Agenda reports pack
Argyll and Bute Council · 10 December 2025
Back to Oban Lorn & The Isles Area Committee — 10 December 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Argyll and Bute Council Comhairle Earra-Ghàidheal Agus Bhòid Executive Director: Douglas Hendry Kilmory, Lochgilphead, PA31 8RT Tel: 01546 605522 DX 599700 LOCHGILPHEAD 3 December 2025 NOTICE OF MEETING A meeting of the OBAN LORN & THE ISLES AREA COMMITTEE will be held BY MICROSOFT TEAMS AND IN AN FURAN GAELIC CENTRE, CORRAN HALLS, OBAN on WEDNESDAY, 10 DECEMBER 2025 at 10:30 AM, which you are requested to attend. Douglas Hendry Executive Director BUSINESS 1. APOLOGIES FOR ABSENCE 2. DECLARATIONS OF INTEREST 3. MINUTES (a) Oban, Lorn and the Isles Area Committee - 10 September 2025 (Pages 3 - 12) (b) Oban, Lorn and the Isles Area Community Planning Group - 12 November 2025 (Pages 13 - 20) (c) Oban Common Good Fund - 11 August 2025 (Pages 21 - 26) (d) Special Meeting of the Oban Common Good Fund - 10 October 2025 (Pages 27 - 28) 4. PUBLIC QUESTION TIME 5. ARGYLL COMMUNITY HOUSING ASSOCIATION (ACHA) UPDATE (Pages 29 - 40) Presentation by Chief Executive, Argyll Community Housing Association 6. OBAN FLOODING UPDATE (a) Presentation from Head of Roads and Infrastructure Services (b) Report by Executive Director with responsibility for Roads and Infrastructure Services (Pages 41 - 58) 7. ELECTRIC VEHICLE CHARGING STRATEGY (Pages 59 - 80) Presentation by Project Manager with responsibility for Roads and Infrastructure Services Public Document Pack
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8. ROADS AND INFRASTRUCTURE UPDATE (Pages 81 - 84) Report by Executive Director with responsibility for Roads and Infrastructure Services 9. AREA COMMITTEE QUARTERLY PERFORMANCE REPORTS – FQ2 2025/26 (Pages 85 - 120) Report by Executive Director with responsibility for Customer Support Services 10. APPOINTMENT TO OBAN & LORN COMMUNITY ENTERPRISE LTD (ATLANTIS LEISURE) (Pages 121 - 124) Report by Executive Director with responsibility for Legal and Regulatory Support 11. CHARITABLE TRUSTS, BEQUESTS AND TRUST FUNDS (Pages 125 - 132) Report by Executive Director with responsibility for Legal and Regulatory Support REPORTS FOR NOTING 12. HEALTH & SOCIAL CARE PARTNERSHIP - PERFORMANCE REPORT FQ1 2025/26 (APRIL- JUNE) (Pages 133 - 148) Report by Senior Manager Performance & Improvement, Argyll and Bute Health & Social Care Partnership. 13. SAKURA CHERRY TREE PROJECT UPDATE (Pages 149 - 152) Report by Executive Director with responsibility for Legal and Regulatory Support. 14. OBAN, LORN AND THE ISLES AREA COMMITTEE WORKPLAN (Pages 153 - 158) REPORT WITH EXEMPT APPENDIX 15. JOHN OF LORN BEQUEST FUND AWARD RECOMMENDATIONS (a) Report by Executive Director with responsibility for Legal and Regulatory Support (Pages 159 - 162) E1 (b) Exempt Appendix (Pages 163 - 164) The Council will be asked to pass a resolution in terms of Section 50(A)(4) of the Local Government (Scotland) Act 1973 to exclude the public for items of business with an “E” on the grounds that it is likely to involve the disclosure of exempt information as defined in the appropriate paragraph of Part I of Schedule 7a to the Local Government (Scotland) Act 1973. The appropriate paragraph is:- E1 Paragraph 6 Information relating to the financial or business affairs of any particular person (other than the authority). Oban Lorn & The Isles Area Committee Councillor Kieron Green (Chair) Councillor Amanda Hampsey Councillor Willie Hume Councillor Andrew Kain (Vice-Chair) Councillor Jim Lynch Councillor Luna Martin Councillor Julie McKenzie Councillor Andrew Vennard Contact: Karen Campbell, Senior Committee Assistant - 01631 567855
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MINUTES OF THE MEETING OF THE OBAN LORN & THE ISLES AREA COMMITTEE HELD IN DALAVICH VILLAGE HALL, DALAVICH BY TAYNUILT AND BY MICROSOFT TEAMS ON WEDNESDAY, 10 SEPTEMBER 2025 Present: Councillor Julie McKenzie (Chair) Councillor Kieron Green Councillor Amanda Hampsey Councillor Willie Hume Councillor Jim Lynch Councillor Luna Martin Councillor Andrew Vennard Attending: Melissa Stewart, Democratic Services Manager Tom Murphy, Operations Manager, Roads and Infrastructure Seymour Adams, CHARTS Julie Fish, Community Development Officer Ailie Law, Community Development Officer 1. APOLOGIES FOR ABSENCE Apologies were intimated on behalf of Councillor Andrew Kain. 2. DECLARATIONS OF INTEREST Councillor McKenzie declared a non-financial interest in item 11 (Supporting Communities Fund 2025/26) due to a connection with one of the intended recipients. She remained in the meeting but took no part in the discussion or decision making. 3. MINUTES (a) Oban, Lorn and the Isles Area Committee -11 June 2025 The Minute of the meeting of the Oban, Lorn and the Isles Area Committee, held on 11 June 2025 was approved as a correct record. (b) Oban, Lorn and the Isles Area Community Planning Group - 13 August 2025 The Minute of the meeting of the Oban, Lorn and the Isles Area Community Planning Group, held on 13 August 2025 was noted. 4. PUBLIC QUESTION TIME The Democratic Services Manager advised that a number of written questions had been received in advance of the meeting. Questions were taken in the following order. Question 1 – Alison Rennie The 2019 Oban Flood Study identified the clearance of the Black Lynn including the removal of Japanese Knotweed, in particular, as significant matters of 'clearance and repair' (The Flood Risk Management (Scotland) Act 2009). At the most recent meeting of this Committee, and in e-mail correspondence subsequently, I was advised, and observed myself, that work was being undertaken to address the Japanese Knotweed infestation by limited spraying. I was also advised that additional personnel were to be trained in the Public Document PackPage 3 Agenda Item 3a
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process of injecting the Knotweed. More recently I have learned that this is no longer the case and that no further work will be undertaken with regard to clearing obstructions from the Black Lynn, including Japanese Knotweed. Please could the Area Committee be given a definitive statement on this matter, specifically: does the Council now reject the recommendations of the 2019 Flood Study report; and, does the Council intend to do nothing regarding the existing Japanese Knotweed and other obstructions in the Black Lynn? The Operations Manager, Mr Murphy, advised that colleagues from the Flooding Team were no longer responsible for the Japanese Knotweed and that this would now fall within his responsibilities. A tender had been issued for the training of operatives and Mr Murphy would be meeting with contractors this week to discuss assistance with treatment including stem injection, to start within the next month or so. Regarding the flooding, Mr Murphy advised that he understood the new pumping station controls were now operational and obstacles from the Black Lynn had been removed. Mrs Rennie asked for clarification that in relation to Japanese Knotweed the clearance of would now be either put out to tender or taken on by an operative within the Roads and Infrastructure Service. Mr Murphy confirmed that this was the case. Mrs Rennie followed up with a question concerning the build-up of silt which has contributed for the Japanese Knotweed to take root. With it being an artificial waterway silt build-up would continue and require regular clearance. Is that being looked at? Mr Murphy advised a survey had been carried out on behalf of colleagues in the Design Team to see if dredging the Black Lynn would make a difference to the silt build-up. The outcome of that survey was that it would make no difference and as a result there would be no dredging taking place. He advised that this matter would be picked up in the weekly briefing in order that all Members are kept up to date with what is going on. Question 2 – Phil Hamerton Please could you provide an update on the possible development of short-term let control areas in Argyll & Bute, specifically: 1. when does the Council propose to bring forward its proposals in relation to short- term let control areas; 2. how will any proposals be consulted upon; and 3. when would any proposed control areas be expected to be created? As the relevant Policy Lead, Councillor Green advised that the target had always been Summer of next year for implementation of any potential control areas. The consultation that would proceed that would be the first half of 2026, in line with the statutory timescale, and a decision to commence that was anticipated to come at start of next year, possibly later this year. He confirmed that the consultation would involve all relevant stakeholders such as businesses, wider sector, community councils and the public. Page 4
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Question 3 – Frank Roberts As has been the case for some years now, there has been a complete failure by the Council Wardens to even attempt to enforce parking regulations at Ganavan. To all intents and purposes this appears to be a decision taken consciously, as evidenced by: • Wardens have from time to time been seen attending, usually in the morning, when they take a photograph of the car park and then drive away whilst taking no enforcement action against any of the infringing vehicles that are inevitably present. • In past years in response to enquiries from camper van occupants, wardens have been overheard advising that they may indeed stay overnight because “we never ticket vehicles that stay here”. • During this and the previous two summers, I have never seen a warden carrying out enforcement duties at Ganavan, despite widespread and obvious breach of the regulations. The Council is clearly losing significant revenues both because it is accepted by many visitors that they do not need to purchase a ticket, and so choose not to, and that vehicles parked contrary to the regulations will not attract a penalty notice. Therefore, I would like to ask: 1. Have the wardens been instructed not to attend and enforce the regulations at Ganavan, or is this a decision taken of their own initiative? 2. How many fixed penalty notices have been issued during this summer at Ganavan? 3. Has the Council ever conducted an exercise to estimate the revenues that are being lost because of non-enforcement of its own regulations? The Chair advised that she was deeply uncomfortable with questions seeking to discuss council staff at this committee given they can be identified in small communities because of the jobs they do. She noted that wardens do a mammoth task in a difficult job and that they should be congratulate. As this was an operational question, she passed the question over to Mr Murphy to respond to. The Operations Manager advised there are 8 wardens to cover the whole of Argyll and Bute. He advised that the responsible officer for provision of the number of fixed penalties issued was off on leave but that he would provide a response via the Committee as soon as he had the information. He also agreed with concerns express about failure to enforce at this forum but indicated that as it was raised he would take up this matter with his colleague, Hugh O’Neill. Mr Murphy suggested a meeting with Mr Roberts onsite to discuss what the concerns are. Mr Roberts welcomed the opportunity to meet with someone who could take action. Question 4 – Mr David Hamilton Oban Celtic Shinty Club & McAulay Cup Association In relation to point 5.4 of today’s agenda item 9, it states that “engagement has taken place with members of local sports clubs”, I can confirm that no one has engaged with the Shinty Club or the McAulay Association – why? The Chair advised that although the item would be discussed later in the meeting that she was happy to respond. She advised that she was of the opinion and impression that Page 5
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engagement had taken place and understood Mr Murphy had met with Mr McCuish from the McAulay Association, as well as other sports clubs in the town. Mr Murphy advised that he and colleagues from Estates had attended a very good meeting at with members of the Rugby Club which also involved representatives of other forums. He went on to say that he had also met with Mr McCuish at Mossfield to discuss from the Shinty perspective and with Mr Hamilton and Mr Clark yesterday in Oban. Mr Murphy stated that he believed that he had engaged with all of the people leading the future development of the sports hub. The Chair asked Mr Hamilton if he did meet with Mr Murphy, and if he could advise if the issues he wished to take forward were reflected in the paper before members? Mr Hamilton advised that the first time he had found out about the report was yesterday and if there was engagement with other clubs when was this? The Chair advised that engagement concerning Mossfield had been ongoing for years and thatthere was originally a Stakeholder Group set up, at the request of this Committee, in the previous Council. That group fell by the wayside which is why this issue was brought back to Committee to examine again. Mr Hamilton asked when it had been agreed to ring fence the money for Mossfield and stated that in his opinion the bridge was not in Mossfield. The Chair advised that the money was ring fenced at a previous Area Committee Meeting and advised that the bridge was within the grounds of Mossfield. She asked Mr Hamilton if he had feedback that he would like to provide at this point, that was not reflected in the paper? Mr Hamilton said he would like to see the money spent on secure fencing around Mossfield due to vandalism. The chair confirmed that that proposal was within the report and asked Mr Hamilton if he had figures regarding vandalism instances? Mr Hamilton advised that grounds staff often had to pick up broken glass. The Chair asked Mr Murphy to clarify the position regarding the site of the bridge. Mr Murphy confirmed that the bridge was in fact in the grounds of Mossfield and in past, it had been a major link to Mossfield for certain events. Question 5 – Mr Patrick Steeman, Oban Camanachd Shinty Club Mr Steeman referred to the Agnes Angus Bequest report stating that in his opinion paragraphs 1.1 which set out the bequest was to be used for public utility and for the benefit and advantage of the community of Oban was contradictory with paragraph 1.2, suggesting use for improvement at Mossfield Stadium. He advised that he was also of the opinion that the bridge was not within the confines of Mossfield Stadium. He asked the Committee to clarify that the funds are to be used on Mossfield Stadium? The Chair guaranteed that the money would be used within Mossfield Stadium, however, she could not say how at this point given the decision would be made later in the meeting. She commented that it had already been confirmed about the bridge and that she was confused as to where the lack of clarity on that had come from. Page 6
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Question 6 – Mr Archie Clark, Vice-Secretary of Mossfield Development Group Mr Clark advised that he had met with Mr Murphy yesterday, but not about this paper, as he did not find the paper until last night. He said he considered it had been established that there had been no dialogue with the shinty groups and asked if the employed ground staff at Mossfield, who had 50 years plus experience between them, had been approached for feedback and advice on:- a) Outstanding and long term defects of the facility; and b) Their opinion where best to utilise the £40,000? The Chair advised that she would need to bring Mr Murphy back in as the questions were relating to staffing matters. Mr Murphy advised that the ground staff reporting any defects are listened to and the repairs/replacement would be carried out under the maintenance budget from Property Services. It is a wider issue being looked at than the need to engage with staff, and he reiterated that the staff are listened to, and they do maintain the facility to the best of their ability, commenting that the maintenance levels are extremely high at Mossfield. The Chair asked Mr Murphy for clarity surrounding the figures for vandalism, as given her conversations with Police Scotland locally that they do not believe there is currently an issue at Mossfield with regards to vandalism? Mr Murphy advised that in discussions with Police there has been nothing reported since last summer, and that discussions had also taken place with the Council’s Anti-Social Behaviour Officer for feedback. He advised that yesterday, Mr Clark showed him a video of some broken glass and cans which had been disposed of on the pitch, but we have no records, and checked with our offices, and there are no instances of numerous complaints on any damage or anti-social behaviour at Mossfield. Question 7 - Mr Roddy McCuish Mr McCuish confirmed he did have a short discussion with Mr Murphy and in that discuss had stated that the bridge was a waste of time. He asked if any officer of the Council or any elected member had had a discussion with the Rugby Club about a bridge over to Mossfield? The chair advised that she cannot speak for any officers, but that she did have a discussion with the Rugby Club about a bridge when they were asked what their priorities would be for Mossfield. The Chair invited Mr Murphy to comment on the question. Mr Murphy confirmed that at the same site meeting at Mossfield referred to earlier, there was a discussion as tothe advantages that linking the Rugby Club and Mossfield by bridge could have for sports events or other major events taking place at both venues. Mr Murphy stated that he could not speak for other officers or officials from the Council. The Chair stated that she felt it was important to point out that they were not building a new bridge but reinstating of the original bridge that had been used to access Mossfield but that could no longer be used by vehicles as it had fallen into disrepair. She added that Page 7
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the Council did not have the funding to invest and that the proposal for reinstatement of an asset will improve the longevity of Mossfield, bringing benefit to the wider community of Oban. The Chair further advised that it seemed to her that there is a feeling that the council are undervaluing Mossfield here, which is certainly not the case. Councillor McKenzie stated that she had been fighting Mossfield’s corner since 2016 and was delighted that there is even a small pot of money to invest. Mr McCuish stated that he recently attended a meeting with the Chief Executive and Leader of the Council, during which it was heartening to hear that the Council want to engage more with Communities. Given what has been said from major stakeholders today he asked if the Area Committee would consider a pause in the recommendations, until further in-depth consultations had taken place with the Stakeholders of Mossfield, indicating that if it at that stage it was decided that a bridge is the outcome then that would be accepted? The Chair pointed out that Mr McCuish was well aware of how this Committee works and the governance procedures surrounding it. She advised that there was a paper on the agenda today and that if any elected Member felt the need to amend any of these recommendations, they could do so. Mr McCuish asked for clarity that any Member wishing to put forward an amendment to the recommendations in the report could do so today during consideration of the item? The Chair again confirmed that was the case. Question 8 – Mr David Hamilton Why do we need this bridge, I think the money could be spent better? The Chair advised that in her opinion matters may be clarified during discussion on the item. She advised that Mr Hamilton had made his point but that she did not hear any new questions in relation to the paper on the agenda. 5. CULTURAL HERITAGE AND ARTS ASSEMBLY FOR ARGYLL AND ISLES (CHARTS) The Committee gave consideration to a presentation by the Chair of the Cultural Heritage and Arts Assembly (CHARTS) for Argyll and the Isles. The presentation included information on the strategic aims, key projects and impact of partnership working on both regional and local areas and provided highlights of key projects throughout the Oban, Lorn and the Isles Area. Mr Adams also provided information in relation to funding streams and the benefits of the continued support received from Argyll and Bute Council. Decision The Oban, Lorn and the Isles Area Committee considered and noted the information provided in the presentation. (Reference: Presentation by Chair, Cultural Heritage and Arts Assembly for the Argyll and Isles, dated August 2025, submitted) Page 8
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6. AREA PERFORMANCE REPORT - FQ1 2025/26 The Committee gave consideration to the Area Performance Report for financial quarter 1 of 2025/26 (April – June 2025) which illustrated the agreed performance measures for this period. Decision The Oban, Lorn and the Isles Area Committee noted the performance and supporting commentary as presented. (Reference: Report by Executive Director with responsibility for Customer Support Services, dated 12 August 2025, submitted) 7. ROADS AND INFRASTRUCTURE UPDATE The Committee gave consideration to a report which provided links to the recent activities of Roads and Infrastructure Services. Decision The Oban, Lorn and the Isles Area Committee noted the contents of the report. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services, dated August 2025, submitted) 8. RECYCLING AND RECOVERY PERFORMANCE REPORT Consideration was given to a report providing details on the council’s recycling and landfill diversion performance along with national policy, targets and regulations which are likely to impact on future performance. Decision The Oban, Lorn and the Isles Area Committee noted the details as outlined in the report and the national policy drivers that would likely impact over the coming years. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services, dated August 2025, submitted) 9. DISTRIBUTION OF FUNDS - AGNES ANGUS BEQUEST Consideration was given to a report on the Agnes Angus Bequest and for the accumulated funds to be used for “purposes of public utility and for the benefit and advantage of the community of Oban”. Motion To approve the report recommendations with the addition of a further decision that given that this bridge will be funded by Miss Agnes Angus’s generous bequest and will serve as a lasting piece of infrastructure connecting our community’s sports facilities, it is proposed that officers explore the possibility of naming the bridge after Agnes Angus, with placement of a commemorative plaque at project completion. This would ensure that her Page 9
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contribution to our community is permanently recognised and remembered by all who use these facilities for generations to come This was moved by Councillor McKenzie and seconded by Councillor Luna Martin, and was unanimously agreed by the Committee Decision The Oban, Lorn and the Isles Area Committee agreed: 1. in principle to allocate the funding available from the Miss Agnes Angus Bequest for the purpose of installing an access bridge/culvert linking the adjacent rugby club to Mossfield Stadium; 2. that the service further assess the options available ensuring the cost and deliverability of the proposed access bridge/culvert, prior to construction; and 3. to explore the possibility of naming the bridge after Agnes Angus, with placement of a commemorative plaque at project completion. (Reference, a report by the Executive Director with responsibility for Roads and Infrastructure, dated August 2025, submitted) 10. APPOINTMENT TO OBAN AND LORN COMMUNITY ENTERPRISE - ATLANTIS LEISURE Consideration was given to a report on the current arrangements in place regarding the lease agreement with Oban and Lorn Community Enterprise Board and invites the committee to consider nominating a second representative to serve on the Board, following the resignation of Councillor Martin. Decision The Oban, Lorn and the Isles Area Committee agreed to continue this item to next meeting, to allow discussions with Atlantis Leisure on the timings of their meetings. (Reference: Report by Executive Director with responsibility for Legal and Regulatory Support, dated 7 July 2025, submitted) Councillor McKenzie, having declared a non financial interest in the next agenda item did not partake in any discussion or decision but remained within the meeting. The Committee agreed that Councillor Green would assume the Chair during consideration of the following item. 11. SUPPORTING COMMUNITIES FUND 2025/26 Consideration was given to a report which detailed recommendations for the award of the Council’s Supporting Communities Fund (SCF) for the 2025/26 round of funding that had been made available for distribution by Council to organisations in the Oban, Lorn and the Isles area. Decision Page 10
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The Oban, Lorn and the Isles Area Committee agreed that the 16 applications, marked as ‘Award’ and ‘Partial Award’ within Appendix 1 of the report, are awarded funding from the Supporting Communities Fund Budget totalling £22,500, as follows: (Reference: Report by Chief Executive, dated 28 July 2025, submitted) Councillor McKenzie resumed the Chair, thanking Councillor Green for standing in. 12. SUPPORTING COMMUNITIES FUND - MONITORING OF PROJECTS FUNDED 2023/24 Consideration was given to a report providing information on the impact and spend of funding awarded to community projects from the Council’s Supporting Communities Fund in 2023/24. Decision Ref Applicant Award/No Award Requested Amount Recommended Award 2025/26 1 Ardchatten Centre Award £1,500.00 £1,500.00 2 Oban Connecting Communities Collective/Oban Youth Café Award £1,355.40 £1,355.40 3 Isle of Lismore Art Group Award £1,500.00 £1,500.00 4 Appin Community Development Trust Award £1,300.00 £1,300.00 5 Dalmally Community Development Trust Award £1,500.00 £1,500.00 6 Tiree Makery CIC Award £1,500.00 £1,500.00 7 Avich & Kilchrenan Community Heritables (AKCH) Award £1,150.00 £1,500.00 8 An Iodhlann Award £1,500.00 £1,500.00 9 Dalmally Primary Parent Council Award £1,500.00 £1,500.00 10 Oban Badminton Club Award £1,428.00 £1,500.00 11 Appin Agricultural Show Award £1,500.00 £1,500.00 12 Lismore Historical Society Award £1,500.00 £1,500.00 13 Oban Pride Award £1,500.00 £1,500.00 14 Kilmelford and Kilninver Community Award £1,500.00 £1,500.00 15 Spotlight Musical Theatre Group Award £1,500.00 £1,500.00 16 Oban Bowling Club Partial award £1,500.00 £766.60 17 Police Scotland Youth Volunteers No award £1,500.00 £0.00 18 Lismore Community Trust No award £1,500.00 £0.00 19 Oban Mod No award £1,500.00 £0.00 20 Isle of Seil Coastal Rowing Club No award £1,500.00 £0.00 21 Oban Festive Lights No award £1,500.00 £0.00 22 Oban Camanachd Club No award £1,500.00 £0.00 23 Anamcara Fas Gadh No award £1,500.00 £0.00 24 Oban Youth Shinty No award £1,200.00 £0.00 TOTAL £35,733.40 £22,500.00 Page 11
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The Oban, Lorn and the Isles Area Committee noted the positive contribution of the Supporting Communities Fund detailed in section 4 and within the attached table; and that no funds were to be returned. (Reference: Report by Chief Executive, dated 10 September 2025, submitted) 13. CHARITABLE TRUST AND BEQUEST FUNDS REPORT (a) John of Lorn Bequest Fund The Committee gave consideration to a report providing information on the number of applications that have been received for support from the John of Lorn Bequest. Decision The Oban, Lorn and the Isles Area Committee noted the number of awards made from the John of Lorn Bequest since the last meeting of the Area Committee in June 2025. (Reference: Report by Executive Director with responsibility for Legal and Regulatory Support dated 10 September 2025, submitted) 14. DRAFT OBAN, LORN AND THE ISLES AREA COMMITTEE WORKPLAN The Oban, Lorn and the Isles Area Committee workplan was before members for information. Decision The Oban, Lorn and the Isles Area Committee noted the contents of the workplan. (Reference: Oban, Lorn and the Isles Area Committee workplan, dated 10 September 2025, submitted) Page 12
