will:

Enable the SFRS to divert it resources towards other community based activities

Protect the natural and built environment

Support the promotion of active and responsible citizenship across North Ayrshire communities

Support our communities in feeling safe from crime, disorder and danger


4. Non-Domestic Fire Safety

In general, all workplaces and business are classed as non-domestic premises and as such normally come within the scope of Part 3 of the Fire (Scotland) Act 2005 (the Act) which places duties on persons responsible for these premises to comply with the Act and its associated regulations. The SFRS has a statutory duty to promote fire safety and where required enforce compliance with fire safety legislation. To discharge this duty and to secure compliance, the SFRS has adopted an approach utilising advice, education and where required formal enforcement powers. Given the variety of premises which come within the scope of the Act, the SFRS has developed a fire safety enforcement framework which is based on the principal of risk combined with historical fire data across occupancy groups to create its fire safety audit programme. Those premises which present a higher degree of risk from fire are subject to regular fire safety audits by the SFRS to verify compliance. The impact of fire can have a devastating impact on business, employment, the provision of critical services and also our heritage. Evidence suggests that premises affected by a serious fire experience a high failure rate. The SFRS will undertake its audit programme to support North Ayrshire’s ambition to grow its economy during this challenging period of economic recovery and seek to safeguard its culture, heritage and continuation of employment opportunities. We will seek to reduce the instances of fires within non-domestic property by:

Undertaking our fire safety audit programme in accordance with the SFRS Enforcement Framework

Engaging with duty holders to promote responsible fire safety management of premises that come under the auspices of Part 3 of the Fire (Scotland) Act 2005

Working in partnership to ensure the appropriate provision of fire safety standards are incorporated in new premises under construction or premises undergoing material changes

Working in partnership with other enforcement agencies and organisations to support legislative compliance

We will monitor the effectiveness of reducing fires in non-domestic premises by:

Reviewing the number of fires in non-domestic premises and the type of premises involved in fire

Reviewing the number and types of fire safety audits carried out across North Ayrshire

Reviewing the outcome of fire safety audits carried out in non-domestic premises

By achieving a reduction in fires within non-domestic premises we will:

Enable the industrial, commercial and service sector to maintain business continuity and employment across North Ayrshire

Reduce the potential for loss of life and injury

Protect North Ayrshire’s culture and heritage

Protect the natural and built environment and reduce the impact of fire on our communities


5. Unwanted Fire Alarm Signals

Fire protection within premises can be viewed as a holistic approach for the purposes of safeguarding life and/or property by inhibiting, growth and spread of fire. The design and use of premises will influence the extent of the fire protection required to be incorporated within it. In developing a fire protection strategy for the various premises types and for that strategy to be successful, a key component is the provision of early warning of fire. The provision of early warning enables those within premises sufficient time for them to exit the building to a place of safety in the event of fire. Whilst a small number of fire alarm signals generated are due to confirmed fire conditions being present, there are an even greater number of signals generated which when investigated have occurred when no fire conditions have been present. On such occasions these are known as ‘Unwanted Fire Alarm Signals’ (UFAS) and is defined as ‘an event which has required an operational attendance by the fire and rescue service due to the unwanted actuation of a fire alarm system’. On these instances the signal may originate from a monitoring/call centre as a result of an automatic activation of the fire alarm system or a person activating the fire alarm system either maliciously or with good intentions believing a fire was occurring within non-domestic premises. The impact of responding to UFAS incidents causes disruption to the premises working environment and to the range of activities the SFRS undertake. Unnecessary blue light journeys also create additional risks and hazards to firefighters and to the public whilst responding to UFAS incidents and also have a detrimental impact on the environment through additional carbon emissions. Active and positive engagement with occupiers to take responsibility in limiting the number of UFAS incidents within their premises is integral to reducing these impacts. We will seek to reduce the instances of Unwanted Fire Alarms Signals by:

Investigating every cause of alarm and engaging with those responsible for fire warning systems following an operational attendance at a UFAS incident

Analysing our UFAS attendances at those premises that give cause to frequent generation of false alarms to identify trends and support occupiers to develop demand reduction plans

