Agenda reports pack
Argyll and Bute Council · 6 June 2025
Back to Argyll and Bute Community Planning Partnership - Management Committee — 6 June 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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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, 6 JUNE 2025 at 10:00 AM, which you are requested to attend. BUSINESS 1. WELCOME BY CHAIR (PIPPA MILNE) 2. APPROVAL OF LAST MINUTES (Pages 3 - 16) 3. AREA COMMUNITY PLANNING GROUP REPORT (Pages 17 - 26) 4. CLIMATE CHANGE OFFICER REPORT (ANDY MACPHERSON) (Pages 27 - 34) 5. COMMUNITY WEALTH BUILDING CHARTER (TAKKI SULAIMAN) (Pages 35 - 60) 6. ICEBREAKER (JOHN MCLUCKIE) 7. TRANSPORT AS AN ABOIP PRIORITY (RONA GOLD / JOHN MCLUCKIE) 8. TRANSPORT IMPROVEMENTS IN THE PIPELINE (COUNCIL, TRANSPORT SCOTLAND AND CALMAC) (Pages 61 - 72) 9. BREAKOUT SESSIONS 10. INTRO TO NEXT PRIORITY SESSION: HOUSING (IONA CAMPBELL) (Pages 73 - 78) 11. FIRE SERVICE PRESENTATION ON SERVICE DELIVERY REVIEW FOR ARGYLL & BUTE (GROUP COMMANDER BARRIE MCCUTCHEON) (Pages 79 - 86) 12. CLOSE Argyll and Bute Community Planning Partnership - Management Committee Public Document Pack
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Classification: OFFICIAL Minutes of the Argyll and Bute Community Planning Partnership Management Committee held at Council Chambers, Kilmory and online via MS Teams on Wednesday 16 April 2024 at 1000 Present: Pippa Milne, Argyll and Bute Council (ABC) (Chair) Morag Goodfellow, Highland and Island Enterprise (HIE) Cllr Mark Irvine, ABC Takki Sulaiman, Argyll and Bute TSI Rona Gold, ABC Colin Buchanan, Chair OLI ACPG Patricia Dowd, DWP Sarah Davies, Chair HL ACPG Mo McKenna, University of the Highlands and Islands Reeni Kennedy-Boyle, Vice Chair BC ACPG Joe McKay, Scottish Fire and Rescue Cllr Julie McKenzie, Vice Chair OLI ACPG Samantha Campbell, NHS Highland John McLuckie, ABC Douglas Whyte, Argyll and Bute Council Mary Holt, ABC Trish Robertson, Police Scotland Gill Simpson, Chair HL ACPG Ranald Robertson, HITRANS Andy Macpherson, ACT Stuart Green, ABC Graham Bell, NHS Highland Board Lucy Dunbar, ABC Paul Ashworth, LiveArgyll Milly Leggett, ABC Katie MacKenzie, ABC Nicola Reaney, ABC (Secretary) Apologies: Cllr Jim Lynch, ABC Cllr Anne Horn, ABC Kirsty Flanagan, ABC Fergus Murray, ABC Iain MacInnes, ABC Gary I’Anson, Police Scotland Paul McCafferty, Scottish Enterprise Susan McRae, SDS Liz Prior, NatureScot Alison McGrory, NHS Scotland Evan Beswick, Argyll and Bute HSCP 1. WELCOME AND APOLOGIES (CHAIR) Pippa welcomed everyone to the meeting and apologies were noted as above. Pippa welcomed new members to the CPP Management Committee (CPP MC) - Karen Craib and Paul McCafferty from Scottish Enterprise, Trish Robertson from Police Scotland, and Katie Mackenzie from the Council. 2. MINUTES OF THE PREVIOUS MEETING - DECEMBER 2024 (CHAIR) The minutes of the previous meeting held on 6th December 2024 were approved. An amendment was requested to the Area Community Planning Group (ACPG) update that was part of the agenda pack for the December Meeting which includes concerns raised by Oban, Lorn and the Isles (OLI) regarding the loss of funding to the Living Well Network which were also made by the Helensburgh and Lomond (HL) ACPG. The amendment was noted and will be incorporated into the last minutes. 3. REVIEW OF ACTION LOG (RONA GOLD) Rona Gold provided an update on the action log, highlighting the progress made on various actions and identifying those that are still ongoing: Page 3 Agenda Item 2
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Classification: OFFICIAL - Partner offers of support to LOIP actions will be discussed further in this meeting. - Engagement with Colin on Transport Research. Colin raised the importance of including community councils in transport research. Rona noted this has been incorporated into the planning work and the action remains ongoing to ensure thorough engagement and completion. - Fair Funding guidance will be discussed further in this meeting, including work on a local statement on this by Takki. 4. AREA COMMUNITY PLANNING GROUP UPDATES (JOHN MCLUCKIE) John provided an overview of the ACPG reports from rounds of meetings held in February. He highlighted key points from the meetings, including concerns raised by partners at the Helensburgh and Lomond ACPG regarding the switch off of the Radio Teleswitch Service (RTS) and the Public Switch Telephone Network (PSTN). Pippa confirmed that Iain MacInnes will provide an update to ACPGs on this. Governance arrangements were considered and adopted for next year, including the terms of reference and membership. The Oban, Lorn and the Isles (OLI) ACPG agreed to establish a short-term working group to explore community resilience requirements as a result of climate change. There was also a change in meeting dates for the Bute and Cowal (BC) and Helensburgh and Lomond (HL) ACPGs due to the Scottish parliamentary