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Our People, Our Place

Council Plan 2018-2022

Foreword Our people and places make South Ayrshire and we have a clear and ambitious vision of what we want to achieve for them and what we will do as a Council to support them. We want South Ayrshire to be the best it can be and for all people and places to have the opportunity to reach their full potential. To do that, we will tackle inequalities and injustice by making the best use of available resources and targeting these resources where they are needed most. By doing this, we can deliver the best outcomes for our people and create strong, successful, sustainable and effective communities that can make a real difference. At the heart of this ambition is the creation of local community hubs – based in schools – that bring our people and places together to provide access to a wide range of services ‘on the doorstep’, and support learning and development opportunities for those most in need. This will be complemented by ensuring we make the most of the fantastic assets we have here in South Ayrshire such as our environment, our culture, our heritage and really put this area on the map. These collective efforts will help improve local health and wellbeing, boost the local economy, enhance the local environment and give people the best possible life chances. Underlining all of this is the fact that we are here to serve the people of South Ayrshire and we will improve how we engage and communicate with people and communities to ensure we meet their needs and manage expectations. We will also provide the necessary leadership and accountability to ensure the Council delivers on our vision and ambitions. Our overall approach will be based on working in a positive, supportive and respectful way – the South Ayrshire Way – that demonstrates the standards and behaviours we have set for this Council. Underpinning this, and sitting right at the heart of the values we will develop, is the empowerment of our people – our staff, our residents – and our places – our facilities, our communities – that will give everyone a stake, and a say, in what we do and how we do it. This Council Plan sets out the framework for how we will do this and how we will achieve our ambitions and our vision for Our People, Our Place. Cllr Douglas Campbell Eileen Howat Leader of the Council Chief Executive

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Revenue Budget 2018-19 £256m Capital Programme 2018-2026 £237m Revenue Budget Gap 2019-20 £10.8m

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Delivery of strategic objectives and outcomes The Council Plan 2018-2022 sets out the Council’s vision for the next four years, with a focus on ‘Our People, Our Place’. It details the high-level objectives and outcomes we want to achieve for our people and places by 2022. The strategic objectives are:

Effective leadership that promotes fairness;

Reduce poverty and disadvantage;

Health and care systems that meet people’s needs;

Make the most of the local economy;

Increase the profile and reputation of South Ayrshire and the Council; and

Enhanced environment through social, cultural and economic activities.

The Council Plan will be supported by dedicated Directorate Plans for our People and Place directorates, as well as our Health and Social Care Partnership, that detail what we will do to deliver these outcomes. These plans are key documents that will provide the basis for how we plan our services and manage our budgets over the next four years. The plans will be monitored on an ongoing basis, through our Service and Performance Panel, and reports will identify the difference the Council and our partners are making for our people and places. The voices and feedback of service users will feature strongly in this performance reporting, and will be used to assess the effectiveness of service delivery and help drive further improvement where necessary. The performance of individual directorate teams will be planned and monitored using team planning, self-evaluation and monitoring by the Corporate Management Team and Directorate Management Teams as well as the Service and Performance Panel. Our People, Our Place is just one of the key strategic documents that informs the way forward for the Council over the next four years. The others are:

South Ayrshire Profile – Demographic, social and economic statistics for the area.

Programme for Effective Governance – Vision for the future direction of the Council.

Directorate Plans – Programing the delivery of the Council Plan.

Council Financial Strategy – Five year financial programme to achieve the Council Plan.

Council Asset Management Plan – Use of land and buildings deliver the Council Plan.

Corporate Workforce Plan - Workforce planning aligned to business and people strategies.

Local Outcomes Improvement Plan – Focused Community Planning Partnership activity.

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The Strategic Objectives This section of the Council Plan provides more detail on each of the strategic objectives, showing the outcomes we want to deliver for our people and places and details of the commitments we’re making to help achieve them.

