Agenda reports pack
Argyll and Bute Council · 11 December 2024
Back to Oban Lorn & The Isles Area Committee — 11 December 2024 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 602127 Fax: 01546 604435 DX 599700 LOCHGILPHEAD 4 December 2024 NOTICE OF MEETING A meeting of the OBAN LORN & THE ISLES AREA COMMITTEE will be held ON HYBRID BASIS IN CONNEL VILLAGE HALL, MAIN STREET, CONNEL, PA37 1AD AND MICROSOFT TEAMS on WEDNESDAY, 11 DECEMBER 2024 at 11:00 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 - 11 September 2024 (Pages 3 - 8) (b) Oban, Lorn and the Isles Area Community Planning Group - 13 November 2024 (Pages 9 - 18) (c) Oban Common Good Fund - 11 November 2024 (Pages 19 - 22) 4. PUBLIC QUESTION TIME 5. ARGYLL COMMUNITY HOUSING ASSOCIATION (ACHA) - ANNUAL REPORT (Pages 23 - 36) Presentation by Chief Executive ACHA 6. AREA PERFORMANCE REPORT - FQ2 2024/25 (Pages 37 - 80) Report by Executive Director with responsibility for Customer Support Services 7. ARGYLL AND BUTE HEALTH AND SOCIAL CARE PARTNERSHIP - PERFORMANCE REPORT - FQ1 2024/25 (APRIL - JUNE) (Pages 81 - 96) Report by Senior Performance and Improvement Manager 8. ROADS AND INFRASTRUCTURE UPDATE (Pages 97 - 100) Report by Executive Director with responsibility for Roads and Infrastructure Services Public Document Pack
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9. CHARITABLE TRUSTS, BEQUESTS AND TRUST FUNDS (a) Charitable Trusts, Bequests and Trust Funds (Pages 101 - 106) Report by Executive Director with responsibility for Legal and Regulatory Support (b) Coals for the Poor Oban - Award Recommendation (Pages 107 - 108) Report by Executive Director with responsibility for Legal and Regulatory Support E1 (c) Exempt Appendix 1 - Coal for the Poor - Oban (Pages 109 - 110) REPORTS FOR NOTING 10. DRAFT OBAN, LORN AND THE ISLES AREA COMMITTEE WORKPLAN (Pages 111 - 114) 11. DATE OF NEXT MEETING The Committee 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 paragraphs is:- 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 Councillor Amanda Hampsey Councillor Willie Hume Councillor Andrew Kain (Vice-Chair) Councillor Jim Lynch Councillor Luna Martin Councillor Julie McKenzie (Chair) Councillor Andrew Vennard Contact: Karen Campbell, Senior Committee Assistant - 01631 567855
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MINUTES of MEETING of OBAN LORN & THE ISLES AREA COMMITTEE held in the ON A HYBRID BASIS ON MICROSOFT TEAMS AND IN THE MCCAIG SUITE, CORRAN HALLS, OBAN on WEDNESDAY, 11 SEPTEMBER 2024 Present: Councillor Julie McKenzie (Chair) Councillor Kieron Green Councillor Amanda Hampsey Councillor Willie Hume Councillor Andrew Kain Councillor Luna Martin Councillor Andrew Vennard Attending: Melissa Stewart, Democratic Services Manager John Blake, Fleet Waste and Transport Manager Seymour Adams, Cultural, Heritage and Arts Assembly for Argyll & the Isles 1. APOLOGIES FOR ABSENCE Apologies were intimated by Councillor Jim Lynch. 2. DECLARATIONS OF INTEREST There were no declarations of interest intimated. 3. MINUTES (a) Oban, Lorn and the Isles Area Committee - 12 June 2024 Before inviting approval, the Chair indicated she had been made aware that part of Frank Robert’s question incorrectly appears in the wrong part of the minute. The Chair therefore proposed that the minute be amended by moving the second paragraph of Question 4 (on Page 5 of the agenda pack) and inserting this before the penultimate paragraph of Question 2. This was seconded by Councillor Kain. Decision The Oban, Lorn and the Isles Area Committee agreed to the amendment and approved the minute of the meeting of 12 June 2024 as a correct record. (b) Oban, Lorn and the Isles Area Community Planning Group - 14 August 2024 The Minute of the meeting of the Oban, Lorn and the Isles Area Community Planning Group held on 14 August 2024 was noted. (c) Oban Common Good Fund - 12 August 2024 The minute of the Oban Common Good Fund meeting held on 12 August 2024 was noted. Page 3 Agenda Item 3a
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4. PUBLIC QUESTION TIME Question 1 - 3 – Alison Rennie According to the current Flood Risk Management Plan the estimated annual average cost of flooding in Oban is £1.8m (2019 figure), affecting approx 320 residential and 310 non-residential properties. Today's report on flooding is a welcome step forward but raises a number of questions. As noted in the June 2024 ED&I report a comprehensive study was undertaken on the Council's behalf in 2019. That report highlighted the need to take urgent action over Japanese Knotweed and other obstructions in the Black Lynn in addition to restoring full functioning of the pumps in the Lochavullin Car Park. Q1. Whilst today’s report states that a consultant is currently being sought to deal with invasive species, what actions have been undertaken in the intervening 5 years to address the issue of clearing the Black Lynn of Japanese Knotweed and other obstructions, and are you confident that this necessarily lengthy process will begin this year? Q2 The building of the plinth for the control panel etc is also welcome but can we be told when the Lochavullin pump system is expected to be fully operational once again? The 2019 study also identified a 'preferred option' for a flood protection scheme for Oban and this is reported in the current Flood Risk Management Plan. Q3 What actions have been undertaken, to date, to develop the detailed design of the Oban Flood Protection Scheme and what are the next steps? (Members should note that the Campbeltown scheme has taken 16 years, to date, since endorsement by the relevant local Area Committee.) It was noted that governance staff had passed on these questions to the relevant service for response but to date a response had not been received. As there was no officer in attendance at the meeting to respond to Ms Rennie’s questions, the Chair advised that she would personally take this matter forward. Question 4 – Mr Frank Roberts At the Environment, Development and Infrastructure meeting of June 2021 it was noted that the estimated cost to reduce the risk of coastal, river and surface water flooding in Oban would be £12.75m. Is there an up to date figure of what this would now cost? Councillor Vennard thought it was now in the region of £20m but he would take this up with the relevant service and provide a response. Question 5 – Luing Community Council How can Community Councils engage with the Roads and Infrastructure Review? Several recommendations relating to Marine Services have a direct impact on Luing Page 4
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community, whose residents and businesses are the main customers and revenue generators of Cuan ferry. How can Luing CC represent their interests during the Review, and how will our community's needs be taken into account? It was noted that governance staff had passed on the question to the relevant service for response but a response had not been received. As there was no officer in attendance at the meeting to respond to the question it was agreed the Democratic Services Manager would seek a response from Roads and Infrastructure to pass on to Luing Community Council. Question 6 and 7 – Phil Hammerton How can the Area Committee make appropriate representations to the Harbour Board? The Chair advised that the terms of reference for the Harbour Board require the membership to have regard of area representation and that Councillor Vennard was the area representative. Phil then questioned who represented the Area Committee view to which the Chair advised that the Area Committee has not taken a view as the matter sits with the Harbour Board who were going through a formal consultation process, and that representations could be submitted as part of that process. Question 8 and 9 – Frank Roberts Ganavan Carpark was particularly busy at the weekend, why does the Council not enforce its Parking Policy in Ganavan and the Town? The Chair advised that this is an operational matter and the Area Committee cannot respond to operational matters. She commented that the traffic officers do a good job but cannot be everywhere at all times. Frank then queried what the Area Committee can do in relation to public questions? The Chair reiterated that Councillors cannot be involved in operational matters but can take any questions away to Officers and get a response for you, in the event that no relevant officer is in attendance at the Area Committee Meeting. She added that if questions were brought forward which related to policy matters then there would be more input from elected members. Question 10, 11, 12 and 13 – Ross Wilson Were officers asked to attend the Area Committee today to answer the questions? The Chair confirmed this was correct. Did they give a reason as to why they are not in attendance? The Chair advised that no reason had been given. Mr Wilson asked whether this was satisfactory? The Chair replied that it was not. Mr Wilson then asked about the Harbour Board meeting tomorrow which would be voting on the Piers and Harbours User Policy. Have the members of this Committee read the Policy and will they be expressing their views to the area representative on Page 5
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the Harbour Board in regard to the policy seeking to ban photography on the North Pier? He asked if members of the Committee felt it was satisfactory that people taking family pictures without the advanced approval of the council? The Chair advised that this Committee can discuss general policy but should not be involved the business dealt with by another Committee. Councillor Kain reflected that this may be a blanket ban for security reasons in terms of military use but that was a guess. Councillor Martin advised that she would be happy to take the question back to the department for a response. Councillor Vennard indicated that he felt this would be discussed at the Harbour Board meeting the following day. 5. AREA PERFORMANCE REPORT - FQ1 2024/25 Consideration was given to the Area Performance Report for financial quarter 1 of 2024/25 (January to March 2024) which illustrated the agreed performance measures for this period. Decision The Oban, Lorn and the Isles Area Committee noted and considered the performance and supporting commentary as presented. (Reference: Report by Executive Director with responsibility for Customer Support Services, dated 11 September 2024, submitted) 6. CULTURAL HERITAGE AND ARTS ASSEMBLY FOR ARGYLL AND ISLES (CHARTS) The Committee gave consideration to a presentation by the Vice-Chair of the Cultural Heritage and Arts Assembly (CHARTS) for Argyll and the Isles. The presentation included information on the 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 Vice-Chair, Cultural Heritage and Arts Assembly, 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 relevant to the Oban, Lorn and the Isles Area. Page 6
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Decision The Oban, Lorn and the Isles Area Committee considered and noted the contents of the report. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services, dated 11 September 2024, submitted) 8. ANNUAL RECYCLING PERFORMANCE REPORT The Area Committee gave consideration to a report providing detail on the Council’s recycling and landfill diversion performance along with national policy, targets and regulations which were likely to impact on future performance. Decision The Oban, Lorn and the Isles Area Committee noted the detail as outlined in the submitted 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 11 September 2024, submitted) 9. OBAN FLOODING UPDATE The Committee gave consideration to the update in respect of the Oban Flooding Report. Decision The Oban, Lorn and the Isles Area Committee considered and noted the report provided to the Environment, Development and Infrastructure Committee. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services, dated September 2024, submitted) 10. CHARITABLE TRUSTS AND BEQUEST FUNDS REPORT 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 2024. (Reference: Report by Executive Director with responsibility for Legal and Regulatory Support dated 11 September 2024, submitted) 11. DRAFT OBAN, LORN AND THE ISLES AREA COMMITTEE WORKPLAN Page 7
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The Committee gave consideration to the Area Committee workplan for future meetings. Decision The Oban, Lorn and the Isles Area Committee considered and noted the contents of the workplan. (Reference: Area Committee Workplan, dated 11 September 2024, submitted) Page 8
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MINUTES of MEETING of OBAN LORN & THE ISLES COMMUNITY PLANNING GROUP held ON A HYBRID BASIS AT OBAN COMMUNITY FIRE STATION, SOROBA ROAD, OBAN, PA34 4SB AND ON MICROSOFT TEAMS on WEDNESDAY, 13 NOVEMBER 2024 Present: Colin Buchanan (Chair) Stuart McLean, Committee Manager, Argyll and Bute Council Councillor Kieron Green, Argyll and Bute Council Councillor Amanda Hampsey, Argyll and Bute Council Councillor Willie Hume, Argyll and Bute Council Councillor Andrew Kain, Argyll and Bute Council Councillor Luna Martin, Argyll and Bute Council Robert Taylor, Scottish Fire and Rescue Maureen Evans, Community Learning Services, Live Argyll Sarah Peacock, Argyll and Bute Health and Social Care Partnership Seonaid Cameron, ACHA Jim Tolmie, Oban District Access Panel Catriona Petit, Hope Kitchen Duncan Martin, Oban Community Council Sue Barnard, Oban Community Council Kirsty McLuckie, Community Development, Argyll and Bute Council Carol Flett, Co-Ordinator, Living Well Network Petra Pearce, Argyll and Bute Third Sector Interface Mary Braithwaite, Luing Community Council Jane Metcalf, Coll Community Council Becky Hothersall, The Poverty Alliance Attending: Susan Donnelly, Corporate Resilience Manager, Argyll and Bute Council Belinda Ruthven, Resilience Officer, Argyll and Bute Council Iain MacInnes, Strategic Transportation Policy Officer, Argyll and Bute Council Luke Frederick Horner, Digital and Projects Support Officer 1. WELCOME AND APOLOGIES The Chair welcomed everyone to the meeting, and thanked Robert Taylor, Scottish Fire and Rescue for hosting the meeting. Apologies for absence were intimated on behalf of: Susan MacRae, Skills Development Scotland Joan Best, Crossroads Sgt Matt Shaw, Police Scotland John McLuckie, Argyll and Bute Council Andy MacPherson, Argyll & the Isles Coast and Countryside Trust Page 9 Agenda Item 3b
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Ian Woodcock, Transport Scotland Councillor Julie McKenzie, Argyll and Bute Council Councillor Jim Lynch, Argyll and Bute Council 2. DECLARATIONS OF INTEREST There were no declarations of interest intimated. 3. MINUTES (a) Oban, Lorn and the Isles Community Planning Group 14 August 2024 The Minute of the Oban, Lorn and the Isles Area Community Planning Group meeting held on Wednesday 14 August 2024 was approved as a correct record. 4. GOVERNANCE (a) Appointment of Vice Chair to the Oban, Lorn and the Isles Area Community Planning Group The Group gave consideration to a report providing information on the role of Vice-Chair of the Oban, Lorn and the Isles Area Community Planning Group. The Committee Manager advised that he had received an intimation of interest from Councillor Julie McKenzie in this position and invited nominations from Partners. Decision The Oban, Lorn and the Isles Area Community Planning Group unanimously agreed to appoint Councillor Julie McKenzie as Vice-Chair, subject to her acceptance of this position. (Reference: Report by Committee Manager, dated 13 November submitted) 5. COMMUNITY PLANNING PARTNERSHIP FULL PARTNERSHIP MEETING The Group gave consideration to a report which outlined matters discussed during the Community Planning Partnership (CPP) Full Partnership meeting held on 16 September 2024. The report provided information on the Argyll and Bute Employability Partnership Delivery Plan for 2022-25; the CPP initiative to develop a Climate Change Strategy and Framework; the history of Community Wealth Building within the Community Planning Partnership; the key priorities for the new Regional Transport Strategy for the development of transport in the region over the next 20 years; the current housing emergency and the action plan agreed in June 2024 and the proposed Population Health Framework for Scotland which is to be adopted by the Scottish Government, CoSLA, Public Health Scotland and Health Boards. Decision Page 10
