Agenda reports pack
Argyll and Bute Council · 5 December 2025
Back to Argyll and Bute Community Planning Partnership - Management Committee — 5 December 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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27 November 2025 NOTICE OF MEETING A meeting of the ARGYLL AND BUTE COMMUNITY PLANNING PARTNERSHIP - MANAGEMENT COMMITTEE will be held in the THREE VILLAGES HALL, ARROCHAR on FRIDAY, 5 DECEMBER 2025 at 10:00 AM, which you are requested to attend. BUSINESS 1. WELCOME (CHAIR) (Pages 3 - 28) - CPP Improvement Plan - Approval of last minutes - Review of previous actions - Fair Funding and Community Wealth Building - Climate Change - Area Community Planning Group report 2. OUTCOME FROM HOUSING SESSION IN SEPTEMBER (CPP TEAM) 3. ARGYLL AND BUTE EMPLOYABILITY PARTNERSHIP & ECONOMIC STRATEGY (ISHABEL BREMNER) (Pages 29 - 102) 4. ICEBREAKER 5. PRIORITY: COMMUNITY WELLBEING (a) 1.1 Community Wellbeing as ABOIP Priority (CPP team) - Outline of CPP long term objectives - Outline of agreed actions - Feedback / input from ACPGs on the actions (b) 1.2 Community Wellbeing Actions in the pipeline - Community Benefit (Ashley MacKay) - CLD Plan (Argyll and Bute Youth Action Council (Paul Ashworth) - Population Health (Sam Campbell) Public Document Pack
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- Communities Working Together (Mahailia Kateryna) - Community Justice (Mary Holt) (c) 1.3 Breakout sessions to discuss agreed actions - Input to and agree action outputs and outcomes - Partner sign up and commitment of resources for taking forward agreed actions 6. SINGLE AUTHORITY MODEL (GRAEME MCMILLAN AND LAURA BLACKWOOD) 7. CLOSING REMARKS (CHAIR) Argyll and Bute Community Planning Partnership - Management Committee
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Classification: OFFICIAL Minutes of the Argyll and Bute Community Planning Partnership Management Committee held at Three Villages Hall, Arrochar on Friday 19 September 2025 at 1000 Present: Gary I’Anson, Police Scotland (Chair) Morag Goodfellow, Highland and Island Enterprise (HIE) Fergus Murray, Argyll and Bute Council (ABC) Colin Buchanan, Chair OLI ACPG Rona Gold, ABC Gill Simpson, Chair HL ACPG Morven Fancey, HIE Cllr Anne Horn, Chair MAKI ACPG David Moore, Scottish Fire and Rescue (SFRS) Liz Pryor, NatureScot Andy Macpherson, ACT Tom Warren Samantha Campbell, NHS Highland Paul Ashworth, LiveArgyll Douglas Whyte, Argyll and Bute Council Trish Robertson, Police Scotland Fiona Morrissey, SSEN John McLuckie, ABC Ronald MacRae, SSEN Roderick MacNeill, Police Scotland Christine Downie, SSEN Mo McKenna, University of the Highlands and Islands Ewan MacDonald, MacDonald and Cameron Charlie Cairns, ABC John Forbes, Communities Housing Trust Susan McRae, Skills Development Scotland (SDS) Michelle Mundie, Argyll Community Housing Association Bill Clark, Police Scotland Iona MacPhail, Fyne Homes Iona McMillan, ABC Beth Wiseman, HSCP Aileen Cameron, ABC Lee Page, Police Scotland Lyndsey Sutherland, Police Scotland Bart Simonis, Police Scotland Lynsey Innes, ABC Ailie Law, ABC David Hagerty, ABC Nicola Reaney, ABC (Secretary) Apologies: Cllr Jim Lynch, ABC Cllr Mark Irvine, ABC Kirsty Flanagan, ABC Mary Holt, ABC Paul McCafferty, Scottish Enterprise Patricia Dowd, DWP Evan Beswick, Argyll and Bute HSCP Alison McGrory, NHS Highland David Gibson, ABC Joe McKay, SFRS Cllr Julie McKenzie, Vice Chair OLI ACPG Reeni Kennedy-Boyle, Vice Chair BC ACPG Gillian Cay, Scottish Enterprise Elaine Ellis, SDS Iain MacInnes, ABC Jean Moffat, Chair BC ACPG Takki Sulaiman, Argyll and Bute TSI Pauline Craig, DWP Graham Bell, NHS Highland Pippa Milne, ABC Kelly Ferns, ABC Matt Mulderrig, ABC Ranald Robertson, HITRANS 1. Welcome Page 3 Agenda Item 1
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Classification: OFFICIAL Gary welcomed everyone to the meeting and thanked all attendees, from a wide cross section of community planning partners and including housing experts, for travelling to be at the meeting. CPP Improvement Plan An update was provided on the progress of the nine actions contained in the improvement plan agreed by the CPP earlier this year. ACTION - All partners are invited to express interest in contributing to the monthly podcast series by contacting John McLuckie at john.mcluckie@argyll- bute.gov.uk Nicola gave an overview of the recent work to update the CPP Welcome Pack. ACTION - All partners are encouraged to share their views on the new Welcome Pack. Feedback or suggestions can be sent to cppadmin@argyll- bute.gov.uk Communication The recent CPP Bulletins were provided in the pre-meeting pack and were made available in paper copy at the meeting. The bulletins can be accessed on the Community Planning webpages. Members can ask to be added to the distribution list by contacting cppadmin@argyll-bute.gov.uk Approval of Last minutes The minutes from the June meeting were approved. Review of previous actions (including Fair Funding Guidance, Climate Change update and Community Wealth Building Charter) John provided an update on Fair Funding Guidance for the Voluntary Sector. After the June CPP meeting, a paper on Fair Funding was submitted to Argyll and Bute Full Council on 26 June 2025 stating the principles that the Council will work towards on this. This paper was included in the online meeting pack and can be viewed at item 12 on Full Council agenda pack and can be used as a template for partners to use within their own organisation. Partners can request further information on Fair Funding by contacting john.mcluckie@argyll-bute.gov.uk ACTION – Partners are invited to consider the fair funding guidance within their own organisations. This will be reviewed at the December meeting. Rona added that the CPP can not sign up to this as a partnership unless all partner organisations agree with the principles and sign up to them. It is hoped that consensus would be achieved by the December meeting. Page 4
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Classification: OFFICIAL ACTION – CPP team to send a follow up email to partners on Fair Funding Guidance. Andy provided an update on Climate Change. The CPP had asked Andy to investigate the future working arrangements for Climate Change in the CPP. He advised that the Scottish Government want to establish Regional Adaptation Partnerships across the country. They hope to achieve this through the existing funding structure of Climate Action Networks. Funds were obtained to develop a business case for an Argyll and Bute Regional Adaptation Partnership. Andy welcomed support from any partner with expertise in business case development. Rona asked if the existing Climate Change Steering Group Terms of Reference would need to be amended to support this work and Andy felt that was not required immediately, but any funded development work may need a change to the ToR. He expected a 6-month timescale would be required to complete the work on the business case. ACTION - Andy will work with John to draft wording for a communication inviting CPP partners to nominate representatives to join a Short-Life Working Group (SLWG) tasked with developing the business case. This will report to the December meeting. Susan updated on behalf of the Community Wealth Building (CWB) Steering Group (which also includes Takki, Morag, Alison McGrory and Ishabel Bremner). The Steering Group has put together a CWB charter and partners are asked to review this within their organisations and confirm if they are willing to sign up to this. She noted that Skills Development Scotland are one of the first anchor institutions to sign the charter, adding that all organisations represented in the room are likely to be anchor organisations (those present in a place, large scale employers, purchasers of local goods and services, etc). ACTION - Partners are asked to review the Community Wealth Building Charter within their organisations and confirm whether they are willing to sign up prior to “sign up” at the December meeting. Area Community Planning Groups (ACPGs) report John provided an update on the last round of ACPGs meetings held in August. John highlighted the appointment of Gill Simpson as Chair of the Helensburgh and Lomond ACPG. Nominations for Vice Chairs are being sought for HL and MAKI ACPGs (the latter following the departure of Ian Brodie). John also highlighted a paper in the agenda pack which contained a series of comments on housing topics from the last round of ACPGs which can be used to shape discussions during the breakout sessions. Gary pointed to the Chairs and Vice Chairs who have recently finished their terms and asked if they could be formally thanked for their time, expertise and long- standing commitment to their roles in the ACPGs. Page 5
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Classification: OFFICIAL ACTION – CPP team to arrange a formal expression of appreciation for those Chairs and Vice Chairs who are stepping down from their roles. Gary thanked everyone for their updates. 2. Outcome from Transport Session in June Rona advised that a summary of the actions agreed at the Transport Infrastructure session in June will be circulated to those who attended. Partners will have time to raise any concerns or disagreements on the actions, and a follow-up session will be scheduled to provide an opportunity for attendees to amend or add to the content already gathered. She added that the actions were created from discussions with partners and communities, looking at what was already being done and what the CPP could add value to. It is hoped the final set of actions will be agreed by January 2026, following which a governance structure can be built to support delivery. 3. Icebreaker An icebreaker exercise was conducted with housing-themed questions giving attendees the opportunity to discuss each question with a new partner. 4. Priority – Housing Rona noted that the ABOIP sets out long term objectives under each of the three priority outcomes that can be achieved over the 10-year period of the plan. The actions relating to each objective will look at what the CPP can deliver collaboratively and within individual partner organisations. The six actions under the Housing priority that have still to be developed will be considered in detail during the breakout sessions, so that the CPP can explore where collective value can be added. Work on the other five actions under the Housing priority is ongoing and these include actions placed on the CPP by the Argyll and Bute Housing Emergency Summit. These actions include communities looking at Local Place Plans – information pages on the council webpage on this link to housing information, and a big part of the CPP work is engaging with communities via the ACPGs – where there are excellent and passionate members that have provided thoughts on actions from a community perspective. Rona advised the next steps would be to feedback actions from today’s session to the ACPGs, and attendees today will be able to comment on that in due course. Then, consideration will be given to looking at any local actions that can be included in local level plans, and where the CPP can focus on wider area actions. There will also be engagement with Community Councils. Housing Actions in the pipeline Page 6
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Classification: OFFICIAL Attendees heard a series of presentations on Housing Actions in the Pipeline across Argyll and Bute. Douglas Whyte, Argyll and Bute Council Douglas gave a presentation in which he spoke of the effectiveness of partners working together to deliver housing, including the housing strategy team and addressing the housing emergency. In June 2023, Argyll and Bute were the first Scottish Council to declare a housing emergency, informed by the large number of factors that affect the local housing market, such as the current figure of 3,290 on the homeless list, that 11% of all homes are second or empty homes and that 92% of residents felt housing shortages were affecting their communities. He added the Council hold no housing stock but do deliver statutory housing functions including the Local Housing Strategy, Housing Needs and Demand Assessments, homeless services and housing support. A Housing Emergency Summit was held in November 2023 with over 90 stakeholders attending to address the issues and establish a Housing Emergency Action Plan to deliver more market homes, more affordable homes, delivery of homes for our workforce and to make the best use of existing homes in Argyll and Bute. The Local Housing Strategy 2022 – 2027 links the emergency actions back to statutory duties and provides the monitoring framework to report to government on progress made. Douglas spoke about the progress on the housing emergency actions including planning consents granted, a Housing Delivery Group looking at how council assets could be used, a range of projects looking at HSCP workers’ accommodation supported from the Strategic Housing Fund and looking to extend that fund to provide support to feasibility studies for Community Housing. Research is about to start on depopulation, enabled by the Scottish Government’s Addressing Depopulation Fund. The research specifically wants to hear from employers in the area, young adults (16 – 44) who are living in or have left the area, and households (16 – 44) interested in moving to, or already living in, the area. ACTION – Partners to share the link to the Depopulation Research widely within their organisations, and to any other relevant organisations. Ronnie MacRae, Scottish and Southern Electricity Networks (SSEN) Ronnie, the Housing Delivery Manager at SSEN, thanked the CPP for inviting him to attend and present today. He noted that SSEN faces workforce housing pressures due to an unprecedented number of ongoing projects (6000 workers needed by 2027). This, and the rising cost of temporary accommodation, has been a driver for how SSEN look to do things differently. The SSEN Housing Strategy looks to ensure lasting benefits from accommodation delivery, working with existing housing providers and with communities to establish what they need to provide legacy housing, but not displacing public funding or Page 7
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Classification: OFFICIAL tourism accommodation. SSEN are keen to share knowledge and work with partners to deliver this. Morven Fancey, Highlands and Islands Enterprise (HIE) Morven, from the Housing, Skills and Population team at HIE, welcomed being part of the deep dive into housing at today’s meeting. She advised that although HIE do not have a housing remit, the changing economy and population challenges on housing over the last 5 years is at the back of many other challenges faced in the area. Morven has been looking more widely to identify what the issues are and how partners can address those. HIE look proactively at community-led housing projects – the current number of 110 such projects highlight the scale of the issues being faced in communities. HIE takes projects forward with environmental NGOs to see what land they have, while also looking at recruitment challenges and interim housing solutions, talking to construction companies to see offsite construction opportunities, trying to get housing into rural areas quickly, supporting community development projects and raising issues to government to ask for flexibility in policy to deliver housing in the HIE area. HIE are happy to support work on housing. Michelle Mundie, Argyll Community Housing Association (ACHA) Michelle, Chief Executive at ACHA gave a presentation on what they are doing to tackle the housing emergency including using Scottish Government funding to develop properties for Ukrainian refugees in Helensburgh and the refurbishment of three closes of flats, including internal and external reconfiguration and insulation improvements. Eight of these flats in Bute will be provided for people from the HSCP special needs client group. ACHA are also working with the Argyll and Bute Council Strategy team to facilitate the buy back of 22 properties, with another four in the pipeline. ACHA have purchased two police houses in Lochgoilhead and Tarbert, using Scottish Government funding to convert them for housing needs and are looking at providing key worker housing for the HSCP by converting Dunallan House in Connel to an HMO (House in Multiple Occupation). ACHA have acquired a number of sites to develop and are considering 23 sites for new builds and mixed tenure development. In the longer term, ACHA are refinancing and are looking to borrow an additional £25 million to help address the housing emergency, deliver 300 units and develop existing stock. Michelle noted challenges such as the availability of grant funding, challenges with getting construction workers – especially on the islands or over the Rest and Be Thankful. She also noted that costs of construction have doubled since 2018. John Forbes, Communities Housing Trust John, the Community-Led Housing Coordinator at the Communities Housing Trust, was delighted to be at the event and gave a presentation on the work done by the Trust. The Trust is based in Inverness, with offices on Skye and in Aviemore, and was established 25 years ago to support and advocate for community-led housing issues in rural Scotland, tackle social inequalities, repopulation and rural regeneration. They bring together public and private stakeholders to provide Page 8
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Classification: OFFICIAL community-led, affordable housing and accompanying facilities, and pioneer a range of housing tenures, financial and technical solutions to create sustainable futures for rural communities all over Scotland. The Trust supports and works with communities at early stages - reviewing procurement and tender processes to ensure aspirations are deliverable, as well as supporting business planning, managing development activities, liaising with landowners – and helping to identify funding streams to provide affordable homes (working with partners to deliver sustainable communities). The Trust is very active in Argyll and Bute, with community-led housing developments in 15 areas. John noted there are no simple solutions to the housing emergency, but improvements such as new builds, refurbishments, repurposing, modular homes and joint development across a range of partners will help address these challenges. Gary gave thanks to the presenters, noting there was some interesting content for attendees to be mindful of when they are thinking about how the CPP can best work together on housing actions. 5. Breakout sessions to discuss agreed actions Before the attendees split into breakout groups, Rona asked partners to bring their knowledge and resources to help shape the actions. The breakout groups rotated around 6 actions: - Establish a construction skills development working group - Establish a partner land and assets working group; Identify and map public sector land and buildings which could provide workforce and affordable housing via repurposing and change of use. - Communication plan on financial interventions to prevent homelessness - Freedom to use Scottish Government housing funding more flexibly and as an allocation with local administrative control - Develop a strategic approach to evidencing the need for workforce housing in the public sector - Incorporate energy discussion points within CPP Climate Change At the end of the breakout sessions Gary thanked everyone for their input to the actions. The CPP team will share the combined outputs from the sessions, and an online follow up session will be arranged for attendees to make any further comments on the actions. The team will begin contact with partners in December for commitment of resources to deliver the actions. Regular updates will also be provided to the ACPGs to ensure ongoing transparency around the agreed actions outcome of discussions. ACTION - Comments and feedback from each session will be compiled by the CPP team into actions to drive outcomes. ACTION - Online session to be set up for attendees to make any further comments on the actions. Page 9
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Classification: OFFICIAL ACTION - CPP Team to contact partners in December for commitment of resources to deliver the actions. 6. Introduction to priority session: Community Wellbeing (CWB) Rona introduced Community Wellbeing which will be the topic of the December CPP Management Committee meeting. The long-term objectives on Community Wellbeing from the ABOIP are: - Broadening equality of access to Community Leadership opportunities - Furthering equality of access to services, facilities and community assets - Working with partners to maximise sustainability of community facilities and services - Enabling a voice in collective decision making - Enhancing communication within communities - Better understanding how communities achieve a sense of connection and belonging Rona also noted the December meeting will include some fun teambuilding activities. 7. Closing remarks Gary closed the meeting by thanking everyone for their contributions in this complex area, noting it had been a good opportunity to meet and build relationships for the work that we need to do together. He also thanked the CPP team for putting the day together and the facilitators for their support on the day. Gary looked forward to sharing the outputs from today with attendees and our communities through our Area Community Planning Groups and through future sessions that the team will arrange. He asked attendees to complete the online evaluation form to help shape future events. Page 10
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Classification: OFFICIAL CPP DEVELOPMENT MANAGEMENT COMMITTEE ACTION GRID – 19 September 2025 Complete In Progress Outstanding Please highlight actions as per traffic light system to show progress Date Set Action Who Required by Date 6/12 John to engage with Colin around community council input to the research. John Ongoing 16/4 Rona to pick up with Colin on how best to establish a point of contact for engagement into local groups to understand community needs. Rona In progress 16/4 Partners to offer any content suggestion for development days to cppadmin@argyll- bute.gov.uk All Ongoing 16/4 John to forward case studies from other CPPs to partners. John Ongoing 16/4 CPP MC to consider submitting the Climate Action plan to Scottish Parliament climate working group. All In progress 16/4 CWB Steering Group to bring set of priorities and draft charter to 6th June meeting. Takki Ongoing 16/4 Mary to forward the final version of the Community Justice Plan for consultation to the CPP MC. Mary 5 Dec 25 16/4 Mary to bring proposal on how to integrate Community Justice into ABOIP priorities to December meeting. Mary 5 Dec 25 16/4 Paul to present CLD Annual Report to December CPP MC. Paul 5 Dec 25 16/4 Aspiring Places team to send all housing project proposals to Douglas Whyte. Stuart In progress 16/4 Rona to send a link to the Improvement Service national CPP self-evaluation report. Rona In progress 5/6 CCSG to identify what the climate priorities are for the CPP and bring them back to subsequent meeting. Andy 19 Sept 25 5/6 CPP partners to consider the CWB Charter within their own organisations. All 19 Sept 25 19/9 All partners are invited to express interest in contributing to the monthly podcast series by contacting John McLuckie at john.mcluckie@argyll-bute.gov.uk All Ongoing 19/9 All partners are encouraged to share their views on the new Welcome Pack. Feedback or suggestions can be sent to cppadmin@argyll-bute.gov.uk All 14 Nov 2025 19/9 Partners are invited to look at moving the fair funding guidance forward in their own organisations. This will be reviewed at the December meeting. All Page 11
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Classification: OFFICIAL Date Set Action Who Required by Date 19/9 CPP team to send a follow up email to partners on Fair Funding Guidance. CPP Team 19/9 Andy will work with John to draft wording for a communication inviting CPP partners to nominate representatives to join a Short-Life Working Group (SLWG) tasked with developing the business case. This will report to the December meeting. Andy / John 19/9 Partners are asked to review the Community Wealth Building Charter within their organisations and confirm whether they are willing to sign up prior to “sign up” at the December meeting. All 5 Dec 2025 19/9 CPP team to arrange a formal expression of appreciation for those Chairs and Vice Chairs who are stepping down from their roles. CPP Team 19/9 Partners to share the link to the Depopulation Research widely within their organisations, and to any other relevant organisations. All 19/9 Comments and feedback from each session will be compiled by the CPP team into actions to drive outcomes. CPP team 19/9 Online session to be set up for attendees to make any further comments on the actions. CPP team 19/9 CPP Team to contact partners in December for commitment of resources to deliver the actions. CPP team Page 12
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Community Planning Improvement Board • Guidance for Fair Funding of the Voluntary Sector 1 Introduction The Community Planning Improvement Board identified the need for sustainable funding for the voluntary (third) sector as a recurrent theme across its work streams. It agreed that the principles contained within the Verity House Agreement defining how Scottish Government and local government interact could, indeed should, apply equally in community planning partners’ relationships with the voluntary sector. The voluntary sector is vital to the achievement of Local Outcome Improvement Plans, so maintaining positive, ongoing relationships is important. SCVO has developed Fair Funding Principles in consultation with the voluntary sector and the TSI Network has developed a funding charter for use in local areas based on the same principles. You can see how this has been developed in one local authority area in the North Lanarkshire Community and Voluntary Sector Fair Funding Charter. Therefore, the CPIB has drawn on the Verity House Agreement and the work of SCVO and the TSI Network to set out guidance that will make for a more strategic and equal relationship between public sector community planning partners and the voluntary sector in their local areas. The principles apply equally where the CPP or any of its members are working with an organisation representing the sector, such as a third sector interface (TSI) or when working with an individual charity, community organisation or social enterprise. Guidance for Fair Funding of the Voluntary Sector Page 13