1. Effective Leadership that Promotes Fairness Councillors will provide effective governance and leadership to ensure that the

Council delivers on its vision for the people and places of South Ayrshire. 1.1 Ensure the Council is structured to make the best use of resources

1.1.1 We will ensure our new leadership structure better reflects our strategic direction and ambitions.

1.1.2 We will continue to develop organisational structures that will ensure we

can deliver positive change through a workforce with the right skills and flexibility to meet future demands.

1.2 Involve all stakeholders in addressing resource challenges and achieving

Council and local plan outcomes

1.2.1 We will continue to work with our community planning partners such as police, fire, NHS and the voluntary sector to develop integrated approaches to Council and Community Planning that respond to local needs and make a difference at a local level.

1.2.2 We will ensure public services work together to deliver for our people and

places, minimising duplication, maximising impact and support each other to deliver on priorities.

1.2.3 We will ensure that there is effective engagement with employees, and

where relevant with communities, to ensure that budgeting, workforce planning and capital programming is targeted towards the Council Plan objectives.

1.2.4 We will develop proposals to integrate services, where appropriate, to

address local needs and ensure proposals are fit for purpose and support our people and places.

1.3 Create an ambitious and innovative culture where staff are empowered to

work with communities, delivering responsive and customer focused services

1.3.1 We will support and promote a positive organisational culture of

empowerment, innovation and change by redesigning services – where necessary – to improve quality and efficiency.

1.3.2 We will establish strong community networks and partnerships that will

address local needs, focus on reducing poverty and disadvantage, and provide targeted customer-focused services for local people.

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1.3.3 We will undertake a detailed service review programme that will ensure we eliminate duplication, streamline processes, harness technology, and improve online access to services in a way that meets people’s needs.

1.4 Promote and ensure compliance with the Community Empowerment Act

1.4.1 We will develop localised plans focused on reducing inequalities, in-line with the requirements of the Act. We will support communities to take on assets and make applications to the Community Halls Fund. We will continue to offer a range of support for those seeking additional funding support.

1.4.2 We will support and develop the six established locality planning groups

and make every effort to maximise participation across communities.

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2. Reduce Poverty and Disadvantage The Council will build strong communities by creating local hubs based in schools,

that will establish community networks, opportunities for partners to deliver services, and support learning and development opportunities for children and families in need.

2.1 Develop learning and care systems that place schools at the heart of

communities, targeting children and families in need, especially looked-after children

2.1.1 We will focus our efforts on creating local hubs based within schools

within our areas of highest deprivation. To reflect this, we will make early progress at Ayr Academy, Newton Primary, Braehead Primary, Dalmilling Primary and Girvan Primary.

2.1.2 We will increase physical health, mental health and wellbeing

assessments for looked after children. 2.1.3 We will deliver targeted employability programmes for looked-after

children. 2.2 Identify and respond to service demands arising from the welfare reform

agenda and help maximise the income of people in poverty

2.2.1 We will continue to take a responsive and customer-focused approach to support benefit claimants and those affected by changes to the welfare reform system, and adapt our resources accordingly.

2.2.2 Our Information and Advice Hub will continue to provide a

comprehensive advisory and information service for customers in relation to welfare rights, money advice, debt and income maximisation, which will be essential during the roll-out period for Universal Credit, which will extend through to 2022.

2.3 Increase the number of affordable and warm homes for those on limited

income

2.3.1 We will work with our partners to build around 1,000 new social houses over the next five years. Our Strategic Housing Investment Plan identifies potential spending of around £68.5 million from 2017-2023.

2.3.2 Working with Registered Social Landlords, communities and the Health

and Social Care Partnership, we will ensure that housing meets the needs of older people as well as those with learning disabilities, mental health issues and people leaving the care sector.

2.3.3 We will also continue to exceed current energy efficiency standards and

help tenants reduce their energy bills.

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2.4 Expand early years provision and improve services for children and young people to ensure the best possible start in life

2.4.1 Over the period to 2020, we will take forward our agreed expansion plan,

providing high-quality early learning and childcare that is flexible and accessible. This will include an increase in the number of places commissioned from partners and an increase in provider rates.