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The Oban, Lorn and the Isles Area Community Planning Group noted the contents of the report. (Reference: Report by Committee Manager, Argyll and Bute Council, dated 5 November 2024, submitted) 6. ARGYLL AND BUTE HEALTH AND SOCIAL CARE PARTNERSHIP (a) 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 work of the Smoking Cessation Advisers who have been promoting the Stoptober Campaign by raising awareness of the service; the continued work to increase awareness of the five adult screening programmes; the work of the Living Well Networks and the community events held by them; the launch of Year 5 of the Living Well Grants; The Argyll and Bute Joint Strategic Needs Assessment which will be published in November and the Art of Hosting method used to engage with communities. The report also provided information on alcohol and drug prevention and early intervention programmes; work commissioned by Scottish Families Affected by Alcohol and Drugs; ongoing work to support the recovery community in Argyll and Bute and the engagement being taken forward by the Alcohol and Drugs Partnership Support team. Decision The Oban, Lorn and the Isles Area Community Planning Group noted the information provided. (Reference: Report by Health Improvement Senior, Argyll and Bute Health and Social Care Partnership and Alcohol and Drug Partnership Coordinator, Argyll and Bute Health and Social Care Partnership, dated October 2024, submitted) (b) Public Health Annual Reports: What does the work of the Argyll and Bute Alcohol and Drug Partnership and Public Health mean for Community Planning? The Group gave consideration to a presentation from Sarah Peacock, Health Improvement Senior, Argyll and Bute Health and Social Care Partnership which provided information on the Argyll and Bute Alcohol and Drug Partnership. The presentation highlighted that the mission of the Partnership is to work with and for communities and organisations in Argyll and Bute to prioritise equality, diversity and health and wellbeing and foster environments and partnerships to nurture and support all. Sarah also outlined the Partnerships vision for a thriving Argyll and Bute where everyone has the opportunity to live well in vibrant, flourishing Page 11
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communities. Sarah asked the Group for feedback on how they would like to receive information on the Partnerships work and how they would want to be involved with the work of the Public Health Team. It was noted that NHS Highland Annual Review Meeting, is due to be held on Tuesday, 19th November in the Council Offices in Lochgilphead, this meeting is open to the public. Decision The Oban, Lorn and the Isles Area Community Planning Group: 1. noted the information provided; and 2. agreed to provide feedback on the questions asked, to the Health Improvement Senior following the meeting. (Reference: Presentation by Health Improvement Senior, Argyll and Bute Health and Social Care Partnership) 7. COMMUNITY RESILIENCE Consideration was given to a presentation from Susan Donnelly, Corporate Resilience Manager from Argyll and Bute Council in relation to Community Resilience in Argyll and Bute. The presentation highlighted the importance of communities and individuals harnessing resources and expertise to prepare, respond and recover from emergencies, in a way that complements the work of emergency responders. The presentation also provided information in relation to why Community Resilience is so important, including details of potential risks and statutory sites; how Community Resilience is managed in Argyll and Bute; recent and future workstreams of the Resilience team and ongoing activity across the Oban, Lorn and the Isles area. The presentation also provided details on how Partners could engage with Argyll and Bute Council in achieving resilient communities across Argyll and Bute and that there is a Resilience Fund available to Community Councils to apply to for assistance:- https://funding.idoxopen4community.co.uk/argyllbute/News/View/GRUKBP3!N79817 Decision The Oban, Lorn and the Isles Area Community Planning Group noted the information provided. (Reference: Presentation by Corporate Resilience Manager, Argyll and Bute Council and Resilience Officer, Argyll and Bute Council) 8. TELECARE AND BROADBAND UPDATE Consideration was given to a presentation regarding the Public Switched Telephone Network (PSTN) from the Strategic Transportation Policy Officer and Digital and Page 12
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Projects Support Officer, Argyll and Bute Council. The presentation provided information on the UK Government Guidance which highlighted that there would still be an option for a ‘landline only’ service as the Communications Act (2003) means all consumers in the UK will have access to a landline service should they choose to do so. Mr Frederick Horner advised that communication providers must not undertake any non-voluntary migration until they have confidence and that they are taking all possible steps to protect vulnerable people throughout the migration process, adding that there have been 4 groups categorised as vulnerable, which are people with visual impairments, hearing impairments, registered disabled or a telecare user. Mr Frederick Horner also advised that should people be categorised as vulnerable then they should contact their provider to advise them of this. It was highlighted that BT are allowing people to retain the same number and providing it for the same cost and for most customers the switch over would be as simple as connecting their phone handset to a router rather than a phone socket on the wall and that customers who don’t have or want broadband will be moved to a new ‘dedicated landline service’. The Group highlighted there concern in relation to the PSTN switch off, particularly for Island users. Mr MacInnes advised that battery back-up units would be provided for those considered ‘vulnerable’ in areas with limited signal and that further mitigation would be explored. Decision The Oban, Lorn and the Isles Area Community Planning Group noted the information provided. (Reference: Presentation by Strategic Transportation Policy Officer and Digital and Projects Support Officer, Argyll and Bute Council) 9. PARTNERS UPDATE (a) Police Scotland Update Consideration was given to a report from Police Scotland which provided information on the ongoing work of the Service and information on areas including serious and organised crime; acquisitive crime, including fraud; road safety and road crime; violent crime; public protection. The report also provided information on the appointment of a new Area Commander and the results of a Road Policing Safety Day of Action on 22nd August, which took place in Taynuilt. Decision The Oban, Lorn and the Isles Area Community Planning Group noted the information provided. (Reference: Report by Police Scotland, submitted) Page 13
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(b) 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 2024-25. The report included information on the local firefighter training plan; incidents during this period; unwanted fire alarm signals; road and water safety campaigns; community engagement activities; East and West Dunbartonshire and Argyll and Bute Local Senior Officer Activities; and home fire safety. Robert Taylor advised that the uptake of Home Fire Risk Assessments with the Oban, Lorn and the Isles was low and invited Partners to encourage service users to request a risk assessment be undertaken within their homes. Decision The Oban, Lorn and the Isles Area Community Planning Group noted the information provided. (Reference: Report by Scottish Fire and Rescue Service, submitted) (c) Living Well Network Update The Group considered the report which highlighted a list of Third Sector Groups and Support Groups contact details, who work within the Oban, Lorn and the Isles Area. The Living Well Network Co-Ordinator invited partners to share this list with their service users to enable this information to reach as many people in the communities, as possible. Decision The Oban, Lorn and the Isles noted the information provided. (Reference: Report by Living Well Network, submitted) (d) Argyll and Bute Third Sector Interface Update Consideration was given to an update from Argyll and Bute TSI. The update provided information on policy activity; local strategic partnerships; Community Wealth Building progress; Internal matters, contracts, sector support and strategic action plan delivery; the Communities Mental Health and Wellbeing Fund Year 4 grant; the continued support given to the Argyll and Bute Climate Action Network and the work of the Wellbeing Development Manager. Decision The Oban, Lorn and the Isles Area Community Planning Group noted the information provided. (Reference: Report by Argyll and Bute TSI, submitted) Page 14
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(e) Transport Scotland Update The Group gave consideration to an update highlighting the improvement works and maintenance undertaken by Transport Scotland within the locality. Decision The Oban, Lorn and the Isles Area Community Planning Group noted the information provided. (Reference: Report by Transport Scotland, submitted) (f) Opportunity for Verbal Updates Hope Kitchen Catriona Petit advised the Group that Hope Kitchen in partnership with other charities had won the Scottish Power Innovation Award in respect of the Re-Store shop that opened Oban. This is a national award with many other nominees, so it was a wonderful achievement to be recognised. 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 the Membership is drawn from public sector, third sector, private sector, community organisations and partnerships operating within the Oban, Lorn and the Isles area. Stuart encouraged partners to refer any individuals or groups who may be interested to contact him regarding their inclusion within the membership. Stuart also advised on the availability of The John of Lorn Bequest and Coals for the Poor, Oban which are open to residents of Oban with successful individual applicants receiving £50, while those that are applying on behalf of their family receiving £100. Stuart added that applications would only be considered if applicants are in receipt of a qualifying benefit and that applications are evaluated quarterly. 10. THE POVERTY ALLIANCE - TAKING ACTION ON RURAL POVERTY Consideration was given to a presentation from Becky Hothersall from The Poverty Alliance on their Taking Action on Rural Poverty project. It was highlighted that the 3- year project is taking a collaborative approach to develop new ways of addressing the rural cost of living in Argyll and Bute and Aberdeenshire, as income based measures do not take account of the higher cost of living in rural and Island Scotland, which is between 15% to 30% higher than urban areas of the UK. Becky advised that the Alliance aims to develop practical, local measures aimed at reducing the rural premium. The presentation also provided information on the ongoing work of the Alliance which included establishing a citizen’s panel of 13 people from across Argyll and Page 15
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Bute and associated next steps; support offered to rural organisations and how to join them and be part of Scotland’s anti-poverty movement. Decision The Oban, Lorn and the Isles Area Community Planning Group noted the information provided. (Reference: Presentation by Development Officer, The Poverty Alliance, submitted) 11. CLIMATE CHANGE (a) Argyll and Bute Climate Action: developing a Climate Change Strategy and Action Plan for Argyll and Bute Consideration was given to a report providing an update on the Community Planning Partnership’s Argyll and Bute Climate Action Project: Developing a Climate Change Strategy and Action Plan for Argyll and Bute. It was noted that the Project Manager was seeking feedback from Partners on the draft Strategy and Action Plan, prior to submitting a finalised version to the upcoming Community Planning Partnership Management Committee meeting in December 2024. Decision The Oban, Lorn and the Isles Area Community Planning Group: 1. noted the approach and status of the project outlined in the report; and 2. agreed to provide comments and feedback to the Project Manager (andy@act-now.org.uk) following the meeting. (Reference: Report by Climate Change Project Manager, Argyll & the Isles Coast and Countryside Trust, dated 28 October 2024, submitted) (b) Opportunity for Verbal Updates on Community Based Initiatives Oban Flooding Duncan Martin, Oban Community Council, raised concerns over the increase of sever weather caused by Climate Change specifically flooding. The Committee Manager referred Mr Martin to a report considered by the Environment, Development and Infrastructure Committee in June 2024 that proposed all funding opportunities be explored including lobbying the Scottish Government to seek to secure funding to implement flood prevention works in Oban. Decision The Oban, Lorn and the Isles Area Community Planning Group agreed to request that the Infrastructure Design Manager, Argyll and Bute Council, attend a future meeting to offer an update on short, medium and long term Page 16
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flooding mitigation measures. Scottish Fire and Rescue Service Robert Taylor, Scottish Fire and Rescue, advised that the Service is responding to increased number of climate change related emergencies such as wildfires and flooding. To help the Service respond to such emergencies new equipment has been purchased. Climate Café Catriona Petit, Hope Kitchen, advised that the Oban Climate Café meets each month in St Johns Church or Hope Kitchen and encouraged all interested Partners to contact her for further details. 12. 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 the afternoon of Wednesday 12 February 2025 on Micro-Soft Teams and in the McCaig Suite, Corran Halls, Oban. Page 17
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MINUTES of MEETING of OBAN COMMON GOOD FUND held BY MS TEAMS on MONDAY, 11 NOVEMBER 2024 Present: Councillor Julie McKenzie (Chair) Councillor Kieron Green Councillor Amanda Hampsey Attending: Melissa Stewart, Democratic Services Manager Rev Margi Campbell, Observer Marri Malloy, Observer 1. WELCOME AND APOLOGIES Apologies were intimated by Councillor Lynch. 2. DECLARATIONS OF INTEREST There were no declarations of interest intimated. 3. MINUTES (a) Minutes of Oban Common Good Fund Meeting held on 12 August 2024 The minutes of the Oban Common Good Fund held on 12 August 2024 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 transaction for the period up to 31 October 2024 was considered. Decision The Trustees noted the income and expenditure report. (Reference: Report by Simmers & Co for period ending 31 October 2024, submitted) E1 5. END OF PROJECT MONITORING Page 19 Agenda Item 3c
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(a) MacDougall of Dunollie Preservation Trust The Trustees were invited to consider the End of Project Monitoring Form from the MacDougall of Dunollie Preservation Trust. Decision The Trustees noted the end of project report. (Reference: End of Project Monitoring Form, submitted) E1 6. CONTINUED APPLICATION (a) Lorn Toy Library The Trustees considered the updated application from Lorn Toy Library. Decision The Trustees unanimously agreed to award the full amount of £4000. (Reference: application by Lorn Toy Library, submitted) E1 7. EXPIRED GRANT: RE-APPLICATION (a) Hope Kitchen The Trustees considered a request from Hope Kitchen who had originally obtained funding in November 2023 but who had not been able to fully draw this down due to circumstances out with their control. Decision The Trustees noted the circumstances and agreed to award £3850 to Hope Kitchen, with the release of the funding being subject to a delegation to the Democratic Services Manager, in consultation with the Chair, to ensure a lease agreement was in place. (Reference: Application by Hope Kitchen, submitted) E1 8. NEW APPLICATIONS (a) Argyll Wellbeing Hub The Trustees considered the application submitted by Argyll Wellbeing Hub. Decision: Page 20