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Community Planning Improvement Board • Guidance for Fair Funding of the Voluntary Sector 2 Principles A positive working relationship, based on mutual trust and respect. Community Planning Partnerships recognise the significant contribution the voluntary sector makes to public services, including in prevention and early intervention. They recognise that a strategic investment approach is better for everyone than short-term, transactional relationships. A focus on the achievement of better outcomes for individuals and communities, with jointly developed, simple structures for assurance and accountability that recognise context and reduce burdensome reporting. CPPs recognise that an outcomes-based approach, where the individuals and communities who engage with the activities of the voluntary organisations are at the heart of the process and there is a trusting relationship works best for everyone. Funding arrangements should be proportionate and streamlined, not a “one size fits all” contract. Councils and their community planning partners will work together with local representatives of the voluntary sector to consult and collaborate as early as possible in all matters where the voluntary sector has a key interest and/or is the key delivery mechanism. CPP partners recognise that they are working with voluntary organisations because they have the right expertise and connections, not because they are a cheap option. They should be involved in planning at as early as stage as possible. This may be with individual organisations engaged with particular people or issues, or with representative organisations such as the third sector interfaces where there is a more strategic/broader interest. Activities and funding of voluntary organisations will be reviewed regularly to ensure adequacy and alignment with effective delivery of outcomes. It is important that investment in, and collaboration with, the voluntary sector is an active relationship that is focused on effective delivery for the people and communities in local areas. Following the Principles of Positive Partnership will help. 1 2 3 4 Page 14
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Community Planning Improvement Board • Guidance for Fair Funding of the Voluntary Sector 3 In relation to funding, the default position will be minimal restriction or direction of funding, unless there is a clear, joint understanding that it is necessary. The funded organisations are best placed to make best use of the allocated funding. They should be trusted to use the money effectively to achieve the agreed outcomes. It is not appropriate for the funder to micro-manage or direct the activities. The funder recognises that core costs are legitimate expenditure as, just like councils or health boards, organisations can’t deliver frontline activities without the infrastructure to underpin it. Community Planning Partnerships, as the key partnership delivering shared local priorities, will recognise the voluntary sector as an equal partner. This should normally be through the third sector interface. A key role of the TSI is to engage in community planning. They receive some funding from Scottish Government to enable this work, but it doesn’t cover the increasingly wide range of activities they are called on to participate in. For example, Regional Economic Partnerships, IJBs or climate hubs. They can only do this effectively if CPPs respect their role and include them as equal partners. It is to the benefit of the CPP as a whole as it makes for a more strategic approach, and minimises the chances of problems arising that could easily have been avoided. When funding voluntary organisations, community planning partners will seek to ensure better strategic alignment on workforce issues, including fair work. When commissioning voluntary organisations, the CPP partners should take account of Fair Work Principles and ensure that their arrangements accommodate the payment of the Living Wage, as well as the other principles such as job security. Decision-making, communication and timescales for grants must enable organisations to meet their obligations as an employer. For example, where redundancies are necessary because funding comes to an end and recognising the need to access to training. 5 6 7 Page 15
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Community Planning Improvement Board • Guidance for Fair Funding of the Voluntary Sector 4 What this looks like in practice • Longer-term funding of three years or more. • Flexible, unrestricted core funding, which enables organisations to provide security, plan effectively, and fulfil good governance requirements. • Sustainable funding that includes inflation-based uplifts and core operating costs. • Funding that accommodates paying staff at least the Real Living Wage and other Fair Work principles, and supporting volunteers. • Accessible, streamlined, proportionate, and consistent approaches to applications and reporting, timely process and payments, and partnership between the funder and funded organisation. Multi-year funding While of course there may be times when a one-off grant is appropriate, eg for a specific community event or improvement to a building, generally funding should be allocated for a minimum of three years. This takes away uncertainty, enables longer term planning and reduces the time both the organisation receiving the funding and the funder spend on bureaucracy. It represents an investment approach. Flexible funding To achieve the best results for people and communities, the voluntary organisation should be able to develop what it does to meet emerging need and adapt to changing circumstances. Sustainable funding In order to invest in staff and volunteers, property and longer-term priorities such as climate change, voluntary organisations need investment that supports development and infrastructure and enables scarce resources to be used to deliver frontline activities rather than perpetuating the never-ending cycle of chasing income. That includes being able to fulfil the Fair Work Principles. Accessible funding Ideally, there should be a collaborative approach to commissioning, and CPP partners should recognise that not all commissioning needs to result in procurement. The approach taken should be proportionate to the nature of the activities and the size of the budget. Application/bidding processes should be streamlined and designed to produce the best decisions, allowing sufficient time to prepare bids. Criteria should be clear from the outset and timescales clear for decision-making and communications. Similarly, monitoring and evaluation should be clear and proportionate. Good endings When funding is coming to an end, it is important that the process is managed properly, respecting the staff and volunteers and especially the people and communities who have been receiving the services. There should be plenty notice and clear explanations of what will happen next. Community Planning Improvement Board Newsletter - March 2024Community Planning Improvement Board • Guidance for Fair Funding of the Voluntary Sector Page 16
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Community Planning Improvement Board • Guidance for Fair Funding of the Voluntary Sector 5 About the voluntary sector There are around 46,000 voluntary organisations in Scotland, around half of which are registered charities. The others are community groups, social enterprises or community interest companies. The sector has a combined annual turnover of over £8.5 billion and employs over 135,000 staff, while 1.2 million people volunteer. It is important to remember that while volunteers give their time for free, they are not a free resource. For volunteering to be of a high quality and meet essential safeguarding requirements, there needs to be investment in recruitment, training and support as well as payment of expenses. For most people in Scotland, voluntary organisations are part of everyday life. They are critical to Scotland’s wellbeing, prosperity, and success. Voluntary organisations: • Provide good quality jobs and support into employment • Tackle digital exclusion, provide childcare, social care and housing, and support the most disadvantaged people and communities • Undertake vital medical and environmental research • Run most of Scotland’s theatres, museums, galleries, and sports clubs • Campaign for change, ensuring the voices of people and communities are head. They are part of every industry from tourism and the arts to retail, health and social care, transport, education and justice. They protect our environment and heritage as well as people and communities. They have to comply with high standards of governance, have their annual accounts audited or independently examined and meet various regulatory requirements. Charity trustees are volunteers but (the Board) have legal obligations and are, rightly, subject to public scrutiny. Polls consistently show that the public trusts charities more than they trust the private or public sectors. You can find more information by visiting scvo.scot/about/the-sector Each TSI will have information about the sector in its local authority area. Page 17
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Classification: OFFICIAL [YOUR LOGO AND CPP LOGO] Appendix 1: Argyll and Bute Community Planning Partnership Community Wealth Building Charter Our Commitment We, the members of the Argyll and Bute Community Planning Partnership, affirm our commitment to embedding the principles of Community Wealth Building (CWB) across our region. As anchor institutions rooted in place, we recognise our collective power to shape a fairer, more inclusive, and resilient local economy where wealth is created, retained, and shared more equitably across our diverse communities. Our Vision To build an economy that works for people, place and planet—where wellbeing, sustainability, and equity are core outcomes of economic activity. We will support and work towards an inclusive model of development that maximises local opportunity and minimises the extraction of wealth from our communities. Our Shared Principles We will advance the five pillars of Community Wealth Building: 1. Spending: Maximise community benefit through procurement, grow inclusive supply chains, and support local enterprises to access public contracts. 2. Workforce: Promote Fair Work, support the real Living Wage, and develop inclusive employment and training pathways in collaboration with local employers and partners. 3. Inclusive Ownership: Support diverse and democratic business models, including social enterprises, co-operatives, and employee-owned businesses, that root wealth in local communities. 4. Finance: Use our financial power to support local investment, explore ethical and social finance opportunities, and ensure community benefits are reinvested locally. 5. Land and Property: Make socially productive use of land and assets, support community ownership, and collaborate to unlock affordable workspace and housing. Our Role as Anchor Institutions We acknowledge our responsibility as major employers, landowners, procurers, and investors. We will: • Embed CWB into our strategic plans and operational decisions. • Act collaboratively through the CPP and local area groups to develop shared strategies, joint investments, and coordinated actions. • Build capacity in the third, social enterprise and community sectors to participate in and shape our local economy. • Engage and consult citizens in key decisions that affect their economic future. Our Next Steps • Support progress towards implementation of CWB ahead of legislation with reference to the Argyll and Bute CWB Action Plan and the two Models of Opportunity on employee ownership and energy. • Prioritise actions that align with our Local Outcome Improvement Plan, Economic Strategy 2024–2034, and Climate Action priorities. • Monitor our progress at a local level and share learning to accelerate transformation across Argyll and Bute. Signed on behalf of the Argyll and Bute Community Planning Partnership, [Space for Signatures / Logos of CPP members] September 2025 Page 19
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Classification: OFFICIAL Management Committee Date: 5 December 2025 Agenda Item: Area Community Planning Groups – November 2025 Meetings 1. Purpose This paper highlights the key matters arising during the Area Community Planning Group (ACPG) meetings that were held in November 2025. 2. Recommendations The Management Committee is asked to note: a) The highlights from the meetings detailed at section 4 of the report. b) The appointment of Lindsey Young, Argyll and Bute Climate Action Network and Cardross Community Council, as Vice Chair of the Helensburgh and Lomond Area Community Planning Group. c) The appointment of Caitlin McNeill, Argyll and Bute TSI, as Vice Chair of the MAKI Area Community Planning Group. d) The vacancy for Vice Chair of the Bute and Cowal Area Community Planning Group. 3. Background There are four Area Community Planning Groups, one in each of the Council’s administrative areas (Bute and Cowal; Mid Argyll, Kintyre and the Islands; Helensburgh and Lomond; and Oban, Lorn and the Isles). Meetings were held on a variety of platforms, including purely virtual and on a hybrid basis using Microsoft Teams. Prior to the meetings, discussions took place with the Area Chairs and Vice Chairs and a standard agenda template was agreed. All four meetings were well attended by a variety of partners. 4. Highlights All Groups considered: Page 21
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Classification: OFFICIAL 4.1 Argyll and Bute Outcomes Improvement Plan – Transport Infrastructure/Housing Each ACPG received an update from the Community Planning team on the development of a set of outcomes and outputs underpinning the agreed actions for the transport infrastructure and housing priorities, following input at the May and August ACPG meetings and June and September CPP Management Committee meetings respectively. The Community Planning team outlined the process through which the project documentation for each action would be ratified by the CPP Management Committee. 4.2 Argyll and Bute Outcomes Improvement Plan – Community Wellbeing Each ACPG gave consideration to a presentation from the Community Planning team on the community wellbeing priority and the actions being developed to tackle related inequalities. Group members were invited to provide a verbal or written response to a set of questions linked to the long-term community wellbeing objectives agreed by the CPP Management Committee. The Community Planning team intimated that the feedback from the four Area Community Planning Groups would be collated and fed into further discussion at the CPP Management Committee session on 5th December. 4.3 Argyll and Bute HSCP – Working with Communities All four ACPGs were provided with an overview of the Working with Communities initiative which included details of activities to develop and enhance leadership skills across Argyll and Bute. The presentation also included information on related projects including Planet Youth, Public Living Rooms and the Living Well Self-Management Strategy. 4.4 Argyll and Bute CPP Climate Change Strategy and Action Plan Andy MacPherson from ACT provided an update on the overall progress of the climate change action plan, funding to support the development of Argyll and Bute as a Climate Ready Region, and the initial findings from the review of community resilience and emergency plans through engagement with community councils. 4.5 Scottish Fire and Rescue Service update The Scottish Fire and Rescue Service’s (SFRS) quarter 2 report presented details of local performance across each administrative area of Argyll and Bute for the period July to September 2025. The report included updates on fires and special services incidents, road and water safety campaigns, Page 22
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Classification: OFFICIAL partnership working through engagement in local schools in Helensburgh, a Fire Skills course in Oban, and the difficulty in recruiting and retaining volunteer fire fighters in MAKI. It was noted that there has been a delay with Service Delivery Review recommendations going to the SFRS Board which may have an impact on Helensburgh Fire Station. 4.6 Police Scotland update Police Scotland provided information on the ongoing work of the service including the Disclosure Scheme for Domestic Violence Scotland, training for taxi drivers to help identify vulnerable passengers, the winter driving safety campaign, measures to prevent agricultural theft, fraud awareness, Argyll Road Safety Hubs, and clarification of a change to reporting structures introduced by the Scottish Government. 4.7 Argyll and Bute Health and Social Care Partnership update Argyll and Bute Health and Social Care Partnership’s Public Health Team provided an update on their ongoing wellbeing and prevention activities in Argyll and Bute, including the Stoptober campaign, a health event for the Gypsy/Traveller community, and ‘You Are Not Alone’ drama performances for secondary schools across Argyll and Bute. The update also provided information on the Joint Strategic Plan 2026-2031, an accessible version of the NHS Highland Equality Outcomes 2025-2029, and the Argyll and Bute Alcohol and Drug Partnership. 4.8 Argyll and Bute TSI update The Argyll and Bute TSI update highlighted information on the TSI manifesto, the Community Voices Survey, the Strategy Review 2026-2031, Communities Mental Health and Wellbeing Fund years 5 and 6, the work of the TSI Scotland Network, and the new Third Sector Network for MAKI. 5.0 Bute & Cowal (Meeting Papers - LINK) The group gave consideration to the appointment of a new Vice Chair, however no nominations were received and this item was deferred to the next meeting. The group considered an update from UHI Argyll on the 2025 graduation ceremony at the Queen’s Hall, Dunoon, engagement with Dunoon Grammar and Rothesay Academy, and information on a number of new courses. Consideration was given to a report from Live Argyll, providing an update on local youth work activities including engagement with local groups, the forthcoming Youth Page 23
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Classification: OFFICIAL Voice Showcase event, and information on the Dynamic Youth and Youth Achievement Awards. The group noted the report provided by the Community Development team advising that the Supporting Communities Fund applications were considered at the four Area Committees in September with 20 groups in Bute and Cowal securing funding. The report also advised that the Community Development team would be working across Argyll and Bute to strengthen networks offering assistance and recovery opportunities for those who have experienced addiction. Ian Woodcock, Transport Scotland, provided an update on the ongoing and completed works on the A82, and the A83 at the Rest and Be Thankful. Ed Pybus, Kilfinan Community Council, highlighted the development of a community plan focusing on resilience, with the next community council meeting focusing on roads, speed limits, potholes and cycle lanes. Rhydian Knight, Friends of Glenan Wood, advised that a number of community engagement events had taken place recently and directed partners to their website for details of past and future events. The group considered a presentation from Rachel McLean, Community Link Worker Service Team Leader, WithYou, on support provided to anyone affected by drug or alcohol use to make a positive change to their circumstances. Community Link Workers are based in 6 GP surgeries in Cowal and a range of support services are offered, including 1:1 support, psychosocial interventions, group work, support for friends and family and support to access residential rehabilitation. 6.0 Helensburgh & Lomond (Meeting Papers - LINK) The group gave consideration to the appointment of a new Vice Chair. Lindsey Young, Argyll and Bute Climate Action Network (ABCAN) and Cardross Community Council, was nominated and confirmed she was happy to accept the position. Consideration was given to a report from Live Argyll Community Learning Services, which highlighted adult learning provision in Helensburgh, including Adult Achievement Awards, Learning Café, and adult literacy and numeracy support. Caroline Whitson, Adult Learning Lead, also highlighted the delivery of Mental Health First Aid training and noted that partners can book training sessions through the team. The group noted the report provided by the Community Development team and David Hagerty, Community Development Officer, highlighted the collaboration with the NHS and Alcohol and Drugs Partnership to establish a quarterly Recovery Network in the Helensburgh area, offering opportunities for agencies to coordinate services to support individuals’ recovery from addiction. Page 24
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Classification: OFFICIAL Ian Woodcock, Transport Scotland, provided an update on work on the A82 and A83 highlighting the work on the Rest and Be Thankful and the impact of Storm Amy. Ian advised that the decision around the future of the Kilcreggan-Gourock-Dunoon ferry services is anticipated by the end of the year. Thomas Guy-Conroy delivered a presentation on the Argyll and Bute Youth Action Council (ABYAC) model, highlighting the remit and principles including how it will be led by young people, how it will support the implementation of article 12 of the UN Convention on Rights of a Child (UNCRC), and how partners seeking inclusion of a youth voice in their organisation could engage. Fiona Baker, Destination Scotland, presented on the range of events being held between September 2025 and April 2026 to celebrate the centenary of John Logie Baird’s first public demonstration of television. Further information is available from the dedicated website and from the Destination Helensburgh premises. Lindsey Young provided an update on the Helensburgh Transport Short Life Working Group, including communication with the CPP, the representatives assigned to the group by community councils in the Helensburgh and Lomond area, and the offer for her to receive any additional nominations to the group. The group noted a report from Helensburgh Community Council, which included the development of the Local Place Plan, and a forthcoming meeting with local businesses and Police Scotland to discuss shoplifting. Consideration was given to a report from Helensburgh Community Hub, highlighting the Hub’s contribution to the Dolly Parton Imagination Library, and current work to offer wellbeing sessions to Afghan women refugees, and social and support events and activities for LGBTQ+ groups. Angela Anderson provided a verbal update on behalf of Plastic Free Helensburgh, to highlight the group’s attendance at a Stop Climate Chaos march in Glasgow as well as ongoing work to collect rubbish and engage with local groups in Helensburgh. Lindsey Young provided an update on behalf of ABCAN, highlighting engagement with schools to promote a sustainable Christmas Project and Climate Event at Hermitage Academy, and a Community Woodlands event at Cove Park. Katrina Sayer, Jean’s Bothy, updated the group on Scottish Mental Health Arts Festival activities and sought collaborative working with partners to source funding towards establishing a local Mental Health Forum. Fiona Baker, Rhu and Shandon Community Council, provided an update on the Local Place Plan and the flooding issue at Shandon. Fiona also highlighted the ongoing work of Rhu and Shandon Community Trust to secure the purchase of Ardenconnel Wood and the securing of funding to repair the Lovers Lane walkway in Rhu. Fiona also provided an update on behalf of Destination Helensburgh to highlight the current repair work being undertaken on their building as part of the Conservation Page 25
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Classification: OFFICIAL Area Regeneration Scheme, the Winter events schedule and the securing of funding to produce paper versions of the Helensburgh Walking Trail. Sheelagh O’Reilly, Cove and Kilcreggan Community Council, highlighted that the community council have agreed to join a Transformative Action for Resilient Coastal Communities network which is managed through the University of Glasgow. 7.0 Mid Argyll, Kintyre and the Islands (Meeting Papers - LINK) Jamie Titterton and a group of local young people delivered a presentation on the Argyll and Bute Youth Action Council (ABYAC) model, highlighting the remit and principles including how it will be led by young people, how it will support the implementation of article 12 of the UN Convention on Rights of a Child (UNCRC), and how partners seeking inclusion of a youth voice in their organisation could engage. The group noted a report from the Live Argyll Community Learning Service providing an update on youth work in Kintyre, which highlighted the work of the Kintyre Youth Action Group in the development of the Argyll and Bute Youth Action Council (ABYAC), the forthcoming Youth Voice Showcase event in Dunoon, and the NSPCC Child Safety Online project. Consideration was also given to an update on Adult Learning in Mid Argyll and Kintyre, including information on recent courses and projects such as Skills for Life, Learning and Work. Ian Woodcock, Transport Scotland, provided an update on the ongoing work on the A83 including at the Rest and Be Thankful, and the impact of Storm Amy. Ian also highlighted the progress of implementing 20mph zones within local settlements and the scheme developed to further cut back vegetation along the A83. The group noted a verbal update provided by Shopper-Aide, highlighting the discussions and outputs from the first meeting of a Focus Group Listening Café, which explored questions around what independence means for older people, what Shopper-Aide does well and what more could it do, and what more can be done for older people in Kintyre. The group gave consideration to a report on the plans that the Telecare Service within Argyll and Bute HSCP have in place to support clients during long power cuts, with members agreeing to expand conversations with Telecare users in their communities to discuss personal communication plans in advance of a power cut occurring. The group considered an update from Tarbert and Skipness Community Trust, which highlighted that over the past 8 years, £200,000 had been distributed to 35 local organisations to support sports, health and wellbeing, events and festivals, and maintenance projects. It was noted that the Trust had purchased the old Fisherman’s Co-op in Tarbert, and while it is being renovated, community input is being sought to shape its future use. Page 26