2.4.2 Expansion plans include additional services in Annbank and Maidens

during and the opening of Wallacetown and Girvan Early Years Centres for 51 weeks a year, maximising access for local families.

2.5 Ensure a Council leadership role within the new regional governance

arrangements to increase educational attainment

2.5.1 The South West Educational Improvement Collaborative Plan 2018 has identified that it will add value by focusing on school leadership, teacher professionalism and performance information, with a particular emphasis on raising the attainment of children and young people living in the most deprived circumstances.

2.6 Work with partners to improve training and employability opportunities for

our young people, especially those furthest away from the jobs market

2.6.1 We will continue to support young people who are furthest away from the labour market through each stage of the ‘employability pipeline’ and into work.

2.6.2 We will continue to play a lead role in co-ordinating and improving

employment opportunities for young people, through joint tracking in partnership with Skills Development Scotland, Ayrshire College and the Department for Work and Pensions; by working with employability partners to co-ordinate provision and address gaps; and by facilitating a forum for local operational staff to share information about opportunities.

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3. Health and Care Systems that meet People’s Needs The Council and Health and Social Care Partnership will work to increase the

average healthy age of men and women by two years – by the year 2030 – through the delivery of community health and care services focused on prevention, early intervention and participation.

3.1 Target resources to children and those most in need, with a particular focus

on tackling obesity, substance abuse and promoting positive mental health

3.1.1 We will implement our Community Planning Children’s Service Plan 2017-20. We will increase the percentage of children in low income households with no obvious signs of dental decay at P1-P7 by December 2019, through a multi-agency targeted approach to improving dental registration.

3.1.2 We will target resources to reduce smoking in pregnancy, maintain a

healthy lifestyle, reduce drugs use and increase the support available to those most in need.

3.2 Actively promote the responsibilities of corporate parenting and ensure that

the Council prioritises the wellbeing of those in its care

3.2.1 We will develop a Champions Board as part of the implementation of our Corporate Parenting Strategy 2017-20 to provide a platform for improving care. Young people will be able to talk directly to Council staff, Elected Members and service providers to ensure that decisions which affect their lives are informed by their own experiences.

3.3 Support carers, especially young carers, and give them the help they need

to fulfil this important role

3.3.1 An updated joint agreement between the Council and the NHS Board will pass responsibilities for Carers to the Health and Social Care Partnership Integration Joint Board. This includes duties to provide support; breaks from caring; information and advice services and, short breaks services statements.

3.3.2 We will support the full implementation of the Carers (Scotland) Act and

the development of new Carers and Young Carers strategies. 3.4 Improve access to health and care services for our rural communities

through better use of technology, transport and home care

3.4.1 We will improve access to health and care by using telecare and telehealth and other technology-enabled care, and developing community transport opportunities to support rural access to services and develop more local opportunities to enable older people to continue to be independent and live in their own homes.

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3.5 Work with communities on opportunities for older people to be active and socialise within their community

3.5.1 We will work with Locality Planning Groups to address social isolation

among older people. Working with our partners, we will develop long-term and sustainable responses to social isolation and loneliness including: 1:1, group, phone and web-based supports and befriending; extended local social activity programmes; use of Sheltered Housing common rooms; use of local library and leisure facilities, and comprehensive arrangements for local transport access.

3.5.2 We will work with our partners to contribute to reducing the number of

people delayed in acute hospitals.

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4. Make the most of the Local Economy The Council will work with local businesses and organisations to make the most of

local assets and economic opportunities to support jobs, growth, investment and regeneration.

4.1 Maximise the opportunities offered by key regeneration projects including

the Ayrshire Growth Deal and the Ayr Renaissance master plan

4.1.1 We will agree formal governance arrangements for an Ayrshire Development Board with our neighbouring Ayrshire authorities and use these new arrangements to drive economic development. We will continue discussions on the business cases for growth in Ayrshire with the Scottish Government and UK Government.