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The Trustees refused the application as it was not consistent with the Oban Common Good Fund’s criteria. . (Reference: Application submitted by Argyll Wellbeing Hub) (b) Oban Festive Lights The Trustees considered an application submitted by Oban Festive Lights. Decision: The Trustees agreed: 1. to support the application, in principle, but that any release of funding must be subject to receipt of the group’s constitution; clarification regarding any funding commitment in place for the items specified within the application; and confirmation of the up-to-date funding position, noting there were outstanding requests for funding detailed on the application form submitted; and 2. subject to the conditions above being met, to delegate the final decision on any funding to be released, up to a maximum of £2934.27, to the Democratic Services Manager, in consultation with the Chair. (Reference: Application by Oban Festive Lights, submitted) (c) Oban Lorn Rugby Club The Trustees considered an application submitted by Oban Lorn Rugby Club. Decision: The Trustees unanimously agreed they could not consider the application at this time as the application did not have the necessary consents required to make an application. The trustees also requested that the Democratic Services Manager provide some feedback to the applicants on the fund’s distribution criteria. (Reference: Application by Oban Lorn Rugby Club, submitted) 9. DATE OF NEXT MEETING It was agreed that the next Oban Common Good Fund would take place on Monday 17 March 2025, at 2pm, by MS Teams. It was agreed that the next grant deadline would be extended from 15 January until 15 February and accordingly that the next Oban Common Good Fund would take place on Monday 17 March 2025, at 2pm, by MS Teams. Page 21
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Trustees also agreed to build in a special meeting for the purpose of considering the Audited Accounts prior to their submission to full Council for approval. It was agreed that the special meeting will take place at 2pm on Tuesday 17 December, at 2pm, by MS Teams. Page 22
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Vision – “Delivering Quality Housing and More Homes in Great Places to Live and Work.” Update to Argyll and Bute Council Oban, Lorn and the Isles Area Committee Michelle Mundie Chief Executive 11th December 2024 1 Page 23 Agenda Item 5
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Vision – “Delivering Quality Housing and More Homes in Great Places to Live and Work.” Investment Programme In previous years extensive programmes of investment have been carried out. This has resulted in the programme for this year being targeted to address existing components that are coming to the end of their useful life, as identified as part of our stock condition survey (this excludes any work done through our Warm Homes Team), and we will look to compile larger investment programmes for the coming years. Works will include windows, doors, heating systems, kitchens and bathrooms The Scottish Housing Regulator (SHR) has recently published a recommended practice report for an integrated asset management plan. We are currently reviewing and developing our integrated asset management plan in line with the regulators recommendations to ensure that assets (tenants’ homes) are sustainable and remain fit for purpose in the short, medium, and long term. 2 Page 24
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Vision – “Delivering Quality Housing and More Homes in Great Places to Live and Work.” Adaptations Argyll Community Housing Association (ACHA) has been awarded £247,500.00 in Scottish Government Grant, this is less than previous years due to budget cuts within the Government. 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 34 adaptations this year to assist our customers to continue living in their home safely. We have a further 16 adaptions for the area on hold due to the reduction in Government funding. 3 Page 25
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Vision – “Delivering Quality Housing and More Homes in Great Places to Live and Work.” Warm Homes Fund Our Warm Homes Fund Project is continuing to improve the energy efficiency of our properties by installing multiple features. In the Oban, Lorn & Isles area we have installed to our properties: • 26 Solar Photovoltaics Panels (SPV) • 17 Air Source Heat pump heating systems • 10 loft insulation We are working with a number of contractors that have been awarded ECO4 funding and the number of properties that will benefit from this partnership will increase next year, this will include properties on the islands. 4 Page 26
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Vision – “Delivering Quality Housing and More Homes in Great Places to Live and Work.” BEIS Whole House Retrofit Programme The Business, Energy, Industrial Strategy (BEIS) programme is now complete In Oban, Lorn and the Isles. 40 properties across the area received all of the following retrofit energy efficiency measures: • Air Source Heat pump systems • External and Internal wall insulation • Loft insulation top up • Triple glazed windows and doors These improvements could see our tenants benefiting from a reduction of up to 60% in energy costs. 5 Page 27
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Vision – “Delivering Quality Housing and More Homes in Great Places to Live and Work.” 43 Achlonan, Taynuilt Before The property had: • Solid fuel heating system • Standard loft insulation • As built cavity and external wall insulation • Double glazing 6 (BEIS) Whole House Retrofit Programme Page 28
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Vision – “Delivering Quality Housing and More Homes in Great Places to Live and Work.” 43 Achlonan, Taynuilt After During the retrofit project, the property received the following improvements: • Air Source Heat Pump heating system • Cavity wall insulation • External wall insulation • Loft insulation • Triple glazed windows and doors 7 (BEIS) Whole House Retrofit Programme Page 29
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Vision – “Delivering Quality Housing and More Homes in Great Places to Live and Work.” Exemplar Estates Drainage works have been carried out successfully at McCaig Road, Oban, to address flooding on the path and adjacent gardens Page 30
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Putting our Tenants and our Communities First Welfare Rights ACHA’s Welfare Rights Team have helped secure unclaimed benefits and grants for out tenants. Below are the results for the period since the 1st April 2024: 9 Area Total Income Number of Clients Lomond £ 434,568.52 129 Oban Lorn & the Isles £ 578,994.95 217 Mid Argyll & Kintyre £ 424,437.60 153 Cowal & Bute £ 626,353.00 244 Totals £2,064,354.07 743 Page 31
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Vision – “Delivering Quality Housing and More Homes in Great Places to Live and Work.” Other Updates • Our Welfare Rights Officers have also secured awards totalling £59,930 for 239 tenants through the Housing Association Charitable Trust (HACT) Fuel Fund, and made 178 referrals for assistance to other agencies such as Ali Energy and the Flexible Food Fund. • To assist with the Housing Emergency, 20 properties have been acquired through the Argyll and Bute Buy Back Initiative, with a further one committed. One of the properties purchased is located in Dunollie, Oban, and another property we have committed to is located on the Island of Tiree. 10 Page 32
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Vision – “Delivering Quality Housing and More Homes in Great Places to Live and Work.” Other Updates • Gypsy Traveller sites; we are lobbying the Scottish Government with respect to accessing funding to carry out necessary upgrades at our 2 sites, one of which is at Bayview, Ledaig. • Feasibility work with North Mull Woodland Development Trust to develop sites on the Isle of Ulva (5 properties) and at Dervaig (4 properties). • From our most recent tenant satisfaction survey, satisfaction with our overall service has increased from 83.75% in 2021 to 92.03% in 2023. The Scottish average is 86.5%. • Aids and adaptations; significant cuts to funding for housing associations means that many tenants face being trapped in unsuitable accommodation or experiencing prolonged stays in hospital. 11 Page 33
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Other Updates Vision – “Delivering Quality Housing and More Homes in Great Places to Live and Work.” 12 Chartered Institute of Scotland (CIH) Scotland Housing Awards 2024 • ACHA was shortlisted in two categories for its development project at Eton Avenue, Dunoon; The “Working in Partnership” category, where the Association worked in partnership with Argyll and Bute Council Housing Services and Argyll and Bute Health and Social Care Partnership to build 4 specially designed and adapted wheelchair houses for families with particular needs on the Home Argyll housing waiting list, and the “Excellence in Regeneration and Sustainability” category. Page 34
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Other Updates Vision – “Delivering Quality Housing and More Homes in Great Places to Live and Work.” 13 The new properties at Eton Avenue, Dunoon Page 35
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Other Updates • ACHA’s 10 10 10 initiative; 13 schools in Argyll and Bute received an award in 2024 with 2 of the schools being located in Oban, Lorn and the Isles. Oban High School received £1,000 and Park Primary in Oban received £500. • ACHA’s Community Action Fund; we continue to welcome applications for funding of up to £500 from the Community Action Fund. 23 registered charities have received an award from the fund of up to £500 so far in 2024/25, including 9 in Oban Lorn and the Isles; An Tobar and Mull Theatre, Adventure Oban, Oban Pride, Developing Potential, Grab Trust, Hope Kitchen, Highlands & Islands Music and Dance Festival, 1st Argyll (Lorn) Scout Group and Oban Winter Festival. Vision – “Delivering Quality Housing and More Homes in Great Places to Live and Work.” 14 Page 36
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1 Classification: OFFICIAL ARGYLL AND BUTE COUNCIL OBAN, LORN AND THE ISLES AREA COMMITTEE CUSTOMER SUPPORT SERVICES 11 DECEMBER 2024 AREA PERFORMANCE REPORT – FQ2 2024/25 1.0 BACKGROUND 1.1 This paper presents the Area Performance Report for Financial Quarter 2 2024/25 (July to September 2024) and illustrates the agreed performance measures. 1.2 The features of the Performance Report are as follows:- ➢ Indicators are grouped by Corporate Outcome. ➢ The data table for each indicator is 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. 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. 1.3 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. 1.4 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. If support is required to navigate the online scorecard please contact lorna.gillies@argyll-bute.gov.uk 1.5 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. Page 37 Agenda Item 6
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2 Classification: OFFICIAL 2.0 RECOMMENDATIONS 2.1 It is recommended that the Area Committee – a) Notes and considers the performance and supporting commentary as presented. 3.0 IMPLICATIONS 3.1 Policy All of the indicators in this report are based on agreed Council policy. 3.2 Financial All indicators with financial implications are actively managed through agreed budget monitoring processes. 3.3 Legal All appropriate legal implications are complied with. 3.4 HR All HR implications are actively managed through agreed Wellbeing and Management monitoring processes. 3.5 Fairer Scotland Duty See below. 3.5.1 Equalities All activities comply with Equal Opportunities/Fairer Scotland Duty policies and obligations. 3.5.2 Socio-economic Duty All activities comply with the council’s socio- economic duty. 3.5.3 Islands Duty All activities comply with the council’s islands duty. 3.6 Climate Change The Council is committed to working towards net zero. 3.7 Risk Without this information Elected Members are less informed of activities within their area. 3.8 Customer Service All activities with customer feedback or insight are rigorously monitored for improvement. 3.9 The Rights of the Child This report highlights examples of how the Council is (UNCRC) committed to, and working towards reducing child poverty and improving outcomes for every child. Kirsty Flanagan, Executive Director with responsibility for Customer Support Services Jane Fowler Head of Customer Support Services 7 November 2024 For further information, please contact: Kay Owen Team Lead - Organisation Development Project Office - Customer Support Services 01546 604073 Appendix 1: FQ2 2024/25 OLI Performance Report Page 38
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Classification: OFFICIAL# 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 2024/25 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 39
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Classification: OFFICIAL# 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 COI - Number of new homeless applicants who required temporary accommodation this period Morven Macintyre A&B only 17 COI - Maintain the percentage of local suppliers that benefit from the award of contracts via the procurement portal Anne MacColl-Smith A&B only 18 COI - Increase the number of community benefits that are delivered through contracts we award locally Anne MacColl-Smith A&B only 19 Percentage of street lighting faults repaired within 10 days Tom Murphy Area 20 Number of waste collection complaints Tom Murphy Area 21 - 22 COI (part) - Percentage of waste recycled, composted and recovered John Blake Area 23 - 24 COI - Number of tonnes of waste sent to landfill John Blake A&B only 25 COI - LEAMS (Local Environment Audit and Management System) Tom Murphy Area 26 - 27 COI - Teacher sickness absence Jennifer Crocket (B&C and MAKI) Wendy Brownlie (H&L and OLI) Area 28 COI - LGE staff (including non-Teacher) sickness absence Carolyn Cairns Area 29 COI - Increase the percentage of all self-service automated contacts Robert Miller A&B only 30 Corporate Outcome: We have an infrastructure that supports sustainable growth Corporate Outcome: Making it happen Corporate Outcome: Our economy is diverse and thriving Page 40
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B 95.3% 72.9% -22.4% Red - Actual below Target As of 30 September 2024, our expenditure stands at £258,079. However as our confirmed budget allocation has increased to £708,284 which includes £458,284 from the Scottish Government programme fund and £250,000 provided by the Council to address cost pressures. Therefore this represents an underspend of £96,065 to date. The number of applications to the fund is down by 11% in this quarter, however the average amount of award is higher compared to last year. As the next 6 months can be the most challenging for our vulnerable claimants we expect increases in both applications and spend going forward. Period Actual FQ1 Commentary 2023/24 FQ2 134.3% 2023/24 FQ3 138.2% 2023/24 FQ4 128.6% 2024/25 FQ1 94.0% 2024/25 FQ2 72.9% 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 is lower than the target and performance has decreased since the last reporting period. Actual trend line As of 30 June 2024, our expenditure stands at £107,676, which is £6,894 below the profiled budget. This reduction in cost is primarily because the cost of white goods has decreased, leading to an average reduction of £120 in our standard community care grant awards. The number of awards we have made has increased this year and we are able to support more vulnerable claimants within the budget. 3 Page 41