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MINUTES of MEETING of OBAN LORN & THE ISLES AREA COMMUNITY PLANNING GROUP held in the MUNICIPAL BUILDINGS, ALBANY STREET, OBAN, PA34 4AW AND ON MICROSOFT TEAMS on WEDNESDAY, 12 NOVEMBER 2025 Present: Colin Buchanan, Luing Community Council (Chair) Councillor Kieron Green, Argyll and Bute Council Councillor Amanda Hampsey, Argyll and Bute Council Councillor William Hume, Argyll and Bute Council Gordon Curran, Scottish Fire and Rescue Maureen Evans, Live Argyll Community Learning Robert MacKay, ACHA Liz Jack, Transport Scotland Jim Tolmie, Oban District Access Panel Theresa Augaitis, UHI Argyll (Oban) Charles Steuart Fotheringham, Appin Community Council Duncan Martin, Oban Community Council Petra Pearce, Argyll and Bute Third Sector Interface Andy MacPherson, Argyll and Bute Climate Action Network Judith Hawcroft, North Argyll Carers Joan Best, Crossroads Attending: John McLuckie, Community Planning, Argyll and Bute Council Jennifer Dryden, Argyll and Bute Health and Social Care Partnership Kirsty McLuckie, Community Planning, Argyll and Bute Council Catriona Petit, Alcohol and Drug Forum – Recovery Café Kenny Crawford, Alcohol and Drug Forum – Recovery Café Stuart McLean, Committee Manager, Argyll and Bute Council 1. WELCOME AND APOLOGIES The Chair welcomed everyone to the meeting and general introductions were made. Apologies for absence were intimated on behalf of: Becky Hothersall, Poverty Alliance Fergus Murray, Argyll and Bute Council and Councillor Julie McKenzie, Argyll and Bute Council 2. DECLARATIONS OF INTEREST There were no declarations of interest intimated. 3. MINUTE OF THE OBAN, LORN AND THE ISLES AREA COMMUNITY PLANNING GROUP HELD ON WEDNESDAY, 13 AUGUST 2025 Page 13 Agenda Item 3b
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The minute of the Oban, Lorn and the Isles Area Community Planning Group held on Wednesday, 13 August 2025 was approved as a correct record. 4. COMMUNITY FOCUS (a) Alcohol and Drug Forum - Recovery Cafe The Group gave consideration to a presentation by Kirsty McLuckie, Kenny Crawford and Catriona Petit. The presentation listed the partner organisations involved and the development of the Alcohol and Drug Forum since its inception in 2003. Partners were advised that a Community Development Officer Post will be filled by April 2026 to support the Forum in developing and enhancing services and streamlining access to support services and referral routes. Mrs McLuckie advised that Oban Recovery Community is available on Mondays 2pm – 5pm at Sadie Hall, Stevenson Street where peer to peer support, activities and food can be offered. Decision The Oban, Lorn and the Isles noted the information provided. (Reference: Presentation by Alcohol and Drug Forum Recovery Café) 5. COMMUNITY PLANNING PARTNERSHIP MANAGEMENT COMMITTEE UPDATE The Group gave consideration to a report which outlined matters discussed during the Community Planning Partnership (CPP) Management Committee meeting held on 19 September 2025. The report provided information on the CPP Improvement Plan; Fair Funding Guidance; Climate Change and the Community Wealth Building Charter. The report also provided updates from each of the Area Community which took place in August 2025 and progress within each of the Priority Outcomes. Decision The Oban, Lorn and the Isles Area Community Planning Group noted the contents of the report. (Reference: Report by Partnerships Lead, Argyll and Bute Council, dated 2025, submitted) 6. COMMUNITY PLANNING PARTNERSHIP PRIORITIES (a) Transport Update The Group gave consideration to a presentation which was delivered by the Partnerships Lead of the Community Planning Team. The presentation highlighted information on how the Community Planning Partnership (CPP) would seek to improve transport infrastructure taking into consideration the agreed objectives of the 2024- 2034 Argyll and Bute Page 14
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Outcome Improvement Plan (ABOIP). The presentation also included information on the project mandates to be signed off by the Community Planning Partnership in relation to Transport Infrastructure. Decision The Oban, Lorn and the Isles Area Community Planning Group noted the information provided. (Reference: Presentation from Partnerships Lead - Community Planning, Argyll and Bute Council) (b) Housing Update Consideration was given to a presentation which was delivered by the Partnerships Lead of the Community Planning Team. The presentation outlined information on how the Community Planning Partnership (CPP) would seek to improve housing, taking into consideration the agreed objectives of the 2024-2034 Argyll and Bute Outcome Improvement Plan (ABOIP). The presentation also included information on the discussions held during the CPP Management Committee in September 2025 which focused on Housing; the Construction Skills Development Working Group and communicating financial interventions on homelessness. Decision The Oban, Lorn and the Isles Area Community Planning Group noted the information provided. (Reference: Presentation from Partnerships Lead - Community Planning, Argyll and Bute Council) (c) Community Wellbeing Consideration was given to a presentation delivered by the Partnerships Lead of the Community Planning Team. The presentation outlined how the Community Planning Partnership would seek to improve Community Wellbeing, taking into consideration the agreed objectives of the 2024- 2034 ABOIP. The presentation noted that Community Wellbeing was the third highest priority across the whole area. The presentation also provided information on the agreed actions to be developed and next steps. Mr McLuckie highlighted a series of questions which would be circulated to Partners by email following the meeting. He advised that as part of the ongoing conversation, the Community Planning Team would welcome any additional comments in response to the questions. Decision Page 15
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The Oban, Lorn and the Isles Area Community Planning Group noted the information provided. (Reference: Presentation from Partnerships Lead - Community Planning, Argyll and Bute Council) 7. ARGYLL AND BUTE HEALTH AND SOCIAL CARE PARTNERSHIP PUBLIC HEALTH TEAM (a) Working with Communities Consideration was given to a presentation by the Senior Health Officer. The presentation offered an overview of the Working with Communities initiative and a number of the projects associated with it such as Planet Youth, Public Living Rooms and Living Well Self-Management Strategy. Miss Dryden also spoke of the importance of communities working together and the activities being taken forward to develop and enhance skills for leadership across Argyll and Bute. Decision The Oban, Lorn and the Isles Area Community Planning Group noted the information provided. (Reference: Presentation by Health Improvement Senior, Argyll and Bute Health and Social Care Partnership, dated 12 November 2025) (b) Partner Update - Public Health Consideration was given to a public health update from Argyll and Bute Health and Social Care Partnership’s Public Health Team on the ongoing wellbeing and prevention activities overseen and delivered by them in Argyll and Bute. The update provided information on the Stoptober campaign to encourage people to quit smoking; a Gypsy/Traveller community health event held in Ardrishaig in October; the Joint Strategic Plan for 2026 – 2031; the ‘You Are Not Alone’ drama performances for S2 pupils which took place in September across eight secondary schools in Argyll and Bute and the Planet Youth framework. The update also provided information on the accessible and easy read version of the NHS Highland Equality Outcomes (2025–2029); the first Speakeasy 'taster' webinars which were held in September; the Public Health Scotland (PHS) report on emergency hospital admissions and deaths as a result of unintentional injury and the Argyll and Bute Alcohol and Drug Partnership. Decision The Oban, Lorn and the Isles Area Community Planning Group noted the Page 16
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information provided. (Reference: Report by Health Improvement Senior, Argyll and Bute Health and Social Care Partnership, dated November 2025, submitted) 8. PARTNERS UPDATE (a) Scottish Fire and Rescue Update The Group gave consideration to a report highlighting the Scottish Fire and Rescue Service’s (SFRS) FQ2 review of local performance across Oban, Lorn and the Isles for the period 2025-26. The report gave a breakdown of fires and special services incidents which occurred in the Area within that period and provided information on the Fire Skills course ran in Oban; station open days; road and water safety campaigns and the work of the Community Action Team. Decision The Oban, Lorn and the Isles Area Community Planning Group noted the information provided. (Reference: Report by Scottish Fire and Rescue Service, dated 12 November 2025, submitted) (b) Argyll and Bute Third Sector Interface (TSI) Update The Group gave consideration to an update from Argyll and Bute Third Sector Interface (TSI). The update provided information on the Communities Mental Health and Wellbeing Fund year 5 and 6; the Strategy review 2026-2031; Human Resources advice and building sustainable back-office services and the work of the TSI Scotland Network. Decision The Oban, Lorn and the Isles Area Community Planning Group noted the information provided. (Reference: Report by Argyll and Bute Third Sector Interface, dated November 2025, submitted) (c) UHI Argyll (Oban) Update The Group gave consideration to an update from UHI Argyll (Oban) which highlighted the progress of the 2025/26 academic year; the graduation of 65 students in September; Modern Apprenticeship Programme; School Community Engagement and the new Short Courses that are available. Decision Page 17
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The Oban, Lorn and the Isles Area Community Planning Group noted the information provided. (Reference: Update by UHI Argyll (Oban), dated 12 November 2025, submitted) (d) Oban, Lorn and the Isles Health & Wellbeing Network Update The Group gave consideration to an update from the Oban, Lorn and the Isles Health and Wellbeing Network which provided information on a recent Network Meeting in September; funding received from the Supporting Communities Funding which will enable the Network to provide Health and Wellbeing events in 2026 and the link for network members to continue to share and receive information. Decision The Oban, Lorn and the Isles Area Community Planning Group noted the information provided. (Reference: Update by Health and Wellbeing Network, dated 12 November 2025, submitted) (e) Live Argyll - Community Learning Update The Group gave consideration to a report from Live Argyll Community Learning Service which provided an update on Adult Learning in Oban Area. The report also provided information on the Employability Hub; IT drop in; National Databank; SQA accredited qualifications available; Money Management; Adult literacy and numeracy support; Monthly creative writing challenges open to Over 18s and a Music Group in partnership with Hope Kitchen providing guitar lessons at Undercroft Church Centre, Glencruitten Road. Decision The Oban, Lorn and the Isles Area Community Planning Group noted the information provided. (Reference: Report by Live Argyll Community Learning Services, dated 12 November 2025, submitted) (f) Opportunity for Verbal Updates Joan Best – Crossroads Joan advised that Crossroads remains busy due to a lack of unpaid carers in the community and that securing funding remains a big challenge. Crossroads will be holding fundraising events during the winter festival including a bingo night; gypsy traveller basket weaving and a silent Page 18
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auction for a Robert MacIntyre signed shirt. Joan further advised that the Dementia Craft Group will be making and supplying decorations for the Christmas Tree display at St Conan’s Kirk. Jim Tolmie – Oban and District Access Group Jim advised that the Accessible Travel consultation had received a good response and that the deadline has been extended to 17th November. Mr Tolmie further advised that individuals can now respond via telephone as well as the formal, electronic response. Catriona Petit – Re_Store Oban Development Trust Catriona advised that Oban Re_Store had recently attended the Social Enterprise Scotland Awards and won the One to Watch award and will now be considered for the associated British Award. Catriona also advised that Oban Development Trust were also successful in obtaining funding from the Scottish Land Fund and that the property in George Street, Oban is now a community asset. Committee Manager Update The Committee Manager highlighted that the Governance Arrangements of the Group would be considered at the next meeting, including the membership, advising that this is drawn from public sector, third sector, private sector, community organisations and partnerships operating within the Oban, Lorn and the Isles area. Mr McLean encouraged partners to refer any individuals or groups who may be interested to contact him regarding their inclusion within the membership. 9. CLIMATE CHANGE (a) Climate Change Update Consideration was given to a report and presentation which provided an update on the overall progress of the climate change strategy; progress with developing a legacy proposal, shaped by the Scottish Government’s aspirations; funding support for Argyll as Climate Ready Region and initial findings from the review of existing community resilience and emergency plans through engagement with community councils. Decision The Oban, Lorn and the Isles Area Community Planning Group:- 1. Noted the overall progress since the August update, with some work on community resilience and legacy/ongoing partnership proposals brought forward and pushing back some work on the Action Plan, and a timeline to July 2026; Page 19
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2. Noted the significance of the Scottish Government’s aspirations and support for developing an Argyll and Bute Climate Ready Region; and 3. Noted the initial findings from review and engagement to date on community resilience/emergency plans, and agreed to feedback opportunities for sharing learning and best practice to the Climate Change Project Manager (andy@act-now.org.uk). (Reference: Report by Climate Change Project Manager, Argyll & the Isles Coast and Countryside Trust, dated 22 October 2025, submitted) (b) Climate Change Resilience Group Update (Short Life Working Group) Colin Buchanan advised it remains a challenge to get Community Councils to engage with the Climate Change Resilience Short Life Working Group. Discussion took place around the differing resilience needs of urban areas and smaller communities and what preparation is required. Colin confirmed that he will approach and invite all local Community Councils to a meeting to be held in December and will continue to work alongside Andy MacPherson ACT, the Council’s Resilience Officer and Community Development Officer. Decision The Oban, Lorn and the Isles Area Community Planning Group noted the information provided. (Verbal update by Chair of Oban, Lorn and the Isles Area Community Planning Group, dated 12 November 2025) (c) Opportunity for verbal updates on Community Based Initiatives There were no verbal updates provided under this item. 10. DATE OF NEXT MEETING The Group noted that the next meeting of the Oban, Lorn and the Isles Area Community Planning Group would take place on Wednesday, 11 February 2026 on a hybrid basis Page 20
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MINUTES of MEETING of OBAN COMMON GOOD FUND held in the BY MS TEAMS on MONDAY, 11 AUGUST 2025 Present: Councillor Kieron Green Also present: Marri Malloy, Observer Rev. Margi Campbell, Observer Attending: Melissa Stewart, Democratic Services Manager The Democratic Services Manager advised that apologies had been received from Councillor McKenzie prior to the meeting and a further apology had been received from Councillor Hampsey just before the start of the meeting, leaving the meeting inquorate. It was therefore, agreed to adjourn and reconvened at a date to be confirmed. The meeting reconvened on 3 September 2025 at 3pm. Present: Councillor Julie McKenzie (Chair) Councillor Kieron Green Councillor Amanda Hamsey Councillor Andrew Kain Attending: Melissa Stewart, Democratic Services Manager 1. WELCOME AND APOLOGIES The chair welcomed everyone to the meeting. Apologies were submitted by Rev Margi Campbell, Observer. The chair advised that a late application had been received from Oban Winter Festival, which would require to be determined before the next meeting in December, also due to a declaration of interest in two of the applications, could the agenda be taken out of sequence. Decision The Trustees agreed to accepting the late application and taking the agenda out of sequence. 2. DECLARATIONS OF INTEREST Councillor Julie MacKenzie declared a non-financial interest in items 6a and 6i of the agenda (Argyll and Bute Rape Crisis and Oban Lorne Rugby Club). She left the meeting during the discussion and decision making on those applications. Page 21 Agenda Item 3c
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3. MINUTES (a) Minutes from Oban Common Good Fund Meeting 29 May 2025 The minutes of the Oban Common Good Fund meeting held on 29 May 2025, were approved as a correct record. The Trustees resolved in terms of Section 50(A)(4) of the Local Government (Scotland) Act 1973 to exclude the press and public for the following items of business on the grounds that it was likely to involve the disclosure of exempt information as defined in Paragraph 6 respectively of Part 1 of Schedule 7A to the Local Government (Scotland) Act 1973. E1 4. INCOME AND EXPENDITURE A financial statement detailing the current position of investment transactions for the period up to 30 June 2025 was considered. Decision The Trustees noted the income and expenditure report. (Ref: Report by Simmers & Co for period ending 30 June 2025, submitted) Having declared an interest in the following items, Councillor McKenzie left the meeting. The Trustees appointed Councillor Green to take the chair in her absence. E1 5. CONSIDERATION OF NEW APPLICATIONS (a) Argyll and Bute Rape Crisis The Trustees considered the application received from Argyll and Bute Rape Crisis (Oban) for the purchase of laptops and IT equipment. Decision The Trustees unanimously agreed to award up to £1855.98, subject to confirmation from the applicants about the fixed location of the equipment and number of devices to be purchased. with the final sum to be released delegated to the Democratic Services Manager, in consultation with acting Chair, Councillor Green, pending confirmation from the applicants on the number of , upon clarification of the having sought information on the volume of provided information on why the equipment was necessary for the service and that it would be kept for use in Oban only. (Reference: Application by Argyll and Bute Rape Crisis (Oban), submitted) (b) Oban Rugby Club The Trustees considered the application received from Oban Lorne Rugby Page 22
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Club towards the purchase of new flood lights and a hook up point. Decision It was unanimously agreed to award the full amount of £10,000. (Reference: Application by Oban Lorne Rugby Club, submitted) Councillor McKenzie returned to the meeting and resumed the Chair. (c) Atlantis Leisure The Trustees considered the application received from Atlantis Leisure to support delivery of a health and wellbeing service in partnership with Lorn and Oban Healthy Options and training to support this. Decision After careful consideration the Trustees unanimously agreed to refuse the application as it was not consistent with the fund criteria. (Reference: Application by Atlantis Leisure, submitted) (d) Bid4Oban The Trustees considered an application received from Bid4Oban to support costs associated the Clipper Event in 2026. Decision It was agreed to continue the application to the next meeting, to allow the applicants to provide more information in support of their application. (Reference: Application submitted by Bid4Oban) (e) Kirsty Miller The Trustees considered the application received from Kirsty Miller for funds towards college tuition fees. Decision It was unanimously agreed to refuse the application as the Trustees agreed it was not consistent with the fund criteria. (Reference: Application by Kirsty Millar, submitted) (f) Lorn and Oban Healthy Options The Trustees considered the application received from Lorn and Oban Healthy Options for purchase of replacement IT equipment. Decision Page 23
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The Trustees agreed to award £2981 for one-off purchase of replacement equipment. (Reference: Application from Lorn and Oban Healthy Options, submitted) (g) Oban and District Development Trust The Trustees considered an application received from the Oban and District Development Trust for funding towards the Community Buyout of the Re-Store premises. Decision The Trustees agreed that the application was premature in terms of their criteria and agreed to invite the applicants to re-submit an application at the appropriate time. (Reference: Application by Oban and District Development Trust, submitted) (h) Oban Communities Trust - Community Garden The Trustees considered an application received from Oban Community Trust – Community Garden for funding towards garden equipment, plants and seeds. Decision The Trustees unanimously agreed to make an award of up to £2250, subject to the provision of their constitution and accounts, and a more detailed breakdown of the items required. They also agreed to delegate determination of the final award, to the Democratic Services Manager, in consultation with the Chair. (Reference: Application from Oban Community Trust – Community Garden, submitted) (i) Oban Life Savers The Trustees considered an application from Oban Life Savers for funding towards training and equipment. Decision The Trustees unanimously agreed to make an award of up to £2000, subject to clarification of the final detailed cost breakdown. They also agreed to delegate determination of the final award to the Democratic Services Manager, in consultation with the Chair. (Reference: Application from Oban Life Savers, submitted) Page 24
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(j) Police Scotland Youth Volunteers The Trustees considered an application received from Police Scotland Youth Volunteers (Oban) for funding towards a trip. Decision The Trustees agreed to a donation of £500 in respect of the application. (Reference: Application from Police Scotland Youth Volunteers (Oban), submitted) (k) Oban Winter Festival The Trustees considered the application received from Oban Winter Festival for funding towards the buying of Fishing Creels for a Christmas Tree to be displayed in Oban Town Centre. Decision The Trustees unanimously agreed to award the full amount of £3,500. (Reference: Application from Oban Winter Festival, submitted) E1 6. END OF PROJECT MONITORING (a) Traditional Music & Song Association - International Oban Sea Shanty Festival The Trustees were invited to consider the End of Project Monitoring Form from the Traditional Music and Song Association – International Sea Shanty Festival. Decision The Trustees noted the end of project report. (Ref: End of Project Monitoring Form, submitted) (b) Bid4Oban The Trustees were invited to consider the End of Project Monitoring from Bid4Oban. Decision The Trustees noted the end of project report. (Ref: End of Project Monitoring Form, submitted) (c) Oban Winter Festival The Trustees were invited to consider the End of Project Monitoring Form Page 25
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from the Oban Winter Festival. Decision The Trustees noted the end of project report. (Ref: End of Project Monitoring Form, submitted) E1 7. UPDATE ON INDEPENDENT OBSERVERS The Democratic Services Manager had taken forward seeking nominations for an observer, following the resignation of Rev Fr. James MacNeill. The Rev. Alex MacCallum, Church of Scotland Minister for Kilmore, Oban & Tiree indicated his interest in the vacancy and would be willing, subject to the Trustees agreement, to be appointed to the vacant position. Decision The Trustees agreed to the appointment of Rev. Alex MacCallum. (Reference: A report from the Democratic Services Manager, submitted) E1 8. PA EQUIPMENT UPDATE The Democratic Services Manager provided an update on the PA Equipment owned by the Oban Common Good Fund. Two of the four speakers are not functioning properly, therefore, Trustees are invited to consider making a permanent delegation to the Executive Director with Responsibility for Legal and Regulatory Support, in consultation with the Chair of the Oban Common Good Fund, authority to commit any necessary expenditure to facilitate repairs or maintenance of the equipment. Decision The Trustees agreed to delegate authority to the Executive Director with responsibility for Legal and Regulatory Services, in consultation with the Chair of the Oban Common Good Fund, to commit any expenditure necessary to repair or maintain the Fund’s PA Equipment in working order for use by the community of Oban. (Reference: A report by Democratic Services Manager, submitted) 9. DATE OF NEXT MEETING It was agreed that the next meeting of the Oban Common Good Fund would take place on Monday, 15 December 2025. Page 26
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MINUTES of the SPECIAL MEETING of OBAN COMMON GOOD FUND held in the BY MICROSOFT TEAMS on FRIDAY, 10 OCTOBER 2025 Present: Councillor Julie McKenzie (Chair) Councillor Kieron Green Councillor Amanda Hampsey Attending: Stuart McLean, Committee Manager Marri Malloy, Observer 1. APOLOGIES Apologies were received from Rev Margi Campbell and Rev Alex MacCallum. 2. DECLARATION OF INTEREST There were no declarations of interest intimated. The Trustees resolved in terms of Section 50(A)(4) of the Local Government (Scotland) Act 1973 to exclude the press and public for the following items of business on the grounds that it was likely to involve the disclosure of exempt information as defined in Paragraphs 6 respectively of Part 1 of Schedule 7A to the Local Government (Scotland) Act 1973. E1 3. NEW APPLICATIONS (a) Lomond and Argyll Advocacy Service The Trustees considered the application submitted by Lomond and Argyll Advocacy Service to support the hire of office space in Oban Town Centre. Decision After careful consideration the Trustees agreed to reject the application as it fell out with the application criteria. (Reference: Application by Lomond and Argyll Advocacy Service, submitted) (b) Oban and District Development Trust The Trustees considered the application submitted by Oban and District Development Trust in respect of the purchase and essential repairs to the Re_Store shop, 113George Street, Oban. Decision Page 27 Agenda Item 3d
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It was unanimously agreed to award the full amount of £5,600. (Reference: Application by Oban and District Development Trust, submitted) Page 28
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1 ACHA · Providing Quality, Affordable, Sustainable Homes Update to Argyll and Bute Council Oban, Lorn and the Isles Area Committee Michelle Mundie Chief Executive 10th December 2025 Page 29 Agenda Item 5
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2 ACHA · Providing Quality, Affordable, Sustainable Homes Investment Programme The Association has a £1.5 million investment programme being delivered through the Association’s subsidiary Argyll Homes for All. The programme includes the delivery of:- • kitchens and bathrooms, • heating replacement and rewire • void decoration and • £900k allocated for: o Common close lighting upgrades o Emergency lighting upgrades o Leading to a follow-on common close decoration programme. Page 30
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3 ACHA · Providing Quality, Affordable, Sustainable Homes Investment Programme 2025/26 Area Programme Highlights • Kitchen/Bathroom replacements across Cowal, Bute, Lomond, Oban, Mid Argyll, Kintyre, and Helensburgh. • Heating & Rewire works planned in multiple towns with prioritisation for poorest EPC ratings and replacing aged boiler replacements • Window & Door replacements concentrated in older stock. Page 31
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4 ACHA · Providing Quality, Affordable, Sustainable Homes Adaptations Argyll Community Housing Association (ACHA) has been awarded a Scottish Government Grant of £750,000. The funding is used to install essential aids and adaptations for our most vulnerable customers across Argyll and Bute. In Oban, Lorn and the Isles we have completed 25 adaptations so far this year to assist our customers to continue living in their home safely. We have a further 11 adaptions to be completed. Page 32