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Classification: OFFICIAL Consideration was given to a report from Forestry and Land Scotland, highlighting Land Management Plans and forthcoming work in Carradale, Beinn Ghuilean and Kilmichael. 8.0 Oban, Lorn and the Isles (Meeting Papers - LINK) The group considered an update from UHI Argyll highlighting the progress of the 2025-26 academic year, the 2025 graduation ceremony at the Queen’s Hall in Dunoon, the Modern Apprenticeship programme, engagement with local schools, and information on a number of new short courses. The group noted a report from Live Argyll Community Learning Service on Adult Learning in the Oban area, which highlighted a range of local support including the Employability Hub, IT drop in, the National Databank, and information on adult literacy and numeracy support, and a music partnership with Hope Kitchen. Joan Best, Crossroads, provided a verbal update on fundraising events taking place during the Winter Festival, the ongoing challenges of securing funding, and highlighted that the Dementia Craft Group will be making decorations for the Christmas Tree display at St Conan’s Kirk. The OLI Alcohol and Drugs Forum provided an update which covered the forum’s history (est. 2003), its wide membership, and its Recovery-Oriented System of Care approach, which promotes community-led recovery. Recent work includes supporting Oban Recovery Community and recovery events. Future plans include stigma reduction and CRAFT training (Community Reinforcement and Family Training). A new test-of-change role, the Oban Development Worker Project funded by the ADP, will start in April 2026 to improve referral pathways, strengthen partnerships, and ensure lived experience shapes services. The group noted a written update from the Oban, Lorn and the Isles Health and Wellbeing Network including information on the network meeting in September, and funding received from the Supporting Communities Fund which will enable the network to provide a range of health and wellbeing events in 2026. Jim Tolmie, Oban and District Access Panel, provided a verbal update which highlighted a good response to the Accessible Travel consultation, with the consultation having been extended to give individuals the opportunity to respond by phone as well as electronically, The group noted the verbal update from Catriona Petit regarding Oban Re-Store which had recently won the One to Watch award at the Social Enterprise Scotland Awards. Catriona added that the Oban Development Trust had been successful in obtaining funding from the Scottish Land Fund to buy the shop building and carry out essential repairs. Colin Buchanan advised on the challenge of community councils engaging with the Climate Change Resilience Short Life Working Group and Colin confirmed he will invite all local community councils to a meeting in December while continuing to work Page 27
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Classification: OFFICIAL alongside Andy Macpherson, the Council’s Resilience Officer and the local Community Development Officer. 9.0 Further Actions It is requested that the Management Committee note the report and the successful meetings held in November 2025. 10.0 Implications Strategic Implications Meetings of the Area Community Planning Groups held in November included discussion on the Argyll and Bute Outcomes Improvement Plan priority of community wellbeing. Consultations No prior circulation of this report. Resources No direct resource implications however consideration of the issues raised and following courses of action may have a knock on effect on finance and/or staff resource Prevention Contributes to the prevention agenda Equalities Contributes toward reducing inequalities For More Information: John McLuckie, Partnerships Lead, john.mcluckie@argyll-bute.gov.uk Page 28
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1 Classification: OFFICIAL Management Committee Date: 5th December 2025 Argyll and Bute Employability Partnership Delivery Plan 2025-26 1.0 Purpose 1.1 The purpose of this report is seeking the Community Planning Partnership (CPP) Management Committee members to retrospectively endorse the current implementation of the Argyll and Bute Employability Partnership (ABEP) Delivery Plan 2025-26 which includes details on the Annual Investment Plan and a focus on priorities for future action driven delivery for the ABEP. 1.2 Due to the thematic approach to CPP Management Committee meetings throughout 2025, this paper is being presented in the third quarter of delivery. 2.0 Recommendations 2.1 The CPP Management Committee is asked to: • Note the content of this paper. • Retrospectively endorse the implementation of the ABEP Delivery Plan, 2024-25. 3.0 Background 3.1 The ABEP has been in existence as a discussion forum on employability issues and opportunities for several years. However, further to the signing of a partnership agreement between the Scottish Government and Local Government on 5th December 2018, there has been a stronger focus on delivering the shared ambition of the Scottish Government’s No One Left Behind (NOLB) policy agenda through all 32 of Scotland’s Local Employability Partnerships (LEPs). 3.2 The employability system in Scotland has undergone a transformation, since the publication of the NOLB documents which outlined the need for a better aligned and integrated employability support system. Transforming the system has required collaborative working across all partners and a culture change in how services are designed, delivered and funded, in particular the move from national to increased local governance arrangements through LEPs. 3.3 Argyll and Bute Council as the accountable body for the ABEP submits the Annual Investment Plan to the Scottish Government. There is no longer a requirement to submit the ABEP Delivery Plan, as in previous years, However, a revised ABEP Delivery Plan for 2025-26 was still deemed an essential document by ABEP members. 3.4 The Scottish Government will soon be publishing the NOLB Employability Strategic Plan Annual Report, which will includes a NOLB Local Employability Partnership Framework developed in partnership with key employability stakeholders, including local authorities, particularly through the Scottish Local Authorities Economic Development (SLAED) People Group. The framework aims to inform the leadership and operation of LEPs, to establish a degree of commonality in purpose, membership and help grow good practice in partnership working. As appropriate, the Page 29 Agenda Item 3
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2 Classification: OFFICIAL ABEP Delivery Plan will be amended for 2026-27 to take account of any specific actions that are not currently covered. 4.0 Detail 4.1 The ABEP recognises that through stronger and more collaborative partnership working, focused on a place-based person-centred approach, will help to ensure suitable opportunities for individuals of all ages and capabilities through tackling socio-economic disadvantage, inequalities and removing multiple barriers to securing sustainable employment. 4.2 The infographic below provides some the key outcomes from the work of the ABEP during 2024-25 and the positive 13%-point difference in job starts for Argyll and Bute (44%) compared with Scotland (31%) since the inception of NOLB funding in 2019. 4.3 On 20th May 2025 a workshop, facilitated by InspirAlba, involving 27 representatives from across the ABEP (including the facilitators) captured insight and helped to shape the action- driven direction of ongoing work of the partnership. Using participatory leadership approaches, the partners shared their motivations for being involved in the employability landscape and gathered information on the challenges and opportunities, as well as identifying the enabling factors from good practice and shared experience. This discussion was then transposed into the Delivery Plan for 2025-26 (with some ABEP actions focused on the medium term). A film has been produced to showcase the work of the ABEP which includes sound bites from workshop participants, see: Argyll and Bute Employability Partnership - No One Left Behind 4.4 The revised Delivery Plan 2025-26 is presented in Appendix 1. The ABEP will always focus on continuous improvements through ongoing partner discussions, collaborative delivery and feedback from service users. Page 30
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3 Classification: OFFICIAL 4.5 A summary of the participants and funding outlined in the ABEP Annual Investment Plan, 2025-26 is outlined in Table 1 and Table 2 below with more information provided in Annex 1 of the Delivery Plan. Table 1: ABEP Annual Investment Plan, Participants and Funding Summary 2025-26 Target Group All Age Employability – exc. parents Tackling Child Poverty - parents Of which Specialist Employability Support All Age Employability – inc. parents Total Participants 155 173 90 96 424 Funding Allocation £593,793 £578,280 £96,514 £300,000 £1,568,587 Funding Scottish Government NOLB Funding Allocation 25.26 UK Government - UK Shared Prosperity Fund Table 2: ABEP Annual Investment Plan, Employability Providers 2025-26 Provider Argyll and Bute Council InspirAlba – consortium lead for 8 third sector providers Clyde Fishermen’s Trust Street League Target Group All Age Employability – exc. parents 22 participants £201,070 funding 110 participants £318,598.77 funding 8 participants £41,401.68 funding 15 participants £32,722.55 funding Tackling Child Poverty - parents 50 participants £160,705 funding 123 participants £417,575 funding N/A N/A Of which Specialist Employability Support N/A 90 (of the above participants) £96,514 funding N/A N/A All Age Employability – inc. parents 96 participants £300,000 funding N/A N/A N/A Total 168 participants £661,775 funding 233 participants £832,687.77 funding 8 participants £41,401.68 funding 15 participants £32,722.55 funding 5.0 Conclusions 5.1 The ABEP Delivery Plan 2025-26, provides a platform for partners and stakeholders delivering employability services across Argyll and Bute to work together to develop valued services and ultimately add value to every engagement with supported individuals. 5.2 The Argyll and Bute CPP Management Committee is being asked to endorse the content of the ABEP Delivery Plan 2025-26 in Appendix 1. In particular, the Annual Investment Plan outlines opportunities for individuals of all ages and capabilities to tackle socio-economic disadvantage, inequalities and remove multiple barriers to secure sustainable employment. Inclusive growth and a wellbeing economy focus lies at the heart of this Delivery Plan where partner activity will contribute to the Scottish Government’s No One Left Behind policy direction. Page 31
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4 Classification: OFFICIAL 6.0 Implications Strategic Implications The ABEP Delivery Plan aligns and contributes to the Scottish Government’s No One Left Behind policy direction. Strong partnership working with employers (public, private and third sector) is essential to provide opportunities for work experience to directly help individuals make informed choices on the training and employment options open to them and by doing so allow individuals to gain their first critical experience of the world of work. The ABEP Delivery Plan activity complements that of several other partnership groups aligned to CPP activity, ensuring links to other local strategies and plans, such as: • CPP revised Local Outcome Improvement Plan, 2024-2034 complete with the key principles committed to promoting equality. • Argyll and Bute Council Economic Strategy, 2024-2034 and associated Action Plan, 2025-2028 (short-term focus). • Argyll and Bute Child Poverty Action Plan Group • Argyll and Bute Community Learning and Development Strategic Partnership. • Financial Inclusion and Advice Group. Consultations, Previous considerations The ABEP Delivery Plan was developed and prepared incorporating actions derived a ABEP workshop session, facilitated by InspirAlba (a ABEP member) on 20th May 2025. Resources The resources required to deliver the NOLB funding agenda for 2025-26 are summarised in Table 1 and Table 2 in the main report and in Annex 1 of the Delivery Plan, Appendix 1 to this paper. Prevention It is hoped that many of the interventions will assist individuals, including in-work participants, before their situation may deteriorate to enter and remain in sustainable employment. Equalities All ABEP activities will comply with all Equal Opportunities/Fairer Scotland Duty policies and obligations and the key principles under which the Argyll and Bute CPP is committed to promoting equality (see: Argyll and Bute Outcomes Improvement Plan 2024-2034 | Argyll and Bute Council (argyll-bute.gov.uk)) For more information, contact: Ishabel Bremner, Economic Growth Manager, Argyll and Bute Council / Chair of the ABEP Tel: 01546 604375 and e-mail: ishabel.bremner@argyll-bute.gov.uk APPENDICES Appendix 1: Argyll and Bute Employability Partnership Delivery Plan, 2025-26 ABEP Final Delivery Plan - V6 - 15 Aug 2025.docx Page 32
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Classification: OFFICIAL Argyll and Bute Employability Partnership Delivery Plan 2025/26 Page 33
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Classification: OFFICIAL 1 Executive Summary The Argyll and Bute Employability Partnership (ABEP) brings together local stakeholders to deliver the Scottish Government’s No One Left Behind (NOLB) Employability Strategy Plan 2024-2027 in a way that recognises and responds to the challenges and opportunities of the area. With a strong foundation of partnership working and a commitment to inclusive, person-centred services, ABEP aims to ensure meaningful employment opportunities for all, particularly those facing disadvantage. This paper sets out the findings from the May 2025 workshop and aligns with wider national and local policy, including Community Wealth Building and the Argyll and Bute Council Economic Strategy, 2024-2034 and the associated short-term Economic Strategy Action Plan, 2025-2028 (updated annually). It highlights key challenges such as demographic pressures, limited connectivity, skills mismatches, and persistent inequality, while recognising opportunities to strengthen local resilience through green and blue economy growth, digital inclusion, values-based recruitment, and closer integration with employers, support organisations, education and training providers. The work also considers the enabling factors that make progress possible: a strong culture of collaboration, alignment with community planning structures, and a shared commitment to co-design and continuous improvement. The next phase will focus on agreeing priorities and implementation actions that will aim to convert this important work into outcomes. 2 Background The Argyll and Bute Employability Partnership (ABEP) has been in existence as a discussion forum on employability issues and opportunities for a number of years. However, further to the signing of a partnership agreement between the Scottish Government and Local Government on 5th December 2018, there has been a stronger focus on delivering the shared ambition of the Scottish Government’s No One Left Behind (NOLB) policy agenda through all 32 of Scotland’s Local Employability Partnerships (ABEPs). The role of the ABEP is to provide local strategic direction and a strong collaborative partnership approach to the delivery of the Scottish Government’s NOLB Employability agenda across Argyll and Bute. The implementation of the ABEP Improvement Action Plan has ensured that the ABEP is collectively meeting the employability needs of our local vulnerable residents and priority groups. The ABEP recognises that stronger and more collaborative partnership working, focused on a place-based person-centred approach, is essential to maximise opportunities for individuals of all ages and capabilities and to tackle child poverty. This work provides a Page 34
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Classification: OFFICIAL joined up approach to tackling socio-economic disadvantage, inequalities and removing multiple barriers to assist individuals to progress in the employability pathway towards securing fair and sustainable employment and as a routeway out of poverty. 2.1 Delivery 2024/25 Page 35
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Classification: OFFICIAL Chainsaw Training Gathering Feedback from Parents Creative Cookery First Aid Training Basic IT Training Childminder Support Horticulture Experience Electrical Training Page 36
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Classification: OFFICIAL 3 ABEP - Vision, Mission, Objectives 3.1 Vision Employability services in Argyll and Bute brings together partners and organisations to identify opportunities, align priorities, learn from each other, develop valued services and ultimately add value to every engagement with supported individuals. 3.2 Aims & Objectives The overarching objective is to ensure suitable opportunities for individuals of all ages and capabilities based on tackling socio- economic disadvantage, inequalities and removing multiple barriers to securing fair and sustainable employment. Inclusive growth lies at the heart of this Delivery Plan where partner activity will contribute to the Scottish Government’s NOLB policy direction, with a focus in Argyll and Bute on ensuring a place-based and person-centred approach to delivery. The ABEP will: • Continue to build a strong governance relationship with the Argyll and Bute Community Planning Partnership Management Committee; • Utilise and analyse data and stakeholder feedback to identify priorities and support the co-design of services that improve opportunities and outcomes; • Work together, utilising the Scottish Approach to Service Design to plan, commission and implement, flexible and responsive all age, employability support services, that meets the needs of individuals in Argyll and Bute; • Monitor performance and impact to review the effectiveness of employability support services, acting on information to ensure continuous improvement; and • Support capacity building across employability support services, strengthening local skills and the co-ordination of resources. In terms of what success will look like in Argyll and Bute, the work of the ABEP will be reflected in reducing unemployment in the area. Page 37
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Classification: OFFICIAL 4 Policy Context 4.1 ‘No One Left Behind' Employability Strategic Plan (2024-2027) The ABEP members have emphasised the need for person-centred, integrated, and flexible support and these are consistent with NOLB principles. Some of the strategic priorities of the policy which include, improving the employability system, increasing awareness, tackling child poverty through parental income, supporting disabled people, delivering jointly with wider public services, and the emerging priority for enhancing ‘employer engagement. These themes were central to the challenges, opportunities as well as the enabling factors identified by the ABEP members, which have shaped this plan. Inclusion of the underpinning NOLB principles is required particularly the pathways into sustainable and fair work. Net Zero priorities and the aspiration to support a just transition are also critical factors in employability opportunities and challenges for the ABEP. It is essential that we ensure that the transition from fossil fuel to renewable energy is ‘just’ and ‘fair’ across our dispersed geographical area of remote and rural mainland and 23 inhabited island communities. 4.2 Scottish Government Addressing Depopulation Action Plan: ABEP partners identified key challenges in relation to the ‘ageing population and youth out-migration’ for the area. This mirrors the depopulation challenges highlighted in the Scottish Government Depopulation Action Plan. The plan highlights Argyll and Bute as one council area with a declining and aging population. The proposed solutions in this plan include investment in affordable housing, digital and transport connectivity, and employment opportunities, which were all central to the infrastructural and economic barriers identified at the workshop. 4.3 Scottish Government Community Wealth Building The Scottish Government is committed to bringing forward a Community Wealth Building (CWB) Bill, which seeks to ensure consistent implementation of the Community Wealth Building model of economic development across Scotland and address economic and wealth inequality between individuals and communities by facilitating and supporting the generation, circulation and retention of more wealth in local and regional economies. ABEP’s collaborative approach and agreement to invest in employability services which meet needs, deliver quality and create wider economic and social benefits for the communities of Argyll and Bute, aligns with this policy framework. Page 38
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Classification: OFFICIAL 4.4 Argyll and Bute Council’s Economic Strategy Refresh (2024-2034): ABEP identified ‘workforce skills, attracting relevant workers, and supporting job opportunities in emerging industries’ which align with the 'people' pillar of the council’s Economic Strategy. Challenges like skills gaps, unemployment/ underemployment, and housing as a barrier to economic activity are explicitly highlighted in both the ABEP members workshop and the Argyll and Bute Council’s Economic Strategy. Opportunities identified, such as Community Wealth Building, embracing the blue and green economies, and supporting entrepreneurship, are all central to the 'prosperity' and 'planet' pillars of the economic strategy, aiming for a resilient, prosperous, and sustainable economy. 4.5 UK Government Priorities: The ABEP Delivery Plan, demonstrates ongoing links with reserved and UK government policies with the contributions of DWP representatives as part of the partnership and connections to both DWP policy and the UK Shared Prosperity (UKSPF) priorities. UK Government ‘Get Britain Working’ sets out plans to reform employment, health and skills support to tackle rising economic inactivity levels, with the ambition to support people into good work. UKSPF resource allocation for the transition year, 2025-2026 contributes to the skills and employability context, including opportunities for progression to supported employment. This joined up approach is essential to achieving the shared ambitions in labour market participation. This also ensures a coordinated approach to supporting individuals to access support which assists them on their employability pathway and into sustainable employment, aligning national policies with local delivery. 4.6 Argyll and Bute Community Planning Partnership (CPP): The CPP's core objectives are centred on improving transport infrastructure, housing, and community wellbeing, which were equally fundamental to the employability landscape themes discussed at the workshop. The workshop’s emphasis on working together, attaining shared vision and collaborative local delivery through Area Community Planning Groups directly reflects the CPP's operational model and values (caring, committed, creative, collaborative). The ABEP is well represented with multi-agency participation, all committed to working together to strengthen the support system and outcomes for people across Argyll and Bute. CPP within the Community Wealth Building in Argyll and Bute: A Framework for Action. ‘Focus will be given to the Community Wealth Building approach to the ‘Pathways into Work’ recommendation which specifically notes building on the work of the ABEP where “as major employers, CPP members can explore how the adoption of a values-based recruitment approach within their own organisations, can support local people, specifically local young people, into meaningful employment in organisations that offer career Page 39
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Classification: OFFICIAL progression routes.” The ABEP Delivery Plan activity complements that of several other partnership groups aligned to CPP activity, ensuring links to other local strategies and plans, such as: • CCP revised Local Outcome Improvement Plan, 2024-2034 complete with the key principles committed to promoting equality • Argyll and Bute Council Economic Strategy, 2024-2034 and associated Action Plan, 2025-2028 (with update to be published autumn 2025) • Argyll and Bute Child Poverty Action Plan Group • Argyll and Bute Community Learning and Development Strategic Partnership • Financial Inclusion and Advice Group Regular reporting to the CPP Management Committee / Full Partnership on the progress of the Delivery Plan, along with appropriate updates on employability issues and opportunities, has put in place efficient and effective governance arrangements and accountability for the ABEP. The whole people and skills agenda is a key focus to enable the economic and social recovery of Argyll and Bute to be able to retain and retrain, reskill and upskill its population across its many remote rural and island communities. Page 40