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 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 2024/25, 14 survey forms were distributed to clients. 4 were returned. Of these 4 returns, 4 responded to the question relating to being better able to deal with their financial problems. Of these 4 respondents, 4 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 2023/24 FQ2 100% 2023/24 FQ3 100% 2023/24 FQ4 100% 2024/25 FQ1 100% 2024/25 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 2024/25, 19 survey forms were distributed to clients. 1 was returned. Of this 1 return, 1 responded to the question relating to being better able to deal with their financial problems. Of this 1 respondent 1 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 42
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 OLI No Target 603 N/A N/A A slight increase in PCNs from last year's FQ2, however this is generally on par with what we would expect if the weather has been reasonable. Period Actual FQ1 Commentary 2023/24 FQ2 427 2023/24 FQ3 307 2023/24 FQ4 493 2024/25 FQ1 527 2024/25 FQ2 603 2024/25 FQ2 A&B No Target 2,302 N/A N/A There is a substantial increase since last year's FQ2, this is mainly due to the extra patrols in the Luss area on the back of the Traffic Regulation order being progressed and enforced as per the wishes of local Luss Village residents. Period Actual FQ1 Commentary 2023/24 FQ2 1,172 2023/24 FQ3 1,015 2023/24 FQ4 1,196 2024/25 FQ1 1,763 2024/25 FQ2 2,302 This indicator for FQ2 shows the number of parking penalty notices has increased since the last reporting period. Actual trend line In comparison to last year's FQ1 figure, there is a very slight overall drop in PCNs issued across the full area of 3%. This is in line with budget expectations. This indicator for FQ2 shows the number of parking penalty notices has increased since the last reporting period. Actual trend line There has been a slight increase in PCNs issued in the OLI area, this is on par with last year’s FQ1 PCN numbers. This is acceptable and expected. 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. 5 Page 43
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Classification: OFFICIAL# In comparison to last year's FQ1 figure, there is a very slight overall drop in PCNs issued across the full area of 3%. This is in line with budget expectations. 6 Page 44
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 OLI £238,595 £248,386 £9,791 Green - Actual exceeds Target The Clipper event may well have had a positive effect on income through parking and reports back were that Oban was very busy during the event. Period Target Actual FQ1 Commentary 2023/24 FQ2 £413,592 £299,188 2023/24 FQ3 £564,477 £514,847 2023/24 FQ4 £685,489 £604,034 2024/25 FQ1 £177,897 £170,527 2024/25 FQ2 £238,595 £248,386 £24,071 £25,288 £17,054 £6,062 £75,738 £17,945 £2,338 £5,368 £8,074 £5,507 £36,263 £2,204 £307 £608 £21,559 £248,386 Trunk, Oban Fionnphort, Mull Total This indicator for FQ2 shows the cumulative amount of income has exceeded the cumulative target. Actual trend line There is no trend as this data is cumulative as of FQ1 each financial year. At present we are unable to explain why there is a shortfall in the OLI area, although this is more than last year’s FQ1 figure. The weather may well be a contributing factor along with the cost-of-living crisis which may prevent people from travelling. All car parks are open, and the warden is in the area as often as possible. 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 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. 7 Page 45
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B £373,922 £391,990 £18,068 Green - Actual exceeds Target Events in Oban, the new TRO in Luss as well as a full time warden in Dunoon has most likely been the source of extra income coming through our parking areas. Period Target Actual FQ1 Commentary 2023/24 FQ2 £584,204 £486,151 2023/24 FQ3 £797,331 £807,348 2023/24 FQ4 £968,262 £937,090 2024/25 FQ1 £289,219 £247,216 2024/25 FQ2 £373,922 £391,990 This indicator for FQ2 shows the cumulative amount of income has exceeded the cumulative target. Actual trend line There is no trend as this data is cumulative as of FQ1 each financial year. At present we are unable to explain why there is an overall shortfall across all areas. The weather may well be a contributing factor along with the cost-of-living crisis which may prevent people from travelling. All car parks are open, and the wardens are in the areas as often as possible. 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. 9 Page 47
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 OLI No Target 4 N/A N/A There were only 4 dog fouling complaints received this quarter, again they were for the Lorn area, no complaints were received for the Isle of Mull Period Actual FQ1 Commentary 2023/24 FQ2 9 2023/24 FQ3 4 2023/24 FQ4 10 2024/25 FQ1 8 2024/25 FQ2 4 2024/25 FQ2 A&B No Target 33 N/A N/A This quarter has seen the number of dog fouling complaints reduce significantly to 33 throughout the whole Argyll and Bute Council area, this is very good and is partyly down to the presence of the Warden Service. In August the service recruited another Amenity Warden who will cover the Mid Argyll, Kintyre and Islay areas. Period Actual FQ1 Commentary 2023/24 FQ2 51 2023/24 FQ3 46 2023/24 FQ4 65 2024/25 FQ1 57 2024/25 FQ2 33 Actual trend line This quarter OLI received 8 dog fouling complaints; these were all received for the Lorn area with no complaints received for Mull. This indicator for FQ2 shows the number of dog fouling complaints has decreased since the last reporting period. Actual trend line This quarter the section has received a total of 57 dog fouling complaints and only 1 fine was issued in the Kintyre area. This is quite a high number and our Warden service where possible will continue to monitor this when they can. Dog fouling fines are difficult to enforce as the Warden would actually have to witness the act and even then, the dog owner may have a medical reason as to why they are unable to pick up after their dog. However, this will not deter the Wardens and they will continue to educate people on this matter. 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. 10 Page 48
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Classification: OFFICIAL# This quarter the section has received a total of 57 dog fouling complaints and only 1 fine was issued in the Kintyre area. This is quite a high number and our Warden service where possible will continue to monitor this when they can. Dog fouling fines are difficult to enforce as the Warden would actually have to witness the act and even then, the dog owner may have a medical reason as to why they are unable to pick up after their dog. However, this will not deter the Wardens and they will continue to educate people on this matter. 11 Page 49
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B 100% 100% 0% Green - Actual meets Target Each care experienced child and young person enrolled in an authority school has tracking and monitoring plans in place via our education management information system knowns as Seemis. Data collated includes attendance, exclusion, progress and attainment and wellbeing information. The Virtual Head Teacher (VHT) for Care Experienced Children and Young People (CECYP) works closely with the education team and receives monthly reports specific to CECYP. The VHT has focussed attainment meets with Designated Managers for CECYP across authoriy settings. Our tacking and monitoring data is scrutinised during these meets to ensure each young person has the correct framework of support to help them achieve success. Our 2023 - 24 data (still embargoed to quality assurace process) evidences the positive impact of this enhaced level of scrutiny, support and challenge. The profile of our CECYP continues to be raised through system improvements, training opportunities, information sharing (as appropriate) leading to greater consideration of personalised support at all stages of the young peron's educational journey. Feedback evidences that wider school staff have increased awareness of the needs of our CECYP cohort. We are able to work with Virtual Head Teachers from Scottish wide local authorities to develop a data sharing agreeemnt to support cross authority tracking and monitoring to support CECYP hosted out with Argylll and Bute. Period Actual FQ1 Commentary 2023/24 FQ2 100% 2023/24 FQ3 100% 2023/24 FQ4 100% 2024/25 FQ1 100% 2024/25 FQ2 100% Actual trend line Each care experienced child and young person enrolled in an authority school has tracking and monitoring plans in place via our education management information system knowns as Seemis. Data collated includes attendance, exclusion, progress and attainment and wellbeing information. The Virtual Head Teacher (VHT) for Care Experienced Children and Young People (CECYP) works closely with the education data team and receives monthly reports specific to CECYP. The VHT offers both support and challenge to Designated Managers for CECYP across authority settings to ensure each young person has the correct framework of support to help them achieve success. The profile of our CECYP continues to be raised through system improvements, training opportunities, information sharing (as appropriate) leading to greater consideration of personalised support at all stages of the young person’s educational journey. We continue to develop and refine our tracking and monitoring systems to ensure data is relevant and meaningful. This happens through self-evaluation and linking with wider local authorities to ensure best practice. Next steps include developing a system to formally track and monitor CECYP who are out-with our authority schools. A data sharing agreement is currently being produced for this purpose. 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. 12 Page 50
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B +/-5.00% -1% -4% Green - Actual exceeds Target We continue to monitor schools that are not achieving the +/- 5% target. B&C -5.65%, H&L -5.52%, MAKI 6.55%, OLI 3.26 Period Actual FQ1 Commentary 2023/24 FQ2 -7.07% 2023/24 FQ3 4.12% 2023/24 FQ4 -3.44% 2024/25 FQ1 0.48% 2024/25 FQ2 -1.37% COI - Provide quality meals within cost margins to all pupiles 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 Work continues to monitor all schools that are out with the food cost percentage target. B&C 8.89% H&L 0.25% MAKI -4.68% OLI 1.58% Corporate Outcome - Children and young people have the best possible start 13 Page 51
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 OLI 94.00% 96.14% 2.14% Green - Actual exceeds Target As of 10th October 2024, the participation figure (16-19 year-olds in employment, training or education) in Oban, Lorn and the Isles was 1,075 young people, which equates to 96.14%. This is 2.14% above the target and 1.84% above the annual Argyll and Bute participation figure of 94.30%, which was released by Skills Development Scotland at the end of August 2024. The participation figure of 96.14% for FQ2 of 2024/25 is an increase of 0.57% on the participation figure for FQ1 of 2024/25. Period Actual FQ1 Commentary 2023/24 FQ2 97.66% 2023/24 FQ3 95.93% 2023/24 FQ4 94.43% 2024/25 FQ1 95.57% 2024/25 FQ2 96.14% 2024/25 FQ2 A&B 94.00% 95.80% 1.80% Green - Actual exceeds Target As of 10th October 2024, the participation figure (16-19 year-olds in employment, training or education) for the whole of Argyll and Bute was 4,174 young people, which equates to 95.80%. This is 1.80% above the target and 1.50% above the annual Argyll and Bute participation figure of 94.30% which was released by Skills Development Scotland at the end of August 2024. The participation figure of 95.80% for FQ2 of 2024/25 is an increase of 0.81% on the participation figure for FQ1 of 2024/25. Period Actual FQ1 Commentary 2023/24 FQ2 95.94% 2023/24 FQ3 94.37% 2023/24 FQ4 93.59% 2024/25 FQ1 94.99% 2024/25 FQ2 95.80% Actual trend line As of 4th July 2024, the participation figure (16-19 year-olds in employment, training or education) for the whole of Argyll and Bute was 4,287 young people, which equates to 94.99%. This is 0.99% above the target and 0.61% below the annual Argyll and Bute participation figure of 95.60%, which was released by Skills Development Scotland at the end of August 2023. The participation figure of 94.99% for FQ1 of 2024/25 is an increase of 1.40% on the participation figure for FQ4 of 2023/24. Actual trend line As of 4th July 2024, the participation figure (16-19 year-olds in employment, training or education) in Oban, Lorn and the Isles was 1,101 young people, which equates to 95.57%. This is 1.57% above the target and 0.03% below the annual Argyll and Bute participation figure of 95.60%, which was released by Skills Development Scotland at the end of August 2023. The participation figure of 95.57% for FQ1 of 2024/25 is an increase of 1.14% on the participation figure for FQ4 of 2023/24. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. This indicator for FQ2 exceeds the target and performance has increased 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. 14 Page 52
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 OLI 6 6 0 Green - Actual meets Target Port Appin including 4 x social rent (1x1bed, 1x2bed, 2x3bed) and 2x New Supply Shared Equity (2x2bed). Period Actual FQ1 Commentary 2023/24 FQ2 40 2023/24 FQ3 0 2023/24 FQ4 0 2024/25 FQ1 0 2024/25 FQ2 6 2024/25 FQ2 A&B 26 26 0 Green - Actual meets Target There were 26 units completed during this period. B&C 0 H&L 0 MAKI 20 OLI 6 Period Actual FQ1 Commentary 2023/24 FQ2 40 2023/24 FQ3 4 2023/24 FQ4 0 2024/25 FQ1 12 2024/25 FQ2 26 This indicator for FQ2 meets the target and performance has increased since the last reporting period. Actual trend line There were 12 units completed during this period. Dunbritton Housing Associaition – 12 units in Helensburgh 8 x 1 bed and 4 x 2 bed. B&C 0 H&L 12 MAKI 0 OLI 0 This indicator for FQ2 meets the target and performance has increased since the last reporting period. Actual trend line There were no completions for Oban, Lorn and the Isles during this period. 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. Corporate Outcome - Our economy is diverse and thriving 16 Page 54
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Classification: OFFICIAL# There were 12 units completed during this period. Dunbritton Housing Associaition – 12 units in Helensburgh 8 x 1 bed and 4 x 2 bed. B&C 0 H&L 12 MAKI 0 OLI 0 17 Page 55
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 OLI 75.0% 84.6% 9.6% Green - Actual exceeds Target Performance across the Development Management Service continues to be impacted by a backlog of casework. Overall performance is improving across the Service as availability of staff resource has delivered improved output. During FQ2 94.9% of enquiries were responded to within 6 weeks. This continued level of excellent performance is indicative of the more settled position of the OLI DM Team. Period Actual FQ1 Commentary 2023/24 FQ2 80.4% 2023/24 FQ3 87.5% 2023/24 FQ4 87.5% 2024/25 FQ1 87.5% 2024/25 FQ2 84.6% Actual trend line Performance across the Development Management Service continues to be impacted as it works through a backlog of casework that has accumulated through the Covid pandemic and which has been exacerbated by extended periods of operating with reduced staffing levels due to issues with recruitment to vacant posts, and the introduction of National Planning Framework 4. Whilst vacancies across the service have now largely been filled the focus of officers remains geared toward the resolution of statutory casework with the handling of pre-application enquiries afforded lower priority in caseload management. To assist with the management of reduced customer expectations the target for responding to pre- app enquiries has been temporarily extended to 6 weeks. During FQ1, 32 pre-apps were responded to within OLI. 96.9% were issued within 6 weeks. This excellent performance is indicative of the more settled position of the OLI DM team. 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. 18 Page 56