elections. Mid Argyll Kintyre and the Isles (MAKI) ACPG raised concerns regarding the new reporting format by the Police to their meetings. ACTION – Trish to investigate the reporting from the Police to MAKI ACPG and improve that going forward. Sarah (HL ACPG), Reeni (BC ACPG) and Colin (OLI ACPG) raised concerns about the lack of consultation on the decision to end the Living Well Networks’ funding. Samantha agreed to provide an update on the work from NHS Highland of the developments regarding the cessation of funding to the Living Well Networks, and will provide details of the future support that will be available at the next round of ACPG meetings. She confirmed that Health Equalities Impacts Assessments had been carried out in advance of the decision to withdraw the funding. ACTION – Information on the cessation of Living Well Networks funding to be recirculated to ACPG members and any feedback on gaps this has caused to be fed back to HSCP. ACTION – Argyll and Bute HSCP to present an update on the Living Well agenda at the next round of ACPG meetings Pippa thanked the ACPGs for their continued work in the local areas. 5. COMMUNITY PLANNING SELF-ASSESSMENT DRAFT IMPROVEMENT PLAN (RONA GOLD) Rona provided an overview of the draft improvement actions from the March 21st session with the Improvement Service (IS). The plan includes draft improvement Page 4
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Classification: OFFICIAL actions for the next 15 months and Rona emphasised the importance of getting feedback and consensus on the improvement plan with volunteers sought for specific actions; - Undertake mapping to understand mechanism each partner has in place to understand communities’ needs (due by December 2025). Rona suggested that partners could join the existing Council Engagement Strategy Group (CESG) to take this forward rather than create a separate meeting. Partners agreed to that approach to prevent duplication of efforts, and they were asked to volunteer people to attend. Fire and Police advised representatives from their organisations would attend and Takki also noted that the TSI have an upcoming strategic consultation exercise and would like to engage with the CESG on questions for that. Andy also expressed an interest to join the CESG as he has completed extensive consultation as part of the Climate Change Strategy work. Rona confirmed that engagement on this would be undertaken with the ACPGs via the Chair / Vice Chair meetings to then feedback into the CPP MC. Douglas was also keen to be involved to understand how better to engage with Community Councils. ACTION – Rona to pick up with Colin on how best to establish a point of contact for engagement into local groups. Colin asked if Takki would be engaging with the Development Trusts, Scottish Islands Federation and Scottish Islands Trust as part of the TSI consultation. Takki confirmed the intention was for the consultation and scoping to be a large process that would be thorough and that every part of our communities would be involved to provide data on the current state of the third sector and how the TSI can best support that. - Officers supporting ACPGs to understand what is beneficial from them within the meeting schedule and agendas to build a feedback loop - Rona noted work on this has already started and asked the ACPGs to consider if they would like to have separate meetings on this or to tie it into existing ACPG Chair and Vice Chair meetings. The consensus at the meeting was to do this using existing meetings and that it could be reviewed and changed in the future if required. - Encouraging active citizenship in communities to take part in the CPP – How to refresh and explain what CPP is, showing groups and individuals how they can influence CPP and demonstrate good news stories. Looking at how to engage with community councils to see if they can support in leading this. Rona will be meeting with the Council Governance Manager to see how we can work with better with Community Councils then set up a short life working group (15 months) to move action forward. Reeni suggested that it would be good to engage with Jean Moffat, convenor of Bute Community Council and Area Community Planning Group Chair as she has existing strong links with other community councils. Rona welcomed volunteers to join this group. Colin and Sarah said they would ask for volunteers from their respective ACPGs. Andy was also keen to join this group as community resilience plans were a good “jumping off point” for discussions with Community Councils. Page 5