Instigating where required, formal fire safety enforcement measures to ensure appropriate demand reduction action is taken by those responsible for premises generating unacceptable levels of false alarms

We will monitor the effectiveness of mobilising to Unwanted Fire Alarms Signals by:

Reviewing the number of attendances at non-domestic premises and the type of premises generating unwanted false alarm signals across North Ayrshire

Evaluating the outcomes of occupier’s demand reduction plans to review progress and identify and share good practice

Reviewing our attendances at UFAS incidents to ensure our attendances are based on an assessment of risk and demand

By achieving a reduction in Unwanted Fire Alarms Signals we will:

Minimise the disruption to business and service continuity across North Ayrshire

Increase the capacity of the fire and rescue service to carry out other activities

Reduce the risk to firefighters and public whilst responding to UFAS incidents


6. Operational Resilience and Preparedness

The Fire (Scotland) Act 2005 and the Fire (Additional Function) (Scotland) Order 2005 defines the duties and responsibilities for the SFRS in relation to responding to emergencies. It is essential our firefighters possess the skills, knowledge and expertise to respond to incidents which, by their nature, can be varied in both their type and complexity. It is important our firefighters understand the risks across their communities to ensure the level of risk is matched by an appropriate level of operational response. In gathering this knowledge, appropriate training can be carried out to safeguard firefighter safety and to ensure any such response results in an effective and efficient deployment of our resources. Emergency responses across North Ayrshire includes firefighters operating within the Retained Duty System (RDS). Working within this duty system our RDS firefighters respond from home and/or primary work locations and is based on an ‘On-Call’ provision. Given the dynamic nature of this duty system and to support a balance between primary employment, personal and firefighting commitments, each RDS station requires a sufficient number of RDS firefighters to ensure this vital resource is available when required. In addition to our RDS response, Volunteer firefighters also, when possible and when required provide a vital response to their local communities on the Isle of Arran as part of the integrated approach to resilience on the island. There will also be occasions whereby the nature of an emergency will require a combined response by emergencies services and other organisations to deal with such a major event. To ensure a co-ordinated response occurs, additional duties are placed upon the SFRS under the Civil Contingencies Act 2004 to prepare and be able to respond to deal with major emergencies. The scope of such preparations may include responding to adverse weather events, natural disasters, pandemics, chemical incidents or major transport incidents. The threat of terrorism also compels the SFRS to ensure it can also respond alongside other partner agencies should such an event occur. As an emergency responder, the SFRS needs to ensure it has the capability and the capacity to plan, prepare and respond to major emergencies. Working in partnership at a local and national level, the multi-agency approach requires a joint approach to assess these risks in order to develop appropriate response plans. Following their development, these plans require to be tested to support a return to normality when a significant event and subsequent disruption arises. We recognise the potential for the role of the SFRS to evolve which provides scope to further protect those members of our communities from harm in the event of an emergency. Assisting other agencies in emergency situations, such as responding to ‘Out of Hospital Cardiac Arrests’ is one example where resources can be combined to maximise the potential for positive outcomes for those requiring assistance. Out with emergency responses the opportunity also exists to promote and support community resilience to improve the survivability rates from cardiac arrests through active engagement and education across North Ayrshire communities. We will seek to ensure operational response and preparedness within North Ayrshire is maintained by:

Identifying and assessing the risk to our communities through Operational Intelligence gathering

Undertaking planned training events to support the acquisition and maintenance of skills to provide the capability to respond to emergency incidents

Continuing with RDS and Volunteer firefighter recruitment campaigns to support operational responses across North Ayrshire

Reviewing our operational responses to incidents to ensure ongoing firefighter safety and to ensure the ongoing protection our communities from harm

Working in partnership to plan, prepare and test our responses to major emergencies

Supporting and promoting the reduction of harm from ‘Out of Hospital Cardiac Arrests’


Review

To ensure this local fire and rescue plan remains flexible to emerging local or national priorities a review may be carried out at any time but will be reviewed at least once every three years. A review may also be carried out if the Scottish Minister directs it or if a new Strategic Plan is approved. Following a review, the Local Senior Officer may revise the Plan.