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5 ACHA · Providing Quality, Affordable, Sustainable Homes ECO4 Energy Efficiency Programme We have been successful in securing funding of up to £13million to continue to improve the energy efficiency of our properties. Properties with EPC ratings of E, D and Low C have been identified and each property will undergo independent assessment to determine eligibility and specify energy efficiency improvements. In the Oban, Lorn and Isles area we have installed • 135 Solar photovoltaic panels • 13 Air source heat pump heating systems • Loft insulation to 3 properties Page 33
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6 ACHA · Providing Quality, Affordable, Sustainable Homes Dunallan House, Connel Extensive alterations and refurbishment of Dunallan House in Connel currently being carried out. Following completion of the work the property will be leased to the Health & Social Care Partnership for visiting staff. The work is expected to complete in December 2025. Page 34
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7 ACHA · Providing Quality, Affordable, Sustainable Homes Welfare Rights ACHA’s Welfare Rights Team have helped secure unclaimed benefits and grants for our tenants. Below are the results for the period 1st April 2025-30th September 2025; Area Total Income Number of Clients Lomond £ 634,050.45 168 Oban Lorn & the Isles £ 645,321.04 215 Mid Argyll & Kintyre £ 511,100.63 167 Cowal & Bute £ 657,962.13 243 Totals £,2,448,434.25 793 Page 35
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8 ACHA · Providing Quality, Affordable, Sustainable Homes Other Updates • ACHA’s Welfare Rights Officers have also secured awards totalling £68,355 for 472 tenants, through the Housing Association Charitable Trust (HACT) Fuel Fund; 199 tenants from Oban, Lorn and the Isles received assistance through this fund. • 35 referrals were made for assistance to other agencies such as ALI Energy and the Flexible Food Fund. Page 36
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9 ACHA · Providing Quality, Affordable, Sustainable Homes Other Updates • Gypsy Traveller sites; Jenni Minto and Kaukab Stewart, Minister for Equalities visited ACHA’s sites at Bayview, and Duncholgan, Lochgilphead in July 2025. Major improvements are planned for both locations and a design team has been appointed to develop plans. • ACHA’s tenant scrutiny group, Your Voice, is currently examining Repairs and Maintenance, with a focus on damp and mould. Page 37
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Disabled group which received an award of £482.00 10 ACHA · Providing Quality, Affordable, Sustainable Homes Other Updates • ACHA’s 10 10 10 initiative; 11 schools in Argyll and Bute received an award of up to £1,000 in June 2025. Rockfield Primary in Oban was one of the successful schools and received £1,000 to assist with the costs of their residential outdoor learning week. • ACHA’s Community Action Fund; we continue to welcome applications for funding of up to £500 from the Community Action Fund. 7 registered charities have received an award of up to £500 already in 2025/26, including the Oban and Lorn Riding for the Page 38
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ACHA · Providing Quality, Affordable, Sustainable Homes Scottish Housing Day 2025 • ACHA celebrated Scottish Housing Day in September with events across all areas. This year’s theme was “Everybody Needs Good Neighbours” • Locally, a coffee morning was held in Dunmar Court, Oban for our tenants with information stands from Scottish Fire and Rescue, ALI Energy, Carers Centre, Oban, Dove Centre and Hope Kitchen. • An overgrown hedge was also cut back by volunteers to tidy up the area 11 around Dunmar Court. Page 39
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ACHA · Providing Quality, Affordable, Sustainable Homes Scottish Housing Day 2025 May MacDonald and Jennie Niven at the Scottish Housing Day coffee morning in Dunmar Court, 12 Oban Page 40
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ARGYLL AND BUTE COUNCIL OBAN, LORN AND THE ISLES AREA COMMITTEE ROADS AND INFRASTRUCTURE 10 DECEMBER 2025 OBAN FLOODING UPDATE 1.0 EXECUTIVE SUMMARY 1.1 This report provides an update on the works that have been planned and undertaken by Argyll and Bute Council as part of the 2022-20287 Cycle 2 Plans. Funding remains the primary barrier to the implementation of the identified schemes to in Oban. 1.2 Argyll and Bute Council has identified a number of short, medium and long term actions to help mitigate flooding issues in Oban that are identified and discussed within this report. Coastal, fluvial and pluvial issues are present, and the identified measures that have been identified are means to alleviate surface water issues. Whilst tidal levels can be predicted in advance, when spring tides, or high astronomical tides, are combined with storm surges then the risk of coastal flooding is heightened. The tide level also has an effect on the fluvial flooding. The effect of surface water issues in Oban affects a number of local businesses directly, as well as the local economy overall. Whilst Argyll and Bute Council has identified and is working to implement the schemes identified as part of this report, it must be acknowledged that available budget and resources play a major role in our ability to undertake these works. Page 41 Agenda Item 6b
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ARGYLL AND BUTE COUNCIL OBAN, LORN AND THE ISLES AREA COMMITTEE ROADS AND INFRASTRUCTURE 10 DECEMBER 2025 OBAN FLOODING UPDATE INTRODUCTION 2.1 Historically there have been numerous flooding events within Oban. The sources of the flooding consist of water from coastal, fluvial (water course), surface water and combined sewer overflows. In some cases, the combined effects of these flooding sources has increased severity of the flood hazard in Oban. One localised flood hotspot affected by combined source flooding is centred on the Council’s Lochavullin Road Car Park bounded by Soroba Road, Tesco and Lochavullin Road. 2.2 Preventing future flooding will require significant works, currently unfunded. Through this report it is proposed that all funding opportunities are explored including lobbying Scottish Government to seek to secure funding to implement flood prevention works as well as exploring any additional external funding opportunities. 2.3 A number of short, medium and long term actions and works identified to help to mitigate flooding are detailed in this report. RECOMMENDATIONS 3.1 It is recommended that the Environment, Development and Infrastructure Committee: i. Consider and note this report. ii. Endorse the proposals by officers to lobby for funding and to explore external funding opportunities, and iii. to agree that quarterly progress updates be provided to future meetings of the Oban, Lorn and the Isles Area Committee. Page 42
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4.0 DETAIL 4.1 SEPA’s Flood maps (Appendices 1,2 and 3) show areas susceptible to Coastal, Fluvial (watercourse) and Surface Water flooding in Oban. In December 2024 SEPA substantially increased the area of Oban that they believe to be susceptible to pluvial (surface water) flooding. Full map coverage is available at Flood Maps | SEPA - Flood Maps | SEPA 4.2 Coastal flooding is influenced by high astronomical tides and tidal surges caused by low atmospheric pressure and storm events. In certain conditions, when high spring tides are worsened by tidal surge, sea water will flood into the tidal reach of the Black Lynn burn. The combination of tidal effects and high flows in the Black Lynn burn cause flooding in adjacent areas. Subject to the necessary permissions it is proposed that some clearance work is carried out. Whilst these works will provide some additional water storage capacity, they are not expected to mitigate against any significant weather event. 4.3 The appropriate flood events, including climate change factors, have been modelled to establish whether clearance or repair works would substantially reduce the risk of flooding at Lochavullin, Black Lynn Burn and associated tributaries. No further clearance or repair works have been identified which would significantly reduce the risk of flooding. The works considered include dredging the river downstream of Lynn Road culvert and upstream of Soroba Road Bridge. This could change should a Flood Protection Scheme be progressed which would address the flood risk across the water network. 4.3 In addition to this the Scottish Water combined sewers (drains that contain both storm water and foul sewerage) can also surcharge adding raw sewage to the combined source flood waters. The Lochavullin car park has a pumping system which copes with low levels of water, however, above a certain level there is nowhere to pump water to and the pumps become ineffective. 4.4 The consequences of these flooding events can often result in roads having to be closed for safety resulting in significant diversions and significant flood damage to adjacent businesses. 4.5 Climate change is very likely to increase the severity and frequency of flood events. Current guidance (SEPA Climate change allowances for flood risk assessment in land use planning) points to the following changes: • By 2100 Peak River Flows in Argyll increase by 59% of the 2017 values • By 2080 Peak Rainfall Intensities increase by 46% of the 2017 values • By 2100 cumulative rise in sea level above 2017 levels will be 0.86m Page 43
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4.6 In Cycle 1 of the Highland and Argyll Local Flood Risk Management Plan 2016- 22, Oban was identified as a Potentially Vulnerable Area (PVA) for flooding and an Action was placed on the Council to carry out a Flood Study and Surface Water Management Plan. 4.7 A detailed Flood Study and Surface Water Management Plan (SWMP) was completed in 2019. The Oban Flood Study and SWMP identified a number of mitigation and adaptation measures. These measures will require significant infrastructure and are likely to require attenuation (creating storage capacity for water either via a reservoir(s) or in underground tanks) for storm water as well as creating sea defences to prevent flooding from tidal surge. At present detailed design has not been progressed. However it is reasonable to assume that works to deal with the flooding issues would run to several millions of pounds. In the recent past, the Council has been successful in securing funding for flood studies and physical works such as those underway in Campbeltown. These studies and physical works have been 80% funded by Scottish Government and 20% by the Council. At the time of writing, the next round of flood funds has not been released, and it is currently unknown as to what, if any, funding will be available and over what period of time. 4.8 On 7-9 October 2023, the flooding in Oban was significant. Connectivity including access to hospitals and healthcare, residential property, light industry, commercial and retail premises were all affected. Access to shops and food stores was cut off and general disruption including flooding of the underground fuel tanks at Tesco superstore resulted in no fuel being available from this site for a number of weeks. In addition, there were a number of commercial properties, some Council owned, that were affected on the Lochavullin site. Future/Completed Actions 4.9 Short term actions during a flood event:- The Council will continue to respond as required in assisting emergency services and others where possible to do so. In addition to ensuring the pumping system for Lochavullin car park is functioning, the Council’s input during a flood event is likely to include providing the necessary signage, posting service disruption notices via the website and working closely with partners through the Local Resilience Partnership and responding and assisting where possible. Page 44
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4.10 An Oban Local Flood Resilience Group has been established by volunteers with an initial meeting held with Council officers. The Group is a community- led initiative aimed at reducing the impact of flooding in Oban. The group is working to increase community awareness and education of the impacts of flooding and the preventative measures that can be taken by residents and businesses. The activities of the Group include • collecting information on properties at risk and gather first-hand accounts of flooding experiences • Work with the Scottish Flood Forum to establish and train local volunteers for emergency response and recovery support • promoting self-help and resilience within the community, including setting up local flood action plans. • The council will work closely with the group and other partners to lobby for funding and consult on our flood prevention plans. 4.10 Medium term actions completed in 2024/25 include:- • Watercourse inspection of Black Lynn Burn and its tributaries; • Clearance of obstructions (trees, trolleys etc) noted during inspection; • Hydrologic modelling carried out for the Black Lynn Burn which has determined the inefficacy of dredging or removing vegetation, to reduce overtopping of the Black Lynn Burn north of Soroba Road Bridge; • Repair/upgrade the existing pumping system at Lochavullin car park: o Existing control unit replaced as required and raised on a plinth to reduce risk of future water damage; o Existing pumps repaired as required; • Survey for invasive non-native species from Soroba Lane bridge to Jackson’s Quarry culvert to establish extents and cost associated with treatment. Following the results of hydrologic modelling the treatment will not be taken forward by the Flood Risk Management team as it does not decrease the risk of flooding. However, invasive non-native species will be addressed by other Council services through the Nature Restoration Fund. 4.11 Medium term actions include:- • Secure quotes for proposed works to identify if funding can be identified within available budgets or otherwise secured; • Further collaboration with Scottish Water regarding sewer flooding and identify options to share resources and reduce this source of flooding; • Make representations to Scottish Government seeking to make available funding to accelerate flood prevention works at Oban; • Explore all opportunities for securing any available funding to accelerate flood prevention works at Oban. 4.12 Long term actions - Long term works will be significant and likely to run into tens of millions of pounds. Potential works would include providing attenuation/water storage and general climate change adaptation measures aimed at mitigating Page 45
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or minimising disruption from severe weather events. Currently SEPA prioritise residential property above businesses in terms of assessment and allocation of funding. The Council will lobby to seek to secure funding to accelerate flood prevention works at Oban. It should be noted that no funding has been identified for major works. 4.13 The impact of revised PVAs on future LFRMP Actions is uncertain at present. Updates will be brought forward to Members as information becomes available further. It should be noted that PVAs highlight the potential risk of flooding. This will enable any development to take flooding into consideration and ‘build in’ flood mitigation by raising levels, adding in flood defence etc. PVAs also help in seeking external funding to mitigate against flooding. Impact on Local Businesses and Council Tenants 4.14 Some of the properties in Oban which have been affected by the recent flooding are owned by the Council and are leased to commercial tenants. These properties are located within the Lochavullin area where the Council leases premises in Mill Lane, Millpark Road and Crannog Lane. Some of the properties have been affected by flooding before, but the tenants have reported that the recent flooding events have been worse than previously experienced. 4.15 A number of tenants have contacted the Council to seek compensation or rent reductions to reflect the impact of the flooding on their businesses. However, there are also businesses in the same area who either own or privately lease their premises, and it would not be fair if compensation or rent reductions were only offered to Council tenants. Accordingly, it is considered that only a centralized support scheme made available through the Scottish Government would offer an equitable response to the impact of the recent flooding events. 4.16 As part of the wider flood prevention works being investigated and undertaken by the Council, additional survey work on the drainage systems around the Lochavullin area has been instructed by the Estates Section. This is to assess if there are any short-term measures which could be taken to make improvements to address specific issues some tenants are having. The drainage systems have been altered over the years by a number of tenants and understanding how this impacts on the wider network will assist to determine if any short-term measures will improve matters. There may also be a role in this exercise for Scottish Water depending on the outcome of the surveys. It should be noted that these works will not address the larger scale flooding events which require a larger flood prevention scheme as outlined elsewhere within the report. Other Affected Locations 4.17 There are a number of sites already included within a list of potential flood prevention schemes that may receive funding from future Scottish Government allocations. There are also additional sites that have been prone Page 46
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to recent flooding that are not included in Scottish Government’s list of schemes. These include Ledaig car park at Tobermory and Kilmichael Glen. Both of these locations have been subject to recent flooding. 5.0 CONCLUSION 5.1 This report provides the OLI Area Committee with an update on flooding in Oban with completed actions to date along with potential medium and long term adaptation options. The report also proposes to seek external funding with the intention of bringing flood prevention works forward whilst also recognising that the works required to mitigate flooding in Oban will be significant. 6.0 IMPLICATIONS 6.1 Policy – In line with existing Council policies and in line with the Flood Risk Management (Scotland) Act 2009. 6.2 Financial – No funding identified for long term solution, this report proposes that lobbying is taken forward with a view to securing funding. 6.3 Legal – The Council has four key responsibilities under the Flood Risk Management (Scotland) Act 2009: • Prepare maps of bodies of water etc • Assess bodies of water • Prepare local flood risk management plans and carry out the Actions identified in the LFRMP • Carry out clearance and repair works. 6.4 HR – None known. 6.5 Customer Service – None known. 6.6 Risk – None known. 6.7 Climate Change - Due regard will be given to climate change with a view to minimising any climate change impact and these will be considered as and when they arise. 6.8 Fairer Scotland Duty – None known. 6.9 Equalities – protected characteristics – An EqSEIA will be required as and when long term solutions can be progressed. 6.10 Consumer Duty – None know. 6.11 Islands – None known. 6.12 Children’s Rights and Wellbeing – None known. Page 47
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Executive Director with responsibility for Roads and Infrastructure Services: Kirsty Flanagan Policy Lead for Roads, Transport and Amenity Services: Councillor John Armour Page 48
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For further information contact: Andy Summers, Head of Roads and Infrastructure Service Andy.Summers@argyll-bute.gov.uk Elsa Simoes, Infrastructure Design Manager elsa.simoes@argyll-bute.gov.uk APPENDICES Appendix 1 - Plan shows the SEPA River flood hazard. Appendix 2 - Plan shows the SEPA Coastal flood hazard Appendix 3 - Plan shows the SEPA Surface Water flood hazard Appendix 4 – Oban PVA Actions Page 49
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Appendix 1 - Plan shows the SEPA river flood map - Search Location - Tesco PA34 4HP 0.1% = 1 in 1000 year chance of flooding 0.5% = 1 in 200 year chance of flooding 10% = 1 in 10 year chance of flooding Page 50
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Appendix 2 - Plan shows the SEPA coastal flood map Search Location – Tesco PA34 4HP 0.1% = 1 in 1000 year chance of flooding 0.5% = 1 in 200 year chance of flooding 10% = 1 in 10 year chance of flooding Page 51
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Appendix 3 - Plan shows the SEPA coastal flood map Search Location – Tesco PA34 4HP 0.1% = 1 in 1000 year chance of flooding 0.5% = 1 in 200 year chance of flooding 10% = 1 in 10 year chance of flooding Page 52
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Appendix 4 - OBAN PVA Actions 1. Oban LFRMP PVA Actions 2. Oban LPD Wide Actions 3. Oban ABC approach to carrying out ‘The Act’ 1. Oban LFRMP PVA Actions 1.1. Oban PVA Cycle 1 (2016-22) Output: Oban’s Potentially Vulnerable Area (PVA) Actions are defined in the Local Flood Risk Management Plans (LFRMPs). The Final Report from the Cycle 1 Plan which covered Oban until 2022 can be viewed here: Highland & Argyll • Local Flood Risk Management Plan Final Report (Cycle 1) 1.1.1. Oban Flood Study including Surface Water Management Plan The following technical and economic assessment reports were completed in 2019 and submitted to SEPA as part of the national prioritisation of flood schemes process: • Oban 1A Main Report • Oban 2C Surface Water Management Plan • Oban 3A Options Appraisal Part A Part One • Oban 3A Options Appraisal Part A Part Two • Oban 3B Options Appraisal - Economic Appraisal • Oban 3C Conceptual Designs and Factsheets 2. Oban PVA Cycle 2 (2022-28) Actions: Oban’s Potentially Vulnerable Area (PVA) Actions are defined in the Highland and Argyll Local Flood Risk Management Plan (LFRMP). The Cycle 2 Plan which has covered Oban since 2022 can be viewed here: Highland & Argyll • Local Flood Risk Management Plan (Cycle 2) • S37 Interim Update (Cycle 2) 1.2.1. Action Type: FLOOD SCHEME OR WORKS DESIGN (Oban PVA Action 1) General description The selected preferred approach for managing flood risk is to be designed following the completion of the flood study, including consideration of the long-term impacts of climate change. These can include small scale works or works to improve catchment management. This should guide adaptive planning to allow for the impacts of climate change to be monitored, understood and managed. Description of Action for Cycle 2 Develop the detailed design of the Oban Flood Protection Scheme based on the preferred option from the flood study. The preferred option consists of a combined flood storage and direct defence solution to protect against flooding from the Black Lynn and property flood resilience to protect against coastal flooding. Some more work is required on the surface water element. The responsible authority proposes this action as the best viable option for managing flood risk in this community. The delivery of this action is subject to capital funding being made available. In accordance with the flood risk management plan, as part of the scheme or works, the responsible authority should aim to ensure the action will not have an adverse effect on the integrity of the Inner Hebrides and the Minches Special Area of Conservation. Indicative Delivery To be confirmed - progression dependent upon budget availability Co-ordination Argyll and Bute Council will work with Scottish Water, Oban Community Council, Forestry and Land Scotland, land and property owners to deliver the scheme. Funding Page 53
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Capital/ Revenue plus any available external funding Current Status Argyll and Bute Council: 1. Scope, timescales and funding arrangements for Cycle 2 and 3 externally capital funded schemes are not yet confirmed. Previous (Cycle 1) capital funding was 80% Scottish Government with Council being responsible for 20% (plus any additional spend over budget estimate). 2. Scheme was submitted to SEPA for prioritisation in 2019. 3. Benefit Cost Ratio classification is 2 = High. 4. Unlikely to progress in Cycle 2 (2022-2028) due to capital funding not being secured. 1.2.2. Action Type: FLOOD SCHEME OR WORKS IMPLEMENTATION (Oban PVA Action 2) General description The flood scheme/works is to be built following agreement of the design, costs and timescales. Description of Action for Cycle 2 Progress the Oban Flood Protection Scheme based on the detailed design. As built drawings should be made available to SEPA, for consideration in the Scottish Flood Defence Asset Database, flood map updates and flood warning scheme updates. The responsible authority proposes this action as the best viable option for managing flood risk in this community. The delivery of this action is subject to capital funding being made available. Indicative Delivery To be confirmed - progression dependent upon budget availability Co-ordination Argyll and Bute Council will work with Scottish Water, Oban Community Council, Forestry and Land Scotland, land and property owners to deliver the scheme. As Built drawings will be provided to SEPA to support any flood map or flood warning updates. Funding Capital/ Revenue plus any available external funding Current Status Argyll and Bute Council: 1. Scope, timescales and funding arrangements for Cycle 2 and 3 externally capital funded schemes are not yet confirmed. Previous (Cycle 1) capital funding was 80% Scottish Government with the Council being responsible for 20% (plus any additional spend over budget estimate). 2. Scheme was submitted to SEPA for prioritisation in 2019. 3. Benefit Cost Ratio classification is 2 = High. 4. Unlikely to progress in Cycle 2 (2022-2028) due to capital funding not being secured. 1.2.3. Action Type: COMMUNITY ENGAGEMENT (Oban PVA Action 3) General description Community engagement is to continue to be carried out in the area by the responsible authorities to raise awareness of flood risk. Description of Action for Cycle 2 The responsible authorities to continue to engage with the community, with particular focus on the detailed design of the flood protection scheme. Indicative Delivery Ongoing Co-ordination Argyll and Bute Council liaises with Oban Community Council and land and property owners Funding Revenue Page 54
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Current Status Argyll and Bute Council: 1. Various ABC teams involved including: • Flood Risk Management Team (Infrastructure Design), • Roads Operations, • Community Resilience and • Estates 1.2.4. Action Type: SURFACE WATER MANAGEMENT PLAN (Oban PVA Action 4) General description Areas at risk of heavy or prolonged rainfall causing flooding due to water ponding on man-made surfaces or overwhelming the drainage system have been identified. Next steps in managing such water ponding or over-whelmed drainage systems have been identified and should be implemented. The plan is to be reviewed and updated as needed. Description of Action for Cycle 2 Implement the surface water management plan. The plan should be reviewed and updated regularly. Indicative Delivery Ongoing Co-ordination Scottish Water along with Land and Property Owners Funding Capital/ Revenue plus any available external funding Current Status: Argyll and Bute Council: 1. Maintenance and improvements works carried out at Lochavullin Car Park surface water pump system, 2. Larger projects in the SWMP are dependent on securing additional capital funding. 3. Recording of surface water flood events through public reporting using floodingenquiries@argyll- bute.gov.uk to develop understanding of surface water flooding in Oban. 2. LPD Wide Actions Cycle 2 (2022-28) LPD Wide Actions 2.1.1. LPD Wide Action: AWARENESS RAISING General description SEPA, the Responsible Authorities and other organisations such as the Scottish Flood Forum work together through national and local initiatives to help communities understand the risk of flooding and what actions individuals can take. Improved awareness of flood risk and actions that prepare individuals, homes and businesses for flooding can reduce the overall impact of flooding. Local authorities will undertake additional awareness raising activities when developing any specific project proposals and will engage with community resilience groups and local communities. Scottish Flood Forum support flood risk communities by raising community awareness, promoting self-help, developing community groups and establish a recovery support programme after a flood. Current Status – Argyll and Bute Council: 1. Argyll and Bute Council have promoted flood advice for property owners and landowners on our website https://www.argyll-bute.gov.uk/transport-and-streets/flood-advice. 2. In addition, we are now working with our Climate Change Officer and ABCAN to support communities in carrying out area-based risk assessments and, where possible, implementing local mitigation measures. Page 55