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Classification: OFFICIAL 5 The Partnership The partnership including representation from the following organisations: • Argyll and Bute Council services including: o Economic Growth (includes the Employability Team) o Growing Our Own o Education and Developing Young Workforce (DYW) Argyll • Argyll and Bute Health and Social Care Partnership • Argyll and Bute Third Sector Interface (TSI) • Clyde Fishermen’s Trust • Department of Work and Pensions (DWP) • Fyne Futures Ltd • Highlands and Islands Enterprise (HIE) • Inspiralba • Live Argyll • NHS Highland • Scottish Qualification Authority (SQA) • Skills Development Scotland (SDS) • Street League • UHI Argyll • University of the West of Scotland (UWS) . ABEP members are involved in the delivery of NOLB, directly or as a referral organisation, and other funded employability interventions, such as that supported by the UK Shared Prosperity Fund hosted by Argyll and Bute Council’s Economic Growth service on behalf of the UK Government. ABEP would rather remain as one collegiate group rather than developing a partnership model to provide a clear distinction between organisations who have a strategic focus and those with an operational/tactical role. Short-life groups are established as and when required, to take forward specific strategic or operational issues. Page 41
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Classification: OFFICIAL 6 Governance A Terms of Reference was prepared as a concise document to outline the clear purpose of the ABEP and importantly the roles and responsibilities of ABEP members going forward. Specifically, over the last 3 years an ongoing relationship has been built with the Argyll and Bute CPP Management Committee / Full Partnership, with a particular focus on a strong governance approach. This is particularly pertinent due to the changing landscape of employability service delivery, focused on a place-based person-centred approach, set within a wellbeing economy, to be enabled through stronger and more collaborative partnership working at the local level, involving public, private and third sector stakeholders. 7 ABEP Collaborative Planning ABEP held a workshop for members on 20th May 2025 involving 27 representatives from across the partners, to capture insight and help shape the action-driven direction of ongoing work of the partnership. Using participatory leadership approaches, the partners shared their motivations for being involved in the employability landscape and gathered information on the challenges and opportunities, as well as identifying the enabling factors from good practice and shared experience. The session also highlighted synergies from across the partnership in support of person centred, flexible support to address inequalities and enable individuals to reach their full potential. Page 42
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Classification: OFFICIAL Visual Representation from the Workshop – Drawn by Eddie Page 43
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Classification: OFFICIAL Workshop Outputs Page 44
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Classification: OFFICIAL 8 Priorities for Future Action-Driven Delivery Addressing the Challenges Area Current Delivery Priorities for Future Action Driven Delivery Demographic Pressures: Ageing population and youth out-migration • Employability activities that connect with modern and graduate apprenticeships. • Link with DYW, schools, further/ higher education providers • Skills pipeline in terms of skills shortages in Health and Social Care. • Blended delivery models (in-person, online, outreach) which improve accessibility in remote areas • Multi Annual Funding would assist with longer term planning and strategic investment. • Strengthen links between employability programmes and ongoing education, training and accreditation routeways • Strengthen ties with schools and further/higher education (DYW, UHI Argyll) to embed pathways into local employment. • Promote remote/hybrid fair working to retain/ attract working-age people, especially in island and rural areas. Structural Barriers: Poor transport and digital connectivity, limited access to affordable housing, and geographical isolation. • Alignment with CPP and Argyll and Bute Council’s Economic Strategy and associated Action Plan to address structural barriers. • Skills and training delivery, which contributes to digital inclusion. • Develop further digital inclusion initiatives to improve access to services and online work/training. • Support community-based and place-based solutions, for example community transport. Skills Mismatch and Emerging Industries: Skills shortages, underemployment, and difficulty attracting workers for emerging industries. • ABEP representation from across key sectors including health and social care with input from sectors including blue and green economy and links to universities. • Skills Pipeline pilot to address skills shortages in construction, hospitality and care. • Co-design further skills development and training services with employers in green, blue, care, construction and digital sectors. • Support local micro-enterprise and entrepreneurship through mentoring and flexible funding. Page 47
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Classification: OFFICIAL Complexity and Accessibility of Services: Fragmented employability services and challenges in accessing integrated support. • Geographic and specialist input for delivery of support. • Collaboration across partners to share knowledge, expertise and support joined up work, to avoid duplication and maximise resources. • Simplify and align referral pathways using the Scottish Approach to Service Design1. • Strengthen ‘no wrong door’ approach. • Provide opportunity via ABEP for partners to share information on activities, initiatives and opportunities across the area as well as opportunities to bring collective expertise to address key challenges. • Create person-centred service access points (physical or digital). Poverty and Inequality: Persistent socio-economic inequalities, including child poverty and barriers faced by disabled people. • Person centred employability support services that incorporate specialist support across the whole area of Argyll and Bute. • Parental Employability Support Fund (PESF) employability services that include support for income maximisation and financial inclusion services. • Trauma-informed and holistic approaches that address mental health, childcare, and other key barriers. • Further develop inclusive employability support for parents, disabled people, and those furthest from the labour market. • Continue to bring lived experience to wider strategic context in terms of poverty and inequalities to inform economic priorities and community wealth building in Argyll and Bute. Building on the Opportunities Area Current Delivery Priorities for Future Action Driven Delivery Policy Alignment: Strong alignment with national and local strategies (e.g., NOLB, Community Wealth Building, National Strategy for Economic Transformation, Fair Work First). • ABEP priorities informed by; NOLB, Community Wealth Building, Child Poverty Action, and Argyll and Bute Council’s Economic Strategy objectives. • Continue to align delivery within context of national and local priorities and share examples of delivery within the wider policy context. • Identify cross-delivery working groups to coordinate efforts and funding. 1 The Scottish Approach to Service Design (SAtSD) - gov.scot Page 48
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Classification: OFFICIAL Green and Blue Economy: Potential to develop sustainable jobs through nature- based industries, renewables, and marine sectors. • ABEP Delivery Plan, 2025-2026 aligned with the Council’s Economic Strategy Action Plan, 2025-2028. • Representatives from economic development agencies on the partnership. • Map local green/blue sector employers and opportunities (e.g. marine, forestry, renewables). • Bring collective intelligence from across ABEP membership on significant developments to inform local delivery, including skills pipeline. • To increase engagement from across economic development partners to align investment within context of support to larger employers and strengthening communities. Community wealth building: Scope to anchor employment within communities by leveraging public sector procurement, local enterprise, and values- based recruitment • ABEP supporting investment contribution to local economy. • Local multiplier benefits from ABEP investment. • Work with CPP partners to develop local recruitment, procurement, and supply chain policies that benefit communities. • Promote “pathways into work” within public sector roles, especially for young people and priority groups. • Embed Community Wealth Building principles into ABEP project design, e.g. use local providers, reinvest in local services. Digital and remote working: Flexible work patterns offer more inclusive job opportunities for remote and island communities • Support and tools for digital skills within and across delivery. • Engagement with employers which highlights the value of flexible and more inclusive models for employment. • Promote Argyll and Bute as a destination for remote workers • Provide digital upskilling and co-working facilities in rural and island communities. • Encourage ABEP partners to promote flexible job models and inclusive recruitment practices through engagement with employers. Education and skills: Effective partnership and initiatives (e.g., DYW, SDS, UHI Argyll) to support lifelong learning and reskilling. • Strategic and local collaboration between ABEP partners. • Extend collaboration with UHI Argyll and UWS, DYW, SDS and schools to tailor learning to current and future labour market needs. • Create more in-work learning and training opportunities (e.g. work placements, modern apprenticeships). • Tailour support to recognise different learning styles and barriers for vulnerable groups. Page 49
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Classification: OFFICIAL Learning from the Enabling Factors Area Learning Priorities for Future Action Driven Delivery Partnership strength: Multi-agency involvement and shared commitment to person-centred delivery. Collaboration works best when partners feel a shared purpose and mutual benefit. • Create opportunities for ongoing relationship-building (e.g. learning exchange, joint training, shared events) • Use temporary sub-groups to allow partners to achieve specific goals without losing collective direction. • Use participatory leadership approaches, such as ‘Pro Action Café’ and ‘Open Space’ to ensure initiatives are informed by collective knowledge. • Develop a joint communications strategy to raise awareness of services share success, and shift perceptions. • Leverage funding streams through collaborative bidding and delivery models. Governance Alignment: Clear structure with strong links to the Community Planning Partnership, enabling integrated planning and accountability. Alignment with wider structures strengthens accountability, visibility, and access to resources. • Ensure ABEP Delivery Plan and reporting works with CPP priorities and cycles. • Participate in CPP-led initiatives to ensure employability is included. • Feedback regularly into CPP to show employability impact, challenges and opportunities. Data-informed Planning: Use of stakeholder feedback and local data to guide priorities and continuous improvement. Decisions are stronger when qualified by evidence and community insight. • Build capability in partners to collect and use data effectively. • Consider value of shared digital tool to track participation, outcomes, and gaps across the system. Collaborative Culture: Open and reflective working to build trust and co-creation which maximises impact and reach within increasingly challenging landscape. Engagement methods and collaboration which strengthen relationships, build trust, creativity, shared ownership to address shared priorities. • Continue using participatory facilitation methods in workshops and planning sessions. • Create space in ABEP sessions for knowledge sharing and collaboration on different key themes and challenges. • Encourage a ‘learning partnership’ ethos, share lessons learnt, including failure. Page 50
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Classification: OFFICIAL 9 Next Steps In order to take these finding forward, the ABEP will continue to review the plan and priorities, and identify lead roles to support an implementation plan. Page 51
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Classification: OFFICIAL Annex 1: ABEP Annual Investment Plan 2025/26 Summary To provide flexible, person-centred support under the No One Left Behind All Age Employability Service – including further information on the specific groups identified as a priority Argyll and Bute Council’s Employability Team - Will offer Real Living Wage paid work placements targeted at people at risk of becoming long term unemployed (12 months or more) and/or are experiencing a physical or mental health condition or illness lasting or expected to last 12 months. These groups have been chosen due to the additional barriers they may face identifying and entering employment. Work placements will be tailored to individual capabilities and range from 4 weeks to 26 weeks in duration up to 30 hours per week. Each participant will have a designated Keyworker who will carry out eligibility checks, initial needs assessment, create an individual action plan (which will be regularly reviewed to ensure progression along the employability pipeline), vocational profiling, job carving, liaise with work placement host employer regarding any workplace adjustments/PPE required and accredited training. Employability support will also be offered such as job search, interview techniques, confidence building, CV creation, better off in work calculations, etc. All work placement employers will be checked by our Corporate Health and Safety Team. Although offering an employment contract is not a condition for employers hosting the work placement, it is hoped through the skills, knowledge and experience participants gain they will successfully secure employment with the host employer should a vacancy arise or with an alternative employer. In work support will be provided to all participants who obtain an employment outcome. InspirAlba and Third Sector Delivery Partners- Will deliver tailored, person-centred support services via Employability Coaches throughout the participant’s journey. Initial assessments of all participants to gauge specific barriers/needs and eligibility criteria. Creating an Activity agreement for all- this acts as a development plan. Providing tailored support and relevant training via one-to- one meetings to assist progression through various stages of the employability pipeline. Our engagement through the ABEP has identified that there are specific skills needs in different areas of Argyll, due to skills shortages (such as Care and Hospitality) as well as emerging opportunities, (through investment in infrastructure requiring Construction and Engineering skills). Our engagement with employers highlights that business’ require specific skills and have jobs available for individuals with these skills. This year will see a skills pipeline pilot approach which will include tailored training and work experience, along with direct engagement with employers from the associated industry, to lead on to work placements and then subsequently enable participants to progress into available employment opportunities. Our Skills Pipeline approach will support participants to gain industry specific skills and training to assist their progression into available jobs in the area. Extended Skills Pipeline support will be available for people requiring Specialist Employability Support. Page 52
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Classification: OFFICIAL Clyde Fishermen’s Trust - Will deliver one three-week, residential training course in Oban. The residential format ensures participants from all areas of Argyll and Bute, including island and remote communities, can access training and support equitably. This marine industry specific training course will provide participants with the training, qualifications, experience and support needed to pursue a career in the marine and fishing industries. Over the 3-week full-time course, participants will work towards the four qualifications needed to work on board any vessel (STCW Sea Survival, STCW First Aid, STCW Health & Safety, STCW Fire Fighting). Participants will also gain a range of practical and theoretical skills such as navigation, rope work and net mending. The programme offers flexible, person-centred support through one-to-one engagement with an experienced Employability Officer before, during and after the residential element. Participants will receive personalised employability support, including workshops on interview skills, CV writing, and career planning. The Employability Officer will also work directly with each participant to secure a paid four- week work placement at the Scottish Real Living Wage, with continued support to transition into sustainable employment. The programme specifically targets priority groups in Argyll and Bute; young people aged 16-24 not in education, employment or training, particularly those from rural, island or economically disadvantaged backgrounds, people aged 15-67 experiencing significant barriers to employment including the long-term unemployed and those with health conditions, economically inactive individuals, addressing Argyll and Bute's higher-than-average inactivity rates and individuals facing rural isolation, providing access to training and employment opportunities otherwise inaccessible due to transport and financial barriers. Street League - Will deliver two sector-based academy programmes, engaging 15 young people aged 16-24. Supporting the NOLB 'Place Based and Person-Centred' approach and based on research suggesting that participants require services within their own communities, we will deliver services within said communities, taking away travel barriers, bringing service provision to those who require it most, engaging with local partners/employers/supports providing holistic services for participants. The innovative, community-based Academy model, that incorporates sports, and fitness will broaden and offer additional provision to that already in place across the employability pipeline and complement existing provision by engaging NEETs and providing referrals onto education, training or employment opportunities. Young people will undertake SQA National Progression Award in Customer Service, personal development and employability workshops, external Supports and life skills, Skills Builder, sector based ‘tasters’ and inserts, independent travel. Services will be delivered by a Progressions Coordinator and a Youth and Community Coach. Overseen by our local Operations Manager. Page 53
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Classification: OFFICIAL To reach and support parents using Parental Employability Support funding – including further information on specific Parental groups identified as a priority Argyll and Bute Council’s Employability Team – Has increased the number of Keyworker hours to 1 x 17.5 hour and 2 x 20 hour posts to support low-income target group parents (including kinship carers) who require support to move towards, into or to increase their income in-work. It is evident from the NOLB Data Toolkit parents need support to reduce child poverty and we wish to maximise the funding allocation available to assist with this. The NOLB toolkit shows Argyll and Bute with 23.5% of children living in poverty compared to the top performing Scottish local authority of 14% and 33.3% in low-income employment compared to 20.8% in the top performing Scottish local authority. Following the concluding of Fair Start Scotland, the 2 keyworkers from this contract now have the capacity to support parents referred to the Tackling Child Poverty service. Both keyworkers bring over 20 years’ experience each delivering pre-work and in-work support. All 3 of our Keyworkers understand the challenges and barriers faced by parents in relation to the cost-of-living crisis, housing shortages, fuel and household poverty. Each participant will have a designated Keyworker who will provide support tailored to their individual requirements. This will include undertaking an initial needs assessment, creating an individual activity plan (which will be regularly reviewed to ensure progression along the employability pipeline), employability support such as job search, interview techniques, confidence building, budgeting advice, better off calculations, signpost to specialist services i.e. CPNs, physiotherapists, organise certificated training, exits, in work support etc. Continued liaison with the council’s Resettlement Team is also vital to ensure this cohort of parents are adequately supported throughout their journey. Our replacement Child Poverty Co-Ordinator commenced employment on 12th May 2025, once in post her key operational responsibility will be to link in and build relationships with lead officers undertaking local child poverty work and other related policy initiatives to identify and promote appropriate key changes to local policy and practice that will contribute towards meeting child poverty targets across Argyll and Bute. Her key engagement responsibility will be to support strong communication between relevant local partners, with appropriate national engagement, to share learning and interventions in relation to tackling child poverty through employability. She will also work closely with the council’s Child Poverty Lead who is her mentor and also work to design referral pathways between services in the local area, or improving those already in place if they are not driving uptake as anticipated. InspirAlba and Third Sector Delivery Partners – Will continue delivering support services via employability coaches throughout the participants journey. Initial assessments of all participants to gauge specific barriers/needs and eligibility criteria. Creating an Activity agreement for all- this acts as a development plan. Providing tailored support and relevant training via one-to-one meetings Page 54
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Classification: OFFICIAL to assist progression through various stages of the employability pipeline. Both programmes are very much in alleviating child poverty by engaging with parents as participants and tailoring support that assists them to maximise household income, reduce fuel and household poverty and develop skills and opportunities to earn through fair work. We understand the challenges and barriers which affect participants. We recognise the importance of building Confidence; Resilience; Aspirations and Belonging, to assist participants to progress along the employability pipeline, valuing all achievements within this context. We recognise the wide range of specialist skills and expertise available across our communities within the third sector and the value of supporting these organisations to work with parents to access additional benefits, grants and or measures in relation to welfare, benefits and fuel poverty and the ripple effect of increasing the profile on the range of support measures available to households in our communities. We have established effective qualitative and quantitative monitoring and evaluation activities, including gathering onboarding, exit and review data, along with feedback, group discussions and independent evaluation. This monitoring and evaluation run alongside programme delivery to provide real time information for ongoing review and improvement. Continuing with the Childminding Employment Support this year for parents to access training and skills to provide childcare in rural areas where childcare is still an ongoing issue. Continuing with Budget cookery and preparation for the food and drink sector. This helps to provide cooking skills and reduce costs for families and can also provide specific skills for people who are looking to move into the hospitality sector which will help to provide jobs for the local communities. To provide Specialist Employability Support (SES) funding for disabled people and people with long term health conditions Argyll and Bute Council’s Employability Team - In addition to the universal support offered and documentation required for all NOLB and PESF participants engaging with Argyll and Bute Council, Keyworkers will offer the Supported Employment model. This will include Engagement, Vocational Profiling, Job Finding, Employer Engagement and On/Off the job support and Aftercare. Access to work will be applied for where appropriate. Signposting to relevant services is also important to ensure participants feel fully supported in their journey. Our keyworkers who previously delivered Fair Start Scotland have many years’ experience supporting participants with disabilities and long-term health conditions. We are also a member of SUSE. Keyworkers will engage with employers to ensure participants with disabilities and/or long-term health conditions move into or increase their income in-work thus reducing the disability gap. Participants will be supported to maximise their potential and to gain the skills, experience and training to allow progression into or towards employment. Our team will liaise with local employers to identify work placements/employment suitable to those who are disabled and/or experiencing long term unemployment. Where appropriate Keyworkers will liaise with InspirAlba and participants may be signposted should the participant be happy with this. Page 55