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B 75.0% 49.2% -25.8% Red - Actual below Target Performance across the Development Management Service continues to be impacted by a backlog of casework. Overall performance is improving across the Service as availability of staff resource has delivered improved output, however timeliness measures are adversely impacted as older casework from the backlog is completed. To assist with the management of customer expectations the target for responding to pre-app enquiries has been temporarily extended to 6 weeks. During FQ2 there has been considerable effort to close older pre-app enquiries which has resulted in a slight reduction of in time responses despite good output. During FQ2 57.1% of enquiries were responded to within 6 weeks. Period Actual FQ1 Commentary 2023/24 FQ2 47.5% 2023/24 FQ3 49.1% 2023/24 FQ4 55.0% 2024/25 FQ1 49.5% 2024/25 FQ2 49.2% Actual trend line Performance across the Development Management Service continues to be impacted as it works through a backlog of casework that has accumulated through the Covid pandemic and which has been exacerbated by extended periods of operating with reduced staffing levels due to issues with recruitment to vacant posts, and the introduction of National Planning Framework 4. Whilst vacancies across the service have now largely been filled the focus of officers remains geared toward the resolution of statutory casework with the handling of pre-application enquiries afforded lower priority in caseload management. To assist with the management of reduced customer expectations the target for responding to pre- app enquiries has been temporarily extended to 6 weeks. During FQ1, 105 pre-apps were responded to across ABC. 57.1% were issued within 6 weeks. 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. 19 Page 57
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 OLI 8.0 6.1 -1.9 Green - Actual below Target Performance across the Development Management Service continues to be impacted by a significant backlog of casework although performance is now improving alongside improved staff resource availability. Improved output does however involve the determination of increasing volumes of older 'legacy' case work. The determination of a higher than normal volume of older cases has a significant adverse impact on average time reporting measures as a small number of old cases significantly skew the overall output. FQ2 has seen a period where the OLI team have not determined any legacy householder applications and have been in a position to progress new casework in a timely and effective manner. Period Actual FQ1 Commentary 2023/24 FQ2 11.4 2023/24 FQ3 9.2 2023/24 FQ4 5.2 2024/25 FQ1 7.9 2024/25 FQ2 6.1 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 continues to be impacted as it works through a backlog of casework that has accumulated through the Covid pandemic and which has been exacerbated by extended periods of operating with reduced staffing levels due to issues with recruitment to vacant posts, and the introduction of National Planning Framework 4. Improving resource availability has allowed the focus of the DM Service to shift from the prioritisation of the most significant applications to addressing the accrued backlog of older applications. The determination of a higher-than-normal volume of older cases has a significant impact on "average time taken" performance measures as a relatively small number of older cases can skew the outcome. It is also noted that these performance measures are based on "raw data" and as such have not been adjusted to take into account delays to determination out with the control of the planning authority. FQ4 has seen the determination of 2 'legacy' applications and continued high volume of newer case work. Performance overall has improved significantly although it is noted that the determination of older applications continues to impact on the headline figure however 83% of applications determined in FQ1 were less than 6 months old; these items were determined in an average time of 9.6 weeks. 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. 20 Page 58
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B 8.0 26.1 18.1 Red - Actual exceeds Target Performance across the Development Management Service continues to be impacted by a significant backlog of casework although performance is now improving alongside improved staff resource availability. Improved output does however involve the determination of increasing volumes of older 'legacy' case work. The determination of a higher than normal volume of older cases has a significant adverse impact on average time reporting measures as a small number of old cases significantly skew the overall output. FQ2 has seen the determination of 11 legacy items amongst a higher volume of newer casework. It is highlighted that during FQ2 75% of all householder applications determined were less than 6 months old and that these were determined within an average timescale of 9.6 weeks. Period Actual FQ1 Commentary 2023/24 FQ2 18.1 2023/24 FQ3 16.8 2023/24 FQ4 20.0 2024/25 FQ1 16.1 2024/25 FQ2 26.1 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 exceeds the target and performance has decreased since the last reporting period. Actual trend line Performance across the Development Management Service continues to be impacted as it works through a backlog of casework that has accumulated through the Covid pandemic and which has been exacerbated by extended periods of operating with reduced staffing levels due to issues with recruitment to vacant posts, and the introduction of National Planning Framework 4. Improving resource availability has allowed the focus of the DM Service to shift from the prioritisation of the most significant applications to addressing the accrued backlog of older applications. The determination of a higher-than-normal volume of older cases has a significant impact on "average time taken" performance measures as a relatively small number of older cases can skew the outcome. It is also noted that these performance measures are based on "raw data" and as such have not been adjusted to take into account delays to determination out with the control of the planning authority. FQ4 has seen the determination of 2 'legacy' applications and continued high volume of newer case work. Performance overall has improved significantly although it is noted that the determination of older applications continues to impact on the headline figure however 83% of applications determined in FQ1 were less than 6 months old; these items were determined in an average time of 9.6 weeks. Corporate Outcome - Our economy is diverse and thriving 21 Page 59
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B No Target 40 N/A N/A During FQ2, the housing service took 138 homeless applications and provided temporary accommodation for 40 new homeless households. B&C: Out of 39 Homeless Applications, 16 new households went in to temporary accommodation (3 x Registered Social Landlord, 6 x Serviced Accommodation, 7 x Bed & Breakfast). H&L: Out of 29 Homeless Applications, 4 new households went in to temporary accommodation (3 x Serviced Accommodation, 1 x Bed & Breakfast). MAKI: Out of 46 Homeless Applications, 12 new household went in to temporary accommodation (5 x Private Sector Lease, 7 x Bed & Breakfast). OLI: Out of 24 Homeless Applications, 8 new households went in to temporary accommodation (5 x Supported Accommodation, 1 x Registered Social Landlord, 1 x Serviced Accommodation, 1 x Bed & Breakfast). 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. • Accommodation may be offered outwith the HMA area that the homeless application was taken due to availability i.e. application taken in Oban and the applicant offered accommodation in Dunoon as there was no accommodation available in Oban. Period Actual FQ1 Commentary 2023/24 FQ2 36 2023/24 FQ3 26 2023/24 FQ4 30 2024/25 FQ1 26 2024/25 FQ2 40 Actual trend line During FQ1, the housing service provided temporary accommodation for 26 new homeless households. B&C: 10 households (1 x Private Sector Property, 6 x Serviced Accommodation, 3 x Bed & Breakfast). H&L: 0 new households. MAKI: 2 household (1 x Bed & Breakfast, 1 x Serviced Accommodation). OLI: 14 households (1 x Registered Social Landlord, 4 x Private Sector Property, 1 x Serviced Accommodation, 4 x Supported Accommodation, 4 x Bed & Breakfast). 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. • Accommodation may be offered outwith the HMA area that the homeless application was taken due to availability i.e. application taken in Oban and the applicant offered accommodation in Dunoon as there was no accommodation available in Oban. 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. 22 Page 60
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B 20.0% 10.5% -9.5% Red - Actual below Target From the 49 tender/quick quote contract awards during FQ2, 57 suppliers were successful, 6 of which were local suppliers. However, only 12 received local bids. The nature of the types of contracts awarded can impact on submission of local bidders. Of the 12 contracts, 6 were awarded to local suppliers (50.0%) with an estimated total contract value of £140k. Period Actual FQ1 Commentary 2023/24 FQ2 26.5% 2023/24 FQ3 27.8% 2023/24 FQ4 14.3% 2024/25 FQ1 36.0% 2024/25 FQ2 10.5% 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 FQ2 is lower than the target and performance has decreased since the last reporting period. Actual trend line FQ1 – 36.0% (an increase from previous quarter 14.3%). From the 24 contracts awarded, 11 local suppliers submitted a bid, 9 of which were successful (81.8%) with an estimated contract value of £10.1m. The Procurement, Commercial and Contract Management Team will continue to support local suppliers by providing useful information on the Council's website. Corporate Outcome - Our economy is diverse and thriving 23 Page 61
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B No Target 31 N/A N/A We have been working closely with our suppliers to deliver additional social, economic and environmental value to our society. 31 Community Benefits have been achieved through Contract Management, Contract Awards and the Request List during Q1 & Q2 2024/25. Period Actual FQ1 Commentary 2023/24 FQ2 37 2023/24 FQ3 - 2023/24 FQ4 37 2024/25 FQ1 - 2024/25 FQ2 31 Actual trend line The next report will be due in October 2024. 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. 24 Page 62
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 OLI 75% 96% 21% Green - Actual exceeds Target Summer months, number of faults are lower still. We also have introduced the remote working tablets. Between the capital improvement scheme being completed in the Lorn area, and also works taking place on the Isle of Mull faults are being attended too in a more efficent way. Period Actual FQ1 Commentary 2023/24 FQ2 41% 2023/24 FQ3 50% 2023/24 FQ4 20% 2024/25 FQ1 81% 2024/25 FQ2 96% 2024/25 FQ2 A&B 75% 97% 22% Green - Actual exceeds Target Overall introducing the new tablets has had a positive impact on the service, our electricians are working more efficently and effectivly. Summer months also does mean less faults reported by the general public, however that may change in the upcoming winter months. We also have carried out our capital improvements in the Lorn area, and are in the midst of carrying out capital improvements on the Isle of Mull. Period Actual FQ1 Commentary 2023/24 FQ2 43% 2023/24 FQ3 46% 2023/24 FQ4 49% 2024/25 FQ1 93% 2024/25 FQ2 97% This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. Actual trend line Given the summer months, the number of faults reported in FQ1 has reduced, allowing our electricians in all areas to attend and repair the majority of faults within the timescales set out. We have now fully recruited our team of electricians. We are in the process of recruiting a Street Lighting Inspector who will oversee all areas and assist our Team Leader on the ground. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. Actual trend line Given the summer months, the number of faults reported in FQ1 has reduced, allowing our electrician in this area to attend and repair the majority of faults. 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. 25 Page 63
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Classification: OFFICIAL# Given the summer months, the number of faults reported in FQ1 has reduced, allowing our electricians in all areas to attend and repair the majority of faults within the timescales set out. We have now fully recruited our team of electricians. We are in the process of recruiting a Street Lighting Inspector who will oversee all areas and assist our Team Leader on the ground. 26 Page 64
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 Lorn No Target 4 N/A N/A The Lorn area received 4 waste collection complaints over the months of July, August and September. This is a very good service. Period Actual FQ1 Commentary 2023/24 FQ2 41 2023/24 FQ3 1 2023/24 FQ4 2 2024/25 FQ1 7 2024/25 FQ2 4 2024/25 FQ2 Mull No Target 0 N/A N/A There were no waste collection complaints received this quarter for the Isle of Mull. An excellent service provided by out team on the Island. Period Actual FQ1 Commentary 2023/24 FQ2 0 2023/24 FQ3 1 2023/24 FQ4 0 2024/25 FQ1 2 2024/25 FQ2 0 This indicator for FQ2 shows the number of waste collection complaints has decreased since the last reporting period. Actual trend line Only 2 waste collection complaints were received for the Isle of Mull this quarter which is very good. This indicator for FQ2 shows the number of waste collection complaints has decreased since the last reporting period. Actual trend line Lorn received only 7 waste collection complaints for the months of April, May and June. Very good service. 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. 27 Page 65
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Classification: OFFICIAL# Only 2 waste collection complaints were received for the Isle of Mull this quarter which is very good. 28 Page 66
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B No Target 26 N/A N/A There were only 26 waste collection complaints received this quarter for the whole of the Argyll and Bute Council area. Given the number of properties serviced and the various waste collected over the summer months this is a very good level of service. Period Actual FQ1 Commentary 2023/24 FQ2 101 2023/24 FQ3 18 2023/24 FQ4 7 2024/25 FQ1 38 2024/25 FQ2 26 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 decreased since the last reporting period. Actual trend line A total of 38 waste collection complaints were received this quarter for the whole of Argyll and Bute. This is an excellent level of service given the number of properties serviced and the various waste collected. Any complaints received are acted on timeously by the administration staff and waste collection staff. 29 Page 67