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3. This work highlights the importance of embedding community resilience, particularly in areas where flood risk has been identified 2.1.2. LPD Wide Action: EMERGENCY PLANS General description Many organisations, including local authorities, the emergency services and SEPA provide an emergency response to flooding. Emergency plans are prepared and maintained under the Civil Contingencies Act 2004 by Category 1 and 2 Responders and are coordinated through regional and local resilience partnerships, often supported by voluntary organisations. They set out the steps to be taken to maximise safety and minimise impacts during flooding. Emergency plans may also be prepared by individuals, businesses, organisations or communities. Scottish Water is a Category 2 responder under the Civil Contingencies Act 2004 and will support regional and local resilience partnerships as required Current Status – Argyll and Bute Council: 1. Argyll and Bute benefits from a highly effective and well-established Local Resilience Partnership, which works collaboratively to ensure strong preparedness and coordinated responses to disruptive challenges. Its capabilities are regularly tested and proven in real situations. We take reassurance in knowing that, regardless of the cause of any incident, the consequences are effectively managed through this partnership and the tactical response groups within the Council and HSCP. 2.1.3. LPD Wide Action: FUTURE FLOOD RISK MANAGEMENT PLANNING General description The years covered by the lifetime of this plan are crucial. Radical progress is needed in how we reduce our impact on the climate and respond to the effects of climate change. How we plan to manage flooding to our communities is on the front line of the challenges of this decade. The 2027 flood risk management plans will be more ambitious than ever before. The plans will look to develop long term plans for more flood resilient communities prepared for the impacts of climate change. The priority areas which will be the focus points of the next flood risk management plans will be identified in 2024 with the designation of PVAs. A 3-month public consultation will be held to inform the PVA designation. We will plan for a better future by publishing our flooding services strategy in 2023 with a clear and measurable delivery plan. We will put greener, fairer communities at the heart of our ambitions. SEPA has set its own target to be a regenerative organisation by 2030 and the next set of plans will further this ambition. During this plan cycle, SEPA will work to develop new partnerships with a wider range of stakeholders, including businesses and commercial sectors. We will investigate alternative sources of finance to tackle flooding and drive forward practical options for adaptation. Current Status – Argyll and Bute Council: 1. Argyll and Bute Council and The Highland Council reaffirms their commitment to supporting SEPA in the development of Flood Risk Management Plans. The Councils will work closely with communities through consultation on the preparation of Local Flood Risk Management Plans during 2026 and 2027. 2.1.4. LPD Wide Action: LAND USE PLANNING General description Local authorities, SEPA and Scottish Water all have a responsibility under the Flood Risk Management (Scotland) Act 2009 to support sustainable flood risk management through the land use planning process. National planning policies set out the Scottish Ministers’ priorities for the development and use of land. Under this approach, new development in areas with medium to high likelihood of flooding should generally be avoided. Current national planning policies aim to restrict development within the floodplain and limit exposure of new receptors to flood risk, promote flood reduction via natural and structural flood management measures and restoration of natural features, and avoid increased surface water flooding through sustainable drainage and the minimisation of impermeable surfaces. Locally determined planning policies place further requirements within their area of operation to restrict inappropriate development and prevent unacceptable risk. Current Status – Argyll and Bute Council: Page 56
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1. Argyll and Bute Council Flood Risk Management Team continue to work closely with the Local Development Plan team and assess minor planning applications to ensure compliance with National Planning Framework 4 (NPF4) and to confirm that new developments do not increase flood risk to communities or existing infrastructure. The Team also assist ABC Planning to ensure that Strategic Flood Risk Assessments address known risks within Argyll and Bute. 2.1.5. LPD Wide Action: MAINTENANCE General description Local authorities have a duty to assess bodies of water and to carry out clearance and repair works where such works would substantially reduce flood risk. Local authorities are also responsible for the drainage of roads. In addition, local authorities may also be responsible for maintenance of any existing flood protection schemes or works. Scottish Water will continue to undertake risk-based inspection, maintenance and repair on the public sewer network. Asset owners and riparian landowners are responsible for the maintenance and management of their own assets including those which help to reduce flood risk. Current Status – Argyll and Bute Council: 1. Argyll and Bute Council are developing the WDM WebFRMS asset management system for recording the assessment and clearing of relevant bodies of water. The system will allow the publication of a schedule of clearance and repair works online. The WebFRMS system is being effectively built from the ground up of the basic operating framework, rather than implementing any existing system and is therefore expected to be significantly more aligned with Council requirements, but take longer to finalise. Development of the system is progressing well during 2025 and it is expected that a full implementation will be in place by early 2026. 2.1.6. LPD Wide Action: SCOTTISH FLOOD DEFENCE ASSET DATABASE General description The Scottish Flood Defence Asset Database provides information on existing flood protection schemes. National data on flood protection infrastructure is needed to understand flood risk and to develop adaptation planning for Scotland. SEPA will continue to host SFDAD and look for opportunities to support the development of our understanding of how and when Scotland’s flood defence assets should be adapted to continue to maintain protection from flooding in the future. Current Status – Argyll and Bute Council: 1. SFDAD is now closed. SEPA is working on a national project, funded by the Scottish Government, to create a comprehensive user driven foundational dataset for flood defence assets in Scotland. Infrastructure Design will support this project by providing technical information we hold on existing Flood Protection Schemes and other flood defence projects. 2. Argyll and Bute Council will store asset information on all flood protection and alleviation works in the WebFRMS asset register. The development of this new The WebFRMS system is being effectively built from the ground up of the basic operating framework, rather than implementing any existing system and is therefore expected to be significantly more aligned with Council requirements, but take longer to finalise. Development of the system is progressing well during 2025 and it is expected that a full implementation will be in place by early 2026. 2.1.7. LPD Wide Action: SELF HELP General description Everyone is responsible for protecting themselves and their property from flooding. People can take steps to reduce damage and disruption to their homes and businesses should flooding happen. This includes preparing a flood plan and flood kit, installing property flood resilience measures, signing up to Floodline, engaging with their local flood group, and ensuring that properties and businesses are insured against flood damage. The following places offer help with taking steps to protect yourself: https://www.floodre.co.uk/ Current Status – Argyll and Bute Council: Page 57
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1. Argyll and Bute Council continue to sign post communities and individuals to sources of help with respect to improving property resilience through its Flood Advice webpage, answering public enquiries regarding flood issues 2. The council works with the Scottish Flood Forum. It encourages those affected by flooding to contact the SFF and utilise their expertise. 3. Oban PVA – Argyll and Bute Council relevant Sections in the Flood Risk Management (Scotland) Act 2009 (The Act) Section 17 -Local authorities to prepare maps of bodies of water Infrastructure Design will carry out the duty to develop a mapping layer using our WDM WebFRMS asset management system. This layer will identify relevant bodies of water such as burns, surface water drains, diches and SuDS within the Oban PVA Section 18 - Local authorities to assess bodies of water Infrastructure Design • Have carried out an inspection of the Black Lynn Burn and its tributaries to inform a waterbody assessment, • Have consulted with SEPA on the necessary consents required for any scheduled clearance and/or repair works • Will schedule clearance of foreign bodies from waterbodies in the Oban PVA based on flood risk and available resources. • Have carried out hydrological modelling to ascertain whether dredging would substantially reduce the risk of flooding. The modelling informed that it would not, and therefore no dredging is scheduled for waterbodies in the Oban PVA. • Carry out assessments to other relevant bodies of water in the Oban PVA • Using our WDM WebFRMS asset management system and, based on flood risk, will publish a schedule of clearance and repair Sections 56-58 – General Powers to manage flood risk Argyll and Bute Council will continue to use these permissive powers to manage flood risk in the Oban PVA depending on availability of resources. Section 59 - Duty to carry out clearance and repair works: Infrastructure Design will continue carrying out clearance and repair works based on the assessed flood risk from the relevant bodies of waterterbody, dependent on the assessed flood risk and availability of resources Page 58
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Electric Vehicle Charging Strategy MEMBER SEMINAR 20TH OCTOBER 2025 This Photo by Unknown Author is licensed under CC BY-SA-NC This Photo by Unknown Author is licensed under CC BY Page 59 Agenda Item 7
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Background 2022 – Strategy approved: aim to fill geographic gaps and achieve equitable coverage. 2023–24 – Expansion plan and methodology developed – 55 sites identified 2024 – Committee reaffirmed direction while awaiting EVIF funding. Page 60
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Current expansion plan In 2022 the Council approved an EV Charging Strategy based on two delivery themes: Charging on the Move – ensuring drivers can travel through Argyll confidently. Destination Charging – providing chargers where people dwell. That approach assumed further funding would follow Page 61
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Funding secured We now have £1.033million secured for the next phase – so the key question is how best to invest it? In Dec 2022 our 55-site plan was estimated at £1.65million, based on previous average costs plus inflationary adjustment Page 62
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A hub-based approach The original 55-site plan (Dec 2022) costed at £1.65m can’t be delivered in full with the £1.033m now secured. We therefore need to prioritise investment where it has the greatest impact. We are therefore proposing a hub-based approach – clusters of chargers in key towns and island centres – providing: Reliability: multiple chargers reduce the risk of faults or queues. Better use of funds: higher usage = better cost recovery and maintenance value. Visitor and local benefit: located where people already spend time and money. Platform for future growth: once hubs are established, we can extend outwards to smaller communities and ferry points (“spokes” This hub-first model does not remove the ‘Charging on the Move’ theme — it remains central to ensuring through and onward connectivity along all major corridors Page 63
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Proposed hub methodology Strategic principle: Build reliable, visible hubs first, then expand to smaller “spokes” once the network backbone is established, ensuring full route coverage across Argyll and Bute. This also complements the existing network. Identify sites that deliver strategic coverage – locations where people visit, shop and work Potential for high utilisation Represent value for money Access to local amenities Avoid duplicating private provision Resilience and cluster logic Page 64
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Proposed hub methodology We have a proposed criteria for this based on population. The hub (single-site) methodology is: *when not near an existing large town We will add in an element of population swell through tourist locations where they would therefore move up to the next bracket: Population centres proposed for hubs reflect places where visitors and residents visit, rather than domestic users charging at home Population Rapid Fast Total 10k plus 5 5 10 5k to 10k 3 3 6 2k to 5k* 2 2 4 Page 65
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Proposed hub methodology Town/area Pop Tourist swell Hub/cluster Helensburgh 13k N 5R; 5F Oban 8.5k Y 5R; 5F Dunoon 8.9k N 3R; 3F Lochgilphead 2.3k N 2R; 2F Campbeltown 4.5k N 2R; 2F Islay – Bowmore 3k island Y 3R; 3F Mull – Craignure 3k island Y 3R; 3F Bute – Rothesay 6k island N 3R; 3F Page 66
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Proposed hub methodology To progress this we have asked our consultants to: Assess the current provision in each location including non ABC operated publicly available chargers. That assessment should consider as a ‘’hub’’ any chargers within a cluster area less than one mile from the hub site identified in the above table Focus on new hubs/expansion of existing to be on a single site Identify the number and type of chargers required to meet the above hub targets, after accounting for existing provision both Council and non-Council. Page 67
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Proposed hub methodology Assuming hubs/clusters will be developed on existing sites, base on following as the core deliverability criteria on the basis we are trying to assess if sites pass or fail: Proximity to existing electrical infrastructure; Compliance with accessibility standards; No flood risk Strong data connectivity To assess in binary terms whether the sites pass or fail Page 68
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Proposed hub methodology Include usage information on existing chargers at current sites. Determine total costs for any additional EVCs required to meet the above requirement. Assume mid range costs Assess scalable expansion options at each site Page 69
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Proposed approach Total funding secured: £1.033 million £100k reserved for repairs and maintenance (de- risking current network) £100k held as contingency for cost fluctuations. That leaves £833k for new delivery. Proposal: Deliver Phase 1 Hubs from this £833k. Once hub costs are known, apply the roads capital percentage split to the remaining balance for Phase 2 (smaller “spoke” sites) Page 70
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Proposed approach Phase 1 – Strategic Hubs Priority delivery of key sites across Argyll and the islands. Exact costs dependent on DNO connection estimates. Focus on reliability, visibility and usage. Phase 2 – Local delivery Remaining balance after hubs delivered. Split by the roads capital percentage to maintain equity: Bute & Cowal – 19.78% Helensburgh & Lomond – 10.67% Mid Argyll, Kintyre & Islay – 32.71% Oban, Lorn & the Isles – 36.84% Phase 2 decisions at local level (area committees) Page 71
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Phase Two – local delivery Phase 2 delivery will focus on individual chargers and smaller sites (‘spokes’) that maintain network continuity and local access. These sites could be selected and prioritised by Area Committees within their allocated share, to support local decision-making and flexibility under the strategic framework. Ensures alignment with the original thematic principles and equitable access across rural routes and communities. Page 72
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Proposed next steps Finalise consultant outputs (deliverability-only). Confirm hub costs with DNO. Draft full delivery plan for EDI Committee (Dec 2025). Ongoing engagement with Members through area committees. Page 73
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Risks and dependencies Hub costs unknown – DNO connection and ground conditions may vary widely. Private sector overlap – expansion by supermarkets, forecourts, etc. must be tracked to avoid duplication. Maintenance load – the growing network is managed by one officer; current resource may not be sustainable. Tariff sustainability – need to balance affordability with cost recovery. Back-office transition – migration to Scottish Power/Fuuse underway; minor risk of disruption during switchover. Page 74
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Operational update 37 Council-operated public chargers currently in place across Argyll and Bute. New regional back-office contract through Scottish Power (Fuuse platform): Improves automation and fault reporting. Allows dynamic tariffs and local control. Tariff remains £0.70/kWh – good balance between recovery and affordability. Improved uptime under new maintenance arrangements. Page 75
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Cross-footway charging Growing number of residents requesting to charge from home over public pavements. No national guidance from Transport Scotland. Local phased approach: Short-term: trial approved cable protectors. Medium-term: ducting pilot (2026). Long-term: formal policy and asset register. Working with disability groups to ensure accessibility compliance This could be a potential source of modest future income – in a similar way to drop kerbs Page 76
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Discussion Is the hub-first, theme-led model the right direction? Are the proposed funding splits fair? Any concerns on rural coverage? What role should private providers play? Page 77
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Classification: OFFICIAL# AREA TOWN/VILLA GE EXISTING LOCATION COUNCIL OWNED PROPOSED THEME PRIORITY COMMENTS OBAN LOCHAVULLIN CAR PARK Y 1 x FAST 2 2 Population of 5,000 to 10,000 - 50% off-street car parks. Consideration will need to be given to known flooding at this site OBAN 1 x FAST AND 1 x RAPID TWEEDDALE STREET CAR PARK Y Rapid charger beyond economic life and to be replaced via CCG to comply with new regulations OBAN LONGSDALE ROAD CAR PARK Y 1 x FAST 2 2 Population of 5,000 to 10,000 - 50% off-street car parks. OBAN CORRAN HALLS 1 Y 1 x FAST 2 2 Population of 5,000 to 10,000 - 50% off-street car parks. OBAN NORTH PIER Y 1 x FAST 2 2 Population of 5,000 to 10,000 - 50% off-street car parks. OBAN GANAVAN SANDS Y 1 x FAST 2 2 Population of 5,000 to 10,000 - 50% off-street car parks. TIREE 1 x RAPID FERRY TERMINAL SCARANISH N Chargers beyond economic life and to be replaced via CCG to comply with new regulations COLL 1 x RAPID COMMUNITY CENTRE, ARINAGOUR N Chargers beyond economic life and to be replaced via CCG to comply with new regulations FIONNPHORT 1 x RAPID COLUMBA CENTRE CAR PARK Y Whilst this is an existing site, as part of the Iona Fionnport marine project we are looking at what electricity upgrades we can lever in to future proof the site for potential expansion . Charger is beyone economic life and to be replaced via CCG to comply with new regulations CRAIGNURE 1 x RAPID AND 1 x FAST CRAIGNURE CAR PARK Y TOBERMORY 1 x RAPID LEDAIG CAR PARK Y PORT APPIN FERRY TERMINAL/SLIPWAY Y 1 x RAPID 1 2 Mainland-side ferry PORT APPIN FERRY TERMINAL/SLIPWAY Y 1 x FAST or SLOW [TBC] 2 2 Mainland-side ferry SEIL [ELLENABEAI CH] FERRY TERMINAL/SLIPWAY Y 1 x RAPID 1 2 Mainland-side ferry OBAN LORN AND THE ISLES Key Chargers beyond economic life and removed from use Chargers beyond economic life to be replaced via CCG to comply with new regulations Sites expected to be delivered in 2025 Sites delivered since last update December 2022 Chargers beyond economic life and replaced as part of FASTER Project Page 79
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Classification: OFFICIAL# SEIL [ELLENABEAI CH] FERRY TERMINAL/SLIPWAY Y 1 x FAST or SLOW [TBC] 2 2 Mainland-side ferry CUAN FERRY [SEIL] FERRY TERMINAL/SLIPWAY Y 1 x RAPID 1 2 Mainland-side ferry CUAN FERRY [SEIL] FERRY TERMINAL/SLIPWAY Y 1 x FAST or SLOW [TBC] 2 2 Mainland-side ferry CULLIPOOL FERRY TERMINAL/SLIPWAY N 1 x RAPID 1 3 Island-side ferry CULLIPOOL FERRY TERMINAL/SLIPWAY N 1 x FAST or SLOW [TBC] 2 3 island-side ferry COLL AIRPORT Y 1 x FAST or SLOW [TBC] 2 4 Island airport OBAN AIRPORT Y 1 x FAST or SLOW [TBC] 2 1 Mainland airport 15 ADDITIONAL CHARGERS DELIVERED THROUGH HITRANS FASTER OBAN, LORN AND THE ISLES OBAN 2 x RAPID CORRAN HALLS OBAN LORN AND THE ISLES PROJECT AUTUMN/WINTER 2023 Page 80
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ARGYLL AND BUTE COUNCIL OBAN, LORN AND THE ISLES AREA COMMITTEE ROADS AND INFRASTRUCTURE 10 DECEMEBER 2025 SERVICES ROADS AND INFRASTRUCTURE SERVICES UPDATE 1.0 INTRODUCTION 1.1 A Roads and Infrastructure standing report was a fixture on Area Committee agendas throughout the life of the last Council. In the first two rounds of Area Committee meetings in the new Council feedback was sought on the value of these updates, and their format and frequency. Generally Members felt having a standard item was beneficial and it was acknowledged that the Roads and Infrastructure weekly briefings issued to all members each Friday afternoon provide for the main sources of live information on current activities. On top of these briefings there is a bank of resources on the new Member Zone system which include the weekly briefings, subject specific briefings, ad hoc short briefings on issues, relevant previous committee reports, operational service procedures, legislation and Council policies. 1.2 In the last Council the purpose of these reports was to provide an update on service activities but since weekly briefings these have largely superseded the original stated purpose of these reports. 1.3 On the basis of the above this new format has been agreed through the December 2022 round of area committees for this standing item. This format removes duplication for Officers and rather links to existing published information, with additional updates only in the body of the reports if these are specifically requested/noted from previous meetings. The report remains as a standing item and continues to provide the opportunity for Officer engagement at the committee meetings. 2.0 RECOMMENDATIONS It is recommended that the Area Committee: 2.1 Note and consider the contents of this report. 3.0 DETAIL 3.1 Roads and Infrastructure Services provides Members with weekly briefings on topical service activities which are all available here. Page 81 Agenda Item 8
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3.2 As part of the resources on the new Member Zone system there are various key documents available in an online library here. 3.3 There are also additional online resources covering the streetlighting, footway, surface dressing and roads reconstruction programmes available on the website here. 4.0 CONCLUSION 4.1 This report provides links to existing published information on service activities and provides for the opportunity for officer attendance and engagement at committee meetings. 5.0 IMPLICATIONS 5.1 Policy – Roads and Infrastructure work to a number of agreed policies across the range of service areas. 5.2 Financial – revenue and capital budgets are in place to deliver projects and cyclic work. 5.3 Legal – Roads and Infrastructure Services work to a number of different pieces of legislation such as the Roads Scotland Act 1984 and the Environmental Protection Act 1990. 5.4 HR – none known. 5.5 Customer Service – none known. 5.6. Risk – risk managed through toolbox talks, safety briefings and where appropriate risk registers – all of the above are monitored through the RIS leadership and management teams. 5.7 Climate Change - due regard will be given to climate change with a view to minimising any climate change impact and these are considered as and when they arise. 5.8 Fairer Scotland Duty – none known. 5.9 Equalities - protected characteristics – where appropriate EqSEIAs will be carried out to identify any implications. 5.10 Consumer Duty – where appropriate EqSEIAs will be carried out to identify any implications. 5.11 Islands – where appropriate Island impacts assessments will be carried out to identify any implications. Page 82
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5.12 Children’s Rights and Wellbeing – none known. Executive Director with responsibility for Roads and Infrastructure Services, Kirsty Flanagan Policy Lead for Roads, Transport and Amenity Services, Councillor John Armour 30 October 25 For further information contact: Andy Summers, Head of Roads and Infrastructure Services andrew.summers@argyll-bute.gov.uk Mark Calder, Project Manager mark.calder@argyll-bute.gov.uk Page 83
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ARGYLL AND BUTE COUNCIL OBAN, LORN AND THE ISLES AREA COMMITTEE CUSTOMER SUPPORT SERVICES 10 DECEMBER 2025 AREA COMMITTEE QUARTERLY PERFORMANCE REPORTS – FQ2 2025/26 1.0 EXECUTIVE SUMMARY Performance data is recorded and reported quarterly for each Council department as well as for the Council as a whole. Each of the Council’s four administrative areas is represented by an Area Committee. The performance information presented to these committees is tailored to address topics of particular relevance and importance to the respective area. Area committee are requested to note and consider the performance and supporting commentary as presented. Page 85 Agenda Item 9
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ARGYLL AND BUTE COUNCIL OBAN, LORN AND THE ISLES AREA COMMITTEE CUSTOMER SUPPORT SERVICES 10 DECEMBER 2025 AREA COMMITTEE QUARTERLY PERFORMANCE REPORTS – FQ2 2025-26 2.0 INTRODUCTION 2.1 This paper presents the Area Performance Report for Financial Quarter 2 2025/26 (July – September 2025) and illustrates the agreed performance measures. 3.0 RECOMMENDATIONS 3.1 It is recommended that the Area Committee – a) Notes and considers the performance and supporting commentary as presented. 4.0 DETAIL 4.1 This paper presents the Area Performance Report for Financial Quarter 2 2025/26 (July – September 2025) and illustrates the agreed performance measures. 4.2 The features of the Performance Report are as follows: - Indicators are grouped by Corporate Outcome. The data table for each indicator is colour coded to identify the level of reporting. o Area level measures are blue o Council level measures are grey o COI measures are white Each indicator details the o Target, Actual and Performance status (Green / Red / No Target) for the current and four previous financial quarters. o Commentary for the current financial quarter only. o Narrative explaining the performance trend e.g. This indicator is above Target and performance has improved since the last reporting period. Page 86