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Classification: OFFICIAL All services are inclusive and available to everyone no matter their background. Argyll and Bute Council and partners have an open- door policy and no eligible person is turned away. Individual support is tailored to each participant's capabilities and barriers experienced. A person-centred approach is key to success and gives participants the chance to train in an area that they enjoy. Individual support is tailored to each participants' capabilities and barriers experienced. A person-centred approach is key to success and gives participants the chance to train in an area that they enjoy. This ensures the best outcomes as participants are more likely to undertake training and look for employment within that sector with their newly found confidence. All Keyworkers have been involved in training/refresher courses; Mental Health First Aid, ASIST and Domestic Abuse. All staff will also undertake Neurodiversity and Unconscious Bias Courses in May/June 2025. InspirAlba and Third Sector Delivery Partners – Recognise that employment rates for people with a Learning Disability/ Additional Support Needs, Disability, Autism, Addiction and Mental Health barriers are significantly lower than the mainstream population. For people in these categories, additional support is required to overcome barriers, both for the individual and for employers. We have experience in supporting People with Additional Support Needs, Autism and Disability into employment, volunteering or further education. We recognise the additional barriers individuals face and bring lived experience from within the team, as well as specialist knowledge and expertise in Learning Disability / Additional Support Needs. We have also established strong partnership work with specialists in relation to mental health, physical disability, addictions and rehabilitation of offenders and also understand the intersectionality of issues and barriers. We aim to bring our Tailored person centred, holistic approach to specialist employability support and have outlined above the range of measures that can assist individuals to build confidence and skills, identify opportunities and progress in to volunteering, work placements and wage-based employment. This includes working with the individual and employers (taking a place and train approach) to ensure access to and sustainability of outcomes. All of the above can be underpinned by: • The Supported Employment Quality Framework (British Association of Supported Employment) • Same as You? (Scottish Government 2000) • Keys to Life (Scottish Government 2013) • Scottish Strategy for Autism (Scottish Government 2011) • LD/ Autism and Neurodivergence Bill (Scottish Government currently in consultation) • In work Support Page 56
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Classification: OFFICIAL Our support to participants to sustain employment and consider onward progression within work is carried out through regular check in’s and an open-door approach. This recognises that after long periods of unemployment or where complex needs and barriers have been an issue, participants need to be able to feel supported once they have moved in to work. Participants are able to connect for additional support when bumps arise, confidence falters or issues are highlighted in the workplace. This also includes taking into account when long term conditions can take time to manage in new routines. Also taking into account that moving from benefits to wage income can be a scary time for participants and additional support can be required to smooth this transition and provide advocacy through this time. *It should be noted InspirAlba and Third Sector Delivery Partners have been awarded NOLB funding to deliver Specialist Employability Support for the partnership. This means all NOLB delivery partners; Argyll and Bute Council’s Employability Team, Clyde Fishermen’s Trust and Street League can also signpost participants to the SES service. To reach and support disabled people who do not required Specialist Employability Support (SES) Argyll and Bute Council’s Employability Team - Engagement with employers is key to ensure participants with disabilities and/or long-term health conditions move into or increase their income in-work thus reducing the disability gap. Each participant will have a designated Keyworker who will undertake an initial needs assessment, create an individual action plan (which will be regularly reviewed to ensure progression along the employability pipeline), Participants will be supported to maximise their potential and to gain the skills, experience and training to allow progression into or towards employment. Our team will liaise with local employers to identify work placements/employment suitable to those who are disabled and/or experiencing long term unemployment. Where appropriate aspects of the Supported Employment model will be applied to include Engagement, Vocational Profiling, Job Finding, Employer Engagement and On/Off the job support and Aftercare. Signposting to relevant services is also important to ensure participants feel fully supported in their journey. For those participants securing employment, in work support will be provided. InspirAlba and Third Sector Delivery Partners – Will support disabled participants to help them achieve positive destinations, reducing the Disability Employment Gap with additional support for an extended period, alongside the core elements of support provision. This would include all ages, parents and all age employability. Specialist wellbeing support for those with long term conditions will be available. We recognise the wide range of specialist skills and expertise available across our communities within the third sector and the value of supporting these organisations to work with participants to access additional support, benefits, grants and or measures in relation to welfare, benefits and fuel poverty and the ripple effect of increasing the profile on the range of support measures available to households in our communities. Page 57
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Classification: OFFICIAL Clyde Fishermen’s Trust - Whilst there are some requirements of working of board a vessel that would make the course unsuitable for individuals living with certain specific disabilities, we are keen to support individuals with disabilities to take part in the course and gain employment within the Marine industry. We have previous experience in support individuals with additional support needs through the course with the Employability Officer being able to provide tailored support where needed, and we are confident in our ability to be able to assist all participants to be able to take part in the course to the best of their ability. Street League – our programme is fully inclusive and provides an individualised approach, we will work with and support young people regardless of barriers to work. In the cases of a young person requiring reasonable adjustments or accessibility solutions we will always work to support fair access to work experience and employment opportunities that suit each individual’s needs. External support will be accessed as required to ensure the young person is fully supported whilst on the programme. To reach and support ethnic minority people Argyll and Bute Council’s Employability Team – Is fully inclusive and welcomes referrals from all backgrounds. We are a key partner in Argyll and Bute's Refugee Resettlement Group along with council colleagues in Business Gateway, Education (Rights and Inclusion), Community Development, Revenues and Benefits, Welfare Rights and Housing and Building Standards. Inspiralba are also involved as are DWP, Citizen's Advice, Argyll and Bute TSI, Live Argyll, NHS, Argyll and Bute HSCP, Fire Scotland, Social Security and RSLs. All members come together to ensure refugees moving to our area are fully supported and integrated into the community. The group is aware of the employability support available and referrals are regularly signposted to our service. Keyworkers are in continuous contact with Resettlement Workers to ensure interpreters are present when required. They also work closely with all partners to ensure the necessary support is in place to maximise the benefit to participants. An ESOL programme is offered mainly online however through partnership working with Argyll College the option of face to face is also available. The Key Principles of Argyll and Bute's Community Planning Partnership's Outcome Improvement Plan 2024-2034 are 1) no-one is disadvantaged because of their race or ethnic origin, disability, gender, age, sexual orientation, or religion and belief, informed assessments are made on the impact of policies and services 2) the differences between people are valued and good relations between groups are promoted 3) people are treated fairly and with equal respect 4) informed assessments are made on the impact of policies and services 5) people are involved in the decisions that affect them and encouraged to participate in public life. There are no specific programmes, all available services and support are open to ethnic minorities and people from other minority groups. The demographics of Argyll and Bute continues to be primarily White Scottish or White Other British however we very much welcome and encourage people from any ethnic group to be supported. Marketing on social media, liaising with the Resettlement Team, Work coaches, ABEP partners, council departments, attending job clubs, getting out in communities, word of mouth has helped Page 58
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Classification: OFFICIAL gain interest from this cohort. The council has an Education Support Officer for Rights and Inclusion, with specific remit to support refugee and asylum-seeking families and works to support schools and their rights to support school status. InspirAlba - Work with a variety of organisations to build relationships and trust for people with protected characteristics and approach all service delivery with Equalities, Diversity and Inclusion perspective. This then enables delivery of tailored support services via Employability Coaches throughout the participant’s journey. Initial assessments of all participants to understand specific barriers/needs and eligibility criteria. Creating an Activity agreement for all- this acts as a development plan. Providing tailored support and relevant training via one-to-one meetings to assist progression through various stages of the employability pipeline. We are able to draw on wider expertise and support, e.g., translation services for new Scot's. Support for young care experienced people aged up to 25 years to help them achieve positive destinations. Reducing Child Poverty by providing support to low-income parents across all priority families identified in the Tackling Child Poverty Delivery Plan as being at greater risk of experiencing poverty. Young people from age 16 years up to their 19th birthday and who are accessing Education Maintenance Allowance (EMA) must have a formal Learning Agreement in place that has been approved by the local Education Department, in line with legislative requirements. We understand the challenges and barriers which affect participants. We recognise the importance of building Confidence; Resilience; Aspirations and Belonging, to assist participants to progress along the employability pipeline, valuing all achievements within this context. We recognise the wide range of specialist skills and expertise available across our communities within the third sector and the value of supporting these organisations to work with participants to access support. The Clyde Fishermen's Trust - Recognises the importance of supporting individuals from diverse backgrounds, including those with protected characteristics, to access employment opportunities in the fishing and marine industries. We are committed to expanding our programme to engage groups that have been historically underrepresented in previous training courses we have run, particularly those from minority ethnic backgrounds. To improve outreach and inclusivity, we will continue our work with referral agencies such as Skills Development Scotland and the Department for Work and Pensions (DWP) to widely promote the programme and encourage applications from a broad range of candidates. Furthermore, we will actively reach out to community groups and local charities that support minority ethnic communities and other underrepresented groups to raise awareness of the training and employment opportunities available through our programme. By fostering partnerships with these organisations, we aim to break down barriers to participation and create a more diverse and inclusive cohort of programme participants. We will work closely with our partners to understand and address any specific challenges or needs that minority ethnic participants may face, ensuring that appropriate support is provided throughout the recruitment process, the three-week training course, and the subsequent support into work or further training. Page 59
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Classification: OFFICIAL Street League – Our programme is fully inclusive and welcomes referrals from all backgrounds to ensure they feel fully supported. We operate minority ethnic programmes in the City of Glasgow, and we intend to take the learnings from these to our programmes in Argyll and Bute. We plan to arrange staff development sessions to arrange for 'best practice' and cross learning between delivery teams to ensure inclusivity for all on programme. To reach and support economically inactive people Argyll and Bute Council’s Employability Team – Our employability programmes are available to all, with an emphasis on those with protected characteristics and reducing inactivity. Regular engagement with the ABEP and referral partners is key in raising awareness and encouraging those participants who are economically inactive to sign up to employability support and regularly engage. All services are available to economically inactive participants, there is not a specific service solely for this cohort. Marketing on social media, liaising with Work coaches, ABEP partners, council departments, attending job clubs, getting out in communities, word of mouth has helped gain the interest. When our new Child Poverty Co-Ordinator commences employment we hope by promoting the benefits of work, more parents who are economically inactive will engage in support. InspirAlba and Third Sector Delivery Partners - Work with a variety of organisations to build relationships and trust for people with protected characteristics and approach all service delivery with Equalities, Diversity and Inclusion perspective. This then enables us to deliver tailored support services via employability coaches throughout the participant’s journey. Initial assessments of all participants to understand specific barriers/needs and eligibility criteria. All programmes are available to those who are economically inactive. Clyde Fishermen’s Trust – Will focus on removing barriers for those who want to re-enter the workforce by providing high-quality, industry-specific training in the fishing and marine sectors. The three-week residential course equips participants with the essential skills, knowledge, and certifications required to work on commercial vessels, opening up a range of employment opportunities in the local area and beyond. The programme aims to create a clear pathway from learning to employment, enabling participants to secure sustainable jobs and break the cycle of inactivity, recognising that each individual's journey back into employment is unique, and many may face complex barriers Street League – our programme is fully inclusive and welcomes referrals from all backgrounds to ensure they feel fully supported. Street League has experience of working with those who are economically inactive and will arrange an outreach strategy to ensure these individuals are captured on programme. Page 60
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Classification: OFFICIAL Plans to ensure that lived experience is reflected in the co-design, evaluation and continuous improvement of service delivery Argyll and Bute Council’s Employability Team - has lived experience within our team which is an invaluable tool when shaping employability services. This experience enables a great insight to how participants are feeling and the challenges faced. Understanding people’s contact with services from their perspective is key to ensuring programme delivery is holistic and meets expectations. When our Child Poverty Co-Ordinator commences with the team, it is planned she will compile and issue a survey to parents across Argyll and Bute. This is something which was done previously however it is importance to stay alive to the issues faced by the residents of Argyll and Bute to ensure employability services continue to meet their needs. Current and past participants are also surveyed however the response rate could be improved, this requires to be investigated and addressed as appropriate. InspirAlba and Third Sector Delivery Partners – have built good relationships with a range of strategic and local referral organisations such as; Department for Work and Pensions (DWP), Skills Development Scotland (SDS), Criminal Justice Service, Schools, Social work and self-referrals. The partnership bring lived experience and participant engagement to shape and continuously improve employability services and Each participant meets with a local coordinator (from one of the delivery partner Organisations) either in person, virtually or by phone depending on what they are initially comfortable with. This will include time to explain what the support programme can offer as well as getting to know them and by means of gentle nudging, finding out what interests and aspirations they may have as well as understanding some of the barriers they may face. Some of this of information may have been gleamed in advance from referring organisations, but through building trust with a local coordinator a more holistic picture emerges. Maintaining ongoing consultation with participants to ensure that their experiences continue to inform service delivery. This includes regular check ins and updates to gather new insights. We are able to adapt our models and processes quickly and efficiently based on any feedback from lived experience and knowledge from participants and the wider network of employability coaches who all have their own lived experiences across many different areas. This flexibility ensures that services can remain relevant and effective. We will also provide training for staff on the importance of lived experience and how to incorporate that into their work. Clyde Fishermen’s Trust - Embeds lived experience throughout service delivery by establishing a formal Participant Advisory Group comprised of current and former programme members. This group will meet quarterly to provide feedback on programme design, input into how we can better attract diverse participants, and shape ongoing improvements. This approach complements our existing methods where our Employability Officer maintains regular contact with participants for one year after course completion. Page 61
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Classification: OFFICIAL Beyond our mandatory quarterly data returns to NOLB, we'll gather qualitative insights through capturing individual journeys and experiences. By involving industry employers and community representatives in our review meetings alongside the Advisory Group, we'll ensure our programme remains responsive to both participant needs and industry requirements. All feedback and insights will directly inform our continuous improvement process, with key adaptations incorporated into future delivery models. Street League - Young people are at the heart of Street Leagues services which informs design of services, evaluation of delivery and continuous improvement. To this end, Street League has a Youth Board in place to promote youth voice, facilitated by Street League Staff to gain an understanding on what matters most to young people, to deliver effective services and continually improve. Discussions include; design of programme, evaluation of service, what is important to them in their young careers, what are the challenges they face and what opportunities are there for Street League to support all the young people we engage. The discussions are very much youth led and participation is encouraged from young people from various backgrounds. Page 62
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Classification: OFFICIAL External provision commissioned this financial year Argyll and Bute Council’s Employability Team - On receipt of the 2025/26 NOLB grant offer letter this was disseminated to all ABEP members with the offer to submit delivery proposals relating to the All-Age Employability, Tackling Child Poverty and Specialist Employability Services. Bids were evaluated in line with NOLB Grant Offer Letter requirements, ABEP priorities and the NOLB Employability Strategic Plan 2024 to 2026. Service Level Agreements between the council and relevant partners will be created, approved by our Legal Team and issued. Due to the widespread geography of Argyll and Bute maximising the expertise of our Third Sector delivery partners is vital to ensure all residents have the same opportunities in terms of employability provision regardless of location. No further commissioning of services is planned in this financial year at present. InspirAlba and Third Sector Delivery Partners - Commissioning focusses on addressing local needs and priorities. Working with third sector partners, with a proven track record in supporting employability opportunities brings a range of social, environmental and economic benefits to the area. The partnership approach also builds capacity and shares knowledge and expertise as well as best practice across the region. Facilitating the partnership approach involving small locally based organisations ensures effective delivery and support for participants across the wide geography including remote rural towns and islands. New areas of activity, including skills pipeline activity, focus on emerging needs and priorities aligned to skills shortages and new areas of development in our rural and island economy, to ensure that employability support aligns with current labour market demands. Working alongside the skills pipeline to help progress job opportunities, e.g. in the construction we will work with Balfour Beaty who are installing infrastructure for sub stations in the Argyll area, or Hospitality Businesses and health and social care partners, who have identified skills shortages. This approach enables participants to gain skills, qualifications and work experience, along with any other support that may be required for their personal development and specific needs. Working closely with employers, this integration ensures a holistic approach to supporting individuals facing barriers to employment. Continued work with our existing partners who have the specialist knowledge in areas such as Welfare Advice, Debt Advice, Flexible Food Funds, Energy grants and Affordable Warmth advice aligns with supporting families out of poverty. These longstanding relationships have provided a wealth of knowledge for participants to reduce fuel poverty and to increase income within families and to reduce child poverty. Clyde Fishermen’s Trust - As in previous years, we will commission the Fishing Industry Training Association (FITA) to deliver the accredited training qualifications for our courses. FITA's Seafish-accredited trainers are the only qualified providers in Argyll and Bute able to deliver the four mandatory STCW qualifications required for maritime employment. Street League - All provision will be internal to Street League, this provision is newly commissioned from Argyll and Bute Council. Page 63