Tell us what you think

This draft local fire and rescue plan sets out what our broad ambitions will be on behalf of the people of our area. It sets our local direction for the SFRS and it will determine the details contained in all our other plans for that period. We would like you to tell us what you think of our plan. The formal consultation for this draft local fire and rescue plan opens on 10th April 2017 and will run until 2nd July 2017. To ensure we review and manage all responses consistently you are invited to provide comment in our online survey. This can be accessed at firescotland.citizenspace.com. After the consultation is closed we will publish the results.

If you cannot access our online survey, or if you would like more information about the Scottish Fire and Rescue Service in your area you can:

Write to: Scottish Fire and Rescue Service East Ayrshire, North Ayrshire and South Ayrshire Area HQ 4 Barr Street

Ardrossan KA22 8HD

Phone: 01294 607000 Visit our website: www.firescotland.gov.uk Follow us on Twitter Like us on Facebook

http://firescotland.citizenspace.com/

http://www.firescotland.gov.uk/

1



Subject: Scottish Government Evaluation of Scotland's Third Sector Interface Network Model and Voluntary Action Scotland

Purpose: To share with the SMT the key findings of the evaluation and consider their local relevance

1. Introduction

1.1 In 2016, an evaluation of Scotland’s Third Sector Interface (TSI) network model and of Voluntary Action Scotland (VAS) was commissioned by the Scottish Government. The aim of the evaluation was two-fold: To evaluate the role, function and effectiveness/impact of the Third Sector Interface network model and Voluntary Action Scotland. To explore with research participants what the future strategic direction and approach to Third Sector support in Scotland should be

at the local level. 1.2 The evaluation has been published and the Scottish Government are currently undertaking engagement with stakeholders on its

findings. It should be noted that the Third Sector Interface locally are also undertaking their own more detailed engagement on the report with CPP partners and wider third sector organisations. They will feed back the results of this both to the SMT and the Scottish Government. This report aims to complement the local TSI work by providing a summary of the evaluation for the SMT to consider and poses questions at a strategic level as to its local applicability.

2. Current Position – Background Within Evaluation Report

2.1 The evaluation process included a survey of all TSI Chief Executive Officers, interviews with VAS, in-depth studies in 11 selected fieldwork areas, interviews with a selection of wider stakeholders and interviews with key Scottish Government policy officials.

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Agenda Item 8

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2.2 Detail is given within the evaluation on the background to the development of the TSI model and VAS. In March 2008, Scottish Ministers reviewed the funding of the 120 separate organisations delivering support for volunteering, social enterprise and Third Sector organisations at a local level, resulting in the creation of 32 single funding agreements to support a network model of integrated service delivery and representation - the Third Sector Interfaces. The aim of these interfaces was to provide a single point of access for support and advice for the Third Sector within the local area and to create strong coherent and cohesive representation of the sector to better align it with the Community Planning Partnerships and the Single Outcome Agreements. There is now a single interface in each of the 32 Local Authority areas, but the organisations differ in structure. There are currently 22 TSIs operating as single organisations and 10 as partnerships.

2.3 VAS is the intermediary body representing the 32 Third Sector Interfaces. Its role is to develop, support and represent the Third Sector Interface network through: promoting the positive impact that the Third Sector Interfaces have at local level; encouraging good practice; raising the profile of the Third Sector Interfaces at national level; and facilitating peer support to the TSI network.

2.4 The evaluation details the changing environment within which TSIs operate. Policy changes have resulted in an increased focus on people and communities and increased opportunities for the Third Sector to participate in the design and delivery of outcomes. Key contextual policy developments include: Public Service Reform, Reshaping Care for Older People, Health and Social Care Integration and the Community Empowerment (Scotland) Act.

2.5 The Scottish Government provides the TSI network model with core grant funding. The 32 TSIs each receive a share of the total funding based on the historic level of funding paid to Council for Voluntary Services (CVS), Volunteer Centres and social enterprise functions in each area. It is the responsibility of the TSI to distribute funds for the delivery of each of its four functions based on need in the area. The level of funding and the allocation has not been reviewed since the inception of the network. In addition to Scottish Government funding TSIs have other sources of income to varying degrees.

3. Current Position – Conclusions from the Evaluation

This section of the report summarises the conclusions from the evaluation. As this is a national evaluation some of the conclusions will be more relevant to North Ayrshire than others. Points for discussion by the SMT are included against each conclusion.