4.1.2 We will integrate Ayr Renaissance within our Place Directorate. This will

help build on progress – most notably the start of the new Council Riverside office development – in an integrated manner, alongside the development of the wider local economy, ensuring our places are the best they can be and the joined-up progression of regeneration activities across our five towns.

4.2 Actively support local businesses in the five towns and rural areas to take

advantage of procurement and economic growth opportunities

4.2.1 Through increased engagement with services, local suppliers, residents and community groups, we will ensure opportunities in contracts are maximised to support the local economy.

4.2.2 We will continue to support the development of proposals for Business

Improvement Districts in Prestwick and Troon and support their implementation, if approved.

4.2.3 We will establish Town Centre Project Officers, who will be part of a team

that will review our activities in town centres, consult with partners and stakeholders and finalise our town centre activities. We will also deliver an enhanced outreach service to our rural areas, extending the business advice and support available in these areas.

4.2.4 We support businesses that have potential to grow employment through

our Ambition programme, which provides advice, information and grant funding.

4.3 Seek to encourage more apprenticeships and promote training opportunities

for jobs in developing sectors

4.3.1 We will continue to encourage more apprenticeships within the Council across a wider range of services and we will continue to develop productive working relationships with businesses in South Ayrshire to maximise training opportunities for our young people.

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4.4 Identify current and potential jobs within the local economy and ensure that training and development opportunities are tailored to meet identified needs

4.4.1 We will work closely with local employers to support them to fill vacancies

appropriate to the participants on Council programmes. We will continue to develop tailored packages of training and development which are built around the needs of the young person or adult to ensure they have the best chance of securing and sustaining a job.

4.5 Promote Council procurement to support the local economy, maximising the

potential of community benefits

4.5.1 We will continue to implement the Council’s Procurement Strategy, which commits us to working to ensure that SMEs (small to medium-sized enterprises), local businesses and third sector organisations and are made aware of public procurement activity.

4.5.2 We will also promote the Supplier Development Programme and work with

services to show how bespoke and relevant community benefits can be achieved.

4.5.3 We will work with local businesses to assist them in developing their

capabilities to win public sector procurement opportunities. 4.6 Encourage and attract inward investment

4.6.1 Our new Ayrshire Development Board will work alongside national agency staff to support economic development across Ayrshire, including support for the Ayrshire Growth Deal and Regional Partnerships.

4.6.2 Our Invest South Ayrshire team will continue to promote South Ayrshire to

attract mobile investments seeking to build on the area’s strengths in respect of aerospace, space, creative industries, manufacturing and food and drink.

4.7 Work with partners to improve and promote tourism opportunities and

assets, to create a co-ordinated programme of events and activities

4.7.1 We will continue to work with our partners in North and East Ayrshire and the industry to deliver pan-Ayrshire activities that develop and promote Ayrshire and Arran to visitors as well as developing a specific South Ayrshire action plan that will maximise the promotion of South Ayrshire as a destination and work with the industry and partners to enhance our tourism ‘offer’, encourage more visitors and increase tourism spend.

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5. Increase the Profile and Reputation of South Ayrshire and the Council

The Council will enhance its reputation by improving communication and engaging

meaningfully with communities, with a focus investing in infrastructure and improving the public realm. We will:

5.1 Develop meaningful communication and engagement with employees,

organisations, residents and visitors to identify their needs and views, while promoting the area and achievements of the Council

5.1.1 We will develop a new Communications Strategy that sets out how we will

tell the Council’s stories and generate interest, awareness and pride in what the Council and its partners are achieving.

5.1.2 We will work to increase the opportunities for direct information-sharing

and conversations with the Council, including increased use of social media channels.

5.1.3 We will ensure our staff have the information they need to help promote

and support the Council and be effective ambassadors for the Council and the area.