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Classification: OFFICIAL What engagement/marketing will be undertaken with participants and stakeholders such as DWP; Social Security Scotland; Registered Social Landlords; Skills Development Scotland; Carers; NHS/Health Services; Social Work Argyll and Bute Council’s Employability Team - Will continue to liaise with referral partners DWP, SDS, DYW, Education, Live Argyll, NHS, Criminal Justice, Social Work, etc to ensure everyone is aware of the 2025/26 services available. The Workcoach Guide will be updated to reflect 2025/26 support available. The DWP referral form will continue to be completed by Workcoaches and sent to our SPOC email address where it will be reviewed and cascaded to the relevant delivery partner. Our webpage within the council's website is regularly reviewed to ensure employability support details are accurate and up to date. Our Communications Team posts regular information highlighting the services which are available on social media. Living in small communities’ potential participants also hear of the support available from ourselves and delivery partners via word of mouth. Our Child Poverty Co-Ordinator will also be out in the community promoting the employability services available from the council and our delivery partners. InspirAlba and Third Sector Delivery Partners - Strengthening the partnerships that we already have with key stakeholders such as DWP, Skills Development Scotland, DYW, NHS, Education and Social work. Clear referral protocols have been established to ensure that participants are smoothly transitioned between services. This may include some additional training and communication to ensure regular communication between agencies with particular focus on people with disabilities and people coming from a criminal background to ensure a more inclusive and effective employability support system. Sharing of marketing materials and tying in together for Job Fairs, recruitment incentive etc. Clyde Fishermen’s Trust - As in previous years, we will continue to work alongside partners at DWP, Skills Development Scotland, and Local Schools to strengthen referral pathways. We will maintain our presence on social media platforms and our website with updated course information. To reach under-represented groups, we will expand our network to include more local community groups. We will produce clear, attractive marketing materials highlighting eligibility, benefits and application process, ensuring information is accessible to all potential participants. Street League - We use many online and offline recruitment methods to engage our target groups. A Youth and Community Coach shapes and implements an outreach plan suited to the local community, working with SDS, JCPs, PRUs, faith-based community groups, youth services, and other referral partners. These relationships are cultivated over time with organisations that believe we have the right programme to help young people into a positive outcome. In addition to local networks, we use social media, press and word of mouth to promote our services to young people, their families, carers and friends. Street League staff already engage with SDS, DWP, Social work and Health in the area in their recruitment for programmes, we will actively seek out and establish partnerships with existing charities and community groups within the area. We see these connections as essential to referral pathways Page 64
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Classification: OFFICIAL for participants into our Academy programmes but also to integrate and add value to the local community network, and ensure cross referral pathways across the partnership. Through these partnerships, we hope to collaborate on initiatives that align with our mission and goals, pooling our resources and expertise to achieve the greatest possible impact. We are committed to engaging and adding value where we can to support community cohesion and lifelong learning. Planned engagement with employers including Anchor Institutions and Local Businesses and work towards the Green Economy Argyll and Bute Council’s Economic Strategy Action Plan 2024-2027 has a strong focus on collaboration and a joined-up approach, working closely with the Community Development Team. The need for collaboration and the interplay between economy, environment and community has never been stronger. Argyll and Bute is particularly well placed to benefit from the potential of the area’s natural capital resources and the role it can play in providing green jobs and achieving net zero across key industries. A core focus of the strategy is for Argyll and Bute to be a wellbeing economy through embedding a Community Wealth Building approach. The outcome is to increase the flow of wealth and opportunity for the benefit of the people who live and work in the area through improving our places and local access to economic opportunity, including community ownership, reducing inequalities, tackling poverty through providing higher value, well-paid, jobs and supporting employers to take forward the Fair Work First principles. The Employability Team will engage with green economy employers to identify those wishing to host work placements, these opportunities will allow participants to gain awareness, skills, knowledge and experience to allow progression into sustainable employment. We have strong connections with many employers across Argyll and Bute. Over the years we have offered various incentives to employers to recruit new employees or apprentices. The Young Person Guarantee was an excellent funding model which was instrumental in supporting young people into employment post covid. Of the 151 young people accessing the funding, 113 remained in employment at 52 weeks (75%), 89 (79%) of these were with the employer who accessed the funding. Many employers we have worked with have remained in regular contact over the years. We are also always striving to engage new employers particularly in relation to hosting UKSPF and NOLB work placements. Engaging with employers across the widespread geography of Argyll and Bute ensures participants are able to access work placements in their local communities rather than travel. This is crucial particularly given the poor public transport links. Two of our 3 Keyworkers have been with our team for over 20 years and are very well known to employers in their not only their local communities but also the delivery areas they cover. The NHS, the University of the Highlands and Islands (UHI) Argyll UHI and the University of the West of Scotland (UWS), Skills Development Scotland (SDS) and Live Argyll representatives sit on our ABEP and are highly valued members. Our Senior Employability Officer also attends the NHS Youth Academy Huddle meetings, one of the aims is to attract young people to a career in the NHS. Page 65
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Classification: OFFICIAL InspirAlba and Third Sector Delivery Partners - Building relationships with anchor institutions such as NHS and other organisations that play a crucial role in local economies and can provide employment/training opportunities. Skills pipeline opportunities aligned to renewable energy developments, ensures just transition opportunities for those facing barriers to work to access opportunities in green economy. Working with other third sector organisations to offer volunteering and work placement support. Engaging with employers to identify skills needs and tailoring training to meet these needs e.g. Including training in renewable energy, construction skills etc. Engaging with employers to support work based placements and via skills pipeline. Clyde Fishermen’s Trust - Maintain strong connections with key employer institutions in the marine economy, including the Clyde Fishermen's Association, Communities Inshore Fisheries Association, Seafish and the Scottish Fishermen's Federation. These established relationships provide participants direct access to an extensive network of fishing and marine employers throughout Argyll and Bute. Our programme directly supports the Scottish Government's Blue Economy Framework by developing skilled workers for sustainable marine sectors. We collaborate with local businesses to design training that meets industry needs, ensuring content remains relevant and increases retention. Our paid work placements at Real Living Wage with local vessel operators often convert to permanent roles, demonstrating the effectiveness of our employer engagement. The programme contributes significantly to green economy objectives by equipping participants with transferable skills and industry certifications needed for the growing number of Blue Economy jobs in Argyll & Bute. This supports both diversification and greening of the local marine workforce, helping ensure sustainable marine resources while creating pathways to green jobs for local residents facing employment barriers. Street League – Has a large network of employers that we are currently engaging with to secure work placements, work tasters and work trials. We have a dedicated employer and partnerships manager who liaises with larger institutions around national jobs. Some of our key employers, in a range of sectors in the area include; Peckhams, Cameron House, Drimsynie, Hunters Quay, Graham construction, Joans Carers, Always looking good, Pastdue credit, KFC Dumbarton, Mcdonalds Dumbarton, Costa, Humbles, Rosslea hotel, Ardencaple hotel, Black rooster Dumbarton, Mira Mari, Asda Dumbarton and Cardross Inn. Street League will work towards supporting the Green Economy by working with businesses that adopt environmentally friendly practices and that also offer Green Products and Services. Street League ourselves committed to calculating our Carbon Footprint last year and will do so again this year, displaying in our annual report. Actions from this include working to reduce our electricity consumption and evaluating our purchased goods. Page 66
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Classification: OFFICIAL Plans for the provision for Employer Recruitment Incentives/paid work placements Argyll and Bute Council’s Employability Team - Argyll and Bute Council’s Employability Team - There are no plans for ERIs this year however up to 22 paid NOLB work placements will be available. Work patterns will be individually tailored. These work placements will be focused on people with disabilities and/or the long term unemployed and will pay the Real Living Wage. We will liaise with our Third Sector delivery partners to ensure progression for some of the participants they support who are not quite ready for employment but would like to gain skills and experience from a work placement. The UKSPF also offers work placements. As this funding was secured prior to the start of the financial year, we have already been inundated with micro employers hoping to host a work placement. This is excellent as many micro employers in Argyll and Bute do not pay all staff at the least the real living wage therefore people do not miss out the opportunity of a work placement in their local community. In 2024/25 of the 68 UKSPF work placements, 41 participants (60.29%) secured employment - 33 of which with the employer who hosted their work placement. Of the remaining 27, 6 are currently in a positive destination. Argyll and Bute Council’s Employability Team - There are no plans for ERIs this year however up to 22 paid NOLB work placements will be available. Work patterns will be individually tailored. These work placements will be focused on people with disabilities and/or the long term unemployed and will pay the Real Living Wage. We will liaise with our Third Sector delivery partners to ensure progression for some of the participants they support who are not quite ready for employment but would like to gain skills and experience from a work placement. The UKSPF also offers work placements. As this funding was secured prior to the start of the financial year, we have already been inundated with micro employers hoping to host a work placement. This is excellent as many micro employers in Argyll and Bute do not pay all staff at the least the real living wage therefore people do not miss out the opportunity of a work placement in their local community. In 2024/25 of the 68 UKSPF work placements, 41 participants (60.29%) secured employment - 33 of which with the employer who hosted their work placement. Of the remaining 27, 6 are currently in a positive destination. InspirAlba and Third Sector Delivery Partners - ERIs provide financial assistance to employers who hire individuals furthers from the labour market. This support can be used for various purposes, including additional supervisory costs, training, initial travel to work costs and specialist in-work support. With the incentives designed to be flexible, this will allow the funds to be used in ways that best support the new employee and the business. This flexibility helps to address specific needs and barriers that individuals may face particularly those who face significant barriers to employment such as those with disabilities, long term unemployed, and young people. Clyde Fishermen’s Trust - As in previous years, we will provide each participant with a four-week paid work placement on fishing vessels at the Scottish Real Living Wage following completion of the three-week residential training. These placements are arranged with local fishing vessel operators who commit to Fair Work practices. Throughout these placements, our Employability Officer Page 67
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Classification: OFFICIAL provides ongoing support to both participants and employers, helping to address any challenges and support participants into sustainable, long-term work. This model has proven successful in previous years, with many placements leading to permanent employment in the maritime sector, directly supporting entry into sustainable careers aligned with Scotland's Blue Economy ambitions. Street League - Staff will match employers with appropriate young person for mutual benefit. We will also promote paid work placements with employers where employers are willing to pay the real living wage. The majority of young people will be receiving a training allowance from Street League. Street League are committed to Fair Work practice, are a real living wage accredited employer and will work with employers who are also committed to this. Plans for the provision of training allowances Argyll and Bute Council’s Employability Team - has no plans to offer a training allowance within their offer this year. InspirAlba and Third Sector Delivery Partners - Training allowances for people in work based placements are designed to be flexible allowing local employability partnerships to tailor support to the specific needs of individuals and local labour markets. Training allowances are integrated with other forms of support from the programme, such as the above person-centred approach, to provide a comprehensive package. Clyde Fishermen’s Trust - N/A Street League - All eligible young people aged 16-18 (not in receipt of benefit) will receive £55 per week for 10 weeks. This will be attendance based. Challenges, issues, concerns that may affect delivery this financial year Argyll and Bute Council’s Employability Team wishes to highlight the challenges raised by NOLB’s annualised funding model. It not only puts a strain on us as a local authority, but also that of our Third Sector delivery partners. The hardstop spend each year and funding uncertainty for future years does not allow for forward planning and also results in participants’ work placements ceasing early to ensure all monies are defrayed in time to be included in the final quarterly claim of the financial year. The data return is also now creating a real issue in terms of the number of participants who are being carried over from one quarter to the next. Redundant records need to be removed. The requirement for one unique ID results in outdated information being recorded should someone re- Page 68
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Classification: OFFICIAL engage. At times this can be years later, and the new challenges faced by the participant are not being reported, i.e. could be a lone parent experiencing homelessness since they were last supported 3 years previous. These issues cannot be resolved by local authorities, we can just highlight our concerns as they are a matter for the Scottish Government to review and implement the necessary changes. InspirAlba and Third Sector Delivery Partners - Annualised budget can cause problems to ensure longer term support for participants with greater needs, move to multi annual support would address some of the issues caused by short term funding. Rural and island geography can cause additional costs for delivery. Having local delivery partners allows to ensure access for remote and island communities. Clyde Fishermen’s Trust - The sudden requirement of intensive ENG1 medical certifications has been a significant challenge in the previous financial year, as it often involves participants travelling from Argyll and Bute to Glasgow and requires identification that some participants lack. To address this barrier in 2025-26, we will pre-book blocks of ENG1 medical appointments with local providers, eliminating the need for extensive travel. We will also communicate ID requirements well in advance and support participants in obtaining Citizens ID cards if needed. Street League - The key challenge areas that we would consider, and mitigate against are: referrals, performance, quality and compliance, employer relationships, staff (recruitment, retention, sickness), timely claims and management of cashflow. Street League has effective contingencies in place developed and informed by our delivery of previous NOLB Funded provision in Scotland, where our risk management strategy has been effective for the considered risks. For staff-related risks/challenges our Director of HR produces monthly reports to identify leading indicators of potential issues (e.g. absence rates, employee engagement scores) and supports our Operations Manager to implement effective talent management and succession plans. Quality and Performance related risks are mitigated via robust weekly and monthly monitoring of KPI’s. Continuous reassessment of risks and the context of contract delivery will take place through weekly team meetings and staff support and supervisions. Monitoring these measures will enable us to action any areas of risk or underperformance and implement remedial actions to address these, and ensure timely data and compliance reviews to enable data returns. Cashflow is managed by our finance team, with accounts reconciled monthly that highlights any areas of under/overspend reported to the SMT. Any further support required from Scottish Government regarding the challenges/issues noted above Argyll and Bute Council’s Employability Team and all Third Sector Delivery Partners – as mentioned above, a significant challenge is the lack of multi annual funding and GRG monies in relation to delivery staff. Participants do not stop requiring support at 31st Page 69
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Classification: OFFICIAL March each year. Multi annual funding would enable longer term planning and ensure continuous delivery for participants. Argyll and Bute Council's Employability Team is not core funded by the local authority. Our Third Sector delivery partners are inevitability placed under extreme financial vulnerability and at risk of staff redundancies at the end of each financial year. A review of the data return is also required. Anything you would like to share InspirAlba and Third Sector Delivery Partners - Sharing of practice on collaborative approaches has already been established in partnership with National TSI post and with partners across Highland and Dumfries and Galloway. Ongoing evaluation informs continuous development and ongoing improvements, drawing on learning - we have included knowledge exchange opportunities for students to assist with evaluation and to provide experience working in the rural economy. Page 70
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Classification: OFFICIAL Participants and Funding All ABEP Funding Summary TARGET GROUP Q1 Q2 Q3 Q4 TOTAL PARTICIPANTS FUNDING ALLOCATION Caseload at 31/03/25 Anticipated Restarts in 2025/26 All Age Employability - Excluding Parents 30 54 37 34 155 £593,793.00 160 22 Tackling Child Poverty - Parents 39 50 41 43 173 £578,280.00 166 30 TOTAL PARTICIPANTS 69 104 78 77 328 326 52 Of which: Specialist Employability Support 20 25 20 25 90 £96,514.00 FUNDING STREAM Q1 Q2 Q3 Q4 TOTAL PARTICIPANTS FUNDING ALLOCATION SCOTTISH GOVERNMENT FUNDING ALLOCATION 2025/26 £260,363.43 £376,711.76 £287,220.67 £344,291.14 328 £1,268,587.00 UK GOVERNMENT FUNDING ALLOCATION 2025/26 £15,000.00 £60,000.00 £90,000.00 £135,000.00 96 £300,000.00 TOTALFUNDING 2025/26 £275,363.43 £436,711.76 £377,220.67 £479,291.14 424 £1,568,587.00 Page 71
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Classification: OFFICIAL Employability ABC TARGET GROUP Q1 Q2 Q3 Q4 TOTAL PARTICIPANTS FUNDING ALLOCATION Caseload at 31/03/25 Anticipated Restarts in 2025/26 All Age Employability - Excluding Parents 5 5 7 5 22 £201,070.00 0 0 Tackling Child Poverty - Parents 9 15 13 13 50 £160,705.00 31 4 TOTAL PARTICIPANTS 14 20 20 18 72 £361,775.00 31 4 FUNDING STREAM Q1 Q2 Q3 Q4 TOTAL PARTICIPANTS FUNDING ALLOCATION SCOTTISH GOVERNMENT FUNDING ALLOCATION 2025/26 £64,660.06 £77,737.73 £87,737.73 £131,639.48 72 £361,775.00 UK GOVERNMENT FUNDING ALLOCATION 2025/26 £15,000.00 £60,000.00 £90,000.00 £135,000.00 96 £300,000.00 TOTALFUNDING 2025/26 £79,660.06 £137,737.73 £177,737.73 £266,639.48 168 £661,775.00 Page 72
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Classification: OFFICIAL Inspiralba (Consortium Lead) To include Fyne Futures, MAYDAS, Oban Youth Café, Help, Centre 81, Bute Advice, AliEnergy, Argyll and Bute TSI TARGET GROUP Q1 Q2 Q3 Q4 TOTAL PARTICIPANTS FUNDING ALLOCATION Caseload at 31/03/25 Anticipated Restarts in 2025/26 All Age Employability - Excluding Parents 25 33 23 29 110 £318,598.77 160 22 Tackling Child Poverty - Parents 30 35 28 30 123 £417,575.00 135 26 TOTAL PARTICIPANTS 55 68 51 59 233 295 48 Of which: Specialist Employability Support 20 25 20 25 90 £96,514.00 FUNDING STREAM Q1 Q2 Q3 Q4 TOTAL PARTICIPANTS FUNDING ALLOCATION SCOTTISH GOVERNMENT FUNDING ALLOCATION 2025/26 £174,255.81 £214,401.63 £161,674.11 £185,842.22 233 £736,173.77 TOTALFUNDING 2025/26 £174,275.81 £214,426.63 £161,694.11 £185,867.22 323 £832,687.77 Page 73
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Classification: OFFICIAL Clyde Fishermen's Trust TARGET GROUP Q1 Q2 Q3 Q4 TOTAL PARTICIPANTS FUNDING ALLOCATION Caseload at 31/03/25 Anticipated Restarts in 2025/26 All Age Employability - Excluding Parents 0 8 0 0 8 £41,401.68 0 0 Tackling Child Poverty - Parents 0 0 0 0 0 £0.00 0 0 TOTAL PARTICIPANTS 0 8 0 0 8 0 0 FUNDING STREAM Q1 Q2 Q3 Q4 TOTAL PARTICIPANTS FUNDING ALLOCATION SCOTTISH GOVERNMENT FUNDING ALLOCATION 2025/26 £0.00 £41,401.68 £0.00 £0.00 8 £41,401.68 TOTALFUNDING 2025/26 £0.00 £41,409.68 £0.00 £0.00 8 £41,401.68 Page 74
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Classification: OFFICIAL Street League TARGET GROUP Q1 Q2 Q3 Q4 TOTAL PARTICIPANTS FUNDING ALLOCATION Caseload at 31/03/25 Anticipated Restarts in 2025/26 All Age Employability - Excluding Parents 0 8 7 0 15 £32,722.55 0 0 Tackling Child Poverty - Parents 0 0 0 0 0 £0.00 0 0 TOTAL PARTICIPANTS 0 8 7 0 15 0 0 FUNDING STREAM Q1 Q2 Q3 Q4 TOTAL PARTICIPANTS FUNDING ALLOCATION SCOTTISH GOVERNMENT FUNDING ALLOCATION 2025/26 £0.00 £16,361.28 £16,361.27 £0.00 15 £32,722.55 TOTALFUNDING 2025/26 £0.00 £16,369.28 £16,368.27 £0.00 8 £32,722.55 Page 75
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1 Classification: OFFICIAL Management Committee Date: 5th December 2025 Argyll and Bute Council Economic Strategy Action Plan, 2025-208 1.0 Purpose 1.1 The purpose of this paper is to provide members of the Community Planning Partnership (CPP) Management Committee with the updated Economic Strategy Action Plan (ESAP) (see Appendix 1) to implement and deliver the Argyll and Bute Council Economic Strategy, 2024- 2034, covering the short-term period 2025-2028. The ESAP 2025-2028 was approved by Argyll and Bute Council’s Environment, Development and Infrastructure Committee on 11th September 2025. 2.0 Recommendations 2.1 The CPP Management Committee is asked to: • Note the content of this paper. 3.0 Background 3.1 A successful economy is essential to delivering and achieving the CPP priorities, including the delivery of transport infrastructure, (worker) housing, and community wellbeing. The ESAP 2025- 2028 aligns to these priorities and that of Argyll and Bute Council to deliver inclusive economic growth and population sustainability – all of which contribute to our quality of life as a place to live, work, learn and visit. With the pace of global economic change, technology and uncertainty accelerating, the ESAP is updated annually to reaffirm our strategic intent over the next three years, 2025-2028. 3.2 A key requirement of ESAP is that it is an ongoing working document that contains actions that are SMART (Specific, Measurable, Achievable, Realistic, Time-bound) and delivers opportunities that drive economic growth and a fair and inclusive wellbeing economy across the four strategic pillars: people, place, planet and prosperity. 4.0 Detail 4.1 The need for collaboration and the interplay between economy, environment and community has never been stronger. Argyll and Bute, as a predominately rural region of Scotland, is particularly well placed to benefit from the potential of the area’s natural capital resources and the role it can play in providing a range of employment opportunities including green jobs and achieving net zero across key industries. 4.2 Many of the actions within the ESAP, 2025-2028, will not be fully realised until the medium term, where their delivery depends on strong collaboration and a joined-up approach, working closely with internal council colleagues across services, the Argyll and Bute Community Planning Partnership (CPP), both Governments, partner agencies and key stakeholders across Argyll and Bute at both a regional and national level . Page 77