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Classification: OFFICIAL - Engaging directly with Community Councils – Rona took agreement from the attendees that this action was tied into the above. - Considering partnership approach to board member induction – A working group will be set up to take forward planning face to face development sessions in the year. These sessions need to be valuable and Rona asked for volunteers to work with her and John to get the content of those sessions right. Reeni suggested contacting Ailsa Clark at Inspiralba as they have been offering facilitated Art of Hosting sessions that were engaging and created fun and challenging conversations. Sam noted her team may also be able to help with this. Rona advised the next development session would be incorporated into a longer meeting of the already scheduled CPP MC on 6 June. ACTION – Partners to offer any content suggestion for development days to cppadmin@argyll-bute.gov.uk Rona will also work with IS to take good practice from other CPPs. Rona suggested adding this to future CPP MC meeting agendas and offered to send round case studies on what is happening in other CPPs. Sarah noted that Gill Simpson would be happy to work on improvements to the CPP Welcome Pack. Rona added that the first CPP podcast was about to go live. ACTION – John to forward case studies from other CPPs to partners. ACTION – Volunteers are welcomed from Partners to record a podcast with John. - Establish a short life working group to develop process for partners to do when handing over to someone else in your organisation. Mo was keen to be involved in this from public sector perspective. Sarah nominated Gill to be involved and Colin also volunteered to be part of this group. Trish highlighted the usefulness of the Welcome Pack and Rona suggested good practice could be learned from existing handover processes in place within the Police. Pippa said that the feedback from multiple partners was that the IS session was very positive and created really helpful actions to focus the delivery of improvements. 6. ARGYLL AND BUTE OUTCOMES IMPROVEMENT PLAN 2024-2034 - NEXT STEPS (RONA GOLD / JOHN MCLUCKIE) Rona and John gave a presentation on ABOIP priorities and next steps, saying there is a really good understanding on the priorities (Transport Infrastructure, Community Wellbeing and Housing) due to the engagement process. At the end of 2024, the CPP agreed what the actions coming under the priorities would be (shaped from our understanding of need) and agreed the long-term objectives. The full set of actions was shared as part of the December 2024 CPP MC agenda pack Item 10(b). Rona asked for a consensus from the CPP on the proposed actions and measures, what the CPP can add value to, and asked the CPP to familiarise themselves with the information ahead of a further session on this at the Page 6
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Classification: OFFICIAL June CPP MC to approve the actions, agree on how the work will be project managed and finalise project mandates before the projects are initiated. ACTION - Any concerns or comments on the ABOIP priority actions can be sent to cppadmin@argyll-bute.gov.uk. • Rona gave the meeting an example of how the 5 actions, outputs and measures were created under the Transport priority, noting that they would be approved at the June meeting. The actions were (1) Establish a transport integration working group, (2) Consider establishment of community active travel network, (3) Research commissioned to understand areas of transport related inequalities and to create baseline for measuring successful delivery of this objective, (4) Work with ACPGs to promote the local options for car- pooling/sharing and (5) Incorporate EV suggestions within CPP Climate Change Strategy. Reeni shared a link in the meeting chat to research being undertaking in local communities in the area of active travel and accessibility in the public realm. Sarah also noted that transport was a big issue arising from the Local Place Plan (LPP) event held in Helensburgh and the need to work with partners to address specific transport issues in that area. Rona advised that she has developed a cross council working group on LPPs and can pick that up in June as to how LPPs feed into transport actions plans and will also bring that to the ACPG meetings in May. Colin asked for the strategic review of ferries to be included in the discussions at the June meeting. Ranald commented in the chat that he could see how HITRANS can support this work, advising that Active Travel Masterplans have been prepared for Oban, Lochgilphead, Ardrishaig, Tarbert, Campbeltown, Rothesay and Dunoon. He added that he thought the baseline work will be important to capture the scale of transport poverty in Argyll and Bute. 7. PROJECTS (a) CPP Climate Change Strategy and Action Plan (Andy MacPherson) Andy gave a presentation on the Argyll and Bute Climate Action Strategy. The strategy aims to make Argyll and Bute climate-ready by acting together to understand and adapt to the changing climate. The strategy includes six priority areas: infrastructure, policy influence, skills and supply chain, resilience, risk assessment, and cross-cutting themes. Community resilience was highlighted as a key area where the CPP can make a significant impact and the importance of developing local resilience plans was emphasised, with a focus on using local knowledge to inform risk assessments. Andy discussed the legacy of the project and suggested developing a funding application to provide ongoing support on action delivery, potentially using the lottery Climate Action Fund as a project proposal model. The strategy document and terms of reference were approved by the CPP MC. The next steps include finalising the action plan with a foreword from the CPP MC Chair, consideration of how it integrates with other CPP priorities and action to include climate aspects in community resilience plans. The work by Andy was widely praised Page 7