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o Where appropriate a Performance Trend Line has been added. o The name of the Responsible Officer. o Where possible performance is presented at both Area and Council level. 4.3 The commentary for each indicator helps ‘Tell Our Story’ and enables Elected Members to put the performance data into perspective and understand if an issue is local in nature or should be escalated up to a Strategic Committee. 4.4 As part of our improvements to performance reporting and making best use of the digital technology available to us, the information contained in this report is also available in your online scorecard which can be accessed via the Members area on The Hub. If support is required to navigate the online scorecard, please contact lorna.gillies@argyll-bute.gov.uk 4.5 To improve the response to performance queries, it is requested that should there be any queries that either the Responsible Person or Kay Owen are contacted. This should enable some queries being resolved or clarified prior to the Area Committee meeting and therefore being carried forward as Actions at a subsequent meeting 5.0 CONCLUSION 5.1 Area Committee are asked to note and consider the performance and supporting commentary as presented. 6.0 IMPLICATIONS 6.1 Policy All of the indicators in this report are based on agreed Council policy. 6.2 Financial All indicators with financial implications are actively managed through agreed budget monitoring processes. 6.3 Legal All appropriate legal implications are complied with. 6.4 HR All HR implications are actively managed through agreed Wellbeing and Management monitoring processes. 6.5 Customer Service All activities with customer feedback or insight are rigorously monitored for improvement. 6.6 Risk Without this information Elected Members are less informed of activities within their area Page 87
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6.7 Climate Change The Council is committed to working towards net zero. 6.8 Fairer Scotland Duty None arising directly from this report. An IIA is not required for performance reporting. 6.9 Equalities -protected characteristics None arising directly from this report. All activities monitored in this report comply with the council’s equality policies and obligations. An IIA is not required for performance reporting. 6.10 Consumer Duty None arising directly from this report. An IIA is not required for performance reporting. 6.11 Island Communities None arising directly from this report. An IIA is not required for performance reporting. 6.12 Children’s Rights and Wellbeing None arising directly from this report. An IIA is not required for performance reporting. This report highlights examples of how the Council is committed to and working towards reducing child poverty and improving outcomes for every child. Kirsty Flanagan Executive Director 7th November 2025 For further information contact: Jane Fowler Head of Customer Support Services APPENDICES Appendix 1 FQ2 2025/26 All Areas Performance Report Page 88
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# Indicator Responsible Person Reported Page COI - Maximise distribution of Scottish Welfare Fund Fergus Walker A&B only 3 COI - Percentage of clients satisfied that they are better able to deal with their financial problems following our support and intervention Lee Roberts A&B only 4 Number of parking penalty notices issued Hugh O'Neill Area 5 Car parking income to date (cumulative) Hugh O'Neill Area 6 - 7 Number of dog fouling complaints Tom Murphy Area 8 COI - Increase the percentage of our care experienced young people that have the recommended additional tracking and monitoring plans in place Louise Chisholm A&B only 9 COI - Provide quality meals within cost margins to all pupils Christine Boyle A&B only 10 Maximise the percentage of 16-19 year olds participating in education, training or employment Jennifer Crocket Area 11 2025/26 FQ2 Oban, Lorn and the Isles Performance Report The information presented is a summary of the agreed measures. Unless stated otherwise, performance is presented at both Area and Council-wide levels. The measure shows the performance against target for the current previous three reporting periods with an explanation of performance trend. Where appropriate a trend line has been added to illustrate movement in 'Actual' over the reporting period. Corporate Outcome: People live active, healthier and happier lives Corporate Outcome: People live in safer and stronger communities Corporate Outcome: Children and young people have the best possible start Corporate Outcome: Education, skills and training maximises opportunities for all Page 89
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# Indicator Responsible Person Reported Page Number of affordable social sector new builds completed per annum Kelly Ferns Area 12 Percentage of pre-planning application enquiries processed within 20 working days Peter Bain Area 13 - 14 Average number of weeks to determine householder planning applications Peter Bain Area 15 - 16 Number of empty properties Jonathan Welch Area 17 COI - Number of new homeless applicants who required temporary accommodation this period Morven Macintyre A&B only 18 COI - Maintain the percentage of local suppliers that benefit from the award of contracts via the procurement portal Anne MacColl-Smith A&B only 19 COI - Increase the number of community benefits that are delivered through contracts we award locally Anne MacColl-Smith A&B only 20 Percentage of street lighting faults repaired within 10 days Tom Murphy Area 21 Number of waste collection complaints Tom Murphy Area 22 - 23 COI (part) - Percentage of waste recycled, composted and recovered Andy Summers Area 24 - 25 COI - Number of tonnes of waste sent to landfill Andy Summers A&B only 26 COI - LEAMS (Local Environment Audit and Management System) Tom Murphy Area 27 - 28 COI - Teacher sickness absence Jennifer Crocket (B&C and MAKI) Wendy Brownlie (H&L and OLI) Area 29 COI - LGE staff (including non-Teacher) sickness absence Carolyn Cairns Area 30 COI - Increase the percentage of all self-service automated contacts Robert Miller A&B only 31 Corporate Outcome: We have an infrastructure that supports sustainable growth Corporate Outcome: Making it happen Corporate Outcome: Our economy is diverse and thriving Page 90
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 95.3% 123.0% 27.7% Green - Actual exceeds Target In FQ2 2025/26, we received a total of 1013 applications to the Scottish Welfare Fund, comprising 676 Crisis Grant applications and 337 Community Care Grant applications. We made 593 awards to the value of £281,810. 420 Crisis Grant awards and 173 Community Care Grant awards, which is a 9% increase compared to the same period last year. Our expenditure of £281,810 at the end of FQ2 is £52,668 above the profiled budget. We are continuing to support applications from medium and high priorty cases but monitoring this closely. Period Actual FQ1 Commentary 2024/25 FQ2 72.9% 2024/25 FQ3 79.7% 2024/25 FQ4 119.8% 2025/26 FQ1 119.0% 2025/26 FQ2 123.0% Corporate Outcome - People live active, healthier and happier lives COI - Maximise distribution of Scottish Welfare Fund Responsible Person: Fergus Walker This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. Actual trend line In FQ1 2025/26, we received a total of 510 applications to the Scottish Welfare Fund, comprising 347 Crisis Grant applications and 163 Community Care Grant applications. We made 312 awards in total to the value of £135,819. 227 Crisis Grant awards and 85 Community Care Grant awards reflecting a 13% increase compared to the same period last year. Our allocated budget from the Scottish Government for 2025/26 is £458,284. Our expenditure of £135,819 at the end of FQ1 is £21,249 above the profiled budget for the quarter. This higher spend indicates the growing pressure on the fund and highlights the ongoing importance of the Scottish Welfare Fund in providing vital support to individuals and families facing financial hardship. The Council currently provides support for both medium and high priority cases under SWF and DHP. This is subject to ongoing review, and should circumstances require a recommendation will be made to restrict support to high-priority cases only. 3 Page 91
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 100% 100% 0% Green - Actual meets Target This is a voluntary survey with no obligation for clients to respond either in full or in part. It is also common for incomplete returns to be received. In FQ2 2025/26, 14 survey forms were distributed to clients. 5 were returned. Of these 5 returns, 5 responded to the question relating to being better able to deal with their financial problems. Of these 5 respondents, 5 responded positively, whilst 0 responded negatively. Accordingly, 100% of clients that responded were positive about their experience i.e. no negative comments or responses were reported. Period Actual FQ1 Commentary 2024/25 FQ2 100% 2024/25 FQ3 100% 2024/25 FQ4 100% 2025/26 FQ1 100% 2025/26 FQ2 100% Actual trend line This is a voluntary survey with no obligation for clients to respond either in full or in part. It is also common for incomplete returns to be received. In FQ1 2025/26, 7 survey forms were distributed to clients. 7 were returned. Of these 7 returns, 6 responded to the question relating to being better able to deal with their financial problems. Of these 6 respondents, 5 responded positively, whilst 0 responded negatively. Accordingly, 100% of clients that responded were positive about their experience i.e. no negative comments or responses were reported. Corporate Outcome - People live active, healthier and happier lives COI - Percentage of clients satisfied that they are better able to deal with their financial problems following our support and intervention Responsible Person: Lee Roberts This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 meets the target with no change in performance since the last reporting period. 4 Page 92
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 OLI No Target 635 N/A N/A A very slight increase in Penalty Charge Notices compared to the same quarter of the previous financial year, although the increase is statistically negligable. Oban restrictions are bedded in and compliance is high. Although enforcement is carried out elsewhere in OLI (e.g. Tobermory), the largest demand is in and around Oban itself. The relative flatness of the number of Penalty Charge Notices issued is reflective of an established Traffic Regulation Order and enforcement regime. Period Actual FQ1 Commentary 2024/25 FQ2 603 2024/25 FQ3 402 2024/25 FQ4 490 2025/26 FQ1 686 2025/26 FQ2 635 2025/26 FQ2 A&B No Target 2,090 N/A N/A There is an approximate 10% variance in Penatly Charge Notcies compared to the same quarter of the previous financial year. The most likley cause of the reduction is the bedding in of the Luss Traffic Management Order and the associated reduction of breaches, as visitor and local drivers become more familiar with the restrictions. Period Actual FQ1 Commentary 2024/25 FQ2 2,302 2024/25 FQ3 968 2024/25 FQ4 1,253 2025/26 FQ1 2,536 2025/26 FQ2 2,090 This indicator for FQ2 shows the number of parking penalty notices has decreased since the last reporting period. Actual trend line Slightly higher than previous FQ1. This is due to the periods of good weather which tend to encourage greater visitor numbers in and around Oban, longside the impact of the enforcement of the pavement parking prohibitions. Corporate Outcome - People live in safer and stronger communities Number of parking penalty notices issued Responsible Person: Hugh O'Neill This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 shows the number of parking penalty notices has decreased since the last reporting period. Actual trend line Numbers tracking higher than previous FQ1. Impacted by both the period of good weather and the introduction of the pavement parking prohibitions. 5 Page 93
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 OLI £433,445 £422,829 -£10,616 Red - Actual below Target An approximate 3% variance. Again, no obvious reason for this but it may be due to a lag in either cash banking or collection of cashless payments from the suspence accounts to the OLI income ledger. It is a small % however, and it may just be within the statistical spread. Period Target Actual FQ1 Commentary 2024/25 FQ2 £374,563 £418,913 2024/25 FQ3 £534,793 £582,699 2024/25 FQ4 £613,041 £661,959 2025/26 FQ1 £190,631 £190,248 2025/26 FQ2 £433,445 £422,829 £23,072 £27,526 £14,595 £5,959 £70,523 £15,718 £2,311 £6,852 £8,598 £4,042 £34,250 £3,011 £490 £1,058 £14,577 £232,582 Corporate Outcome - People live in safer and stronger communities Car parking income to date (cumulative) Responsible Person: Hugh O'Neill This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 shows the cumulative amount of income is lower than the cumulative target. Actual trend line There is no trend as this data is cumulative as of FQ1 each financial year. Despite target being rasied compared to previous FQ1, target has been largely met (99.8% achieved). Albany Street, Oban Oban Tweedale Street, Oban Market Street, Oban Esplanade, Oban Craignure, Mull Income Collected During FQ2 Corran No.1, Oban North Pier, Oban Corran No.2 Oban Longsdale, Oban Non-trunk, Oban Lochavullin, Oban Ganavan, Oban Trunk, Oban Fionnphort, Mull Total 6 Page 94
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B £681,962 £675,793 -£6,169 Red - Actual below Target Less than 1% variance in income. Supports the current target having been set correctly. Period Target Actual FQ1 Commentary 2024/25 FQ2 £594,132 £639,207 2024/25 FQ3 £832,042 £887,707 2024/25 FQ4 £963,049 £1,011,360 2025/26 FQ1 £309,143 £309,660 2025/26 FQ2 £681,962 £675,793 Car parking income to date (cumulative) Responsible Person: Hugh O'Neill This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 shows the cumulative amount of income is lower than the cumulative target. Actual trend line There is no trend as this data is cumulative as of FQ1 each financial year. Despite target being rasied compared to previous FQ1, target has been met (over 100% achieved). Corporate Outcome - People live in safer and stronger communities 7 Page 95
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 OLI No Target 6 N/A N/A There were 6 dog fouling complaints received this quarter, they were received for the Lorn area, no complaints were received for the Isle of Mull Period Actual FQ1 Commentary 2024/25 FQ2 4 2024/25 FQ3 9 2024/25 FQ4 14 2025/26 FQ1 10 2025/26 FQ2 6 2025/26 FQ2 A&B No Target 36 N/A N/A The total number of dog fouling complaints received this quarter was 36. There were no dog fouling fines issued over July, August and September, it is difficult to issue fines as the Wardens have to act on information given or witness it. As always when time allows the Warden service will continue to monitor and patrol. Period Actual FQ1 Commentary 2024/25 FQ2 33 2024/25 FQ3 65 2024/25 FQ4 75 2025/26 FQ1 44 2025/26 FQ2 36 This indicator for FQ2 shows the number of dog fouling complaints has decreased since the last reporting period. Corporate Outcome - People live in safer and stronger communities Number of dog fouling complaints Responsible Person: Tom Murphy This indicator is reported quarterly. The performance presented is at area level and Council-wide. Actual trend line 10 dog fouling complaints were received this quarter for the OLI area, there were no complaints received for the Isle of Mull. This indicator for... Actual trend line The number of dog fouling complaints have dropped significantly this quarter compared to last. The Warden service will continue to monitor and patrol when time allows. 8 Page 96
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 100% 100% 0% Green - Actual meets Target Each care experienced child and young person (CECYP) enrolled in an authority school continues to have tracking and monitoring in place via our education management system, known as Seemis. Data collected includes attendance, exclusions, progress and attainment and wellbeing information. The Virtual School adds an additional layer of scrutiny to this process through a series of attainment meets and partnership working, helping to ensure our CECYP have the supports required. Our bespoke care experience application is now live and supports the care Experience Education Team access real time information. We continue to work with partner agencies and other local authorities to support our CECYP hosted out with Argyll and Bute. Period Actual FQ1 Commentary 2024/25 FQ2 100% 2024/25 FQ3 100% 2024/25 FQ4 100% 2025/26 FQ1 100% 2025/26 FQ2 100% Actual trend line Each care experienced child and young person (CECYP) enrolled in an authority school has tracking and monitoring in place via our education management system, known as Seemis. Data collected includes attendance, exclusions, progress and attainment and wellbeing information. The Virtual School adds an additional layer of scrutiny to this process through a series of attainment meets and partnership working, helping to ensure our CECYP have the supports required. Our bespoke care experience application testing phase will begin in the new academic year. We continue to work with partner agencies and other local authorities to support our CECYP hosted out with Argyll and Bute. Corporate Outcome - Children and young people have the best possible start COI - Increase the percentage of our care experienced young people that have the recommended additional tracking and monitoring plans in place Responsible Person: Louise Lawson This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 meets the target with no change in performance since the last reporting period. 9 Page 97
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B +/-5.00% -4% -2% Green - Actual exceeds Target We will continue to monitor schools not achieving the +/- 5% target B&C 0.81%, H&L -4.63%, MAKI -8.05%, OLI -3.35% Period Actual FQ1 Commentary 2024/25 FQ2 -1.37% 2024/25 FQ3 0.14% 2024/25 FQ4 -2.25% 2025/26 FQ1 3.17% 2025/26 FQ2 -3.50% Corporate Outcome - Children and young people have the best possible start COI - Provide quality meals within cost margins to all pupils Responsible Person: Christine Boyle This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 within the +/-5.00% variance however performance has decreased since the last reporting period. Actual trend line We will continue to monitor schools not achieving the +/-5% target. B&C 5.18%, H&L 3.04%, MAKI -1.67, OLI 7.57% 10 Page 98
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 OLI 94.00% 94.00% 0.00% Green - Actual meets Target As of 7th October 2025 the participation figure (16–19-year-olds in employment, training or education) in Oban, Lorn and the Isles was 798 young people, which equates to 94.00%. This is exactly in line with the target and 0.5% below the annual Argyll and Bute participation figure of 94.5% which was released by Skills Development Scotland at the end of August 2025. The participation figure of 94.00% for FQ2 of 2025/26 is a decrease of 1.28% on the participation figure for FQ1 of 2025/26, and represents an decrease of 2.14% on the equivalent FQ1 figure from 2024/25. Period Actual FQ1 Commentary 2024/25 FQ2 96.14% 2024/25 FQ3 95.07% 2024/25 FQ4 93.40% 2025/26 FQ1 95.28% 2025/26 FQ2 94.00% 2025/26 FQ2 A&B 94.00% 93.70% -0.30% Red - Actual below Target As of 7th October 2025 the participation figure (16–19-year-olds in employment, training or education) across the whole of Argyll and Bute was 3126 young people, which equates to 93.70%. This is 0.3% below the target and 0.8% below the annual Argyll and Bute participation figure of 94.5% which was released by Skills Development Scotland at the end of August 2025. The participation figure of 93.70% for FQ2 of 2025/26 is a decrease of 1.01% on the participation figure for FQ1 of 2025/26, and represents a decrease of 2.1% on the equivalent FQ1 figure from 2024/25. Period Actual FQ1 Commentary 2024/25 FQ2 95.80% 2024/25 FQ3 94.19% 2024/25 FQ4 93.50% 2025/26 FQ1 94.71% 2025/26 FQ2 93.70% This indicator for FQ2 meets the target however performance has decreased since the last reporting period. Corporate Outcome - Our economy is diverse and thriving Maximise the percentage of 16-19 year olds participating in education, training or employment Responsible Person: Jennifer Crocket This indicator is reported quarterly. The performance presented is at area level and Council-wide. Actual trend line As of 2nd July 2025 the participation figure (16–19-year-olds in employment, training or education) across the whole of Argyll and Bute was 4175 young people, which equates to 94.71%. This is 0.71% above the target and 0.41% above the annual Argyll and Bute participation figure of 94.3% which was released by Skills Development Scotland at the end of August 2024. The participation figure of 94.71% for FQ1 of 2025/26 is an increase of 1.21% on the participation figure for FQ4 of 2024/25, and represents an decrease of 0.28% on the equivalent FQ1 figure from 2024/25. Actual trend line As of 2nd July 2025 the participation figure (16–19-year-olds in employment, training or education) in Oban, Lorn and the Isles was 1089 young people, which equates to 95.28%. This is 1.28% above the target and 0.98% above the annual Argyll and Bute participation figure of 94.3% which was released by Skills Development Scotland at the end of August 2024. The participation figure of 95.28% for FQ1 of 2025/26 is an increase of 1.88% on the participation figure for FQ4 of 2024/25, and represents an decrease of 0.29% on the equivalent FQ1 figure from 2024/25. This indicator for FQ2 is lower than the target and performance has decreased since the last reporting period. 11 Page 99
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 OLI 0 0 0 Green - Actual meets Target No completions in FQ2 Period Actual FQ1 Commentary 2024/25 FQ2 6 2024/25 FQ3 0 2024/25 FQ4 1 2025/26 FQ1 0 2025/26 FQ2 0 2025/26 FQ2 A&B 0 0 0 Green - Actual meets Target No completions in FQ2 Period Actual FQ1 Commentary 2024/25 FQ2 26 2024/25 FQ3 6 2024/25 FQ4 9 2025/26 FQ1 0 2025/26 FQ2 0 Corporate Outcome - Our economy is diverse and thriving This indicator for FQ2 meets the target with no change in performance since the last reporting period. Actual trend line No completions FQ1. Number of affordable social sector new builds completed per annum Responsible Person: Kelly Ferns This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 meets the target with no change in performance since the last reporting period. Actual trend line No completions in FQ1. There are some projects on site to complete later in year. 12 Page 100
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 OLI 75.0% 93.5% 18.5% Green - Actual exceeds Target Performance across the Development Management Service is still being recovered and impacted upon by the management of a significant backlog of casework. Overall output and performance across the service is improving as staff resource issues have been resolved. However, timeliness measures continue to be adversely impacted through the prioritisation of older statutory 'legacy' casework for determination. The target for the handling of pre-application enquiries has been set to 30 days although this change has not yet been reflected in the format of corporate reporting. During FQ2, 31 pre-applications were responded to within Oban, Lorn and the Isles. 29 responses (94%) were issued within 20 days; 30 responses (97%) were issued within the revised target of 30 days. The performance of the OLI team in regularly exceeding the performance target is commendable. Period Actual FQ1 Commentary 2024/25 FQ2 84.6% 2024/25 FQ3 84.2% 2024/25 FQ4 83.3% 2025/26 FQ1 100.0% 2025/26 FQ2 93.5% This indicator for FQ2 exceeds the target however performance has decreased since the last reporting period. Corporate Outcome - Our economy is diverse and thriving Percentage of pre-planning application enquiries processed within 20 working days Responsible Person: Peter Bain This indicator is reported quarterly. The performance presented is at area level and Council-wide. Actual trend line Performance across the Development Management Service is still being recovered and impacted upon by the management of a significant backlog of casework. Overall output and performance across the service is improving as staff resource issues have been resolved. However, timeliness measures continue to be adversely impacted through the prioritisation of older statutory 'legacy' casework for determination. The target for the handling of pre-application enquiries has been set to 30 days although this change has not yet been reflected in the format of corporate reporting. During FQ1 39 pre-applications were responded to within Oban, Lorn and the Isles. All were issued within 20 days. The performance of the OLI team in regularly exceeding the performance target is commendable. 13 Page 101
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 75.0% 59.0% -16.0% Red - Actual below Target Performance across the Development Management Service is still being recovered and impacted upon by the management of a significant backlog of casework. Overall output and performance across the service is improving as staff resource issues have been resolved. However, timeliness measures continue to be adversely impacted through the prioritisation of older statutory 'legacy' casework for determination. The target for the handling of pre-application enquiries has been set to 30 days although this change has not yet been reflected in the format of corporate reporting. During FQ2, 100 pre-applications were responded to across Argyll and Bute. 59 responses (59%) were issued within 20 days; 65 responses (65%) were issued within the revised target of 30 days. Period Actual FQ1 Commentary 2024/25 FQ2 49.2% 2024/25 FQ3 48.3% 2024/25 FQ4 58.5% 2025/26 FQ1 63.5% 2025/26 FQ2 59.0% Actual trend line Performance across the Development Management Service is still being recovered and impacted upon by the management of a significant backlog of casework. Overall output and performance across the service is improving as staff resource issues have been resolved. However, timeliness measures continue to be adversely impacted through the prioritisation of older statutory 'legacy' casework for determination. The target for the handling of pre-application enquiries has been set to 30 days although this change has not yet been reflected in the format of corporate reporting. During FQ1 137 pre-applications were responded to across Argyll and Bute. 87 responses (63.5%) were issued within 20 days; 93 responses (67.9%) were issued within the revised target of 30 days. This indicator for FQ2 is lower than the target and performance has decreased since the last reporting period. Corporate Outcome - Our economy is diverse and thriving Percentage of pre-planning application enquiries processed within 20 working days Responsible Person: Peter Bain This indicator is reported quarterly. The performance presented is at area level and Council-wide. 14 Page 102
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 OLI 8.0 5.1 -2.9 Green - Actual below Target Performance across the Development Management Service has been impacted by a significant backlog of casework. Whilst issues relating to staff resource availability have been resolved and output has significantly improved it is highlighted that KPI's measuring average time taken remain adversely affected by the resolution of increasing volumes of 'legacy' casework. The Council's target for 'householder' applications has been revised to 10 weeks although this is not yet reflected in the format of corporate reports. By FQ2 only a handful of 'householder' 'legacy' items remained, this has resulted in a general improvement across this particular performance measure. During FQ2, 22 'householder' applications were determined in Oban, Lorn and the Isles, none of which were 'legacy' items. This is reflected in the excellent performance reported for this period. Period Actual FQ1 Commentary 2024/25 FQ2 6.1 2024/25 FQ3 7.5 2024/25 FQ4 7.9 2025/26 FQ1 5.9 2025/26 FQ2 5.1 This indicator for FQ2 is lower than the target however performance has increased since the last reporting period. Actual trend line Performance across the Development Management Service has been impacted by a significant backlog of casework. Whilst issues relating to staff resource availability have been resolved and output has significantly improved it is highlighted that KPI's measuring average time taken remain adversely affected by the resolution of increasing volumes of 'legacy' casework. The Council's target for 'householder' applications has been revised to 10 weeks although this is not yet reflected in the format of corporate reports. During FQ1 only a handful of 'householder' 'legacy' items remained, this has resulted in a general improvement across this particular performance measure. During FQ1 15 'householder' applications were determined in Oban, Lorn and the Isles, none of which were 'legacy' items. This is reflected in the excellent performance reported for this period. Corporate Outcome - Our economy is diverse and thriving Average number of weeks to determine householder planning applications Responsible Person: Peter Bain This indicator is reported quarterly. The performance presented is at area level and Council-wide. 15 Page 103