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2 Classification: OFFICIAL 4.3 With limited resources there is a need to focus on the key interventions where we can make the greatest impact. A core focus of the updated action plan is for Argyll and Bute to be an inclusive and wellbeing economy through embedding a Community Wealth Building approach that enables people of all abilities to reach their full potential. Key sectors for our area include tourism, food and drink, defence industries and clean energy production with the increasing importance of private sector investment and SMEs in the local economy creating employment opportunities associated with our natural and built environment that seeks to retain and generate wealth in our communities. 5.0 Conclusions 5.1 The Argyll and Bute economy is undergoing significant changes, presenting both distinct short and longer-term opportunities and challenges to overcome. The actions outlined in Appendix 1 are intended to provide a renewed focus to celebrate and deliver on our key strengths as an area and embrace the opportunities of our rural, natural resource-based economy for short term delivery in the first instance. 5.2 A short film ‘Thriving in Argyll and Bute’ has been produced to showcase in-year progress for 2024-2025 on some of the actions that were contained in the first ESAP, 2024-2027, see: Homepage - Invest in Argyll 6.0 Implications Strategic Implications The ESAP 2025-2028 aligns and contributes to the endorsed Argyll and Bute Economic Strategy 2024-34, Local Outcome Improvement Plan (LOIP), 2024-2034 and National Strategy for Economic Transformation (NSET- 10-year duration to 2032). Consultations, Previous considerations The original Economic Strategy and associated ESAP was developed through a programme of workshop events with internal staff and external partners during 2023-24. The annual update was undertaken through an internal workshop as partner actions were still valid within the 2025-2028 timescale. Resources Council staff resources and capacity, coupled with input from key partners and stakeholders, will be required to deliver the strategic intent articulated in the Economic Strategy Action Plan, 2025-2028. Prevention SMART actions should support economic growth and wellbeing to provide effective and efficient interventions across Argyll and Bute to focus on opportunities and address barriers and challenges. Equalities All activities in the ESAP, 2025-2028 will comply with all Equal Opportunities/Fairer Scotland Duty policies and obligations and the key principles under which the Argyll and Bute CPP is committed to promoting equality (see: Argyll and Bute Outcomes Improvement Plan 2024-2034 | Argyll and Bute Council (argyll-bute.gov.uk)) For more information, contact: Ishabel Bremner, Economic Growth Manager, Argyll and Bute Council / Chair of the ABEP Tel: 01546 604375 and e-mail: ishabel.bremner@argyll-bute.gov.uk APPENDICES Appendix 1: Argyll and Bute Council Economic Strategy Action Plan 2025-2028 Page 78
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3 Classification: OFFICIAL Appendix 1 Argyll and Bute Council SMART Economic Strategy Action Plan 2025-2028 (WORKING DOCUMENT) Page 79
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4 Classification: OFFICIAL PEOPLE: Addressing the continuing decline in our economically active population, improving workforce skills and attracting key workers, promoting equal access to education opportunity, and supporting job opportunities in emerging and new industries. The SMART actions noted in the PEOPLE tables below: • Increase the economically active population by investing in skills development. • Work with partners to enable equal access to education, both academic and vocational. • Focus on STEM education. • Promote increased adaptability and skills development for both existing and new staff including Argyll and Bute Council and local businesses. Page 80
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5 Classification: OFFICIAL PEOPLE: Education, skills and training opportunities for all ages are aligned to higher paid employment and/or self-employment opportunities, with embedded Fair Work First principles. Council Actions Partner Actions Short-term success measures (up to 3 years) Progress on Actions 2024-2025 Resources Outcome by 2034 1. Council services through the Argyll and Bute Employability Partnership (ABEP) (DEG, Education, DYW) to map out all support for vocational education and training opportunities across all key sectors to share with schools, parents and all residents. 2. ABEP to align with the current work of the partners on increasing awareness of occupational opportunities across Argyll and Bute Council. 1. HIE, SE, SDS, UHI Argyll, UHI, SAMS, University West of Scotland, third sector providers and employers to assist the council with this mapping exercise, as members of the ABEP. 2. HIE to progress with establishing the new private sector driven Economic Forum. 1. Completion of an online directory by the ABEP of all support for vocational education and training opportunities, with web links to relevant information, by 31st March 2027. 2. Economic Forum to be established by 31st March 2026. 1. Online directory is an ongoing activity. 2. Prosper workshop held on 8th May 2025 to take forward an Argyll and Bute Economic Forum; still to be formalised led by the private sector. 1. In-kind support from all partners. 2. Funding opportunities for individuals and skills will be identified by web links to current support. Raised awareness of all occupational employment opportunities for all ages across Argyll and Bute. 1. ABEP to work with the Scottish Qualifications Authority (SQA) representative on the ABEP to explore tailored modern apprenticeship schemes for areas of skill shortages, including Planning and Environmental Health through investing in council officers with transferable skills. 1. More employers to consider opportunities to undertake work tasters/placements and apprenticeship training for adults aligned to current funding opportunities until end 31st March 2026. 1. Agreement from SQA to increase tailored modern apprenticeship schemes for areas of skill shortages, such as Planning and/or Environmental Health aby 31st March 2028. 2. Current funding work taster/placement caseloads available to employers to be committed and spent by 31st March 2026. 1. Ongoing activity. 2. Ongoing activity. 1. Use existing UK Shared Prosperity Fund and No One Left Behind (NOLB). 2. Council to invest to save to alleviate the skills gap with appropriate / improved access to the Apprenticeship Levy funding. Sustained work taster placements and created Adult Apprenticeship schemes to address critical Argyll and Bute Council skills shortages. Page 81
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6 Classification: OFFICIAL PEOPLE: Education, skills and training opportunities for all ages are aligned to higher paid employment and/or self-employment opportunities, with embedded Fair Work First principles. Council Actions Partner Actions Short-term success measures (up to 3 years) Progress on Actions 2024-2025 Resources Outcome by 2034 1. DYW, Education and Economic Growth to focus on the increasing the range of Foundation Apprenticeships for senior pupils across Argyll and Bute schools aligned with industry demand. 1. SDS to assist in increasing the range of Foundation Apprenticeships with sustainable job opportunities. 2. Check all activity with partners on the Argyll and Bute Employability Partnership (ABEP). 3. Scottish Government and the Scottish Funding Council to reduce the necessary class size due to rurality for Foundation Apprenticeship delivery. 1. Council to increase the range of Foundation Apprenticeship programme(s) available by 10% by 31st March 2028 to alleviate some skills shortages. 2. Council to increase the uptake of senior phase pupils undertaking Foundation Apprenticeship by 15% by 31st March 2028. 1. Ongoing activity. 1. Council to invest to save to alleviate the skills gap with appropriate / improved access to the Apprenticeship Levy funding. A greater range of Foundation Apprenticeship schemes available across all Argyll and Bute schools to address training and employment within key existing and emerging sectors. 1. Economic Growth to liaise with SDS and HIE to focus on the delivery of Graduate Apprenticeships for a variety of occupations across Argyll and Bute aligned with industry demand. 1. SDS and HIE to work with Economic Growth to encourage industry recruitment of Graduate Apprenticeships aligned to funding opportunities. 2. Check all activity with partners on the Argyll and Bute Employability Partnership (ABEP). 3. HIE to conclude the delivery of the Graduate Placement programme funded by the UK Shared Prosperity Fund. 1. 10% increase in the uptake of Graduate Apprenticeships supported by Argyll and Bute businesses across a variety of occupations by 31st March 2028. 2. 2 out of 13 Graduate Apprentices employed by 12 enterprises under the HIE Graduate Placement Programme funded by the UK Shared Prosperity Fund to be concluded by the end of March 2026. 1. Ongoing activity. 2. 11 Graduate Apprentice Placements concluded through the HIE Graduate Placement Programme by end of 2024/25. 1. Council to invest to save to alleviate the skills gap with appropriate / improved access to the Apprenticeship Levy funding. 2. UK Shared Prosperity Transition Fund 2025/26. Sustain and grow the number of Graduate Apprenticeship schemes available across Argyll and Bute within existing and emerging sectors. Page 82
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7 Classification: OFFICIAL PEOPLE: Education, skills and training opportunities for all ages are aligned to higher paid employment and/or self-employment opportunities, with embedded Fair Work First principles. Council Actions Partner Actions Short-term success measures (up to 3 years) Progress on Actions 2024-2025 Resources Outcome by 2034 1. Focus on improving the skills of existing staff and the recruitment of new council officers equipped with transferable skills that can move across teams to support funded projects/themes and/or council priorities. 2. Economic Growth support to businesses through Business Gateway and Employability teams using UK Shared Prosperity Fund monies. 1. HIE and SE to share approaches to business interventions to complement local authority delivery. 1. 5% increase in the recruitment of staff with transferable skills. 2. Achieve outcomes associated with UK Shared Prosperity Fund interventions by end of March 2026. (For all businesses supported, increase in turnover by 30% and increase in job creation by 26% - see Overarching Economic Key Outcomes table below). 1. Ongoing activity. 2. The Council’s Employability Team supported: • 68 unemployed’ economically inactive residents into work placements with 48 employers, where 62% have secured employment post work placement. • 60 unemployed’ economically inactive and 26 low-income residents into training where 42% are in employment post training. Invest to save. UK Shared Prosperity Transition Fund 2025/26. Skills development mainstreamed for both existing and new council staff and local business staff to better capitalise on changing economic opportunities. Page 83
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8 Classification: OFFICIAL PEOPLE: Education, skills and training opportunities for all ages are aligned to higher paid employment and/or self-employment opportunities, with embedded Fair Work First principles. Council Actions Partner Actions Short-term success measures (up to 3 years) Progress on Actions 2024-2025 Resources Outcome by 2034 1. On approval of the Rural Skills Accelerator Programme (RSAP) Outline Business Case, ensure 3 of the 4 Full Business Cases are concluded aligned to the Rural Growth Deal (RGD) projected delivery timeframe for RGD projects. 2. Creation, co-delivery and ongoing KPI monitoring of the STEM Hub South (Dunoon), including mobile and outreach activity. led by the Council’s Economic Growth and Education services. 3. Assist the delivery of the STEM Hub North at SAMS through in- kind staff support from Economic Growth and Education services. 1. SAMS to manage the delivery of the STEM Hub North, including mobile and outreach activity. 2. HIE to manage and deliver the Business Leadership Skills programme, part of the RSAP. 3. UHI Argyll to manage and deliver the enhancement of the college accommodation in Lochgilphead. 1. a) 3 of the 4 Full Business Cases for the RSAP approved by both governments by the end of March 2027. b) HIE to commence and start the delivery of the Business Leadership Skills Programme from April 2026. 2. Co-delivery of the STEM Hub South by Economic Growth and Education by the of March 2027. 3. Delivery of the STEM Hub North by SAMS through liaison with Economic Growth, Argyll and Bute Council by the end of March 2028. 1. 3 of the 4 Outline Business Cases for the RSAP have been approved. 2. Staged approach to the creation of the STEM Hub South continues. 3. Approach for the STEM Hub South shared with the STEM Hub North to enable shared learning. Building secured for future STEM hub at SAMS. RSAP – RGD funding (£7m), plus Clyde Mission & Crown Estate Scotland (digital connectivity) and Council funding (£762,500). STEM education and skills has enabled a digitally driven pathway to learning opportunities. Page 84
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9 Classification: OFFICIAL PEOPLE: Reducing Barriers to work through Employability Council Actions Partner Actions Short-term success measures (up to 3 years) Progress on Actions 2024-2025 Resources Outcome by 2034 1. Economic Growth to prepare the Argyll and Bute Employability Partnership (ABEP) Annual Investment Plan for 2025/26 based on successful bids aligned on a scoring matrix. 2. Economic Growth to present a paper on a truncated ABEP Delivery Plan, prepared by ABEP members, for endorsement by the Community Planning Partnership Management Committee. 3. Focus on all-age employability support and tackling child poverty with a 'no wrong path' approach to prepare the required Annual Investment Plan for No One Left Behind (NOLB) Scottish Government funding, complete with details of delivery interventions by the council and partners. 4. Joint messaging about the benefits of investment in early prevention of poor health and how improving people’s health and wellbeing supports the local workforce and reduces health care costs over the medium and longer terms. 1. Partners, in particular members of the ABEP, to deliver all age and child poverty interventions, funded by the NOLB for 2025/26. 2. Partners, in particular members of the Argyll and Bute Employability Partnership, to deliver all age and child poverty interventions, funded by the NOLB for 2025/26. 3. To utilise levers for direct investment to support wellbeing outcomes. 1. ABEP truncated Delivery Plan and full Annual Investment Plan to be endorsed by the CPP Management Committee by the end of September 2025. 2. Council and all delivery partners to achieve in-year spend and outcomes detailed in the Annual Investment Plan by the end of March 2026.. 3. Measurement of wellbeing outcomes, such as individuals supported to move into sustainable employment through case studies from ABEP members. 4. Developing a pilot approach to place making that incorporates public health outcomes. This is a partnership initiative supported by Hub North with NHS Highland as a key partner. 1. Annual Investment Plan 2025/26 prepared by the Employability Team, Economic Growth with input from ABEP. 2. Workshop delivered by ABEP on a truncated ABEP Delivery Plan on 20th May 2025. 3. With Scottish Government NOLB funding the Employability Team, Economic Growth and third sector delivery partners supported 472 participants in 2024/25. 4. Hub North proposal now being considered by ELT and NHS Highland prior to member approval. Scottish Government NOLB funding. Deliver the employability agenda, with embedded Fair Work First principles to assist people with multiple barriers into sustainable employment. Page 85
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10 Classification: OFFICIAL PLACE: Investing in our towns, rural and remote rural communities, including our islands and peninsulas, to attract new people and businesses, pursuing external funding opportunities, investing in critical economic infrastructure such as housing, land for business development, reuse of land and buildings for community benefit, digital connectivity and transport (principally roads, ports and ferries). The SMART actions noted in the PLACE tables below: • Secure future investment from cross sector partners and external funding streams into our towns, rural and island communities. • Recognise the strengths of community resilience across Argyll and Bute. • Work with strategic partners to support communities in the development and facilitation of transformational regeneration projects including community ownership of assets and wealth creation. • Increase focus on areas of opportunity through better place making. Page 86
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11 Classification: OFFICIAL PLACE: Better Place Making Council Actions Partner Actions Short-term success measures (up to 3 years) Progress on Actions 2024-2025 Resources Outcome by 2034 1. Continued development and delivery of built heritage investment schemes. 2. Continued delivery of the vibrant and living spaces projects funded through the UK Shared Prosperity Transition Fund, 2025/26 3. Continued delivery of the Community Regeneration Partnership funding for project activity throughout 2025/26. 4. Continue delivery of Rural Growth Deal programme and draw down of funding. Complete FBCs necessary to enable endorsement of projects by central governments. 5. Further promotion of the #ABplace2b campaign. 1. Establish a collaborative partnership between central governments, Argyll and Bute Council, CPP partners, communities and funders. 1. a) Complete Lochgilphead CARS programme by end June 2026; Complete Helensburgh CARS programme by end June 2026; Secure £1.8m funding for a Tarbert Heritage Regeneration Scheme by end March 2026. b) Delivery of new artworks in Helensburgh Outdoor Museum. 2. Delivery of the 8 Vibrant and Living Spaces projects with a total investment of £292,290.24 by the end of March 2026. 3. Commence all Community Regeneration Partnership projects by the end of March 2026. 4. Rural Growth Deal (RGD) signed 10th March 2025 with ongoing compliance, such as the drawn down of funding, for the remaining 9 financial years of the RGD. 5. Continue Love Local promotion and increase #ABplace2b followers by 10% from its launch to the end of March 2026. 1. Ongoing activity that is on track. 2. Ongoing activity. Funding fully committed. 3. Ongoing activity. On track. 4. Signing of the Rural Growth Deal in Rothesay by Argyll and Bute Council, the UK Government and the Scottish Government took place on 10th March 2025. 5. Ongoing activity. On track. CARS multi-annual funding. UK Shared Prosperity Transition Fund for Vibrant and Living Spaces projects. Community Regeneration Partnership Programme, £20m. Rural Growth Deal circa £70m investment over 10 years. Scottish Government Place based funding. Historic Environment Scotland, National Lottery Heritage Fund, Crown Estate and Rural Tourism Infrastructure Fund strategic investments. HIE capital funding. Creation of a distinct sense of place through the delivery of an outstanding built environment making our towns, rural and island communities across Argyll and Bute attractive places to live, work, visit and invest in. Page 87
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12 Classification: OFFICIAL PLACE: Better Place Making (continued) Council Actions Partner Actions Short-term success measures (up to 3 years) Progress on Actions 2024-2025 Resources Outcome by 2034 6. Secure future investment from cross sector partners and external funding streams including both the Scottish and UK Governments. 7. Dissemination and delivery of the Community Led Local Development (CLLD) Fund for 2025/26 through the Argyll and the Islands CLLD Local Action Group (LAG) supported by the council as the Accountable Body. 2. New partners to become members of a renewed CLLD Argyll and the Islands Local Action Group for 2025/26. 6. Continue to lobby and influence the Scottish and UK Governments and key partners for cross-sectoral place-based funding. 7. All CLLD Fund spend and outcomes for 2025/26 to be realised by the end of March 2026. 6. Ongoing activity. Community Regeneration Partnership funding to be announced in November 2025. 7. £599k of CLLD Fund support to 20 projects during 2024/25 against a total project cost of £793k, leveraging in £194k of match funding. For every £1 invested in CLLD Projects in 2024/25, the social value return was £5.11. Private sector investment. CLLD Fund from the Scottish Government for 2025/26. Creation of a distinct sense of place through the delivery of an outstanding built environment making our towns, rural and island communities across Argyll and Bute attractive places to live, work, visit and invest in. Page 88
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13 Classification: OFFICIAL PLACE: Increasing Community Resilience and Wellbeing through Identifying and Delivering Income Streams Council Actions Partner Actions Short-term success measures (up to 3 years) Progress on Actions 2024-2025 Resources Outcome by 2034 1. Adopt a Community Wealth Building (CWB) approach / CWB Action Plan (as per proposed CWB (Scotland) Bill to ensure the economic success of Argyll and Bute is based on a wellbeing economy. 2. Council to continue to work and engage with partners and communities to create the opportunity for the use of community assets, empty spaces and co-production through the application of Place Based Wellbeing Principles such as accessibility and inclusion. 3. Partnership working with the Community Planning Partnership and Health and Social Care Partnership prevention agenda. 4. The Empty Business Property Grant Scheme will seek to support the owners and prospective tenants of empty business properties to return these to productive use with a view to enhancing the look, feel and vitality of our places, growing businesses and job opportunities, and attracting inward investment. 1. HIE, SE, third sector partners (including the Improvement Service) and external funders engage with the council and other stakeholders to maximise the wellbeing economy agenda for Argyll and Bute. 2. Communities to develop shared management of civic spaces and natural assets. 3. Input from community councils and development trusts to support community developments and co-production. 4. Publish and implement actions of the Community Wealth Strategy. 1. Establish a multi partner and cross council departmental approach to CWB to prepare a CWB Action Plan. 2. Increase the number of community owned buildings and land assets by 5% including a renewed focus on job creation, by the end of March 2028. 3. Embed appropriate Place and Wellbeing Principles, including the prevention agenda, into project delivery. 4. Continue to lobby Scottish Government to maintain budgets for community led projects e.g. Community Led Local Development (CLLD) Fund, Regeneration Capital Grant Fund (RCGF), Scottish Land Fund, and Rural Tourism Infrastructure Fund (RTIF) from 2025/26 onwards 1. CWB CPP Working Group formed with members from the Council’s Economic Growth and Community Development Teams, TSI Argyll, NHS Highland and HIE. 2. Request for CWB staff resource in Argyll and Bute Council officer response to the CWB (Scotland Bill) – submitted 23rd May 2025. 3. Examining prevention activities as part of the budget process. 4. RCGF, Place based funding, RTIF, Islands Infrastructure Fund, CLLD fund all reinstated. UK Government Asset Transfer fund/UKSPF. Scottish Government Community Empowerment – Asset Transfer Fund. Empty Business Property Grants funded from NDR income. Greater community resilience and wellbeing has created a better sense of belonging and prosperity through the access to external investment that has driven transformational opportunities, community ownership and innovation. Page 89
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14 Classification: OFFICIAL PLACE: Improving Connectivity Council Actions Partner Actions Short-term success measures (up to 3 years) Progress on Actions 2024-2025 Resources Outcome by 2034 1. Further to the Strategic Transport Projects Review 2 (STRP2) response, continue to lobby the Scottish Government for a permanent and fully funded solution for the Rest and Be Thankful. 2. Prepare and deliver an Argyll and Bute Local Transport Strategy that identifies the key local transport priorities. 3. Lobby and influence the UKG, SG, BT and private contractors to deliver the R100 Programme moving into Project Gigabit 2030. 4. To map phase 1 mobile phone coverage at an individual premises level. 5. Prepare an Argyll and Bute Active Travel Strategy to achieve a healthier and more productive workforce. 1. Continue to lobby the Scottish Government for a permanent and fully funded solution for the Rest and Be Thankful. 2. Continue to lobby for increased active travel, public transport, airport, air service, ferry and ports infrastructure investments. 3. Industry and public sector collaboration to secure basic critical infrastructure. Key partners: • Scottish Government • UK Government • Transport Scotland • HITRANS • BT Openreach • Virgin • Digital Scotland • SPT. 1. Full commitment by Scottish Government to deliver a fully funded solution for the Rest and Be Thankful. 2. Approve and publish an Argyll and Bute Local Transport Strategy that identifies the key local transport priorities. 3. R100 achieved with 85% of premises with potential access to modern ultrafast broadband speeds; 85% coverage of 4G across Argyll and Bute. 4. Conclude the mapping of mobile phone coverage by December 2025. 5. Approve and publish an Argyll and Bute Active Travel Strategy. 1. Ongoing activity. Ground investigation works for preferred solution ongoing; round table discussions on impacts of works scheduled. 2. Ongoing activity. Local Transport Issues Paper approved for public consultation; Hi-Trans Regional Transport Strategy approved. 3. Ongoing activity working with BT Openreach. Provisional allocation of £200m UK Government funding for Argyll and Bute area, subject to UK Government confirmation and rapid delivery and positive support by Argyll and Bute Council. 4. Mobile phone coverage mapping nearing completion with data now released for most of Argyll and Bute Council area. 5. Active Travel Strategy out to public consultation. Lobby, influence and invest. Working with Industry and public sector partners to secure basis critical infrastructure. • Scottish Government • UK Government – previous levelling up agenda monies and new future schemes • Transport Scotland • HITRANS • SPT • BT Openreach • Virgin • Digital Scotland • CMal/CalMac • Scotrail • Bus companies. Existing routes to market (roads, rail, ferries, ports and air) and local employment opportunities are secured through increased investment in our critical transport and digital infrastructure. Page 90