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B 45.0% 70.5% 25.5% Green - Actual exceeds Target 70.5% recycling, composting and recovery (45.2% recycling/composting plus 25.3% recovery). Exceeds target due to increases in recycling and recovery. For example, a significant amount of over 1000 tonnes of stockpiled rubble at Renewi's Moleigh Waste and Recycling Facility was processed into materials for hardstanding at the site during the quarter. There was also slight tonnage increases in recycling of wood, blue bin materials and glass during the quarter. Recovery continues to improve compared to 2023 with the Helensburgh and Lomond general waste no longer going to landfill and instead going for refuse derived fuel (RDF)/energy from waste (EFW). Period Actual FQ1 Commentary 2023/24 FQ2 59.8% 2023/24 FQ3 49.0% 2023/24 FQ4 74.0% 2024/25 FQ1 68.4% 2024/25 FQ2 70.5% 2024/25 FQ2 Renewi No Target 61.3% N/A N/A 61.3% recycling, composting and recovery (44.3% recycling/composting plus 17.0% recovery). Increased recycling during the quarter mainly due to over 1000 tonnes of stockpiled rubble at Renewi's Moleigh Waste and Recycling Facility being processed into materials for hardstanding at the site. There was also slight tonnage increase in blue bin recycling during the quarter. Period Actual FQ1 Commentary 2023/24 FQ2 68.7% 2023/24 FQ3 55.3% 2023/24 FQ4 66.5% 2024/25 FQ1 56.2% 2024/25 FQ2 61.3% Actual trend line 56.2% recycling, composting and recovery during the quarter (40.2% recycling/composting plus 16% recovery). Recovery levels back to normal in this quarter after previous time limited trial by Renewi ended whereby during the trial some general waste from their sites was sent for energy from waste (EFW). Actual trend line 68.4% recycling, composting and recovery during the quarter (40.9% recycling/composting plus 27.5% recovery). Figure is high mainly due to significant recovery from Helensburgh and Lomond’s general waste which now all goes for refuse derived fuel (RDF)/energy from waste (EFW) instead of being landfilled. This indicator for FQ2 shows the percentage of waste recycled has increased 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: John Blake This indicator is reported quarterly. The performance presented is by Council-wide service provision. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. 30 Page 68
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Classification: OFFICIAL# 56.2% recycling, composting and recovery during the quarter (40.2% recycling/composting plus 16% recovery). Recovery levels back to normal in this quarter after previous time limited trial by Renewi ended whereby during the trial some general waste from their sites was sent for energy from waste (EFW). 31 Page 69
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 Islands No Target 51.8%% N/A N/A 51.8% recycling, composting and recovery (43.5% recycling/composting plus 8.2% recovery). There was slight tonnage increases in recycling of wood, blue bin materials and glass during the quarter. Recovery continues to improve compared to 2023 with the Tiree/Coll general waste no longer going to landfill and instead going for refuse derived fuel (RDF)/energy from waste (EFW). Period Actual FQ1 Commentary 2023/24 FQ2 35.6% 2023/24 FQ3 34.2% 2023/24 FQ4 41.5% 2024/25 FQ1 45.8% 2024/25 FQ2 51.8%% 2024/25 FQ2 H&L No Target 100.0% N/A N/A 100% recycling, composting and recovery (48% recycling/composting plus 52% recovery). There was slight tonnage increases in recycling of wood, blue bin materials and glass during the quarter. Recovery continues to be high compared to 2023 with the Helensburgh and Lomond general waste no longer going to landfill and instead going for refuse derived fuel (RDF)/energy from waste (EFW). Period Actual FQ1 Commentary 2023/24 FQ2 41.6% 2023/24 FQ3 41.5% 2023/24 FQ4 100.0% 2024/25 FQ1 100.0% 2024/25 FQ2 100.0% Actual trend line 100% recycling, composting and recovery during the quarter (44.9% recycling/composting plus 55.1% recovery). Figure is high mainly due to significant recovery from Helensburgh and Lomond’s general waste which now all goes for refuse derived fuel (RDF)/energy from waste (EFW) instead of being landfilled. Recycling and composting was also higher than similar quarter in FQ1 last year mainly due to increased wood recycling and green garden waste composting from these segregated waste streams via the Blackhill Recycling and Civic Amenity Site (Helensburgh). Actual trend line 45.8% recycling, composting and recovery during the quarter (32.8% recycling/composting plus 13% recovery). Increase is due to more recovery because Tiree/Coll general waste goes to same contractor as Helensburgh and Lomond. The Tiree/Coll general waste therefore is no longer landfilled and instead goes for refuse derived fuel (RDF)/energy from waste (EFW), which is classed as recovery. This indicator for FQ2 shows the percentage of waste recycled has remained the same since the last reporting period. This indicator for FQ2 shows the percentage of waste recycled has increased 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: John Blake This indicator is reported quarterly. The performance presented is by Council-wide service provision. 32 Page 70
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Classification: OFFICIAL# 100% recycling, composting and recovery during the quarter (44.9% recycling/composting plus 55.1% recovery). Figure is high mainly due to significant recovery from Helensburgh and Lomond’s general waste which now all goes for refuse derived fuel (RDF)/energy from waste (EFW) instead of being landfilled. Recycling and composting was also higher than similar quarter in FQ1 last year mainly due to increased wood recycling and green garden waste composting from these segregated waste streams via the Blackhill Recycling and Civic Amenity Site (Helensburgh). 33 Page 71
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B 5,850 3,225 -2,625 Green - Actual below Target Well within target partly due to increased recycling during the quarter e.g. rubble, wood, glass and blue bin recycling. A significant factor also is that the Helensburgh and Lomond general waste now goes for refuse derived fuel (RDF)/energy from waste (EFW) instead of going to landfill (which it was in 2023). Period Target Actual FQ1 Commentary 2023/24 FQ2 5,550 5,510 2023/24 FQ3 5,100 4,253 2023/24 FQ4 5,000 2,567 2024/25 FQ1 5,850 2,567 2024/25 FQ2 5,550 3,225 Corporate Outcome - We have an infrastructure that supports sustainable growth COI - Number of tonnes of waste sent to landfill Responsible Person: John Blake 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 Biodegradable municipal waste to landfill figure is well within target mainly due to significant recovery from Helensburgh and Lomond’s general waste which now all goes for refuse derived fuel (RDF)/energy from waste (EFW) instead of being landfilled. New waste disposal contractors have been appointed to deal with the general waste from the Helensburgh and Lomond area following the closure of Barr Environmental operations. 34 Page 72
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 Lorn 73 87 14 Green - Actual exceeds Target Another good quarter with regards street cleanliness in the Lorn area. Period Actual FQ1 Commentary 2023/24 FQ2 87 2023/24 FQ3 86 2023/24 FQ4 85 2024/25 FQ1 89 2024/25 FQ2 87 2024/25 FQ2 Mull 73 94 21 Green - Actual exceeds Target The Isle of Mull is again showing the highest level of street cleanliness with a figure of 94, this is excellent service. Period Actual FQ1 Commentary 2023/24 FQ2 95 2023/24 FQ3 93 2023/24 FQ4 93 2024/25 FQ1 93 2024/25 FQ2 94 Actual trend line Lorn's street cleanliness figure is high again this quarter; April 91, May 87 and June 89. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. This indicator for FQ2 exceeds the target however performance has decreased 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 is showing the highest figure of street cleanliness this quarter; April 96, May 93 and June 95, this is an excellent level of service. 35 Page 73
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Classification: OFFICIAL# The Isle of Mull is showing the highest figure of street cleanliness this quarter; April 96, May 93 and June 95, this is an excellent level of service. 36 Page 74
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B 73 85 12 Green - Actual exceeds Target For the months of July, August and September the overall figure for street cleanliness within Argyll and Bute is sitting at 85, this is a very good level of service provided by the teams on both the mainland and the Islands. Period Actual FQ1 Commentary 2023/24 FQ2 83 2023/24 FQ3 85 2023/24 FQ4 83 2024/25 FQ1 84 2024/25 FQ2 85 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 All areas in Argyll and Bute have again this quarter well exceeded the target LEAMS figure, showing a very good level of street cleanliness. This indicator is reported quarterly. The performance presented is at area level and Council-wide. 37 Page 75
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 OLI No Target 1.96 N/A N/A Work days lost has increased by 1.43 of a day on the same quarter last year and has decreased by 0.15 of a day from the previous quarter. Main work days lost have been due to Mental Health related reasons. Period Actual FQ1 Commentary 2023/24 FQ2 0.53 2023/24 FQ3 2.04 2023/24 FQ4 2.75 2024/25 FQ1 2.11 2024/25 FQ2 1.96 2024/25 FQ2 A&B No Target 1.77 N/A N/A Work days lost has increased by 0.52 of a day on the same quarter last year and has decreased by 0.37 of a day from the previous quarter. Main work days lost have been due to Mental Health related reasons. Period Actual FQ1 Commentary 2023/24 FQ2 1.25 2023/24 FQ3 2.82 2023/24 FQ4 2.82 2024/25 FQ1 2.14 2024/25 FQ2 1.77 This indicator for FQ2 shows the number of sickness absence days has decreased since the last reporting period. Actual trend line Work days lost has remained almost the same as the same quarter last year. It has decreased by 0.68 days on the same quarter last year. Most work days have been lost due to Mental Health related absence reasons. This indicator for FQ2 shows the number of sickness absence days has decreased since the last reporting period. Actual trend line There has been an increase of 0.32 days on the same quarter last year. There has been a decrease of 0.64 days on FQ4. Most work days lost have been due to Mental Health related reasons. 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. 38 Page 76
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Classification: OFFICIAL# Work days lost has remained almost the same as the same quarter last year. It has decreased by 0.68 days on the same quarter last year. Most work days have been lost due to Mental Health related absence reasons. 39 Page 77
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 OLI No Target 3.85 N/A N/A Work days lost has increased by 0.16 of a day on the same quarter last year and has decreased by 0.34 of a day from the previous quarter. Main work days lost have been due to Mental Health related reasons. Period Acutal FQ1 Commentary 2023/24 FQ2 3.69 2023/24 FQ3 4.62 2023/24 FQ4 4.76 2024/25 FQ1 4.19 2024/25 FQ2 3.85 2024/25 FQ2 A&B No Target 3.43 N/A N/A Work days lost has increased by 0.25 of a day on the same quarter last year and has decreased by 0.42 of a day from the previous quarter. Main work days lost have been due to Mental Health related reasons. Period Actual FQ1 Commentary 2023/24 FQ2 3.18 2023/24 FQ3 3.73 2023/24 FQ4 4.12 2024/25 FQ1 3.85 2024/25 FQ2 3.43 Actual trend line There has been an increase of 0.32 days absence on the same quarter last year. There has been a decrease of 0.27 days on the last quarter. Most work days lost have been due to Mental Health related reasons. Actual trend line There has been an increase of 0.56 days on the same quarter last year. There has been a decrease of 0.57 days on the last quarter. Most work days lost have been due to Mental Health related reasons. This indicator for FQ2 shows the number of sickness absence days has decreased since the last reporting period. This indicator for FQ2 shows the number of sickness absence days has decreased 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. 40 Page 78
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Classification: OFFICIAL# There has been an increase of 0.32 days absence on the same quarter last year. There has been a decrease of 0.27 days on the last quarter. Most work days lost have been due to Mental Health related reasons. 41 Page 79
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Classification: OFFICIAL# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B 70.0% 72.7% 2.7% Green - Actual exceeds Target In FQ2 there were 39,421 customer transactions dealt with by Customer Service Agents (27.3%) and 104,776 were automated or self-service transactions (72.7%) so the 70.0% target was bettered. Period Actual FQ1 Commentary 2023/24 FQ2 72.1% 2023/24 FQ3 72.7% 2023/24 FQ4 70.1% 2024/25 FQ1 71.6% 2024/25 FQ2 72.7% 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. Actual trend line In FQ1 there was 41,574 transactions dealt with by Customer Service Agents (28.4%) and 105,051 automated or self-service transactions (71.6%) so the 70.0% target was exceeded. 42 Page 80
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1 Classification: OFFICIAL Area Committee/Community Services Committee Date of Report: 21 November 2024 Title of Report: Health & Social Care Partnership - Performance Report – FQ1 2024/25 (Apr – Jun) Presented by: tbc The committee is asked to: • Acknowledge performance for FQ1 2024/25 (April - June) • Acknowledge performance update on the National Health & Wellbeing Outcomes and Ministerial Steering Group Integration Indicators (Appendix 1) • Note Delayed Discharge Sitrep as of 01 July 2024 (Appendix 2) EXECUTIVE SUMMARY This report details performance for Financial Quarter (FQ)1 2024/25 (April – June), the performance outputs are taken from the Integrated Performance Management Framework (IPMF) Reporting Dashboard with the focus on twelve key service areas. Overall performance for FQ1 notes 42 of 84 measures reporting as on target (50%). The report details performance against each of the service areas and the 84 supporting Key Performance Indicators. Analysis of the KPI’s is supported by performance commentary from the Heads of Service and Service Leads. National Health & Wellbeing Indicators performance is included alongside latest performance from the National Delayed Discharge Sitrep. The use of the new performance Dashboard within SharePoint is designed to offer a more focussed approach to the access and analysis of data, offering scope for self-service. 2. RECOMENDATIONS The committee is asked to acknowledge current FQ1 24/25 performance. 3. DETAIL OF REPORT The report details the HSCP (Health and Social Care Partnership) performance for FQ 1 2024/25 (April - June) highlighting key performance trends across the 84 KPIs (Key Performance Indicators). In addition, the report includes performance updates from Heads of Service and Service Leads across the twelve service areas. The latest performance against the National Health and Wellbeing Outcomes Indicators is reported (Appendix 1). Also included is the latest national update on Delayed Discharges (Appendix 2). Page 81 Agenda Item 7
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2 Classification: OFFICIAL 4. RELEVANT DATA & INDICATORS 4.1 FQ1 2024/25 (April - June) Performance Summary Overall performance for FQ1 notes that 84 KPI’s are scoring against target, with 42 (50%) reporting as on-track and 42 (50%) off-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 84 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) and performance commentary is provided by Heads of Service and Service Leads as part of their one-to-one sessions with analysts. 4.2.1 Children & Families Performance across 7 Key Performance Indicators (KPIs) for Children & Families & Justice shows 2 KPIs (29%) on track, with 5 KPIs (71%) reported as off track against the targets set in FQ1 24/25. Performance on or above target: • Child Protection Register with an allocated worker met the target of 100% • Child Health assessments started within 4 weeks of coming into care exceeded the target of 96% in FQ1 (100%) Page 82