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Classification: OFFICIAL by the CPP MC members with Pippa noting that it was no mean feat to take so much information and distil it to something that is achievable. The links to community resilience were clear especially after how recent extreme weather had affected our communities. ACTION – Partners that would like support as to how they can contribute to action delivery for the plan can contact Andy at andy@act-now.org.uk. Reeni said that the CPP MC should consider submitting the plan to the Scottish arliament working group on climate to highlight to them the excellent work being undertaken in Argyll and Bute, highlighting our longer term aspirations at that level to assist in lobbying for future support. This was agreed. Rona added that the partnership working to bring together resources to complete this work was worth showcasing. ACTION – CPP MC to submit Climate Action plan to Scottish Parliament climate working group. Rona asked if action could be taken forward by considering at the June meeting where climate actions sit under the three ABOIP priority headings – rather than creating separate workstreams. Rona also asked how quickly could funding applications be resourced for Andy to continue work on the action delivery. Rona noted that if there is agreement to investigate funding to continue Andy’s post then the Climate Change Steering Group can take that forward for agreement at the CPP MC. Pippa suggested that be taken off table. Andy asked to record a note of thanks to Stan Phillips for all his work in producing the Climate Strategy. Rona added that Stan was an integral part of the steering group of partners that worked on this plan. (b) CPP Community Wealth Building (CWB) Short Life Steering Group - CWB Bill (Takki Sulaiman / John McLuckie) Takki highlighted the commissioned report from CLES on CWB last year which included 23 recommendations for CWB action in Argyll and Bute. A steering group was set up to deep dive into how those actions could be progressed meaningfully with a range of partners in attendance. Of those 23 actions, there is a need to prioritise those that can have the biggest impact. In this locality, the biggest impacts come from those related to the Procurement pillar. The steering group also discussed the CWB Bill and Takki noted there is an opportunity to respond to consultation on this (individually and collectively as a CPP) by 23 May 2025. A draft response to this has been drafted and can be shared. Takki advised the collective feeling in the steering group was that work should continue on the creation of a local CWB charter, even before the CWB Bill becomes law, and advised the steering group plans to bring a set of priorities and a draft charter to the CPP meeting on June 6th for discussion and approval. ACTION – CWB Steering Group to bring set of priorities and draft charter to 6th June meeting. Page 8
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Classification: OFFICIAL John then gave an overview of the CWB bill published at end of March which looks to ensure consistent implementation of Community Wealth Building across Scotland. It includes provisions for the preparation of an action plan, guidance and a list of specified public bodies that must have due regard to the guidance. There is a specific section in the policy memorandum of the Bill that mentions CPPs. Rona highlighted that the bill proposes duties for local authorities rather than community planning partnerships and asked for the steering group’s perspective on this and how it aligns with the CPP’s actions and how to ensure a way forward all partners are in agreement with. Takki responded that the steering group was surprised that the duties fell to local authorities, and believe the CPP should be the driver for CWB. The steering group felt that the bill had too much of an economic development focus and not enough on community ownership and well-being. He also noted that there will be a need for additional resources to implement CWB effectively and that there was definitely room for comments to be made on the Bill content and proposed leadership structure. Pippa thanked Takki and John for the