3.1 Structure of the current TSI network model

The evaluation concludes that while integration has helped to develop a more strategic approach to supporting the Third Sector in most areas, there remain some challenges over partnership structures. The research suggests that there are benefits where the TSI operates

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as a single entity, for example in providing clarity for partners and Third Sector organisations, better integration of services and planning, greater strategic direction and efficiencies. Critically, the single organisations have provided a single point of contact for partners. While some areas have made the partnership model work, some stakeholders and partnership TSIs expressed concern over specific challenges that are primarily concerned with governance, relationships and lack of cohesion and leadership at a strategic level.

3.2 This is a pertinent conclusion for North Ayrshire as we have a partnership model. The SMT are asked to consider the relevance of this conclusion to our local model. Are there challenges for partners in working with the partnership model? Are there local benefits in two partners having this role?

3.3 Governance

The evaluation also concludes that weaknesses in governance within individual TSIs has emerged as a significant issue and has had an impact on the reputation of TSIs and on the confidence of some stakeholders in the effectiveness of these TSIs. This has impacted on the reputation of the network as a whole. There is currently no mechanism for ensuring that governance structures are strong and the report authors see VAS as having a key role going forward.

3.4 It is suggested that SMT members would have difficulty commenting in detail on the relevance of this at a North Ayrshire level as there will be a general lack of understanding about the governance structures within Arran CVS, the Ayrshire Community Trust and the local TSI model. The SMT are asked to consider whether this in itself is an issue.

3.5 Volunteering Development

The evaluation states that there are strategic challenges for volunteering development due to:

different demands on volunteering (for example, as a vehicle for supporting employability, recovery, therapeutic volunteering); frequently additional resources are required to support volunteers with additional support needs; and increasing expectations on volunteers in the delivery of services and as board members.

This has resulted in a tension for TSIs between a focus on increasing volunteering and increasing the impact of volunteering on more disengaged communities/equalities groups.

3.6 This is a relevant point for discussion by the SMT especially as it relates to our Fair for All approach.

3.7 Social Enterprise

The evaluation finds that there are diverse models of delivery and different approaches for social enterprise support, as well as different perceptions of the role of the TSI in supporting social enterprise –some see this as a dedicated function and others deliver it as part of

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more generic organisational development support. Stakeholder perceptions of the TSI network are that it has struggled to engage effectively in social enterprise support, but that the picture is improving over time. There are also a number of regional and national providers delivering support to social enterprise. As a result it is not always clear what the TSI’s role is in relation to social enterprise support. Some TSIs have been effective in coordinating the range of support around social enterprises - but there are also examples of duplication and very poor joining up of resources.

3.9 The TSI in North Ayrshire has had a key role in developing the North Ayrshire Social Enterprise Strategy, the SMT are asked to consider whether this evaluation finding applies locally.

3.10 Supporting and developing a strong Third Sector

The evaluation states that the range and scope of services offered under this function are broad. Service availability differs across the network as a result of different needs, levels of resources, and skills and expertise in the TSIs, and in most areas there are other providers who also deliver services to the sector. Most TSIs identified a tension in managing demand whilst maintaining high quality support.

3.11 SMT partners may only be able to comment on this conclusion to a limited extent as this function focuses on support to third sector organisations.

3.12 Building the relationship with Community Planning; engaging and connecting the Third Sector

The evaluation concludes that where there exist well-functioning Community Planning Partnerships and partners who have a commitment to the Third Sector, TSIs have been better able to engage as a strategic partner. A further key issue is the increasing demand for TSIs to support Third Sector engagement in a range of planning structures. The role of TSIs in supporting Third Sector engagement in Integrated Health and Social Care bodies has had major resource implications and the implementation of the Community Empowerment Act will also have implications for the sector and the TSI. The increasing resource requirement to service this function has implications on the level of resources available to deliver the other functions.

3.13 The SMT is asked to consider the changing relationship with the Third Sector in North Ayrshire since the inception of the TSI. Do partners feel engaged with the Third Sector via the TSI? Within North Ayrshire the TSI has had a key role linking the wider Third Sector to the HSCP.