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3 Classification: OFFICIAL Performance below target & areas for improvement: • CAHMS referrals seen within 18 weeks of referral fell short of the target of 75% by 15% (Actual: 60%) • Universal Health Visiting Pathway fell short of the target of 75% by 14% (Actual: 61%) • Violence Against Women & Girls basic training failed to meet the target of 30 by 2 (Actual: 28) • Criminal Justice social work reports submitted on time failed to reach the target of 90% by 3% (Actual: 87%) • Child Protection Planning Meetings held within 28 days of referral failed to meet the target of 90% with Actual of 0% 4.2.2 Telecare and Digital Performance across 13 Key Performance Indicators (KPIs) for Strategic Planning, Performance & Technology Services shows 4 KPIs (31%) on track, with 9 KPIs (69%) reported as off track against the targets set for FQ1 24/25. It should be acknowledged that nationally waiting time breaches are measured against a zero target. Local 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: • Significant progress has been made in the digitalisation of telecare equipment, now reaching 52%. • Implementation of Just Checking activity monitoring equipment has been successfully carried out in six homes during Q1. • Usage of digital blood pressure monitoring in Primary Care has seen a consistent rise, increasing from 36 to 40 users. • E-health service successfully resolved 100% of support requests this quarter. Performance below target & areas for improvement: • The number of new telecare clients reduced from 203 in Q4 to 198, narrowly missing the increased target of 200. • Consultations delivered via Near Me missed the target by 10 consultations, showing little growth over the last four quarters. • The number of telecare clients overdue for their annual review continues to increase, now at 63%. • Silvercloud referrals missed the target again, though referral rates remain stable compared to the decreases in previous quarters with 57 referrals this quarter. • Two FOI requests were not submitted within the statutory timescale, achieving only 93%. However, the total number of FOIs was 29, a higher-than-normal volume of requests. • Currently, 42% of telecare clients have enhanced packages, below the desired target. • Waiting Times for Cancer Appointments at 31 & 62 Days reports 1 against target of zero. • New Outpatient Waiting Times breaches over 12 weeks noted 51% against 46% target. • Outpatient Long waiting over 52 weeks noted3.7% against a 2.8% target 4.2.3 Primary Care Performance across 10 Key Performance Indicators (KPIs) for Primary Care shows 6 KPIs (60%) on track, with 4 KPIs (40%) reported as off track against the targets set for FQ1 24/25. Page 83
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4 Classification: OFFICIAL Performance on or above target: • 80% of children who received Fluoride Varnish treatment did not require be referred for further dental treatment. • 66% of eligible residents received their Spring Covid 19 booster. This is 3% higher than the national average. • HSPC run practices met their target of 14 by recording on 7 instances practices had to operate under contingency measures. • No GP practices were returned to HSCP Control during Q1 • GP practices remained at level zero during Q1 resulting in no reduction in services provided. • Primary Care Out-of-Hours Services covered 62% of all recorded out of hour consultations during Q1 exceeding their 45% target. Performance below target & areas for improvement: • The Oral Health Improvement Team only managed to deliver 95% of their planned activity. • HSCP Dental services only utilised 52% of clinic appointments missing their 90% target. • 4.7% of consultations by GPs and other HSCW within the primary care setting were done digitally, narrowly missing the 5% target. • 93% of children at 12 months of age received their 6 in 1 vaccination missing the 95% national target (data for this indicator is 1 quarter behind due to availability of statistics) 4.2.4 Public Health Performance across 5 Key Performance Indicators (KPIs) for Public Health shows 4 KPIs (80%) on track, with 1 KPI (20%) below the rolling target against the targets set for FQ1 24/25 Performance on or above target: • Increase the monthly number of quit dates set, supported by NHS smoking cessation advisors or jointly through shared care with pharmacy, by people in the most deprived 40% areas in Argyll. Performance this quarter was slightly above target, achieving 11 quit dates set against a target of 10. • Increase the number of engagement activities delivered in communities and supported through Living Well Networks. Performance was slightly above target, with an actual of 23 against a target of 20. • Increase the number of referrals to community link workers supported by “We Are with You”. Performance exceeded itself this quarter by achieving approximately 49% above the target, with an actual performance of 150 against a target of 101. • Number of instances working with Scottish Government or National Agencies on National Strategy and Policy Development. This is a new measure for 24/25 with a target initially set as 1. We surpassed expectations with 11 instances of working with Scottish Government or National Agencies on National Strategy and Policy development. Performance below target & areas for improvement: Page 84
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5 Classification: OFFICIAL • Increase the number of people in Argyll and Bute attending training in the following areas, Money Counts, Behaviour Change, Mental Health and Suicide Prevention. The rolling target from 23/24 continues into 24/25, with the expectation of 17 additional clients each quarter. We fell marginally short, with an actual of 83 against a target of 85, approximately 2.35% below the target. 4.2.5 Finance Performance across 6 Key Performance Indicators (KPIs) for Finance shows 3 KPIs (50%) on track, with 3 KPIs (50%) reported as off track against the targets set for FQ1 24/25. Performance on or above target: • GP prescribing expenditure with actual spend being 1% lower than target. • Older People External Residential actual spend being 18% below target. • Older People Homecare actual spend being 2% below target. Performance below target & areas for improvement: • Cost of Hospital Delayed Discharges actual spend being 29% above target. • Staffing expenditure with actual spend (11%) being 1% above target. • Older People Internal Residential actual spend being 21% above target. 4.2.6 Carers Performance across 4 Key Performance Indicators (KPIs) for Carers Services shows 4 KPIs (100%) on track, against the targets set for FQ1 24/25. Performance on or above target: • Adult Carer Support Plans continues to be on target, with 137 completed against target of 133 • Young Carer Statements completed continues to be above target, with 26 completed in FQ1. • The number of Unpaid Carers Supported across A&B’s Carers Centres was reported at 3296 for FQ1 and continues to exceed the target of 3000. • The ACSP reviews completed now include welfare contacts and these continue to be above target of 700, with 913 completed in FQ1. Performance below target & areas for improvement: N/A 4.2.7 Allied Health Professionals Performance across 7 Key Performance Indicators (KPIs) for Allied Health Professionals shows 4 KPIs (57%) on track, with 3 KPIs (43%) reported as off track against the targets set for FQ1 24/25. It should be acknowledged that nationally waiting time breaches are measured against a zero target. Local targets have been set to monitor progress and improvements to reduce the number of patients on waiting lists across varied health specialties Page 85
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6 Classification: OFFICIAL Performance on or above target: • MSK Outpatient Referral waits breaching >4 weeks are down significantly this quarter to 1118 (-9%) and meeting target of 1120. • AHP Outpatient Completed Waits are now on target this quarter with 977 reported against the 945 target. • Community Patient Discharges continue increasing this quarter to 1878, against the target of 1672. • The percentage of New versus Return Outpatient Physio AHP Referrals remains above the 30% target, with 31% noted in FQ1. Performance below target & areas for improvement: • Outpatients waiting over 12 weeks for AHP services have increased this quarter – these had been decreasing over recent quarters, with FQ1 reporting 552 against a target of 500. • The AHP Priority 1&2 referrals breaching > 4 weeks in FQ1 reported 58 against a target of 48. • Community Patient Referrals breaching over 12 weeks have been increasing quarter on quarter, with FQ1 reporting 558 against a target of 400. 4.2.8 Delayed Discharges Performance across 6 Key Performance Indicators (KPIs) for Delayed Discharges shows 1 KPI (17%) on track, with 5 KPIs (83%) reported as off track against the targets set for FQ1 24/25. For FY 2024/25 Delayed Discharges KPIs, we are using a count at the end of quarter census point instead of full month data. Cleansing of data at the census point is improving the accuracy of the delay codes recorded, and this also aligns better with national reporting. 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: • Reduce the Number of people delayed in hospital with AWI code at Monthly Census Point. Performance was above target having achieved actual of 4 against a target of 6. We set the target based on the average over the last four quarters of 23/24, where the actual ranged between 3 and 9. In this quarter, the number of people delayed with AWI code increased from 4 in April to 7 in May, then returned to 4 in June. Performance below target & areas for improvement: • The number of overall people delayed in hospital at Monthly Census Point as at the end of Q1 was 39, compared to a target of 31. The target was set based on the average over the last four quarters of 23/24, where client numbers ranged between 29 and 34. Notably, there has been an increase this quarter, especially in May and June, with client numbers rising to 41 and 39 respectively, up from 32 in April. Page 86
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7 Classification: OFFICIAL • At the end of Q1 census point, the overall length of stay in a hospital (Delayed Discharge Bed Days) at Monthly Census Point was 820, exceeding the target of 634. The target was set based on the average bed days over the past four quarters of 23/24, which ranged from 598 to 695. This quarter saw an 18% increase in bed days between May and June (694 to 820) reflecting the rise in client numbers during the same period. • The number of people delayed awaiting a Care Home Placement was 8, representing 21% of census clients, compared to a target of 4. The target was set based on the average from the previous four quarters of 23/24, which ranged from 0-5. In March 24, we reported zero people delayed awaiting place availability, which is unusual and may suggest a recording issue. This quarter delays were consistently 5 in both April and May, increasing to 8 in June. • At the end of Q1, the number of people delayed in hospital awaiting care at home availability was 16, representing 31% of census clients, compared to a target of 12. The target was based on the average of the last four quarters of 23/24, which ranged from 8 to 14. May reported the highest number of delays at 18, 38% increase from April, before decreasing by 12.5% to 12 in June. • At the end of Q1, the number of people delayed in hospital awaiting assessment (Codes 11A and 11B) was 13, which is 33% of census clients, against a target of 10. The target was based on the average from the previous four quarters of 23/24, which ranged 9 to 11. This quarter, the reported increase was from 9 in April to 18 in May before reducing to 13 in June. 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 24/25. Performance on or above target: • The number of Unplanned Admissions to A&B hospitals directly from a care home in FQ1 was reported at 36, exactly on target. • FQ1 Performance on increasing the occupancy rates across A&B Care Homes was above target, achieving 96% occupancy against a target of 95%. This KPI is now measured against available places (previously all empty beds). • The FQ1 performance looking to reduce the value of assessed unmet need for care at home was £11,409.72, which is 12% below the target of £12,991.74. Target is set as previous quarter’s value. Performance below target & areas for improvement: • Performance in FQ1 for increasing the % of Older People who had their homecare monitoring review completed within 6 months was 31% against a target of 49%. This KPI was briefly above target in FQ3 2023/24 but has otherwise remained below target across the previous year. 4.2.10 Community Hospitals Page 87
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8 Classification: OFFICIAL Performance across 5 Key Performance Indicators (KPIs) for Community Hospitals shows 2 KPIs (40%) on track, with 3 KPIs (60%) reported as off track against the targets set for FQ1 24/25. Performance on or above target: • FQ1 A&E Attendances in A&B Community Hospitals meeting the 4 hrs wait target reported 97% performance which is 2% above 95% target. This measure was above target throughout the previous reporting year. • Maintaining A&B Community Hospitals Bed Occupancy Rates reported below 80% target, with FQ1 actual noted as 73.6% occupancy. Performance below target & areas for improvement: • Reduce the rate of unplanned admission to Community Hospitals for 65+ population. The FQ1 total of 467 admissions is 3% off track and above the target of 452. • Reduce the average Length of Stay for inpatients in A&B Community Hospitals. Performance for FQ1 was 8.7 days average across the whole quarter, against a target of 7.8 days. • Reduce the number of Falls being reported in a Community Hospital setting in A&B. This KPI remains above target for the second quarter, with FQ1 at 63 falls against a target of 54. 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/ ASP/ADP shows 3 KPIs (38%) on track, with 5 KPIs (62%) reported as off track against the targets set for FQ1 24/25. 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 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: • 12 Adults reported on the dynamic support register with a category red or amber status • 383 Adults are waiting for a Mental Health outpatient service achieving the target of 390 or less. • 164 Adults are waiting for a psychological therapy service achieving the target of 175 or fewer Performance below target & areas for improvement: • 7% of 18-64 people with a Learning Disability were reported as overdue an Adult Review against 3% target • 56% of Adult Support and Protection 'duty to inquire' procedures were completed within the 5 working day target. • 65% of Adult Support and Protection inquiries requiring investigative powers were completed within the 15 working day target. • 70% of Case Conferences began within 20 days of referral or within 12 weeks of the initial conference for review. Page 88
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9 Classification: OFFICIAL • 80% of individuals referred to Alcohol and Drug treatment services were seen within the target waiting period. 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 24/25. Performance on or above target: • Reduce the rate of unplanned admissions to LIH 65+ population. For FQ1, the actual number of unplanned admissions was 341, with performance below the target by 4 (1.16%). The target set for this KPI was 345 based on average from 23/24. • Reduce the total number of unplanned bed days in LIH. The actual number of unplanned bed days reported was 3076, with 247 (7.43%) unplanned bed days below the target of 3323, based on the 23/24 average. • Reduce the Average Length of Stay for inpatients in LIH. FQ1 Performance noted we achieved an actual rate of 4.0. This was 0.8 better than the target of 4.8. • Maintain LIH Bed Occupancy Rates below 90% target. FQ1 performance noted an actual rate of 81.8%, bettering the target by 8.2%. • Reduce the number of LIH A&E Attendances that result in an unplanned admission. The FQ 1 performance for reducing unplanned admission from A&E attendances was 17.9 against a target of 19.2 and approximately 6.8% better than target. • Reduce the number of medication errors in LIH. Quarterly indicative target was set at no more than 6 per reporting period, 6 based on 23/24 average. In FQ 1 we achieved an actual of 3. Performance below target & areas for improvement: • Our FQ1 target is for 95% of A&E attendances to meet the 4-hour target. Actual FQ1 performance noted 93.8%, only 1.2% off the 95% target. • Reduce the number of falls being reported in a hospital setting in LIH. FQ1 target was to reduce reported falls to no more than 26 per quarter, however the actual recorded was 45. This indicates the number of falls was higher than expected. • Reduce number of instances of tissue viability in Lorn & Islands Hospital. The target was to reduce the number of tissue viability instances to no more than 9. However, FQ1 performance on actual instances was 16. 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. Page 89