update on this key bit of legislation and encouraged partners to provide feedback on the Bill. Pippa also asked if the actions for CWB could be captured as part of the ABOIP priority actions to ensure ongoing momentum is maintained. ACTION – Draft response to government on CWB bill to be sent to Partners for responses by 16 May. 8. PARTNERSHIPS REPORTING TO CPP (ANNUALLY OR BY EXCEPTION) - COMMUNITY JUSTICE (MARY HOLT) Mary provided an overview of the draft Community Justice annual report and suggested distributing the final version of the Community Justice Plan to the Community Planning Partnership (CPP) for consultation rather than scheduling time in the busy June meeting. ACTION – Mary to forward the final version of the Community Justice Plan for consultation to the CPP MC. Mary noted the main statutory partners involved in the Community Justice Partnership and pointed to the definition of Community Justice (page 96), emphasising its long-standing presence and the integration of various organisations like the police, justice social work, and courts at a local level. Mary acknowledged the lack of funding for improvement work and the need to work within current resources, noting the importance of linking community justice work with CPP priorities such as transportation and community well-being, and suggesting that community justice could join existing CPP workstreams rather than setting up separate ones. She also noted the linkages with ACPGs as they look to develop Community Justice into place based approaches – community service, prison releases, employability etc. Page 9
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Classification: OFFICIAL Community Justice has a large portfolio but has no funding from improvement work, and Mary is keen to develop what can be done with current resources and what is unable to be delivered because of that. Pippa thanked Mary for the challenging bit of work. Services are not readily available in our remote rural geography and it is important that we creatively look at how this can be integrated into the priorities while being action focussed. ACTION – Mary to bring proposal on how to integrate Community Justice into ABOIP priorities to September meeting. 9. PARTNER UPDATES - CLD STRATEGIC PARTNERSHIP PLAN (PAUL ASHWORTH) Paul Ashworth presented the Community Learning and Development (CLD) Partnership Plan highlighting significant progress and developments since the HMIE progress visit last year. The plan, overseen by Live Argyll and the CLD Strategic Partnership, was developed through extensive consultation, receiving over 900 responses. The partnership agreed to focus on six key themes for the 2024-2027 plan: digital skills, core skills for learning, life and work, health and well-being, community voice, the Live Argyll offer, and improving partnership work. Effective CLD relies on joint ownership and commitment from all partners. Paul asked the CPP MC to note the response to the HMIE progress visit in January 2024. The inspectors highlighted the need for significant improvements in the plan's outcomes, ensuring they were measurable and aligned with updated local and national policies. In response, the CLD team delivered several CPD training sessions to stakeholders and CLD workers, focusing on measuring, evaluating, and reporting both quantitative and qualitative data related to specific outcomes. This training increased confidence and understanding among attendees, leading to positive feedback and a commitment to continue to develop key skills and improve how work as partnership. Additionally, the partnership developed a performance tracker encompassing performance reporting on outcomes, baseline data, timelines, and a RAG-rated system to track risks. This tracker supports the collective strategic improvement work of the partnership, ensuring transparency and opportunities to evaluate progress and plan necessary interventions. Paul also provided an update on the HMIE feedback a year after the progress visit. The report recognised a strong partnership approach in Argyll and Bute, and the inspectors were confident that significant progress had been made, leading to the official sign-off of the inspection with no further actions required. This positive result was a testament to the hard work of the CLD partnership team and the operational teams involved. Paul also noted the internal audit carried out by Argyll and Bute Council, which reviewed the effectiveness and equity of service provision across the region. The audit provided high-level assurance of Live Argyll's management, confirming strong internal control, governance, and risk management. ACTION – Paul to forward final HMIE update report to Partners once available. Page 10