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15 Classification: OFFICIAL PLACE: Housing Emergency Council Actions Partner Actions Short-term success measures (up to 3 years) Progress on Actions 2024-2025 Resources Outcome by 2034 1. Reflect the endorsed Housing Emergency Action Plan (with a focus on increasing the supply of key worker housing).in the annual update of the local Housing Strategy. 2. Complete mapping of second homes and short- term lets to inform the delivery of Planning Control Zones (PCZs). 3. Deliver the 2 Strategic Development Frameworks for Tobermory to Dalmally Growth Corridor (TDGC) and Helensburgh & Lomond Growth Area (HLGA). 1. Ongoing engagement and delivery of specific actions in the Housing Emergency Action Plan will involve the following partners: • Scottish Government. • CPP partners, including HIE. • Housing Associations. • Private sector builders. • Highlands and Islands Economic Partnership. • Community Housing Trusts. 1. Publish Housing Emergency Action Plan outcomes by the of June 2025. 2. 20 key worker houses by end of March 2028. (10 completed by May 2025). 3. Approve PCZs informed by up- to-date housing data by end of March 2028. 4. Approve the 2 Strategic Development Frameworks for TDGC and HLGA. To be published as part of the Proposed Local Development Plan 3, potentially January 2028. 5. Deliver the Community Regeneration Partnership Fund housing related projects. 1. Outcomes published. Alignment of the Housing Strategy and Housing Emergency Action Plan has been completed. Work ongoing on identified actions. Officer Housing Delivery Group established focused on releasing sites for housing. 2. Site works completed for Rockfield Worker Housing site for 12 units. 3. Mapping of second homes and short term lets completed. This is being used to inform potential Planning Control Zones location in Argyll and Bute Council area. 4. Consultants engaged for both Strategic Development Frameworks about to commence public consultation on options. 5. Awaiting UK Government announcement of Community Regeneration Programme projects. 1. Lobby Scottish and UK Governments for additional flexibility and funding. 2. Strategic Housing Fund. 3. £450k for Strategic Development Frameworks of TDGC and HLGA. Consultants now appointed for both frameworks). 4. £5m of housing funding from the Community Regeneration Fund, UK Government (awaiting UK Government approval). Affordable homes of all tenure have been built or brought back in to use to meet the needs of our communities including attracting new economically active residents to Argyll and Bute to take up employment opportunities and to help expand established local businesses and / or to establish new businesses. Page 91
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16 Classification: OFFICIAL PLANET: Delivering net zero and improving our biodiversity by supporting the sustainable growth of clean energy production (i.e. hydro, solar, wind and biomass), woodland, peat and marine habitat restoration, encouraging green industries to develop in our area, nature-based solutions and community ownership. The SMART Actions noted in the PLANET tables below: • Achieve net zero through increased clean energy production, forestry expansion, and marine habitat restoration. • Embrace clean energy opportunities and work to provide better local outcomes, including job retention and creation. • Develop low-carbon infrastructure to enable alternatives to private transport including active travel, better digital connectivity, and sustainable housing. • Foster nature-based solutions for increased climate change resilience and biodiversity enhancement. • Support emerging sustainable industries like seaweed farming, marine research and green energy. • Unlock the potential of the marine economy to create sustainable economic growth opportunities across Argyll and Bute. Page 92
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17 Classification: OFFICIAL PLANET: Delivering Net Zero by 2045 through Economic Actions Council Actions Partner Actions Short-term success measures (up to 3 years) Progress on Actions 2024-2025 Resources Outcome by 2034 1. Prepare a Local Area Energy Plan for Argyll and Bute. 2. Work with our Community Planning Partners, community groups, trusts and bodies to delivery environmental, carbon neutral, projects. 3. Develop low-carbon infrastructure to enable alternatives to private transport including active travel, better digital connectivity*, and sustainable housing**. (*digital connectivity see PLACE: Improving Connectivity actions and **sustainable housing see PLACE: Housing Emergency). 1. Strong collaboration required from all Community Planning Partner stakeholders and the private sector – community climate hubs. 2. Argyll and the Isles Coast and Countryside Trust (ACT) leading on the delivery of an expanded North Atlantic Rain Forest and expanded restoration of peat bogs. 3. Strategic partners to lobby for funding, build political and community support to delivery Net Zero. 1. Deliver a Local Area Energy Plan (LEAP) for Argyll and Bute by December 2026. 2. Ensure economic opportunities through the production of a Regional Climate Change Strategy and Action Plan by the end of March 2028. 3. a) Adoption of an Active Travel Strategy by the end of March 2028. b) Preparation of the full business case by Hub North for the West Coast UAV Logistics and Training Hub at Oban Airport by March 2027. c) Continue the delivery of the Home Energy Efficiency Programme for Scotland (HEEPS) and new build (energy efficient) social housing (*for target, 20 key worker houses, see PLACE: Housing Emergency). 1. Discussions ongoing with Hub North on securing funding for LAEP. 2. Work ongoing by Commercial Services. 3. a) Active Travel Strategy out for public consultation. b) Oban Airport Business Park moving to development stage following business case approval and securing additional TIF funding. Awaiting Community Regeneration Programme funding announcement. c) HEEPs ongoing work secured a £2.2m grant for this financial year. ECO4 status secured. Funding via the UK and Scottish Governments Net Zero agenda. Renewables, forest expansion and energy conservation. Private sector community benefits. Argyll and Bute established as a leading low carbon economy and taking best advantage of our natural capital. Page 93
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18 Classification: OFFICIAL PLANET: Expanding Green / Clean Energy Production Council Actions Partner Actions Short-term success measures (up to 3 years) Progress on Actions 2024-2025 Resources Outcome by 2034 1. Lead efforts to achieve net zero through clean energy production. 2. Consideration of green energy production on Islay to unlock economic opportunity. 3. To continue to lobby SSE networks for grid improvements to and from Islay to take advantage of new offshore wind opportunities and assist in the decarbonisation of the Islay economy; and to lobby SSE Networks and Scottish Power Energy Networks for better grid connectivity for communities experiencing grid constraints. 1. HIE and SE to support carbon sequestration activity and relevant funding. 2. Community groups to maximise returns for clean energy community benefits. 3. Argyll and Bute Renewables Alliance (ABRA) and other relevant partners to support the sustainable growth of the renewables and clean energy sectors across Argyll and Bute. 4. To sign off by 2027 the Hebrides and Orkney Whole System Uncertainty mechanism (HOWSUM) to act as a framework for a modern fit for purpose electricity distribution network across our island communities. 1. Increasing clean energy production by 500 MWs. 2. Completion of Rural Growth Deal full business case for ‘Creating a low carbon economy on Islay’ by March 2027. Continue to bid for carbon neutral funding for Islay. 3. To continue to lobby OFGEM and network operators to create SMART use of the grid and approve grid improvements – ongoing. 4. Increase community benefit returns by 10% by 2027. 1. Ongoing activity 13 on shore wind farms submitted 24/25 plus several battery storage schemes. 2. Re-examining Islay Business case following feedback from Governments. Carbon Neutral funding bids submitted annually. 3. Argyll and Bute Council has responded to several Government consultations on the grid investment. 4. Draft Economic and Social Charter being prepared for committee. Community benefits being monitored. SSEN Argyll Local fund now live. UK and Scottish Government funding. Private sector investment. Deliver clean energy sectoral opportunities and infrastructure across Argyll and Bute. Page 94
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19 Classification: OFFICIAL PROSPERITY: Creating higher wage opportunities, seizing opportunities in the net-zero economy, improving productivity and innovation through increasing business efficiency including the use of digital technology, empowering communities through ownership and wealth creation, sustaining public services, promoting the marine and green economies, enabling the sustainable growth of key sectors such as food and drink together with revitalising the tourism and hospitality sectors and supporting the growth of the creative industries. The SMART Actions noted in the PROSPERITY tables below: • Capitalise on net-zero opportunities for green jobs and improve living standards. • Focus on productivity improvements through digital technology. • Empower the public, private and third sectors to provide services, participate in shared management of civic spaces and generate income. • Revitalise our key sectors such as the tourism and hospitality industry. • Leverage natural and cultural assets to drive sustainable business growth and overall economic growth. Page 95
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20 Classification: OFFICIAL PROSPERITY: Supporting Business Start-up and Growth Council Actions Partner Actions Short-term success measures (up to 3 years) Progress on Actions 2024-2025 Resources Outcome by 2034 1. Lobby and influence the UK Government and the Scottish Governments on future funding decisions to continue business support funding across local government and partner agencies. Council Officer Funding Group established to collate information on existing and future funding that will facilitate lobbying. 2. Influence and facilitate business creation, retention and growth through tailored support by teams and funding within Economic Growth, such as Business Gateway and the Rural Tourism Infrastructure Fund (RTIF) respectively. and other council departments with sectoral remits. 3. Encourage organisations to consider alternative business models, with a particular focus on succession planning. Business Gateway signpost relevant information and resources. 4. Focus on business productivity improvements through digital support and reviews through current Expert Help Business Gateway interventions, funded by the UKSPF Transition funding for 2025/26. 1. Collaborative working by UK and Scottish Governments working with local authorities through Scottish Local Authorities Economic Development (SLAED) group. 2. Complementary business start-up and growth support from HIE and SE. 3. Complementary support on the adoption of alternative business models to assist with succession planning and business retention from HIE and SE. 4. Complementary support on business productivity improvements from HIE and SE. 1. Ongoing lobbying activity on future business support funding with external partners such as SLAED. 2. Commit and spend all business support grants funded by the UKSPF by the end of March 2026, which includes the UKSPF transition funding for 2025/26. 3. HIE to provide 2 cases studies by the end of March 2027 to demonstrate the adoption by local businesses of alternative business models. 4. Publish all outcomes from the digital support and reviews and Expert Help by end of June 2026. 1. Between June 2023 and March 2025 Business Gateway, Economic Growth, delivered a programme of additional support worth £516,521 fully funded through the UKSPF. 165 unique businesses were supported, via: • 87 small business development grants • 75 start-up grants • 16 training, trade fair, accreditation or digital grants • 9 expert help • 6 participants on intensive business support programme. 2. Impact of UKSPF – see infographic in Economic Growth Activities and Outcomes paper, EDI Committee, 11th September 2025.. UK Government funding (RGD & Community Regeneration Partnership Funding) and Scottish Government funding (RGD, Business Gateway and HIE). Argyll and Bute established as the natural choice for ambitious, emerging, productive and innovative new SMEs and industries to grow and flourish. Page 96
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21 Classification: OFFICIAL PROSPERITY: Supporting Key Sectors and Productivity Council Actions Partner Actions Short-term success measures (up to 3 years) Progress on Actions 2024-2025 Resources Outcome by 2034 1. Lobby and influence the UK Government (e.g. UKSPF successor programme) and the Scottish Government (e.g. CLLD Fund) future funding decisions to support our key sectors such as tourism, food and drink, creative industries, renewables and marine with multi-annual funding models. 2. Promote our creative industries and their expansion across Argyll and Bute. Approve in principle, the hosting of the Royal National Mod Oban 2028. 3. Progress the development of the Kilmory Business Park Phase 2, Colgrain Business Park and Oban Airport Business Park. 1. Collaborative working by UK and Scottish Governments with local authorities. 2. CHARTS to attract external funding and support the sustainable growth of the sector including Gaelic culture as a means to boost business growth. 3. Relevant private sector companies; HUB North; Scottish Future Trust (SFT), HIE and SE to support the Council’s Procurement Team to publicise the supply chain opportunities from Kilmory Phase 2 and Oban Airport Business Park. 1. Secured sectoral funding for 2025/26 and beyond through external funding sources. 2. Deliver the Kilmory Business Park, Phase 2 by early of 2025/26; finalise the Colgrain Business Park Full Business Case by the end of March 2026; delivery Oban Airport Business Park by spring 2027. 1. Council Officer Funding Group established to collate information on existing and future funding to facilitate lobbying. 2. CHARTS awarded development funding from Creative Scotland during 2024/25 which may lead to them achieving Regularly Funded Organisation status. 3. Kilmory Business Park 2 under construction. Site investigation works ongoing for Colgrain Business Park. Oban Business Park approaching development phase. UK Government funding (RGD & replacement programme for levelling up) and Scottish Government funding (RGD, CLLD & RCGF); Crown Estate Scotland; Tax Incremental Finance (TIF) model (Argyll and Bute Council), Historic Environment Scotland (HES) and Heritage Lottery Fund (HLF); Creative Scotland; HLF. Argyll and Bute established as the natural choice for ambitious, emerging, productive and innovative new SMEs and industries to grow and flourish across the key sectors such as tourism, food and drink, creative industries, renewables and marine. Page 97
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22 Classification: OFFICIAL PROSPERITY: Supporting Key Sectors and Productivity (continued) Council Actions Partner Actions Short-term success measures (up to 3 years) Progress on Actions 2024-2025 Resources Outcome by 2034 4. Create a world class visitor destination through the delivery of Rural Growth Deal projects such as the Rothesay Pavilion and Kintyre Seasports. 5. Facilitate private sector investment in tourism accommodation and facilities. 6. Promote the strengths and opportunities of Argyll’s two current whisky regions, Islay and Campbeltown. 4. Argyll and the Isles Strategic Tourism Partnership to work collectively to support the sustainability and growth of the sector. 5. HIE to engage with a range of inward investors with a focus on the distilling sector. 3. Complete the restoration of the Rothesay Pavilion with the creation of 14 FTEs and deliver the Kintyre Seasports project, both by end of March 2027. 4. Expected to facilitate the leverage of £0.5bn of private sector capital investment in our key sectors by March 2028. 5. To facilitate the sustainable growth of Argyll and Bute’s current 2 distinct whisky regions (Islay and Campbeltown) that maximises local supply chain benefits by the end of March 2028. 4. New Strategic Tourism Partnership Strategy published August 2025. 5. Rothesay Pavilion on track for completion. Kintyre Full Business Case being developed. £200k secured for planning start. 6. Ongoing activity with several new distilleries on site and bonded warehouses under construction. UK Government funding (RGD & replacement programme for levelling up) and Scottish Government funding (RGD, CLLD & RCGF); Crown Estate Scotland; Tax Incremental Finance (TIF) model (Argyll and Bute Council), Historic Environment Scotland (HES) and Heritage Lottery Fund (HLF); Creative Scotland; HLF. Argyll and Bute established as the natural choice for ambitious, emerging, productive and innovative new SMEs and industries to grow and flourish across the key sectors such as tourism, food and drink, creative industries, renewables and marine. Page 98
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23 Classification: OFFICIAL PROSPERITY: Empowering Communities (public, private and third sectors) to Increase their Resilience, Provide Services and Generate Income Council Actions Partner Actions Short-term success measures (up to 3 years) Progress on Actions 2024-2025 Resources Outcome by 2034 1. Through collaborative and partnership working ensure the CWB approach is embedded in the delivery of all council projects. 2. Engage and align with the Highlands and Islands Regional Economic Partnership (HIREP) Community Benefit sub- group activity and proposed outcomes. 3. Further to a detailed 12- week consultation period in the final quarter of 2024/25, collate a Visitor Levy Consultation Report for elected member consideration. 4. Focus on addressing areas of deprivation, particularly in Dunoon, Rothesay and Campbeltown, by fostering community partnerships. 1. The CPP, and other key cross sector stakeholders, to support the delivery of the CWB approach, with a focus on the recent CPP research on CWB. 2. HIE to support the delivery of community-led projects to support resilience and create local wealth generating opportunities. 3. Key partners across the Highlands and Islands are members of the HIREP Community Benefit sub-group with a focus on benefits pertinent to their own geographical areas as well as the Highlands and Islands. 1. Collective CWB approach embedded in all council project/ programme delivery. 2. Assist in the delivery of the community benefit proposals developed by HIREP, with a focus on Argyll and Bute communities. 3. Consultation completed. To reach a decision on whether to introduce an Argyll and Bute Visitor Levy by the early autumn 2025. 4. Identify clear economic functions for Dunoon, Rothesay and Campbeltown by March 2027. Working with BIDs and CDTS in particular, with Dunoon and Rothesay to deliver improved buildings, remove dereliction, and public realm enhancements 1. Tobermory Business Site phase 2, Port Ellen Community Hub, Colonsay and Tiree Business units completed. 2. Ongoing activity active member of HIREP. 3. Supporting potential Dunoon Data Centre bid for AI Growth status across Argyll and Bute. 4. Ongoing activity. Major capital works being progressed for Rothesay and Dunoon. Focus on assisting SMEs to establish businesses in both areas. . UK Government and Scottish Government funding. Private sector community benefit contributions. Community Benefit funding disseminated through working with and HIREP. Communities are equipped to improve their resilience through achieving local economic outcomes and social benefits that retain economic prosperity locally. Page 99
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24 Classification: OFFICIAL PROSPERITY Maximise the Potential of the Marine Economy Council Actions Partner Actions Short-term success measures (up to 3 years) Progress on Actions 2024-2025 Resources Outcome by 2034 1. Unlock the potential sites for development with direct water access. 2. Support SMEs (through the Business Gateway service) to access supply chain opportunities aligned to the marine economy. 3. Provide support for new products including renewables linked to the RGD funded Marine Industry Training Centre (MITC) e.g. hydrogen, biofuels, bioplastics and to the Machrihanish Innovation Centre (MIC). 4. Ensure that the Rural Growth Deal (RGD) Marine Aquaculture Programme (MAP) delivers benefits for the whole marine industry and supports the expansion of new industries such as seaweed farming. 5. Unlock the potential of the North Lorn Port. 1. HIE, SE, the Loch Lomond & the Trossachs National Park Authority and Crown Estate Scotland are key partners to unlock potential sites. 2. HIE and SE to support SMEs to access supply chain opportunities. 3. HIE, in partnership with SAMS supports marine sector growth through: a) HIE led development of Phase 2 of the European Marine Science Park, “Camas House”. b) HIE led development of the business cluster through development and delivery of a strategy marketing plan. 4. HIE, in partnership with the council, SAMS, UHI, UHI Argyll and University of Stirling, to support marine economic opportunities realised through the MAP, specifically: a) RGD – MAP – SAMS led Centre for Seaweed and Shellfish Innovation and Development (CSSIDe). b) RGD – MAP – Argyll UHI led Marine Industry Training Centre (MITC). c) RGD – MAP – Uni of Stirling- Machrihanish Innovation Centre (MIC). 1. Site options appraisal and feasibility work completed by end of March 2027. 2. Supply chain opportunities realised and promoted through preparation of up to 5 case studies. 3. a) Completion of Camas House, European Marine Science Park (EMSP) Phase 2 during 2025/26. b) Growth in the number of marine organisations at the EMSP by 5%. c) CSSIDe business case completed; CCSIDe design development undertaken by the end of March 2027. 4. a) MITC full business case completed; MITC design development undertaken by the end of March 2027. b) MIC full business case completed: MIC design development undertaken by the end of March 2027. 5. Undertake a feasibility study into North Lorn Port. 1. Camas House nearing completion at the EMSP. Awaiting CRP fund decision on fitting out of second floor. 2. MITC full business being reappraised with partners. UK and Scottish Government funding. Council and HIE staff resource. 3. a) HIE GIA (General Investment Accounts) with external funding sought for fit-out. b) HIE GIA and council funded Business Gateway. c) SAMS, RGD and match funding. 4. a) UHI Argyll and RGD. b) University of Stirling, RGD and match funding. Council or future external funding opportunities. Delivery of marine economy opportunities across Argyll and Bute. Page 100
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25 Classification: OFFICIAL Overarching Economic Key Outcomes for Argyll and Bute by the end of March 2028 Data sources: Office for National Statistics, Scottish Annual Business Survey (data often reported two years in arrears) and Skills Development Scotland Regional Skills Assessments. These overarching economic outcomes can only be achieved through a strong focus on collaboration and a joined-up approach, working closely with the Community Planning Partnership, complete with the revised Local Outcome Improvement Plan (LOIP) and proposed future Community Wealth Building Action Plan (once CWB (Scotland) Bill progresses through the Scottish Parliament during 2025 to become an Act), partner agencies and stakeholders across Argyll and Bute and at both a regional and national level. 1. Increase the rate of economic activity for the 16-64 cohort to 76% (i.e. an increase of 360 individuals). 2. Grow the Argyll and Bute workforce by 600 individuals. 3. Secure a 5% uplift in place-based investment. 4. Increase in turnover by 30% and increase in job creation by 26% for all supported businesses. 5. Deliver 20 key worker homes. 6. Retention of 60 FTEs and the creation of 30 FTEs. Page 101
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26 Classification: OFFICIAL GLOSSARY of ACRONYMS COUNCIL DEPARTMENTS AND PARTNER ORGANISATION DEVELOPMENT PROJECTS / PROGRAMMES EXTERNAL FUNDS DEG: Development & Economic Growth, Argyll and Bute Council RGD: Rural Growth Deal UKSPF: UK Shared Prosperity Fund DYW: Developing the Young Workforce, Argyll and Bute Council RSAP: Rural Skills Accelerator Programme NOLB: No One Left Behind HR: Human Resources, Argyll and Bute Council STEM: Science, Technology, Engineering and Maths RCGF: Regeneration Capital Grant Fund SG: Scottish Government CWB: Community Wealth Building RTIF: Rural Tourism Infrastructure Fund UKG: UK Government UAV: Unmanned aerial vehicle CLLD: Community Led Local Development Fund HIREP: Highlands and Islands Regional Economic Partnership PCZ: Planning Control Zones LACER: Local Government COVID Economic Recovery ABEP: Argyll and Bute Employability Partnership TDGC: Tobermory to Dalmally Growth Corridor HLF: Heritage Lottery Fund OFGEM: Office of Gas and Electricity Markets HLGA: Helensburgh & Lomond Growth Area HIE GIA: Highlands and Islands Enterprise General Investment Accounts HIE: Highlands and Islands Enterprise HEEPS: Home Energy Efficiency Programme for Scotland SE: Scottish Enterprise CSSIDe: Centre for Seaweed & Shellfish Innovation & Development (CSSIDe). SDS: Skills Development Scotland MAP: Marine Aquaculture Programme UHI: University of the Highlands and Islands MITC: Marine Industry Training Centre UHI Argyll: University of the Highlands and Islands in Argyll MIC: Machrihanish Innovations Centre SAMS: Scottish Association for Marine Science EMSP: European Marine Science Park HITRANS: Highlands and Islands Transport Partnership SPT: Strathclyde Partnership for Transport BT: British Telecommunications ACT: Argyll and the Isles Coast and Countryside Trust ABRA: Argyll and Bute Renewables Alliance HES: Historic Environment Scotland BIDS: Business Improvement Districts CDTs: Community Development Trusts Page 102