5.1.4 We will deliver a structured programme of staff training in community

engagement across the Council as part of a wider cultural change programme and in line with our Consultations Protocol.

5.2 Improve trust and confidence in the Council and increase customer

satisfaction with services

5.2.1 We will introduce new ways for customers to give immediate feedback on our services, so we can respond quickly and effectively.

5.2.2 We will improve our understanding of levels of trust and confidence in the

Council through in-depth research into customer needs, confidence and trust levels.

5.2.3 We will strengthen the service user voice in all of our performance

reporting to ensure we get our service delivery right. 5.3 Work with partners and communities to improve ‘place-making’ across

South Ayrshire, especially in relation to the built environment

5.3.1 We will work to improve our places and ensure they are places we can be proud of by tackling public realm streetscape, redundant buildings, signage and litter.

5.3.2 We will involve local communities in creating local place plans and setting

local priorities and ensure we monitor and report on progress.

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6. Enhanced Environment through Social, Cultural and Economic Activities

The Council will ensure its services, staff and activities support strong and

sustainable towns and villages throughout South Ayrshire. We will: 6.1 Work with partners to improve roads and other infrastructure, to encourage

house building and business investment that sustains local communities

6.1.1 We will co-ordinate the delivery and improvement of all infrastructure services by the Council and partners through our place directorate.

6.1.2 We will continue to work towards our ambitious recycling targets and

associated collection methods as part of the Household Recycling Charter. 6.2 Ensure best use is made of all Council-owned facilities and that

opportunities to rationalise properties are maximised through investment, disposal and Community Asset Transfer

6.2.1 We will continue to progress our programme for the release of properties

no longer needed for service delivery, and continue our new office accommodation project.

6.2.2 We will undertake a detailed review of corporate property requirements

including locality reviews and undertake an annual report on Community Asset Transfer requests.

6.3 Develop branding that reflects the area’s history, culture, landscape and

attractions and creates a sense of pride for our people and places

6.3.1 We will brand and market our places in a way that helps promote South Ayrshire, and all we have to offer, to a wider audience and new markets, with the aim of increasing visitor numbers and spend as well supporting our people to have more pride in our places.

6.3.2 We will provide high quality, attractive and accessible open spaces that

meet the needs of communities. 6.3.3 We will keep our events programme under review to ensure we gain

maximum economic impact. This includes work with partners in the Gaiety Theatre, Scottish International Air Show, Burnsfest and Burnsfringe.

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How we will achieve our Council Plan Commitments We will achieve our objectives through: Culture –Councillors, and staff ensuring a shared set of values that complements the South Ayrshire Way behaviours - positive, respectful and supportive- and underpins the work of the Council. Governance –Councillors being demonstrably able to carry out effectively their governance and leadership functions, promoting fairness to all both within the Council and across South Ayrshire. Partnerships – Effective partnership arrangements will reflect the Council’s leadership role in community planning. Locality planning – Establishing arrangements that are clear to residents, effective in their operation, well supported and responsive to community aspirations, and are accountable to all partners. Place making –Councillors and officers working with communities to create local place plans and setting local priorities, with progress monitored and assessed. Resources – Ensuring that there is effective engagement, including with communities to ensure that all annual budgeting, workforce planning and capital programmes are targeted to achieve Council Plan aspirations. Service planning – Ensuring services work together to deliver Council Plan outcomes. Structure – Ensuring services are structured to deliver Plan outcomes. Systematic review – Designing systems to eliminate duplication; streamline processes; harness technology; improve online service access; and maximise the potential of our assets and workforce. Workforce planning – Ensuring a stable and productive workforce and improved staff consultation outcomes through succession planning, identifiable career paths, reviewed staff welfare provision, flexible work patterns to suit individual, family and community circumstances. Regulation – Working within regulation to facilitate development, build fruitful networks with business and communities and reach out to residents. Monitoring and evaluation – Providing progress reporting, that is meaningful and drives improvement, based on meaningful baseline information and clear measures of success.

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1 March 2018