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 8.0 7.9 -0.1 Green - Actual below Target Performance across the Development Management Service has been impacted by a significant backlog of casework. Whilst issues relating to staff resource availability have been resolved and output has significantly improved it is highlighted that KPI's measuring average time taken remain adversely affected by the resolution of increasing volumes of 'legacy' casework. The Council's target for 'householder' applications has been revised to 10 weeks although this is not yet reflected in the format of corporate reports. By FQ2 only a handful of 'householder' 'legacy' items remained, this has resulted in a general improvement across this particular performance measure. During FQ2 66 'householder' applications were determined across Argyll and Bute including 3 'legacy' items and is reflected in the significant improvement in performance reported for this period. Excluding 'legacy' items, the remaining 59 applications were determined within an average time of 8.1 weeks. Period Actual FQ1 Commentary 2024/25 FQ2 26.1 2024/25 FQ3 15.9 2024/25 FQ4 14.2 2025/26 FQ1 10.4 2025/26 FQ2 7.9 Corporate Outcome - Our economy is diverse and thriving Average number of weeks to determine householder planning applications Responsible Person: Peter Bain This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 is lower than the target however performance has increased since the last reporting period. Actual trend line Performance across the Development Management Service has been impacted by a significant backlog of casework. Whilst issues relating to staff resource availability have been resolved and output has significantly improved it is highlighted that KPI's measuring average time taken remain adversely affected by the resolution of increasing volumes of 'legacy' casework. The Council's target for 'householder' applications has been revised to 10 weeks although this is not yet reflected in the format of corporate reports. During FQ1 only a handful of 'householder' 'legacy' items remained, this has resulted in a general improvement across this particular performance measure. During FQ1 62 'householder' applications were determined across Argyll and Bute including 3 'legacy' items and is reflected in the significant improvement in performance reported for this period. Excluding 'legacy' items, the remaining 59 applications were determined within an average time of 8.1 weeks. 16 Page 104
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 OLI 59 59 0 Green - Actual meets Baseline The empty rate is currently 2.11% in OLI, the lowest in A&B. In the past quarter, the empty business property officer has 1 live project in progress. There are a further 3 projects at application stage, with 4 adiditonal enquiries. In OLI the projects are linked to large offices, accommodation or hospitality, so change of use or conversions are complex. The projects will assist owners and advance council priorities. Period Actual FQ1 Commentary 2024/25 FQ2 - 2024/25 FQ3 - 2024/25 FQ4 - 2025/26 FQ1 60 2025/26 FQ2 59 2025/26 FQ2 A&B 277 267 -10 Green - Actual below Baseline The empty rate is currently 3.27%, which is down from 3.38% in the previous quarter. We have seen a decline in the number of properties claiming empty property relief, and the empty business property grant scheme, plus the extended property relief have both proven useful in supporting owners or incoming tenants. The support is warmly welcomed by the private sector, as the trading environment is challenging, so the financial support to help de-risk business start-up, expansion and alternative usage is proving a positive intervention. Period Actual FQ1 Commentary 2024/25 FQ2 - 2024/25 FQ3 - 2024/25 FQ4 - 2025/26 FQ1 276 2025/26 FQ2 267 Corporate Outcome - Our economy is diverse and thriving Reduction in number of empty properties Responsible Person: Jonathan Welch This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 shows the cumulative number of empty properties has exceeded the baseline. Actual trend line OLI's 'empty' vacancy rate is 2.24%. Since the Empty Business Property Grant Scheme was approved in June 2025, no Empty Business Property Grants have been approved. However, Empty Property Officer has helped facilitate contacts or sign-post enquiries without further intervention. There are 2 x live enquiries/projects which involve proposals for properties to be converted to residential. This is a priority for the local area so grant applications are being supported. Work is ongoing to explore methods to monitor 'demand' in our town centres as that data is vital to regeneration and socio-economic development. This indicator for FQ2 shows the cumulative number of empty properties is lower than the baseline. Actual trend line A&Bs 'empty' vacancy rate is currently 3.37%. Although the measure against baseline is positive, this % does represent a slightly higher figure (0.5%) versus historic analysis. The suite of empty business property policy changes implemented by the council are positive and the market is responding to the new extended property relief and the business grant scheme. The role of town centres is multi-faceted so they are impacted by many externalities. These can be an acute in rural economies already facing challenges with depopulation, declining workforce, accessibility and macro-economic factors. Ongoing work is required to diagnose the issues currently affecting each of our town centres, and provide a framework of approaches/interventions to support their revival. 17 Page 105
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B No Target 31 N/A N/A During FQ2, the housing service took 125 homeless applications and provided temporary accommodation for 31 new homeless households. B&C: Out of 38 Homeless Applications, 13 new households went in to temporary accommodation (10 x Serviced Accommodation, 1 x Bed & Breakfast, 2 x Registered Social Landlord). H&L: Out of 31 Applications, 6 new households went in to temporary accommodation (3 x Serviced Accommodation, 1 x Bed & Breakfast, 1 x Private Sector Lease, 1 x Registered Social Landlord). MAKI: Out of 36 Homeless Applications, 8 new households went in to temporary accommodation (5 x Private Sector Lease, 3 x Serviced Accommodation). OLI: Out of 19 Homeless Applications, 4 new households went in to temporary accommodation (4 x Supported Accommodation). There was also one Homeless Application taken from someone outside of Argyll and Bute Council area. Period Actual FQ1 Commentary 2024/25 FQ2 40 2024/25 FQ3 27 2024/25 FQ4 30 2025/26 FQ1 27 2025/26 FQ2 31 Corporate Outcome - Our economy is diverse and thriving COI - Number of new homeless applicants who required temporary accommodation this period Responsible Person: Morven Macintyre This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 shows the number of applicants has increased since the last reporting period. Actual trend line During FQ1, the housing service took 110 homeless applications and provided temporary accommodation for 27 new homeless households. B&C: Out of 26 Homeless Applications, 8 new households went in to temporary accommodation (4 x Serviced Accommodation, 1 x Bed & Breakfast, 2 x Registered Social Landlord, 1 Private Sector Lease). H&L: Out of 36 Applications, 8 new households went in to temporary accommodation (3 x Serviced Accommodation, 4 x Bed & Breakfast, 1 x Private Sector Lease). MAKI: Out of 31 Homeless Applications, 5 new households went in to temporary accommodation (3 x Private Sector Lease, 1 x Serviced Accommodation 1 x Supported Accommodation). OLI: Out of 17 Homeless Applications, 6 new households went in to temporary accommodation (5 x Supported Accommodation, 1 x Serviced Accommodation). Please note: • The Registered Social Landlord and Private Rented Sector properties are leased by the Council and sub-let to homeless households as temporary accommodation. • Serviced Accommodation is available in Cowal and Helensburgh and is for single people providing an en-suite bedroom and shared kitchen facilities. • Supported accommodation is provided in Lorn by Blue Triangle Housing Association. • Emergency accommodation may on occasion be provided out with the location of the original presentation due to the pressure on the availability of temporary accommodation 18 Page 106
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 20.0% 0.0% Not Known, due to staff resource and sickness absense data has not been collected. Period Actual FQ1 Commentary 2024/25 FQ2 10.5% 2024/25 FQ3 23.6% 2024/25 FQ4 15.2% 2025/26 FQ1 0.0% 2025/26 FQ2 COI - Maintain the percentage of local suppliers that benefit from the award of contracts via the procurement portal Responsible Person: Anne MacColl-Smith This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for... Actual trend line FQ1 data expected from Spikes Cavell (Scottish Government data base) in mid September. Corporate Outcome - Our economy is diverse and thriving 19 Page 107
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B No Target 14 N/A N/A 14 achieved community benefits reported to Procurement Commercial & Contract Management Team for FQ2 Period Actual FQ1 Commentary 2024/25 FQ2 31 2024/25 FQ3 - 2024/25 FQ4 44 2025/26 FQ1 0 2025/26 FQ2 14 Actual trend line The number of achieved community benefits during FQ1 was 37. Corporate Outcome - Our economy is diverse and thriving COI - Increase the number of community benefits that are delivered through contracts we award locally Responsible Person: Anne MacColl-Smith This indicator is a Corporate Outcome Indicator that is reported in FQ2 and FQ4. The performance presented is Council-wide only. This indicator for FQ2 shows the number of community benefits has decreased since the last reporting period. 20 Page 108
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 OLI 75% 89% 14% Green - Actual exceeds Target This quarter saw fewer faults reported, coinciding with the summer season and an overall improvement in performance. Period Actual FQ1 Commentary 2024/25 FQ2 96% 2024/25 FQ3 97% 2024/25 FQ4 98% 2025/26 FQ1 83% 2025/26 FQ2 89% 2025/26 FQ2 A&B 75% 95% 20% Green - Actual exceeds Target A relatively quiet quarter, with 40 faults reported and only 2 exceeding the required repair timescales. Period Actual FQ1 Commentary 2024/25 FQ2 97% 2024/25 FQ3 92% 2024/25 FQ4 92% 2025/26 FQ1 90% 2025/26 FQ2 95% This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. Actual trend line Performance has been good as it is the lighter months and works can be inspected and fixed in a timely manner. Works can also be planned around contractual works which also helps with the timescales of attendance. Corporate Outcome - We have an infrastructure that supports sustainable growth Percentage of street lighting faults repaired within 10 days Responsible Person: Tom Murphy This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. Actual trend line Performace has improved, however we are still requiring some contractor assistance especially in the Helensburgh area, some requiring Scottish Powers attendance along with the support of civil contractors. We hope to have these works carried out prior to the clocks changing. 21 Page 109
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 Lorn No Target 8 N/A N/A Lorn received 8 waste collection complaints for FQ2. Period Actual FQ1 Commentary 2024/25 FQ2 4 2024/25 FQ3 3 2024/25 FQ4 6 2025/26 FQ1 4 2025/26 FQ2 8 2025/26 FQ2 Mull No Target 0 N/A N/A There were no waste collection complaints received for the Isle of Mull in FQ2. Period Actual FQ1 Commentary 2024/25 FQ2 0 2024/25 FQ3 0 2024/25 FQ4 0 2025/26 FQ1 0 2025/26 FQ2 0 Corporate Outcome - We have an infrastructure that supports sustainable growth Number of waste collection complaints Responsible Person: Tom Murphy This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 shows the number of waste collection complaints has remained the same since the last reporting period. Actual trend line There were no waste collection complaints received on the Isle of Mull. This indicator for FQ2 shows the number of waste collection complaints has increased since the last reporting period. Actual trend line Lorn received 4 waste collection complaints this quarter. 22 Page 110
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B No Target 36 N/A N/A A total of 36 waste collection complaints were received for the Argyll and Bute area in FQ2. The Helensburgh and Lomond area remains the highest with 14 complaints, however as reported last quarter the Helensburgh and Lomond area service 12,437 properties and broken down over the quarter this equates to residual 49,748, reclycling 74,622, food waste 149,244 and glass 37,311 giving a total of 310,925 bins collected. Therefore overall this is a very good level of service. Period Actual FQ1 Commentary 2024/25 FQ2 26 2024/25 FQ3 36 2024/25 FQ4 31 2025/26 FQ1 34 2025/26 FQ2 36 Corporate Outcome - We have an infrastructure that supports sustainable growth Number of waste collection complaints Responsible Person: Tom Murphy This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 shows the number of waste collection complaints has increased since the last reporting period. Actual trend line A total of 34 waste collection complaints were received this quarter for the whole of Argyll and Bute. The Isles of Mull and Bute received no waste collection complaints this quarter which shows the waste teams on the islands are delivering a high level of service. In the Helensburgh and Lomond area there are 12,437 properties from which refuse is collected, quarterly this equates to residual 49,748, recycling 74,622, food waste 149,244 and glass 37,311 giving a total of 310,925 bins collected per quarter. The number of complaints made as a percentage of the bins collected equates to 0.0067%. 23 Page 111
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 45.0% 63.2% 18.2% Green - Actual exceeds Target 63.2% combined recycling, composting and recovery (39.6% recycling and composting plus 23.6% recovery). Recovery figure for FQ2 is down slightly from previous quarters due to commencement by Biffa (formerly Renewi) of the conversion of mechanical biological treatment (MBT) plants to Waste Transfer Stations (WTS) at the 3 main sites. Once complete, this will provide the capability for the residual general waste to be transferred from 1st January to the central belt for refuse derived fuel (RDF/energy from waste (EfW) to ensure landfill ban compliance. Period Actual FQ1 Commentary 2024/25 FQ2 70.5% 2024/25 FQ3 65.4% 2024/25 FQ4 63.2% 2025/26 FQ1 66.6% 2025/26 FQ2 63.2% 2025/26 FQ2 Renewi No Target 48.9% N/A N/A 48.9% combined recycling,composting and recovery (35.9% recycling and composting plus 13% recovery). Recovery figure for FQ2 is down slightly from previous quarters due to commencement by Biffa (formerly Renewi) of the conversion of mechanical biological treatment (MBT) plants to Waste Transfer Stations (WTS) at 3 sites in order to ensure residual general waste can be transferred to the central belt for from 1st January 2026 to ensure compliance with the municipal waste landfill ban. Period Actual FQ1 Commentary 2024/25 FQ2 61.3% 2024/25 FQ3 52.4% 2024/25 FQ4 46.8% 2025/26 FQ1 51.5% 2025/26 FQ2 48.9% Actual trend line 66.6% recycling,composting and recovery (39.3% recycling and composting plus 27.3% recovery). Recovery percentage is high mainly due to Helensburgh and Lomond residual waste going for refuse derived fuel (RDF)/energy from waste (EFW). Recycling and composting are slighter higher than previous quarter mainly due to increased levels of green garden waste sent for composting. This indicator for FQ2 shows the percentage of waste recycled has decreased since the last reporting period. Corporate Outcome - We have an infrastructure that supports sustainable growth COI - Percentage of waste recycled, composted and recovered Responsible Person: Andy Summers This indicator is reported quarterly. The performance presented is by Council-wide service provision. This indicator for FQ2 exceeds the target however performance has decreased since the last reporting period. Actual trend line 51.5% recycling,composting and recovery (34.6% recycling and composting plus 16.9% recovery). Recycling and composting are slighter higher than previous quarter mainly due to the increased levels of green garden waste sent for composting . 24 Page 112
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 Islands No Target 40.1% N/A N/A 40.1% combined recycling,composting and recovery (27.1% recycling and composting plus 13% recovery). Recycling figure for FQ2 is down slightly from previous quarters due to some delays in receiving tonnage information before the Q2 input cut-off date from a couple of contractors handling some of the recycling materials. The late tonnage information will be entered in the next quarter. Period Actual FQ1 Commentary 2024/25 FQ2 51.8% 2024/25 FQ3 44.2% 2024/25 FQ4 49.2% 2025/26 FQ1 52.5% 2025/26 FQ2 40.1% 2025/26 FQ2 H&L No Target 100.0% N/A N/A 100% combined recycling,composting and recovery (51.3% recycling and composting plus 48.7% recovery). Residual general waste from Helensburgh and Lomond area is already compliant with the municipal waste landfill ban as it currently goes for refuse derived fuel (RDF)/energy from waste (EfW). Recycling and composting during the quarter exceeded 50% mainly due to high levels of green garden waste being sent for onward composting from the Blackhill Recycling Centre (Helensburgh). Period Actual FQ1 Commentary 2024/25 FQ2 100.0% 2024/25 FQ3 100.0% 2024/25 FQ4 100.0% 2025/26 FQ1 100.0% 2025/26 FQ2 100.0% This indicator for FQ2 shows the percentage of waste recycled has decreased since the last reporting period. Corporate Outcome - We have an infrastructure that supports sustainable growth COI - Percentage of waste recycled, composted and recovered Responsible Person:Andy Summers This indicator is reported quarterly. The performance presented is by Council-wide service provision. Actual trend line 100% recycling,composting and recovery (46.9% recycling and composting plus 53.1% recovery). Recovery percentage is high mainly due to Helensburgh and Lomond residual waste going for refuse derived fuel (RDF)/energy from waste (EFW). Recycling and composting slighter higher than previous quarter mainly due to increased levels of green garden waste sent for composting. Actual trend line 52.5% recycling,composting and recovery (42.5% recycling and composting plus 10.0% recovery). Recycling and composting are slighter higher than previous quarter mainly due to the increased levels of green garden waste sent for composting . This indicator for FQ2 shows the percentage of waste recycled has remained the same since the last reporting period. 25 Page 113
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 5,550 3,625 -1,925 Green - Actual below Target Within target mainly due to the residual waste from Helensburgh and Lomond already being landfill ban compliant. PPP area landfill is up from the previous few quarters due to commencement by Biffa (formerly Renewi) of the conversion of mechanical biological treatment (MBT) plants to Waste Transfer Stations (WTS) at the 3 main sites. Once works are complete, this will provide the capability for the residual general waste to be transferred from 1st January to the central belt for refuse derived fuel (RDF/energy from waste (EfW) to ensure landfill ban compliance. Period Target Actual FQ1 Commentary 2024/25 FQ2 5,550 3,225 2024/25 FQ3 5,100 2,846 2024/25 FQ4 5,000 3,103 2025/26 FQ1 5,850 3,267 2025/26 FQ2 5,550 3,625 Corporate Outcome - We have an infrastructure that supports sustainable growth COI - Number of tonnes of waste sent to landfill Responsible Person: Andy Summers This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 is lower than the target (lowest is best). Actual trend line Well within landfill target mainly due to Helensburgh and Lomond residual general waste going for refuse derived fuel (RDF)/energy from waste (EFW). 26 Page 114
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 Lorn 73 91 18 Green - Actual exceeds Target Lorn has a high street cleanliness figure of 91 in FQ2. Period Actual FQ1 Commentary 2024/25 FQ2 87 2024/25 FQ3 88 2024/25 FQ4 81 2025/26 FQ1 84 2025/26 FQ2 91 2025/26 FQ2 Mull 73 97 24 Green - Actual exceeds Target The Isle of Mull continues to deliver a high score of 97 for street cleanliness, which exceeds the actual target. Period Actual FQ1 Commentary 2024/25 FQ2 94 2024/25 FQ3 96 2024/25 FQ4 96 2025/26 FQ1 96 2025/26 FQ2 97 This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. Corporate Outcome - We have an infrastructure that supports sustainable growth COI - LEAMS (Local Environment Audit and Management System) Responsible Person: Tom Murphy This indicator is reported quarterly. The performance presented is at area level and Council-wide. Actual trend line The Isle of Mull continues to deliver a high score of 96 for street cleanliness, which exceeds the actual target. Actual trend line The Lorn area has been well maintained this quarter showing an overall figure of 84, which exceeds the actual target. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. 27 Page 115
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 73 86 13 Green - Actual exceeds Target For FQ2 a street cleanliness score of 86 has been achieved excelling the target of 73. This reflects well on the teams in the areas who continue to provide a good level of service and again shows very little litter visible on the streets and/or open spaced checked. Period Actual FQ1 Commentary 2024/25 FQ2 85 2024/25 FQ3 84 2024/25 FQ4 83 2025/26 FQ1 84 2025/26 FQ2 86 A street cleanliness score of 84 has been achieved for the whole of Argyll and Bute this quarter, which shows the street cleanliness remains high on both the mainland and Islands. These figures show very little litter visible on the streets and or open spaces checked. This high score reflects well on the teams who are providing a good service, by ensuring they work efficiently and effectively to keep the areas clean. This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. Corporate Outcome - We have an infrastructure that supports sustainable growth COI - LEAMS (Local Environment Audit and Management System) Responsible Person: Tom Murphy Actual trend line 28 Page 116
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 OLI No Target 1.41 N/A N/A Working days lost due to sickness have decreased again this quarter, with figures lower than the same period last year. This reduction is likely influenced by the school holidays during this time. It is a positive improvement, and continued focus will help sustain this progress. Period Actual FQ1 Commentary 2024/25 FQ2 1.96 2024/25 FQ3 2.87 2024/25 FQ4 2.75 2025/26 FQ1 1.58 2025/26 FQ2 1.41 2025/26 FQ2 A&B No Target 1.75 N/A N/A Overall absence has decreased this quarter, which may be partly attributed to the scheduled school holidays during this period. We continue to monitor absence closely and implement targeted interventions aimed at further improvement. Period Actual FQ1 Commentary 2024/25 FQ2 1.77 2024/25 FQ3 2.89 2024/25 FQ4 3.23 2025/26 FQ1 2.13 2025/26 FQ2 1.75 Slight increase from last quarter and from the same quarter, last year. The HR&OD team continue to monitor absence, with targeted work aiming to improve this. They are also preparing to review the Supporting Attendance at Work procedures in the next 12 months. This indicator for FQ2 shows the number of sickness absence days has decreased since the last reporting period. Actual trend line Reduction in working days lost this quarter from previous, as well as a slight reduction from the data in the same quarter last year. Corporate Outcome - Making it happen COI - Teacher sickness absence Responsible Person: Jennifer Crocket (B&C and MAKI) / Wendy Brownlie (H&L and OLI) This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 shows the number of sickness absence days has decreased since the last reporting period. Actual trend line 29 Page 117
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 OLI No Target 3.83 N/A N/A Working days lost due to sickness have seen a slight increase this quarter. Levels remain similar to those recorded in the same quarter last year, suggesting a relatively stable trend overall. Ongoing monitoring and continued engagement with managers will help to maintain focus on managing absence effectively. Period Acutal FQ1 Commentary 2024/25 FQ2 3.85 2024/25 FQ3 4.53 2024/25 FQ4 4.31 2025/26 FQ1 3.59 2025/26 FQ2 3.83 2025/26 FQ2 A&B No Target 4.06 N/A N/A Overall, sickness absence performance this quarter has been mixed, with some areas showing positive reductions in working days lost, while others have seen a slight increase or remained in line with the same period last year. This suggests that while some progress is being made, absence patterns continue to vary across services. Targeted support, focused management engagement and ongoing monitoring will remain key to sustaining improvement and addressing areas of higher absence. Period Actual FQ1 Commentary 2024/25 FQ2 3.43 2024/25 FQ3 4.40 2024/25 FQ4 4.66 2025/26 FQ1 3.82 2025/26 FQ2 4.06 Actual trend line Slight reduction overall. However, there is still an increase from the same quarter last year. The HR&OD team continue to monitor absence, with targeted work aiming to improve this. They are also preparing to review the Supporting Attendance at Work procedures in the next 12 months. Actual trend line Reduction in working days lost this quarter. The figure is further reduced from reporting figures from the same quarter, last year. This indicator for FQ2 shows the number of sickness absence days has increased since the last reporting period. This indicator for FQ2 shows the number of sickness absence days has increased since the last reporting period. Corporate Outcome - Making it happen COI - LGE staff (including non-Teacher) sickness absence Responsible Person: Carolyn Cairns This indicator is reported quarterly. The performance presented is at area level and Council-wide. 30 Page 118
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 70.0% 78.4% 8.4% Green - Actual exceeds Target In FQ2 2025/26 there were 37,268 customer transactions dealt with by Customer Service Agents (21.6%) and 135,337 were automated/self-service transactions (78.4%) so the 70.0% target was substantially bettered. This was an improvement on than the same quarter of 2024/25, where 72.7% of transactions were handled through automation/self-service. Period Actual FQ1 Commentary 2024/25 FQ2 72.7% 2024/25 FQ3 82.7% 2024/25 FQ4 74.8% 2025/26 FQ1 76.1% 2025/26 FQ2 78.4% Actual trend line In FQ1 2025/26 there were 40,513 customer transactions dealt with by Customer Service Agents (23.9%) and 129,292 were automated/self-service transactions (76.1%) so the 70.0% target was substantially bettered. This was also better than the same quarter of 2024/25, where 71.7% of transactions were handled through automation/self-service. Corporate Outcome - Making it happen COI - Increase the percentage of all self-service automated contacts Responsible Person: Robert Miller This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. 31 Page 119
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ARGYLL AND BUTE COUNCIL OBAN, LORN & THE ISLES AREA COMMITTEE LEGAL & REGULATORY SUPPORT 10 SEPTEMBER 2025 APPOINTMENT TO OBAN & LORN COMMUNITY ENTERPRISE LTD (ATLANTIS LEISURE) 1.0 EXECUTIVE SUMMARY The lease arrangement with Oban & Lorn Community Enterprise Board Ltd (OLCEB) in respect of Atlantis Leisure Centre sets out provision for two elected member representatives to serve on the Board of Directors. Those appointments have previously been made by the Oban, Lorn and the Isles Area Committee with Councillor Vennard being appointed on 13 September 2023 and Councillor Martin being appointed on 12 June 2024. Councillor Martin has tendered her resignation and this report invites the Oban, Lorn and the Isles Area Committee to fill the vacancy which has arisen. In considering the report, the committee should bear in mind that an Internal Audit report concluded that a second elected member is required to be nominated to ensure the Council have sufficient oversight of the operational activity of OLCEB. Page 121 Agenda Item 10