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Classification: OFFICIAL In conclusion, Paul expressed satisfaction with the progress made in aligning the CLD plans with updated measurement and performance criteria, supported by training and the new performance tracker. The annual report for 2024-2025 is being prepared and will be published in August, with further updates to be provided to the committee. ACTION – Paul to present CLD Annual Report to September CPP MC. Sarah asked Paul if the temporary re-siting of the library had led to any detrimental effect on CLD provision. Paul confirmed that this has had no negative effect and alternative arrangement have been put in place. Pippa commended the good work carried out to get the close out of the HMIE inspection. 10. ASPIRING PLACES DEMONSTRATION (STUART GREEN / LUCY DUNBAR / MILLY LEGGETT) Stuart Green, Lucy Dunbar, and Milly Leggett provided an overview and demonstration of the platform highlighting its purpose, functionality and benefits for community groups and organisations in Argyll and Bute. Stuart gave an overview of the Aspiring Places project, which aims to support community groups by raising awareness of their project proposals, building connections across Argyll and Bute and preparing for / linking to external funding opportunities. The platform was constructed by the end of December and underwent a successful pilot phase, receiving positive feedback from participating community groups. The feedback indicated that the platform was user-friendly, straightforward, and easy to navigate, particularly in terms of registration and login processes. Lucy demonstrated the Aspiring Places site which was launched on March 24th. 28 community groups and organisations had registered for an account, and 10 project proposals had been submitted to the Project Bank - with five more in draft form. The home page of Aspiring Places provides a high-level description of the platform and its vision. The information and guidance on the site are organised into a three-step process: identifying who can take part and the types of projects sought, providing written and video guides to help groups create their project proposals, and signposting resources to help groups take the next steps with their projects. Milly then walked through the project proposal form explaining the required and optional fields that groups need to complete to upload their project proposals. Once the required fields are completed, groups can save their proposals in draft form and edit them as needed before publishing. Lucy showcased the Project Bank where all submitted project proposals are displayed on a map with pins indicating their locations. Users can zoom in and out, click on pins to view project details, and filter projects by categories. A key feature of Aspiring Places is its ability to connect community projects with external funding opportunities. Lucy and Milly explained the new process they developed to support this connection, which involves promoting funding opportunities to groups on Aspiring Places and providing a simple way for groups to express Page 11
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Classification: OFFICIAL interest in relevant funding. They demonstrated how a project proposal can be copied from Aspiring Places to a funding opportunity with a few clicks, saving time and effort for both community groups and Council officers. Douglas raised a query about housing-related projects on the platform and asked how they are co-ordinating with the Council's housing services. Lucy responded by explaining the cross-Council Officers Forum was used to ensure that all projects are shared collectively with relevant teams across the Council and offered to provide further details to Douglas on all housing projects on the site. ACTION – Aspiring Places team to send all housing project proposals to Douglas Whyte. Sarah thanked Lucy and Milly for coming to an engagement event in Helensburgh to talk about the project. Reeni and Colin congratulated the team on the launch of an impressive platform. Sarah asked if all project proposals coming out on LPPs should be loaded on the site. Stuart responded that loading a project was relatively straightforward and quick, and there are no limits to how many projects a group can capture. He is also happy to engage with any groups that would like any further guidance or support on how to use the platform. Pippa said with group feedback there may be the option to develop further functions on the site. Pippa thanked Stuart, Lucy and Milly for the demonstration. 