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10 Classification: OFFICIAL 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 Page 90
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11 Classification: OFFICIAL advisors with self –service performance information to inform their role in maintaining professional standards and outcomes. 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 committee is asked to considerer and acknowledge FQ1 2024/25 (April - June) 2024 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 91
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12 Classification: OFFICIAL REPORT AUTHOR AND CONTACT Author Name: Douglas Hunter- Senior Manager Performance & Improvement Email: douglas.hunter@argyll-bute.gov.uk Page 92
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13 Classification: OFFICIAL Appendix 1 – HWBOI & MSG Integration Indicators. Core Suite of Integration Indicators 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 93
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14 Classification: OFFICIAL HWBOI - Performance Data notes 55.5% (5 of 9) HWBOI Performance measures reporting as above the national Scotland Rate. *Indicators 12, 13, 14, 15, 16, 18 Calendar year 2023 is used here as a proxy for 2023/24 due to the national data for 2023/24 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 2023 should improve the consistency of reporting between Health and Social Care Partnerships. Page 94
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15 Classification: OFFICIAL Ministerial Steering Group Integration Indicators Data notes 25% (2of 8) MSG Indicators reporting as above the national Scotland rate. MSG Indicators data notes that all MSG measures 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. Page 95
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16 Classification: OFFICIAL Appendix 2 - Delayed Discharge Sitrep – 1st July 2024 Page 96
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ARGYLL AND BUTE COUNCIL OBAN, LORN AND THE ISLES AREA COMMITTEE ROADS AND INFRASTRUCTURE 11 DECEMBER 2024 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 97 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 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 194 and the Environmental Protection Act 1990. 5.4 HR – none known. 5.5 Fairer Scotland Duty: 5.5.1 Equalities - protected characteristics – where appropriate EqSEIAs will be carried out to identify any implications. 5.5.2 Socio-economic Duty – where appropriate EqSEIAs will be carried out to identify any implications. 5.5.3 Islands – where appropriate Island impacts assessments will be carried out to identify any implications. 5.6. 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. 5.7 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. 5.8 Customer Service – none known. Page 98
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5.9 The Rights of the Child (UNCRC) – none known. Executive Director with responsibility for Roads and Infrastructure Services, Kirsty Flanagan Policy Lead for Roads, Transport and Amenity Councillor John Armour November 2024 For further information contact: Jim Smith, Head of Roads and Infrastructure Services Page 99
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ARGYLL AND BUTE COUNCIL OBAN, LORN & THE ISLES AREA COMMITTEE LEGAL & REGULATORY SUPPORT 11 December 2024 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. consider the financial position of the Charitable Trusts, Bequests and Trust Funds as of August 2024; 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; and 3. note that 4 funds, Miss F Mclucas Bequest, Mrs Mellors Bequest, Miss M M Camerons Bequest, and Dugald Mcphail Memorial Fund have no identified beneficiaries and that these are subject to ongoing consideration by officers. Page 101 Agenda Item 9a
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ARGYLL AND BUTE COUNCIL OBAN, LORN & THE ISLES AREA COMMITTEE LEGAL & REGULATORY SUPPORT 11 December 2024 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 2024; 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; and 3. note that 4 funds, Miss F Mclucas Bequest, Mrs Mellors Bequest, Miss M M Camerons Bequest, and Dugald Mcphail Memorial Fund have no identified beneficiaries and that these are 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. 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. Page 102
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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 the 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 around £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. Since 2020 around £8.5k has been allocated from this fund. 5.7 A number of funds, six, have bespoke distribution methods which are undertaken by Legal and Regulatory Support. Officers continue to monitor the expenditure from these funds and should expenditure not provide a community benefit Officers will explore what action can be taken. 5.8 There remains a number of funds that have no identified beneficiaries or methods of distribution, specifically the Miss Flora McLucas Bequest, Mrs Mellors Bequest, Miss M M Camerons Bequest and Dugald Mcphail Memorial Fund. Given the explicit nature of the terms of each there is no scope to award these funds as they currently sit 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 these particular funds. 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. Page 103
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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 Fairer Scotland Duty - None 7.5.1 Equalities – protected characteristics – None 7.5.2 Socio-Economic Duty – None 7.5.3 Islands – None 7.6 Climate Change – None 7.7 Risk – None 7.8 Customer Service – None 7.9 The Rights of the Child (UNCRC) – None Douglas Hendry Executive Director with responsibility for Legal & Regulatory Support December 2024 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 104
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TRUST NAME CHARITABLE PURPOSE DISTRIBUTION PROPOSAL Capital (Restricted Funds) Income during 2023-24 Accumulated Funds for Distribution 1/20th of unrestricted Maximum proposed award - 2024 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 Transfer income 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 61.00 1,053.00 52.65 113.65 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 3,698.00 45,654.00 2,282.70 5,980.70 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 34,967.00 1,157,736.00 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. 8,989.00 916.00 6,179.00 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 1,973.00 40,915.00 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. 2,000.00 306.00 4,503.00 n/a n/a ARCHIBALD DOW BEQUEST Distributed to the poor of Taynuilt Bespoke arrangements established - Distribution arrangements agreed March 2024. 751.00 101.00 1,400.00 n/a n/a COALS FOR POOR - OBAN To supply Coal for the poor of Oban Bespoke arrangements established - Distribution arrangements agreed March 2024. 1,334.00 167.00 2,209.00 n/a n/a MISS FLORA MCLUCAS BEQUEST For the benefit of Dunaros, Salen. n/a 100.00 118.00 2,415.00 n/a n/a Historically awarded to Council Departments and Allied Partners. Bespoke arrangements in place. Subject to reorganisation as per the Law Reform (Miscellaneous Provisions) (Scotland ) Act 1990 and The Public Trusts (Reorganisation) (Scotland) (No.2) Page 105
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TRUST NAME CHARITABLE PURPOSE DISTRIBUTION PROPOSAL Capital (Restricted Funds) Income during 2023-24 Accumulated Funds for Distribution 1/20th of unrestricted Maximum proposed award - 2024 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 3,763.00 78,254.00 n/a n/a MISS M M CAMERONS BEQUEST Bequest to Eventide Home, Salen, Mull n/a 185.00 24.00 320.00 n/a n/a DUGALD MCPHAIL MEMORIAL FUND The maintenance of the momument. n/a 15.00 22.00 447.00 n/a n/a JAMES MCKECHNIES TRUST For upkeep of family headstones and lairs in Pennyfir Cemetery. n/a 100.00 4.00 -7.00 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 17.00 34.00 n/a n/a KILMORE & KILBRIDE To meet the expenses in keeping (Kilbride Burial Ground) in order. n/a 400.00 20.00 142.00 n/a n/a Moratorium in situ - Historically awarded to Council Departments and Allied Partners Page 106
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ARGYLL AND BUTE COUNCIL OBAN, LORN AND THE ISLES AREA COMMITTEE LEGAL & REGULATORY SUPPORT 11 December 2024 XX MARCH 2021 COALS FOR THE POOR OBAN - AWARD RECOMMENDATION 1.0 APPLICATIONS 1.1 This report gives Members information regarding a single application that has been received for support from the Coals for the Poor Oban fund. 2.0 RECOMMENDATIONS 2.1 The Oban, Lorn and the Isles Area Committee is asked to award £50 to the single, individual applicant that meets the criteria to receive support from the Coals for the Poor Oban fund. 3.0 DETAIL 3.1 The Oban, Lorn and the Isles Area Committee on 06 March 2024 agreed new distribution arrangements for the Coals for the Poor Oban, which had been established to provide coal to poor person residents 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 area; 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 Following agreement of the new distribution arrangements a single, individual application has been received. Given the niche nature of the fund it is not surprising that more applications have not been received. Officers continue to routinely promote the availability of this, and other funds that the Area Committee are trustees of. 3.4 This application meets the criteria and is recommended for an award of £50 with total funds available for distribution from the fund standing at around £2.2k. 4.0 CONCLUSION Page 107 Agenda Item 9b
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4.1 Members are asked to consider the application that has been received for support from the Coals for the Poor Oban fund and to approve the financial award recommended within this report. 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 Fairer Scotland Duty: 5.5.1 Equalities / Fairer Scotland Duty - None 5.5.2 Socio-economic Duty – None 5.5.3 Islands – None 5.6 Risk – None 5.7 Customer Service – None 5.8 The Rights of the Child (UNCRC) – None Douglas Hendry - Executive Director with responsibility for Legal and Regulatory Support Policy Lead – Councillor Mark Irvine 2 December 2024 For further information contact: Stuart McLean, Committee Manager Tel. No.: 01436 658717 Email: Stuart.Mclean@argyll-bute.gov.uk APPENDICES: Appendix 1: Application for support from the Coals for the Poor Oban (private) Page 108
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Document is Restricted Page 109 Agenda Item 9cNOT FOR PUBLICATION by virtue of paragraph(s) 6 of Schedule 7A of the Local Government(Scotland) Act 1973
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Oban, Lorn and the Isles Area Committee Workplan 2024-25 Classification: OFFICIAL Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment 11 December 2024 11 December 2024 Area Performance Report FQ2 24/25 Performance Management and Improvement Officer Quarterly report 18 November 2024 11 December 2024 Roads and Infrastructure Service Update Development and Infrastructure Jim Smith Quarterly report 18 November 2024 11 December 2024 ACHA Annual Update Chief Executive ACHA Annual Report 18 November 2024 11 December 2023 HSCP Performance Report FQ1 24/25 Apr- Jun Charlotte Craig/Fiona Davies Argyll and Bute HSCP Annual 18 November 2024 11 December 2024 Charitable Trusts and Bequests Legal & Regulatory Support – Stuart McLean As required 18 November 2024 Cut off for applications 18 November 2024 11 December 2024 Area Committee Workplan Legal & Regulatory Support- Melissa Stewart For updating 18 November 2024 11 December 2024 Area Committee Meeting Venues Legal & Regulatory Support- Melissa Stewart 18 November 2024 Page 111 Agenda Item 10
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Oban, Lorn and the Isles Area Committee Workplan 2024-25 Classification: OFFICIAL Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment 12 March 2025 12 March 2025 Primary School Update Wendy Brownlie, Head of Education Annual Report 17 February 2025 12 March 2025 Area Performance Report FQ3 24/25 Improvement and HR – Sonya Thomas Quarterly Report 17 February 2025 12 March 2025 Roads and Infrastructure Service Update Development and Infrastructure - Jim Smith Quarterly Report 17 February 2025 12 March 2025 Roads Capital Reconstruction Programme Development and Infrastructure – Jim Smith Annual Report 17 February 2025 12 March 2025 Housing Services Activity Update- Strategic Housing investment plan Upadate (SHIP) Director of Development and Infrastructure – Douglas Whyte Annual Report 17 February 2025 12 March 2025 Active Travel Progress Report 2023-24 Colin Young, Development & Economic Growth Annual Report 17 February 2025 12 March 2025 Supporting Communities Fund 2022/23 End of Project Monitoring Report Kirsty McLuckie, Chief Executive Annual Report 17 February 2025 12 March 2025 Charitable Trusts and Bequests Stuart McLean Legal & Regulatory Support When required 17 February 2025 Cut off for applications 17 February 2025 Page 112
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Oban, Lorn and the Isles Area Committee Workplan 2024-25 Classification: OFFICIAL Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment 6 March 2024 Charitable Trusts, Bequests & Trust Funds – Review of Distribution Arrangements Stuart McLean, Legal & Regulatory Support Review following initial 12 Months’ operation 17 February 2025 12 March 2025 Area Committee Workplan Melissa Stewart Legal & Regulatory Support For updating 17 February 2025 11 June 2025 11 June 2025 Area Performance Report FQ4 24/25 Improvement and HR – Sonya Thomas Quarterly Report 19 May 2025 11 June 2025 Roads and Infrastructure Service Update Development and Infrastructure Jim Smith Quarterly Report 19 May 2025 11 June 2025 HSCP Bi-Annual Update Report Health & Social Care Partnership – Charlotte Craig Bi-Annual Report 19 May 2025 11 June 2025 Secondary School Reports - Oban High School Head Teacher Peter Bain Annual Report 19 May 2025 11 June 2025 Secondary School Reports - Tiree High School Head Teacher Peter Bain Annual Report 19 May 2025 11 June 2025 Secondary School Reports - Tobermory High School Head Teacher Shelly Carmichael Annual Report 19 May 2025 Page 113
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Oban, Lorn and the Isles Area Committee Workplan 2024-25 Classification: OFFICIAL Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment 11 June 2025 Charitable Trusts and Bequests Legal and Regulatory Support As required 19 May 2025 Cut off for applications 19 May 2025 11 June 2025 Supporting Communities Fund Applications Rona Gold/Kirsty McLuckie Chief Executive Annual Report 19 May 2025 11 June 2025 Area Committee Workplan Melissa Stewart Legal and Regulatory Support For updating 19 May 2025 September 2025 September 2025 Area Performance Report FQ1 25/26 Performance Management and Improvement Officer Quarterly Report * August 2025 September 2025 Roads and Infrastructure Service Update Development and Infrastructure Jim Smith Quarterly Report * August 2025 September 2025 Annual Recycling Performance Report Jim Smith Roads and Infrastructure Services Annual Report * August 2025 September 2025 Charitable Trusts and Bequests Stuart McLean, Legal & Regulatory As required *August 2025 Cut off for applications * August 2025 September 2025 Area Committee Workplan Melissa Stewart For updating * August 2025 Page 114