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ARGYLL AND BUTE COUNCIL OBAN, LORN & THE ISLES AREA COMMITTEE LEGAL & REGULATORY SUPPORT 10 SEPTEMBER 2025 APPOINTMENT TO OBAN & LORN COMMUNITY ENTERPRISE LTD (ATLANTIS LEISURE) 2.0 INTRODUCTION 2.1 The Area Committee previously appointed Councillor Vennard and Councillor Martin to be their representative on the Oban & Lorn Community Enterprise Board (OLCEB) on 13 September 2023 and 12 June 2024 respectively. Councillor Martin has since intimated her resignation and the Area Committee is invited to consider filling the vacancy on the board. 3.0 RECOMMENDATIONS 3.1 The Area Committee is invited to nominate an additional representative to serve on the Board of Oban & Lorn Community Enterprise Ltd. 4.0 DETAIL 4.1 The original lease arrangement with OLCEB states that “the Landlords shall be represented on the Board of Directors of the Tenants by no less than two elected members of the District Council”. While there are some modifications over the years, and the lease has been extended, this provision remains unchanged. The current lease is in place until 30 September 2037. 4.2 While the Board had indicated previously their preference to have one appointed representative when appointments were made to outside bodies following the last Local Government Elections in 2022 an Internal Audit report has concluded Page 122
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that a second elected member is required to be nominated to ensure the Council have sufficient oversight of the operational activity of OLCE. Councillor Vennard and subsequently Councillor Martin were appointed to fulfil this responsibility. 5.0 CONCLUSION 5.1 This report advises the Area Committee of the current arrangements in place regarding the lease agreement with OLCEB and invites the committee to consider nominating a second representative to serve on the Board, following the resignation of Councillor Martin. 6.0 IMPLICATIONS 6.1 Policy - None 6.2 Financial - None 6.3 Legal – The lease agreement in place requires a minimum of two elected members to serve on the Board of Directors 6.4 HR - None 6.5 Customer Service - None 6.6 Risk – Internal Audit have concluded that a second representative is required to have sufficient oversight of operational activities 6.7 Climate Change - None 6.8 Fairer Scotland Duty - None 6.9 Equalities - protected characteristics - None 6.10 Consumer Duty - None 6.11 Island Communities - None 6.12 Children’s Rights and Wellbeing - None Douglas Hendry Executive Director with responsibility for Legal and Regulatory Support Councillor Mark Irvine - Policy Lead for Community Planning and Corporate Services 7 July 2025 For further information contact: Melissa Stewart, Democratic Services Manager – Tel: 01546 604331 Page 123
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ARGYLL AND BUTE COUNCIL OBAN, LORN & THE ISLES AREA COMMITTEE LEGAL & REGULATORY SUPPORT 10 December 2025 CHARITABLE TRUSTS, BEQUESTS AND TRUST FUNDS 1.0 EXECUTIVE SUMMARY 1.1 The Oban, Lorn and the Isles Area Committee are Trustees for a number of Charitable Trusts, Bequests and Trust Funds. Historically a report has been brought to the Area Committee on an annual basis with recommendations for distribution. 1.2 While officers continually seek to simplify and update processes where possible to ensure ongoing compliance with the original terms of the bequests and to reduce the administrative burden of the management and distribution, there remains a number of challenges. A number of the charitable funds were established many years ago, and as a consequence of changes in society over time the intended beneficiaries of the bequests are no longer easily identified. 1.3 This report provides details of a number of the Trusts and Bequests that remain active in the Oban, Lorn and the Isles Area and seeks agreement from Members on proposed distribution methods. 2.0 RECOMMENDATIONS 2.1 The Oban, Lorn and the Isles Area Committee are asked to: 1. note the financial position of the Charitable Trusts, Bequests and Trust Funds as of August 2025; 2. agree that the charities and trust funds, that have historically been awarded to Council Departments and Allied Partners, are awarded on the basis outlined in paragraph 5.5 and defined within appendix 1; 3. agree to make available all unrestricted funds from the Dugald McPhail Memorial Fund to Roads and Infrastructure and thereafter to place a moratorium on the fund; 4. agree to invite representatives from the Health and Social Care Partnership to consider submitting an application form to the Miss Flora McLucas and Miss M M Cameron Bequests; and Page 125 Agenda Item 11
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5. note that the Mrs Mellors Bequest has no identified beneficiaries and that this fund is subject to ongoing consideration by officers. Page 126
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ARGYLL AND BUTE COUNCIL OBAN, LORN & THE ISLES AREA COMMITTEE LEGAL & REGULATORY SUPPORT 10 December 2025 CHARITABLE TRUSTS, BEQUESTS AND TRUST FUNDS 3.0 INTRODUCTION 3.1 The Oban, Lorn and the Isles Area Committee are Trustees of a number of Charitable Trusts, Bequests and Trust Funds. This report provides information on proposals in relation to the ongoing management of these funds and seeks agreement on distribution proposals. 4.0 RECOMMENDATIONS 4.1 The Oban, Lorn and the Isles Area Committee are asked to: 1. note the financial position of the Charitable Trusts, Bequests and Trust Funds as of August 2025; 2. agree that the charities and trust funds, that have historically been awarded to Council Departments and Allied Partners, are awarded on the basis outlined in paragraph 5.5 and defined within appendix 1; 3. agree to make available all unrestricted funds from the Dugald McPahil Memorial Fund to Roads and Infrastructure and thereafter to place a moratorium on the fund; 4. agree to invite representatives from Health and Social Care Partnership to consider submitting an application form to the Miss Flora McLucas and Miss M M Cameron Bequests; and 5. note that the Mrs Mellors Bequest has no identified beneficiaries and that this fund is subject to ongoing consideration by officers. 5.0 BACKGROUND & DISTRIBUTION ARRANGEMENTS 5.1 Historically reports are prepared and submitted to Area Committees outlining the status of each of the funds, proposed distribution method(s) and the amounts available. Page 127
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5.2 Of the 15 funds for which the Area Committee are trustees many have historically been awarded to Council Departments and allied partners (for example Roads and Infrastructure). 5.3 In September 2020 the Area Committee agreed that those funds that hold less than £1k in unrestricted reserves (i.e. monies the charity has available to spend without drawing on capital or restricted reserves) be made available, in their totality, during the financial year (2021/22), essentially placing a moratorium on the distribution of monies from these funds, thereby lessening the administrative burden and ensuring maximum community benefit. 5.4 In December 2021 the Area Committee agreed to formally place a moratorium on the distribution of monies from those funds that had no/limited funds available for distribution. This approach has served to lessen the administrative burden and allow interest to accumulate to ensure maximum community benefit at a later date. 5.5 In order to provide a level of consistency to the process for those Bequests/Trusts which are transferred to Council Departments or allied partners it is proposed that those funds that hold more than £1k will be allocated on the basis of the interest from the previous financial year plus 1/20th of the unrestricted funds. This approach being the recommendation of Financial Officers as a means for members to meet their fiscal responsibilities as trustees, specifically that the funds are maintained over the longer term and not exhausted. 5.6 Should the Area Committee approve this approach over £6k will be available to council departments and allied partners this financial year, the bulk of which will be awarded to Live Argyll via the McCaig Trust. 5.7 A number of funds have bespoke distribution methods which are undertaken by Legal and Regulatory Support. Officers continue to advertise and monitor the expenditure from these funds and should expenditure not provide a community benefit Officers will explore what action can be taken. 5.8 The Miss Flora McLucas Bequest was established for the benefit of Dunaros, Salen and the Miss M M Cameron Bequest to Eventide Home, Salen, Mull. There is around £2.5k available in the Miss Flora McLucas Bequest and £345 within the Miss M M Cameron Bequest. As the facility at Salen is no longer operational there are no distribution arrangements established for either of these funds. Colleagues within the Health and Social Care Partnership have confirmed that the service offered by the Mull & Iona Community Hospital is slightly different to that previously offered at Salen, however it is considered an approximate modern continuation of the service offered at Salen. Consequently, it is proposed to invite representatives from the Health and Social Care Partnership to consider submitting an application form to each of these funds. Any subsequent application would be submitted to the Area Committee for consideration by Trustees. The alterative to this approach would be to add this to funds that would require to be Page 128
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reorganised as per the Law Reform (Miscellaneous Provisions) (Scotland ) Act 1990 and The Public Trusts (Reorganisation) (Scotland) (No.2). 5.9 In 1955 Mull District Council accepted the sum of £15:5:4 in the name of the late Mr A A MacGilp for the maintenance of the Dugald Macphail monument. Colleagues from Roads and Infrastructure Services are exploring what, if any, maintenance work is required. It is therefore recommended to make the totality of the funds available, £470, for remedial work and thereafter to place a moratorium in this fund. If there is no immediate maintenance work required, the funds will be held until such time that there is. 5.10 There remains a single fund that has no identified beneficiaries or methods of distribution, specifically the Mrs Mellors Bequest. Given the explicit nature of the terms of this fund there is no scope to award funds as it currently sits and as such Officers will require to follow the provisions within the Law Reform (Miscellaneous Provisions) (Scotland ) Act 1990 and The Public Trusts (Reorganisation) (Scotland) (No.2) to re-organise this particular fund. 6.0 CONCLUSION 6.1 This report has outlined the current position in terms of financial and distribution arrangements of the funds/bequests held in trust by the Area Committees meeting our obligation of ensuring transparent and effective governance. 7.0 IMPLICATIONS 7.1 Policy - None. 7.2 Financial - None. 7.3 Legal - Area Committees, as Trustees, must ensure that the distribution arrangements comply with the terms of the funds/bequests, failure to do so would result in the Council being liable. 7.4 HR - To proceed with reorganisation, in terms of section 10 or 11 of the Law Reform (Miscellaneous Provisions) (Scotland) Act 1990 would require the allocation of Officer time. 7.5 Customer Service 7.6 Risk - None 7.7 Climate Change – None 7.8 Fairer Scotland Duty – None 7.9 Equalities - protected characteristics – None 7.10 Consumer Duty – None 7.11 Island Communities – None Page 129
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7.12 Children’s Rights and Wellbeing – None Douglas Hendry Executive Director with responsibility for Legal & Regulatory Support November 2025 Policy Lead - Councillor Mark Irvine Appendix 1 – Distribution Arrangements for Trust Funds and Bequests. For further information contact: Stuart McLean, Committee Manager, 01436 658717, stuart.mclean@argyll-bute.gov.uk Page 130
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TRUST NAME CHARITABLE PURPOSE DISTRIBUTION PROPOSAL Capital (Restricted Funds) Income during 2024-25 Accumulated Funds for Distribution 1/20th of unrestricted Maximum proposed award - 2025 Council Departments and Allied Partners. MISS CHRISTINA MCKAYS TRUST The upkeep of the graves of the MacKays of Glenure, Fasnacloich and those of Mrs Margaret MacIntyre of Duror and her sisters, all in Achnaba Churchyard Ardchattan Paid to Roads and Infrastructure when it is confirmed that work has been undertaken. If no work is undertaken do not make the transfer until such time as work is to be carried out. 300.00 66.00 1,005.00 50.25 116.25 MCCAIG TRUST Toward cost of library and institute, Oban. Paid to Live Argyll on confirmation that the funds have been used toward cost of library and institute, Oban. 35,138.00 3,835.00 43,508.00 2,175.40 6,010.40 DUGALD MCPHAIL MEMORIAL FUND The maintenance of the momument. Paid to Roads and Infrastructure Services on confirmation that the funds have been used towards maintenance of the monument 15.00 23.00 470.00 n/a 470.00 Bespoke arrangements in place. MACDOUGALL TRUST To provide an eventide home in the Ross of Mull area for the accommodation of 12 aged persons. Bespoke arrangements established. 50,000.00 37,236.00 1,147,910.00 n/a n/a JOHN OF LORN BEQUEST Income to be dispursed for the benefit of poor persons resident in the Burgh of Oban in the manner which the Town Council shall deem best Bespoke arrangements established - Distribution arrangements agreed September 2020. 8,989.00 749.00 2,179.00 n/a n/a MISS AGNES ANGUS BEQUEST For purposes of public utility and for the benefit and advantage of the community of Oban Currently under consideration by the Area Committee 1,000.00 2,071.00 42,986.00 n/a n/a MACKINNON LEDINGHAM BEQUEST For relief of aged persons in the Ross of Mull. Bespoke arrangements established - Distribution arrangements agreed March 2024. 2,000.00 321.00 4,825.00 n/a n/a ARCHIBALD DOW BEQUEST Distributed to the poor of Taynuilt Bespoke arrangements established - Distribution arrangements agreed March 2024. 751.00 106.00 1,407.00 n/a n/a COALS FOR POOR - OBAN To supply Coal for the poor of Oban Bespoke arrangements established - Distribution arrangements agreed March 2024. 1,334.00 175.00 2,334.00 n/a n/a Subject to considertion by the Area Committee - December 2025 Page 131
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TRUST NAME CHARITABLE PURPOSE DISTRIBUTION PROPOSAL Capital (Restricted Funds) Income during 2024-25 Accumulated Funds for Distribution 1/20th of unrestricted Maximum proposed award - 2025 MISS FLORA MCLUCAS BEQUEST For the benefit of Dunaros, Salen. To invite the Health and Social Care Partnership to apply to this fund. 100.00 124.00 2,539.00 n/a n/a MISS M M CAMERONS BEQUEST Bequest to Eventide Home, Salen, Mull To invite the Health and Social Care Partnership to apply to this fund. 185.00 25.00 345.00 n/a n/a Subject to reorganisation as per the Law Reform (Miscellaneous Provisions) (Scotland ) Act 1990 and The Public Trusts (Reorganisation) (Scotland) (No.2) MRS MELLORS BEQUEST Providing annuities 'of not less than £10 and not more than £15 for respectable and well deserving widows without children and worthy of assistance' n/a 1,700.00 3,950.00 82,204.00 n/a n/a Moratorium in situ - Historically awarded to Council Departments and Allied Partners JAMES MCKECHNIES TRUST For upkeep of family headstones and lairs in Pennyfir Cemetery. n/a 100.00 5.00 -3.00 n/a n/a MISS MARY A MCNIVENS TRUST For the maintenance of her two family lairs in Tiree burial ground. n/a 600.00 30.00 64.00 n/a n/a KILMORE & KILBRIDE To meet the expenses in keeping (Kilbride Burial Ground) in order. n/a 400.00 21.00 163.00 n/a n/a Page 132
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1 Oban, Lorn and the Isles Area Committee Date of Meeting: 10 December 2025 Title of Report: Health & Social Care Partnership - Performance Report – FQ1 2025/26 (April - June) Presented by: Kristin Gillies Head of Strategic Planning, Performance & Technology The Board is asked to: • Note revised suite of 77 Key Performance Indicators within the Integrated Performance Management Framework for 2025/26 • Note performance for FQ1 2025/26 (April – June 2025) • Note Delayed Discharge Sitrep as of 30 Jun 2025 (Appendix 1) • Note latest performance against the National Health & Wellbeing Outcomes and Ministerial Steering Group Integration Indicators (Appendix 2) EXECUTIVE SUMMARY This report details performance for the Financial Quarter (FQ) 1 2025/26 (April - June), the performance outputs are taken from the Integrated Performance Management Framework (IPMF) Reporting Dashboard with the focus on twelve key service areas, with a revised set of KPI being implemented after annual review, ahead of the 2025/26 reporting year. Overall performance for FQ1 notes of 77 measures reported as on target (53%). The report details performance against each of the service areas and the 77 supporting IPMF Key Performance Indicators. Latest HSCP Activity Summary Dashboard and trajectory analysis across current reporting year is included, as is the latest performance from the National Delayed Discharge Sitrep and the National Health & Wellbeing Indicators performance. The use of the new performance Dashboard within SharePoint is designed to offer a more focused approach to the access and analysis of data, offering scope for self-service. 2. RECOMENDATIONS The committee are asked to note FQ1 25/26 performance which is scrutinised at Clinical and Care Governance Committee and further reviewed by the IJB. 3. DETAIL OF REPORT The report details the HSCP (Health and Social Care Partnership) performance for FQ 1 2025/26 (April - June), highlighting key performance trends across the 77 KPIs (Key Performance Indicators). Page 133 Agenda Item 12
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2 For 2025/26, the quarter 1 snapshot national update on Delayed Discharges (Appendix 1), alongside the latest performance on the National Health and Wellbeing Outcomes Indicators (Appendix 2). 4. RELEVANT DATA & INDICATORS 4.1 FQ1 2025/26 (April – June) Performance Summary Overall performance for FQ1 notes that 77 KPI’s are scoring against target, with 41 (53%) reporting as on-track. The KPI’s report performance against the target and include the target, actual and variance and is a mix of both quantitative and qualitative indicators. The use of the green, amber and red graphics within the Dashboard is used to give an overview of the HSCP’s total performance for each of the twelve services and 77 KPI’s. The use of only green and red for the KPI’s is used to focus delivery with regards to sustaining performance on or above target. 4.2 Analysis of Key Performance This analysis identifies performance across the 12 service reporting categories within the Integrated Performance Management Framework (IPMF). 4.2.1 Children & Families Across 5 KPIs, Children & Families and Justice performance notes 4 (80%) on track, with1 (20%) off track, against the targets set for Q1 25/26. Performance on or above target: • Improve the percentage of Child Protection Register (CPR) cases that have an allocated Social Worker met the 100% target this FQ1 • Children & Adolescent Mental Health Services (CAMHS) tier 3 seen within 18 weeks of referral, 90% target was met in FQ1. Page 134
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3 • Improve the number of teams that have delivered 85% or more of the Universal Health Visiting Pathway (UHVP) met the target this quarter. • Health assessments started within 4 weeks of coming into care-exceeded the target of 96% (100%) Performance below target & areas for improvement: • Percentage of Justice Social Work reports submitted by 12 noon, 2 days before court was below the target of 90%, reported at 80% this quarter. 4.2.2 Strategy, planning, performance and digital Performance across 11 Key Performance Indicators (KPIs) for Strategic Planning, Performance & Technology Services shows 5 KPIs (45%) on track, with 6 KPIs (55%) reported as off track against the targets set for FQ1 25/26. Performance on or above target: • Increase the number of new clients to Telecare services – exceeded the target of 200 (215). • Increase the number of Telecare service reviews completed – exceeded the target of 85 (125). • Increase the number of patients utilising ‘Near Me’ clinics – exceeded the target of 800 (972). • Increase the utilisation of ‘Connect Me’ for blood pressure monitoring within primary care – exceeded the target of 42 patients (124). • Percentage of Transformation & Improvement projects on track – exceeded the target of 85% (100%). Performance below target & areas for improvement: • Increase in new referrals to Silvercloud – below the target of 70 (32). • Waiting times for cancer appointments at the 31 and 62 day targets – above the target of 0 breaches (7). • Reduce new outpatient waiting times breaches >12 weeks – above the target of 46% (47%). • Reduce outpatient waiting list long waits >52 weeks – above the target of 0.0% (7.2%). • HSCP FOI requests responded to within 20 working days – below the target of 100% (94%). • IT support requests resolved – below the target of 100% (34%). Scottish government has an acute focus on planned care, unscheduled care and CAMHS and this is being addressed by a weekly high level huddle board wide with direct reporting to the minister and sign off locally by management supporting an increased focus on booking and waiting list management. 4.2.3 Primary Care Performance across 6 Key Performance Indicators (KPIs) for Primary Care shows 3 KPIs (50%) on track, with 3 KPIs (50%) reported as off track against the targets set for FQ1 25/26. Performance on or above target: Page 135
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4 • 80% of children who received Fluoride Varnish treatment did not require referral for further dental treatment – exceeded the target of 80% (84%). • Vaccination delivery against National trends during autumn, winter and spring booster programmes – met the target of 61% (Scotland wide percentage) • Percentage of HSCP run GP practices enacting contingency measures – no practices enacted contingency measures, actual 0 against a threshold of 14 Performance below target & areas for improvement: • Percentage of planned activity carried out to deliver National Oral Health Improvement Programmes against Service Plan – below the target of 100% (85%). • Utilisation of HSCP Dental Clinic appointments – below the target of 75% (58%). • Minimum 95% uptake for 6 in 1 vaccination in children by age 1 – below the WHO target of 95% (94%). 4.2.4 Public Health Performance across 6 Key Performance Indicators (KPIs) for Public Health shows 1 KPIs (17%) on track, with 5 KPIs (83%) reported as offtrack against the targets set for FQ1 25/26. Performance on or above target: • Mitigate health inequalities through increasing the number of referrals to community link workers supported by “With You” ensuring health and wellbeing support is targeted to areas of rural and socio-economic need. The target was set at 150, and we increased the number of referrals to 174, exceeding the target by 24 (16%) above target. Performance below target & areas for improvement: • Increase number of successful quits, supported by NHS smoking cessation advisors or jointly through shared care with Pharmacy, by people in the 40% most deprived areas in Argyll and Bute, reporting undertaken a quarter in arrears – We set a target of 20, and we achieved 14 (30%) below target. • Report on the number of people in A&B attending training to deliver Community Reinforcement and Family Training (CRAFT) to families – We set a target of 15 and the actual reported in FQ1 was 0. • Increase the number of people in Argyll and Bute attending training in the following areas, Money Counts, Behaviour Change, Speakeasy, Mental Health and Suicide Prevention - We set a target of 120 and the actual was 39, approximately 67.5% below target. • Number of instances working with Scottish Government or National Agencies on National Strategy and Policy Development. The target was set at 13, and we achieved 8, falling short of the target by approximately 38.5%. • Report on the number of engagements relating to planning with people with lived or living experience of alcohol/or drugs – We set a target of 4, and we achieved 2 engagements, falling short of the target by 2 (50%). 4.2.5 Finance Across 7 KPIs, Financial services performance notes 3 (43%) on track, with 4 (57%) off track against the targets set for Q1 25/26. Performance on or above target: Page 136
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5 • Monitor Older People (OP) - Internal Residential Budget Spend % variance reported at 95% against 100% target • Monitor Older People (OP) - External Residential Budget Spend % Variance reported at 95% against 100% target • Monitor Older People (OP) - Homecare Budget Spend was noted at 92% against 100% target Performance below target & areas for improvement: • Monitor Lorn & Islands Hospital overall budget is noted as off track and 7.9% over budget at FQ1. • Monitor NHS saving recovery to ensure this remains on track. For Q1 the actual spend is 35% of the annual budget, which suggests as the financial year progresses this may go off track. • Monitor Social Work savings recovery to ensure this remains on track. For Q1 the actual spend is 49% of the annual budget, which suggests as the financial year progresses this may go off track. • Monitor the HSCP total budget to ensure this remains on track currently off track as at quarter end by £2m (0.3%) 4.2.6 Carers Performance across 5 Key Performance Indicators (KPIs) for Carers shows 4 KPIs (80%) on track, with 1 KPI (20%) reported as off track against the targets set for FQ1 25/26. Performance on or above target: • Increase the number of Adult Carer Support Plans completed across A&B Carers Centres exceeded the target of 120 (127). • Increase the number of Unpaid Adult Carers supported across A&B Carers Centres exceeded the target of 2700 (3107). • Increase the number of Unpaid Young Carers supported across A&B Carers Centres exceeded the target of 783 (812). • Increase the number of ACSP reviews completed by the various Carers Centres exceeded the target of 1800 (1839). Performance below target & areas for improvement: • Increase the number of Young Carer Statements completed across A&B Carers Centres below the target of 39 (29). 4.2.7 Allied Health Professionals Performance across 5 Key Performance Indicators (KPIs) for Allied Health Professionals shows 1 KPIs (20%) on track, with 4 KPIs (80%) reported as off track against the targets set for FQ1 25/26. It should be acknowledged that nationally waiting time breaches are measured against a zero target and it is a clear indicator of how many actual people are waiting. Local trajectory reporting allows monitoring of progress and improvements to reduce the number of patients on waiting lists across varied health specialties. Page 137
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6 Performance on or above target: • Increase the number of monthly AHP Outpatient Completed Waits exceeded the target of 945 (1017). Performance below target & areas for improvement: • Reduce New Outpatient Referral waits breaching > 4 weeks for Musculoskeletal (MSK) reported above the target of 0 (812). • Reduce New Outpatient Referral waits breaching >12 week waits for AHP services reported above the target of 0 (477). • Reduce P1 and P2 Community Patient Referral waits breaching > 4 weeks for AHP Services noted above the target of 0 (60). • Reduce P3 and P4 Community Patient Referral waits breaching >12 week waits for AHP services shows above the target of 0 (970). 4.2.8 Delayed Discharges Performance across 6 Key Performance Indicators (KPIs) for Delayed Discharges shows 3 KPI (50%) on track, with 3 KPIs (50%) reported as off track against the targets set for FQ1 25/26. It should be acknowledged nationally Delayed Discharges are measured against a zero target. Local targets have been set to monitor progress and improvements to reduce the number of patients showing as a Delayed Discharge. Performance on or above target: • The target to reduce the number of people delayed at monthly census point was 34, and we achieved 32, exceeding the target by 2. • The target to reduce the number of delays in hospital awaiting a care home placement at monthly census point was 10, and we achieved 8, exceeding the target by 2. • The target to reduce the number of people delayed with assessment code at monthly census point was 10, and we had an actual of 7, exceeding the target by 3. Performance below target & areas for improvement: • The target to reduce the overall length of stay in hospital at monthly census point was 634, and our actual was 644, approximately 1.58% over the target. • The target to reduce the number of people delayed in hospital with AWI code at monthly census point was 4, and our actual was 5, just slightly missing the target by 1. • The target to reduce the number of people delayed in hospital at monthly census point due to care at home availability was 10, and our actual performance was 15, exceeding the target by 50%. Page 138