11. FAIR FUNDING GUIDANCE FEEDBACK (RONA GOLD / TAKKI SULAIMAN) Rona and Takki provided an update on the progress and next steps on this initiative. Rona noting the Community Planning Improvement Board had produced fair funding guidance which the CPP had agreed to consider for sign-up. This guidance was intended to improve funding processes and strengthen the community and third sector. The guidance had been previously sent out to all partner organisations for review but there had been no responses received. The initial timeline ask might have been too short so the guidance would be resent giving partners would be given more time to review and provide feedback. Rona proposed that the discussion on signing up to the guidance be moved to the September meeting, to allow sufficient time for thorough consideration. ACTION – Fair Funding Guidance to be resent to Partners. Item to be added to September CPP MC. Takki emphasised the importance of the fair funding guidance, noting it was something the committee had broadly agreed upon in December to improve funding processes and improve the strength of our community and third sector. Takki would like to see the national guidance turned into a practical toolkit or handbook for commissioning managers. This would help managers understand how to enter into partnerships with local third sector and community organisations, considering the unique context of Argyll and Bute, where many groups are small and may require capacity building and support for sustainable funding. He welcomed further input from other committee members and stressed the need for the guidance to be useful and practical for those designing service delivery models. Page 12
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Classification: OFFICIAL Pippa added that while some organisations might find it challenging to comply fully with the guidance immediately, it was important to sign up to the principles and work towards compliance to commit to a journey towards better funding practices, even if they were not yet fully compliant. 12. AOCB (a) National policy and community planning (Rona Gold) ACTION – Rona to send a link to the Improvement Service national CPP self- evaluation report. 13. DATE OF NEXT MEETING AND CLOSE (CHAIR) Pippa thanked everyone for their attendance and contributions. The next CPP Management Committee Meeting will be held on Friday 6th June 2025. Page 13
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Classification: OFFICIAL CPP DEVELOPMENT MANAGEMENT COMMITTEE ACTION GRID – 16 April 2024 Complete In Progress Outstanding Please highlight actions as per traffic light system to show progress Date Set Action Who Required by Date 6/12 Partner offers of any support to the delivery of the LOIP recommended actions to be sent to cppadmin@argyll-bute.gov.uk All 7 March 2025 6/12 John to engage with Colin around community council input to the research. John 7 March 2025 6/12 All members to consider the Community Planning Improvement Board guidance and return any feedback to cppadmin@argyll-bute.gov.uk for discussion at the March 2025 meeting to enable a whole CPP endorsement to be considered. All 7 March 2025 6/12 Takki to suggest a statement (to John) on fair funding that is a draft that the CPP can consider signing up to alongside the above ask to consider the guidance for Third Sector. Takki 19 Sept 2025 16/4 Trish to investigate the reporting from the Police to MAKI ACPG and improve that going forward. Trish Complete 16/4 Information on the cessation of Living Well Networks funding to be recirculated to ACPG members and any feedback on gaps this has caused to be fed back to HSCP. CPP Team Complete 16/4 Argyll and Bute HSCP to present an update on the Living Well agenda at the next round of ACPG meetings Argyll and Bute HSCP In progress 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 In progress 16/4 John to forward case studies from other CPPs to partners. John In progress 16/4 Volunteers are welcomed from Partners to record a podcast with John. All In progress 16/4 Any concerns or comments on the ABOIP priority actions can be sent to cppadmin@argyll- bute.gov.uk. All In progress 16/4 Partners that would like support as to how they can contribute to action delivery for the plan can contact Andy at andy@act-now.org.uk All In progress 16/4 CPP MC to consider submitting the Climate Action plan to Scottish Parliament climate working group. All In progress Page 14
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Classification: OFFICIAL Date Set Action Who Required by Date 16/4 CWB Steering Group to bring set of priorities and draft charter to 6th June meeting. Takki In progress 16/4 Draft response to government on CWB bill to be sent to Partners for responses by 16 May. All Complete 16/4 Mary to forward the final version of the Community Justice Plan for consultation to the CPP MC. Mary In progress 16/4 Mary to bring proposal on how to integrate Community Justice into ABOIP priorities to September meeting. Mary 19 Sept 25 16/4 Paul to forward final HMIE update report to Partners once available. Paul 19 Sept 25 16/4 Paul to present CLD Annual Report to September CPP MC. Paul 19 Sept 25 16/4 Aspiring Places team to send all housing project proposals to Douglas Whyte. Stuart In progress 16/4 Fair Funding Guidance to be resent to Partners. Item to be added to September CPP MC. CPP Team 19 Sept 25 16/4 Rona to send a link to the Improvement Service national CPP self-evaluation report. Rona In progress Page 15