4. Current Position – Evaluation Report Recommendations

4.1 To address the conclusions above the evaluation report has 18 recommendations. Those of most relevance to the SMT are listed below.

Recommendation 1: TSIs’ core purpose should focus on becoming a strategic vehicle for Third Sector involvement in Community Planning and integration.

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Recommendation 2: The development of Third Sector Interface structures should focus on building the capacity of the organisation for strategic engagement.

Recommendation 3: Scottish Government to fund a Third Sector Interface intermediary body to support the TSIs to deliver their core purpose.

Recommendation 7: A programme of leadership development is put in place for TSI Chief Executive Officers and senior staff as well as a development programme for TSI board members.

Recommendation 8: VAS to develop stronger links to national intermediary bodies, to determine opportunities for more extensive collaboration and closer working relationships.

Recommendation 10: VAS, through the Services, Quality, Impact Group, together with the TSI network and Scottish Government, to support the work on developing an outcomes framework for the TSI network. This could include a menu of common outcomes which TSIs could be expected to deliver at the local level (although recognising that actual outcomes will be co-produced at the local level).

Recommendation 11: VAS and the TSIs undertake a review of their own governance arrangements to ensure that they are fit for purpose.

Recommendation 12: It is out of the scope of this study to consider the funding which the Scottish Government invests in the Third Sector infrastructure. However, the Scottish Government should consider its total investment in Third Sector intermediaries and infrastructure at a national level to reduce duplication and ensure best value.

Recommendation 13: TSIs to consider opportunities for increased efficiencies, including through exploring the potential for cross boundary cost-sharing; sharing back-office functions; and sharing key staff posts.

Recommendation 14: Scottish Government should pursue strategic dialogue with other key funders to explore new opportunities for funding engagement and support of the sector at the local level.

Recommendation 15: Scottish Government to take further steps to reinforce the recommendations outlined in the Audit Commission report on community planning and host round table discussions with the National Community Planning Group and with national stakeholders to build awareness of purpose of the TSI Network.

Recommendation 17: Scottish Government to endorse the role of the network and promote and advocate on its behalf to consolidate its position among local partners and national intermediaries.

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Recommendation 18: Scottish Government, the TSIs and their intermediary body to consider how best to raise awareness and understanding about the role of the TSIs moving forward to build a better understanding of the TSIs, of the sector and of the challenges at the local level. This could take the form of learning exchanges within the network and between the network and others.

5. Proposals

5.1 It is proposed that the SMT consider the discussion points raised in section 3 of this report, as well as evaluation’s recommendations. The discussion points are replicated below:

Structure of the current TSI network model - Are there challenges for partners in working with the partnership model? Are there local benefits in two partners having this role?

Governance - It is suggested that SMT members would have difficulty commenting in detail on the relevance of this at a North Ayrshire level as there will be a general lack of understanding about the governance structures within Arran CVS, the Ayrshire Community Trust and the local TSI model. The SMT are asked to consider whether this in itself is an issue.

Volunteering development -This is a relevant point for discussion by the SMT especially as it relates to our Fair for All approach. Social Enterprise - The TSI in North Ayrshire has had a key role in developing the North Ayrshire Social Enterprise Strategy, the SMT

are asked to consider whether this evaluation finding applies locally. Supporting and developing a strong Third Sector - SMT partners may only be able to comment on this conclusion to a limited extent

as this function focuses on support to third sector organisations. Building the relationship with Community Planning; engaging and connecting the Third Sector - The SMT is asked to consider the

changing relationship with the Third Sector in North Ayrshire since the inception of the TSI. Do partners feel engaged with the Third Sector via the TSI? Within North Ayrshire the TSI has had a key role linking the wider Third Sector to the HSCP.

The SMT’s comments can be taken forward as specific actions, and/or fed into the local engagement that the North Ayrshire TSI are undertaking. The Community Planning Team Leader has already had an initial discussion on the evaluation report with Laura Sexton, Team Leader, Third Sector Interfaces within the Scottish Government. The SMT’s comments can also be fed back to her as required.

Name: Morna Rae

Designation: Community Planning Team Leader, North Ayrshire Council

Date: 10/06/17

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