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7 4.2.9 Adult Social Care Performance across 4 Key Performance Indicators (KPIs) for Adult Social Care shows 3 KPIs (75%) on track, with 1 KPI (25%) reported as off track against the targets set for FQ1 25/26. Performance on or above target: • Increase the percentage of Older People who had their homecare monitoring review completed within 6 months - Performance surpassed the target with an actual of 84%, against a target of 60%. • Increase the occupancy rates across A&B Care Homes – We achieved 95%, exactly matching the target. • Reduce the number of hours of unmet need for care at home - The target was to reduce hours to 500, and we achieved 417 hours, exceeding the reduction goal by approximately 16.6%. Performance below target & areas for improvement: • Reduce unplanned admissions to A&B hospitals directly from a care home - The new target set for this KPI was 18. Our actual was 24, exceeding the target by 33%. 4.2.10 Community Hospitals Performance across 5 Key Performance Indicators (KPIs) for Community Hospitals shows 5 KPIs (100%) on track in FQ1 2025/26. Performance on or above target: • Reduce the rate of unplanned admissions to Community Hospitals for 65+ population - The target was to reduce admissions to 450, and we achieved 449. • Reduce the average length of stay for inpatients in A&B Community Hospitals – We aimed to reduce the average LOS to 7.5 days and achieved 6.9, exceeding the target. • A&E attendances meeting the 4 hrs wait target. The national target for attendances meeting the 4 hours target is 95%, we achieved 96%. • Maintain A&B Community Hospitals Bed occupancy rates below 80% target – The target was to maintain bed occupancy below 80%, and actual occupancy was 61.8%. • Reduce the number of falls being reported in a Community Hospital setting in A&B – The target was to reduce falls to 38, and the actual number was 12. Performance below target & areas for improvement: None 4.2.11 Adults with Long Term Conditions / Adult Support & Protection / Alcohol Drugs Partnership Performance across 8 Key Performance Indicators (KPIs) for Adults with Long Term Conditions Services shows 3 KPIs (38%) on track, with 5 KPIs (62%) reported as off track against the targets set for FQ1 25/26. It should be acknowledged that nationally waiting time breaches for New Mental Health Outpatients (12 weeks) and Psychological Therapy (18 Weeks) are measured against a zero target. Local Page 139
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8 targets have been set to monitor progress and improvements to reduce the number of patients on waiting lists across varied health specialties Performance on or above target: • Reduce the number of people monthly waiting for psychological therapy services (>18 weeks) – exceeded the target of 175 (34). • Mental Health urgent care referrals response timescales <2 hours – met the target of 90% (100%). • Mental Health social circumstances report overdue – met the target of 33% (33%). Performance below target & areas for improvement: • Reduce the number of clients on the Dynamic Support Register with category Amber/Red – above the target of 10 (18). • Reduce the number of people waiting for a new Mental Health outpatient service (>12 weeks) – above the target of 390 (757). • Increase the % of Adult Support Protection screening duty to inquire assessments completed within 5 working days – below the target of 70% (40%). • Increase the % of Adult Support Protection investigations completed within 15 working days – below the target of 70% (32%). • Drug & Alcohol completed waiting times from referral to first treatment (LDP) – below the target of 90.0% (83.3%). 4.2.12 Rural General Hospitals (Lorn & Island Hospital) Performance across 9 Key Performance Indicators (KPIs) for Rural General Hospitals (LIH) shows 6 KPIs (67%) on track, with 3 KPIs (33%) reported as off track against the targets set for FQ1 25/26. Performance on or above target: • Reduce the rate of unplanned admissions to LIH 65+ population. We aimed to reduce unplanned admissions to 345. We achieved 315, approximately 9% under the target. • Reduce the total number of unplanned bed days in LIH. We aimed to reduce the total days to 3323 and successfully achieved 2810, 15.4% below the target. • Maintain LIH Bed Occupancy Rates below 90% target. We set a target to maintain bed occupancy below 90% and we maintained performance at 74.6%, 17.1% below the target. • Reduce the number of LIH A&E Attendances that result in an unplanned admission. We set a target to reduce attendances to 19.2%, and we achieved 16.8%. • Reduce the number of falls being reported in a hospital setting in LIH. We set a target to reduce falls to 26, and only 7 were reported this quarter. • Reduce the number of instances of tissue viability in Lorn & Islands Hospital. We set a target to reduce the number of instances to 4, with only 1 being reported this FQ. Performance below target & areas for improvement: • Reduce the Average Length of Stay for inpatients in LIH – Target is to reduce the average LOS to 5 days and we reported 7 day this quarter. Page 140
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9 • 95% of A&E attendances to meet the 4-hour wait target. This KPI has a national target of 95% and we achieved 92% in FQ1. 4.2.13 National Health & Wellbeing Outcome Indicators & Ministerial Steering Group Integration Indicators The National Health and Wellbeing Outcomes provide a strategic framework for the planning and delivery of health and social care services. This suite of outcomes serves to focus on improving the experiences and quality of services for people using those services, carers, and their families. These indicators form the basis of the annual reporting requirement for Health and Social Care Partnerships across Scotland. The national indicators will be updated and reported within A&B HSCP’s Integrated Performance Management Framework to provide the national performance position alongside the local service Key Performance Indicators suite. The latest data in relation to 26 HWBOI and MSG Indicators reports 50% on track, with 13 on track and 13 off track. An overview of A&B HSCP’s latest performance against the 26 measures is reported in Appendix 1. It should be noted that reporting periods vary across the suite of national indicator measures, with some measures reported quarterly affected by national reporting data lag. 5. CONTRIBUTION TO STRATEGIC PRIORITIES The monitoring and reporting against Key Performance Indicators using the Integrated Performance Management Framework and Dashboard ensures the HSCP is able to deliver against key strategic priorities. This in-turn is aligned with the Strategic Plan and key objectives. 6. GOVERNANCE IMPLICATIONS 6.1 Financial Impact Financial performance is evidenced within the IPMF Dashboard ensuring best value as well as evidencing the impact and performance against organisational budget savings. 6.2 Staff Governance Key performance indicators within the IPMF ensure that staff governance requirements continue to be progressed and developed include health and safety, wellbeing and new service redesign and working practices. 6.3 Care and Clinical Governance Clinical Governance and patient safety remain at the core of prioritised service delivery against the new IPMF Dashboard and National Health & Wellbeing Outcomes Indicators. The new governance structure supporting the IPMF ensures that the Clinical & Care Governance Committee remain central to performance improvement. The development of the IPMF is focussed on moving away from previous traditional styles of reporting to a fully collaborative approach with Head of Service and Service Lead commentary. 7. PROFESSIONAL ADVISORY Data used within the performance dashboard is fully accessible in SharePoint with data trends and forecasting are identified to give wider strategic context. This provides the HSCP professional advisors with self –service performance information to inform their role in maintaining professional standards and outcomes. Page 141
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10 8. EQUALITY & DIVERSITY IMPLICATIONS The Integrated Performance Management Framework captures relevant indictors used to inform the HSCP E&D work. 8.1 PROTECTED CHARACTERISTICS Performance detailed within this report acknowledges the rights of the Child (UNCRC), Islands. Fairer Scotland, Socio-economic Duty, Equalities - protected characteristics. 9. GENERAL DATA PROTECTION PRINCIPLES COMPLIANCE Data use and sharing within this report and IPMF performance dashboard is covered within the Argyll and Bute Council & NHS Highland Data Sharing Agreement 10. RISK ASSESSMENT Risks and mitigations associated with performance data sources and reporting are managed and identified within the monthly Performance & Improvement Team- Work Plan. 10.1 STRATEGIC, OPERATIONAL OR CLIMATE RISK Performance reports are used by operational management to identify service delivery risk and to inform mitigation action accordingly. 11. PUBLIC & USER INVOLVEMENT & ENGAGEMENT Performance reporting is available for the public via Argyll and Bute Council and NHS Highland websites. The IPMF dashboard utilises SharePoint to support manager and staff access across the HSCP. 12. CONCLUSION The Integration Joint Board is asked to considerer and acknowledge FQ1 2025/26 (Apr - June) performance as detailed in the IPMF Dashboard 13. DIRECTIONS Directions required to Council, NHS Board or both. Directions to: tick No Directions required x Argyll & Bute Council NHS Highland Health Board Argyll & Bute Council and NHS Highland Health Board 14. PREVIOUS REVIEW OF THE REPORT Meeting Title of report Date Output (if relevant) Page 142
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11 REPORT AUTHOR AND CONTACT Author Name: Douglas Hunter- Senior Manager Performance & Improvement Email: douglas.hunter@argyll-bute.gov.uk Page 143
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12 Appendix 1 - Delayed Discharge Sitrep – 30th June 2025 Page 144
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13 Appendix 2 – HWBOI & MSG Integration Indicators. Core Suite of Integration Indicators HWBOI-Outcomes Data notes 55.5% (5 of 9) HWBOI Outcomes measures reporting as above the national Scotland Rate. It is worth noting that performance will be influenced and vary in line with the total number of respondents participating in this voluntary survey. As such, caution should be noted with regards to previous comparison and trends. Benchmarking performance against 7 comparator HSCPs is noted below. HWBOI – Outcomes - Benchmarking HWBOI- Performance Data Page 145
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14 Data notes 66.7% (6 of 9) HWBOI Performance measures reporting as above the national Scotland Rate. Note Indicators 17 and 19 are reported at FY 24/25 with measures 11, 12, 13, 14, 15, 16, 18 reported as at Calendar year 2024 as a proxy for 2024/25 due to the national data for 2024/25 being incomplete. This is in line with guidance issued by Public Health Scotland which was communicated to all Health and Social Care Partnerships. Using more complete calendar year data for 2024 should improve the consistency of reporting between Health and Social Care Partnerships. HWBOI- Performance Data – Benchmarking Page 146
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15 Ministerial Steering Group Indicators MSG Indicators 1.1, 1.2 and 2.1 are reported at Calendar Year 2024 as a proxy form 2024/25. This is in line with guidance issues by Public Health Scotland which was communicated to all Health and Social Care Partnerships/ MSG Indicators data notes that all MSG measures have sustained higher activity or have increased in the last reporting year. Activity around Emergency Admissions, Unplanned Bed Days, A&E attendances and Delayed Discharge Bed Days all noted performance exceeding pre –Covid levels. This highlights the necessity to consider approaches to alleviate systems pressures around Urgent and Unscheduled Care and expedite hospital flow, particularly around A&E Admissions and Delayed Discharges. Ministerial Steering Group Indicators 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 MSG 1.1 - Number of emergency admissions* CY 8,374 8,231 6,917 7,820 7,928 8,933 8,879 MSG 1.2 - Number of Admissions from A&E* CY 5,244 4,945 3,668 5,040 4,957 5,097 5,502 MSG 2.1 - Number of unplanned bed days acute specialties* CY 65,794 64,008 53,390 67,255 77,094 77,882 80.655 MSG 2.2 - Number of unplanned bed days MH specialties 13,747 13,204 11,208 9,049 9,212 11,575 11.380 MSG 3.1 - Number of A&E attendances 13,985 14,171 10,091 15,646 16,774 17,740 22,456 MSG 3.2 - % A&E attendances seen within 4 hours 93.4% 91.7% 93.1% 88.9% 83.9% 83.0% 83.0% MSG 4.1 - Number of DD bed days occupied 9,530 7,863 5,354 7,742 11,929 12,757 14,042 MSG 5.1 - % of last six months of life by setting community & hospital 90.0% 89.6 90.80% 90.80% 89.60% 89.40% N/A MSG 6.1 - % of 65+ population at Home (unsupported) 92.1% 92.1% 92.5% 92.6% 93.2% 93.4% N/A Data notes 67% (6 of 9) HWBOI Outcomes measures reporting as above the national Scotland Rate. It is worth noting that performance will be influenced and vary in line with the total number of respondents participating in this voluntary survey. As such, caution should be noted with regards to previous comparison and trends Page 147
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ARGYLL AND BUTE COUNCIL OBAN, LORN AND THE ISLES AREA COMMITTEE SAKURA CHERRY TREE PROJECT UPDATE 10th DECEMBER 2025 SAKURA CHERRY TREE PROJECT UPDATE 1.0 INTRODUCTION 1.1 In April 2024 the Lord-Lieutenant of Argyll and Bute contacted the Executive Director with responsibility for Legal and Regulatory Support to explore the possibility of working in partnership to secure a number of flowering cherry trees, to be planted across Argyll and Bute, through the Sakura Cherry Tree Project. 1.2 The project was established in 2016 in recognition of decades of friendship between the United Kingdom and Japan and to further strengthen relationships between the two countries. Flowering cherry tree saplings are provided to communities free of charge for planting in public spaces where everyone can enjoy them. 1.3 This report provides an update on progress in relation to this partnership project between the Lieutenancy of Argyll and Bute and the Council. 2.0 RECOMMENDATIONS It is recommended that the Area Committee: 2.1 Note the contents of this report. 3.0 DETAIL 3.1 In April 2024 the Sakura Cherry Tree Project made contact with the Lieutenancy of Argyll and Bute with the offer of free flowering cherry trees to be planted locally. Trees reserved in April 2024 would be available for delivery from November 2025. Page 149 Agenda Item 13
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3.2 The Sakura Cherry Tree Project was established in 2016 in recognition of decades of friendship between the United Kingdom and Japan and to further strengthen relationships between the two countries. Flowering cherry tree saplings are provided for planting in public spaces where everyone can enjoy them. These offers are traditionally made through local Lieutenancies. The project had an initial target of 1,000 trees across the United Kingdom, but this has expanded with 8,000 trees having been planted since its inception. 3.3 The trees are provided completely free of charge, with the only request being that they are planted in easily accessible locations where they can be enjoyed by as many people as possible, such as parks, playgrounds, community land, schools or other public spaces. They have an expected life span of around thirty years. 3.4 Upon receipt of the offer, the Lord-Lieutenant of Argyll and Bute contacted the Executive Director with responsibility for Legal and Regulatory Support, who is also the Clerk to the Lieutenancy, to explore scope for working in partnership with the council to reserve trees for delivery in November 2025. 3.5 The Executive Director made contact with the Council’s Amenity Services team who agreed that they would be willing to assist in the distribution and planting of the trees following delivery and in line with the specialist guidance provided. 3.6 Subsequently, the Executive Director contacted all Elected Members seeking their views on possible locations for planting trees in their local communities. Ideas had to be submitted in line with the Project’s deadline of 30th April 2024, so that trees could be reserved to meet the November 2025 delivery target. 3.7 A number of Elected Members responded to the request and, after liaising with local residents, provided a range of suggestions where flowering cherry trees could be planted locally for the enjoyment and benefit of the community. The Oban, Lorn and the Isles locations contributed are listed at Appendix 1. These suggestions were passed to the Lord-Lieutenant who made contact with the Sakura Cherry Tree Project to accept the offer on behalf of Argyll and Bute. 3.8 The Lieutenancy has now received word from the Project that trees are due for delivery to premises in Lochgilphead during November. Following receipt of the trees, colleagues in Amenity Services will assist with the distribution and planting of the trees, adhering to the planting guidance provided, over the course of the coming months. Updates will be provided to local Elected Members by email to notify them of upcoming arrangements, when finalised, for their ward. Page 150
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4.0 CONCLUSION 4.1 This report provides an update for Elected Members on the next stage of Argyll and Bute’s Sakura Cherry Tree Project, following their contributions in terms of possible planting locations and the advice of a delivery timeframe for the trees. 5.0 IMPLICATIONS 5.1 Policy – none known. 5.2 Financial – costs will be met within existing budgets. 5.3 Legal – planting will be carried out in line with any relevant requirements. 5.4 HR – none known. 5.5 Customer Service – none known but the planting project offers an opportunity to secure additional amenities for local communities. 5.6. Risk – risks will be managed through existing and established Amenity Services procedures for activities of this nature. 5.7 Climate Change – none known. 5.8 Fairer Scotland Duty – none known. 5.9 Equalities - protected characteristics – where and if appropriate EqSEIAs will be carried out to identify any implications. 5.10 Consumer Duty – where and if appropriate EqSEIAs will be carried out to identify any implications. 5.11 Islands – where and if appropriate island impacts assessments will be carried out to identify any implications. 5.12 Children’s Rights and Wellbeing – none known. Executive Director with responsibility for Legal and Regulatory Support, Douglas Hendry 7 th November 2025 For further information contact: Aileen McNicol, Leadership Support and Member Services Manager, telephone 01546 604014 or email aileen.mcnicol@argyll-bute.gov.uk Page 151
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Appendix 1 – Elected Member Contributions – Potential Planting Locations in Oban, Lorn and the Isles Oban, Lorn and the Isles Lochnell Primary School Other schools – Dunbeg, Dalmally Park, Taynuilt, Appin and/or Lismore Primary Schools McCaigs Tower area Page 152
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Oban, Lorn and the Isles Area Committee Workplan 2025-26 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment 10 December 2025 10 December 2025 Area Performance Report FQ2 25/26 HR & Organisation Development – Claire McAlister Quarterly report 17 November 2025 10 December 2025 Roads and Infrastructure Service Update Roads & Infrastructure Services - Andy Summers Quarterly report 17 November 2025 10 December 2025 Oban Flooding Update Roads & Infrastructure Services - Andy Summers 17 November 2025 10 December 2025 Electric Vehicle Charging Strategy Roads & Infrastructure Services - Andy Summers One Off 17 November 2025 10 December 2025 ACHA Annual Update ACHA - Chief Executive Annual Report 17 November 2025 10 December 2025 HSCP Performance Report FQ1 25/26 Apr-Jun Argyll and Bute HSCP - Charlotte Craig/Evan Beswick Annual 17 November 2025 10 December 2025 Charitable Trusts and Bequests Legal & Regulatory Support – Stuart McLean As required 17 November 2025 Cut off for applications 17 November 2025 10 December 2025 Vacancy on Oban & Lorn Community Enterprise Ltd Legal & Regulatory Support- Melissa Stewart Continued from September meeting 17 November 2025 Page 153 Agenda Item 14
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Oban, Lorn and the Isles Area Committee Workplan 2025-26 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment 10 December 2025 Planting of Cherry Trees in the Oban, Lorn and the Isles Area Legal & Regulatory Support- Aileen McNicol One off - For Noting 17 November 2025 10 December 2025 Area Committee Workplan Legal & Regulatory Support- Melissa Stewart For updating 17 November 2025 11 March 2026 11 March 2026 Primary School Update Learning & Education – Wendy Brownlie, Annual Report 16 February 2026 11 March 2026 Area Performance Report FQ3 25/26 HR & Organisation Development – Claire McAlister Quarterly Report 16 February 2026 11 March 2026 Roads and Infrastructure Service Update Roads & Infrastructure Services - Andy Summers Quarterly Report 16 February 2026 11 March 2026 Housing Services Activity Update- Strategic Housing investment plan Update (SHIP) Development & Economic Growth – Douglas Whyte Annual Report 16 February 2026 11 March 2026 Active Travel Progress Report 2025-26 Development & Economic Growth - Colin Young Annual Report 16 February 2026 11 March 2026 Charitable Trusts and Bequests Legal & Regulatory Support – Stuart McLean When required 16 February 2026 Cut off for applications 16 February 2026 Page 154
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Oban, Lorn and the Isles Area Committee Workplan 2025-26 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment 11 March 2026 20 MPH Zones Roads & Infrastructure Services – Hugh O’Neill One off 16 February 2026 11 March 2026 Area Committee Workplan Legal & Regulatory Support - Melissa Stewart For updating 16 February 2026 10 June 2026 10 June 2026 Area Performance Report FQ4 25/26 HR & Organisation Development – Claire McAlister Quarterly Report 18 May 2026 10 June 2026 Roads and Infrastructure Service Update Roads & Infrastructure Services - Andy Summers Quarterly Report 18 May 2026 10 June 2026 HSCP Bi-Annual Update Report Argyll and Bute HSCP - Charlotte Craig/Evan Beswick Bi-Annual Report 18 May 2026 10 June 2026 Secondary School Reports - Oban High School Head Teacher Peter Bain Annual Report 18 May 2026 10 June 2026 Secondary School Reports - Tiree High School Head Teacher Peter Bain Annual Report 18 May 2026 10 June 2026 Secondary School Reports - Tobermory High School Head Teacher Shelly Carmichael Annual Report 18 May 2026 Page 155
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Oban, Lorn and the Isles Area Committee Workplan 2025-26 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment 10 June 2026 Charitable Trusts and Bequests Legal & Regulatory Support – Stuart McLean As required 18 May 2026 Cut off for applications 18 May 2026 10 June 2026 Charitable Trusts, Bequests & Trust Funds – Review of Distribution Arrangements Legal & Regulatory Support – Stuart McLean Review following initial 12 Months’ operation 18 May 2026 To be combined with above report 10 June 2026 Area Committee Meeting Venues Legal & Regulatory Support – Melissa Stewart Annually 18 May 2026 10 June 2026 Area Committee Workplan Legal & Regulatory Support - Melissa Stewart For updating 18 May 2026 September 2026 Area Performance Report FQ1 26/27 HR & Organisation Development – Claire McAlister Quarterly Report Roads and Infrastructure Service Update Roads & Infrastructure Services - Andy Summers Quarterly Report End of Project Reporting - Supporting Communities Fund Applications 2025/26 Community Planning & Development - Rona Gold/Aileen Cameron Annual Report Page 156
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Oban, Lorn and the Isles Area Committee Workplan 2025-26 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment Supporting Communities Fund Applications 2026/27 Community Planning & Development - Rona Gold/Julie Fish/Ailie Law/ Chief Executive Annual Report Annual Recycling Performance Report Roads & Infrastructure Services – Andy Summers Annual Report Charitable Trusts and Bequests Legal & Regulatory Support - Stuart McLean As required CHARTS (Argyll and Isles) CHARTS - Seymour Adams Annual Report Area Committee Workplan Legal & Regulatory Support- Melissa Stewart For updating Page 157
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ARGYLL AND BUTE COUNCIL OBAN, LORN AND THE ISLES AREA COMMITTEE LEGAL & REGULATORY SUPPORT 10 December 2025 XX MARCH 2021 JOHN OF LORN BEQUEST AWARD RECOMMENDATIONS 1.0 APPLICATIONS 1.1 This report gives Members information regarding a number of applications that have been received and processed for support from the John of Lorn Bequest. 2.0 RECOMMENDATIONS 2.1 The Oban, Lorn and the Isles Area Committee are asked to consider the number of awards made since September 2025. 3.0 DETAIL 3.1 The Oban, Lorn and the Isles Area Committee on 09 September 2020 agreed new distribution arrangements for the John of Lorn Bequest, which had been established to support ‘poor persons resident in the Burgh of Oban’. In order to be considered for an award applicants must: 3.1.1 be in receipt of a qualifying benefit (Jobseekers Allowance, Employment Support Allowance, Income Support, or Universal Credit) and for those people who are employed/self-employed, they must be in receipt of some amount of Universal Credit as well (a nil payment due to deductions for earned income would mean they do not qualify); 3.1.2 live within the Burgh of Oban; and 3.1.3 be over the age of 16. 3.2 Furthermore, it was agreed that successful individual applicants would receive £50 while those applying on behalf of their family would receive £100. 3.3 The Area Committee on 14 September 2022 agreed to delegate to the Executive Director with responsibility for Legal and Regulatory Support or officers nominated by him, in consultation with the Chair, the authority to make awards from the John of Lorn Bequest using the criteria agreed in September 2020 and that reports be submitted to subsequent Area Committees to update trustees on awards made under this delegation. 3.4 Prior to this delegation those in need of support could wait up to 14 weeks for payment. Applications are now processed on receipt with payments made once applicants submit their banking details. Page 159 Agenda Item 15a
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3.5 A total of 2 applications have been received since the September 2025 meeting of the Area Committee. Officers, in consultation with the Chair have confirmed awards for 1 family application, with a total of £100 being awarded to an individual living within the Burgh. A single application was refused as the applicant had received an award within the last year. 3.6 The total funds available for distribution from the John of Lorn Bequest at the time of preparing this report is around £1.4k. It is anticipated that the fund will soon become exhausted at which point Trustees will be asked to place a moratorium on it. 4.0 CONCLUSION 4.1 Members are asked to consider the applications that have received support from the John of Lorn Bequest. 5.0 IMPLICATIONS 5.1 Policy - None 5.2 Financial - None, the Council acts as trustee for the Fund, it does not represent assets of the Council. However, there is a risk that the Council would have to repay the Trust if an objection was raised as to the use of the funds. 5.3 Legal - Area Committees, as Trustees, must ensure that the distribution arrangements comply with the terms of the funds, failure to do so would result in the Council being liable. 5.4 HR - None 5.5 Customer Service - None 5.6 Risk - None 5.7 Climate Change - None 5.8 Fairer Scotland Duty - None 5.9 Equalities - protected characteristics - None 5.10 Consumer Duty - None 5.11 Island Communities - None 5.12 Children’s Rights and Wellbeing - None Douglas Hendry - Executive Director with responsibility for Legal and Regulatory Support Page 160
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Policy Lead – Councillor Mark Irvine November 2025 For further information contact: Stuart McLean, Committee Manager Tel. No: 01436 658717 Email: Stuart.Mclean@argyll-bute.gov.uk APPENDICES: Appendix 1: Table of applications (exempt) Page 161
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Document is Restricted Page 163 Agenda Item 15bNOT FOR PUBLICATION by virtue of paragraph(s) 6 of Schedule 7A of the Local Government(Scotland) Act 1973
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