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Classification: OFFICIAL Management Committee Date: 06 June 2025 Agenda Item: Area Community Planning Groups – May 2025 Meetings 1. Purpose This paper highlights the key matters arising during the Area Community Planning Group (ACPG) meetings that were held in May 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 reappointment of Reeni Kennedy-Boyle, Fyne Futures, as Vice Chair of the Bute and Cowal Area Community Planning Group. c) The resignation of Sarah Davies as Chair of the Helensburgh and Lomond 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: 4.1 Argyll and Bute Outcomes Improvement Plan – Transport Infrastructure Page 17 Agenda Item 3
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Classification: OFFICIAL Each ACPG gave consideration to a presentation from the Community Planning team on the transport infrastructure priority and the actions being developed to tackle transport-related inequalities. Group members were invited to provide a verbal or written response to a set of questions linked to the long-term transport infrastructure 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 6th June. 4.2 Argyll and Bute CPP Climate Change Strategy and Action Plan Andy MacPherson from ACT provided an update on the approval of the CPP Climate Change Strategy and on the approach to developing the associated Action Plan. Andy highlighted the importance of the resilience strand within ongoing work, options for future funding and a further offer to engage with local groups. 4.3 Scottish Fire and Rescue Service Update The Scottish Fire and Rescue Service’s (SFRS) quarter 4 report presented details of local performance across Argyll and Bute for the period 2024-25. The report included updates on accidental dwelling fires, deliberate secondary fire setting, fires in non-domestic properties, casualties from fire and non-fire emergencies, unwanted fire alarm signals, while highlighting community engagement and Local Senior Officer activities. It was agreed that reporting on wildfires would be incorporated into future quarterly reports. Members were also advised that a Service Delivery Review had been undertaken with a public consultation opening at the end of June 2025 to consider a range of proposals. 4.4 Police Scotland Update Police Scotland provided information on the ongoing work of the service and information on serious and organised crime, acquisitive crime, road safety and road crime, violent crime, public protection, highlighting in particular local policing and community engagement activities. 4.5 Argyll and Bute Health and Social Care Partnership Argyll and Bute Health and Social Care Partnership’s Public Health Team provided an update on the ongoing wellbeing and prevention activities overseen and delivered by them in Argyll and Bute. The update highlighted Mental Health Awareness and Suicide Prevention training, Speakeasy training and small grants awarded to five sectoral organisations to promote knowledge and understanding of national screening Page 18
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Classification: OFFICIAL programmes. Concern were raised at the Helensburgh and Lomond ACPG regarding the resilience of telecare centres during lengthy power outages and whether checks were being carried out on individuals affected by the smart meter switchover. It was agreed an update on both these issues would be provided at the August meeting. 4.6 Argyll and Bute TSI Update The update from Argyll and Bute TSI provided information on Scottish Government lobbying carried out on third sector issues including fair funding, investment in prevention, and public sector reform; the 2-year funding now offered through the community mental health fund; the forthcoming joint event with Scottish Poverty Alliance and the Annual Volunteer of the Year awards in Rhu. 4.7 LiveArgyll update Each ACPG was provided with an update on local LiveArgyll activity including P7 transition work with rural schools in Cowal, the Community Learning Hubs in Mid Argyll and Kintyre which continue to offer support and accredited learning opportunities, a new group for young people in OLI and adult leaning provision and youth work in the Helensburgh area. The concern raised at the Helensburgh and Lomond ACPG regarding a proposed reduction in library and leisure services provision will be addressed through the Communities and Partnership Manager communicating and meeting with a senior LiveArgyll manager. 4.8 Argyll and Bute Council – Community Development update An update was provided by the Community Development Officer for each area highlighting the Supporting Communities Fund, forthcoming Funding Connections Roadshows and the range of work ongoing to support community groups. 5.0 Bute & Cowal (Meeting Papers - LINK) The group considered a report from Stuart McLean outlining information relating to the appointment of a Vice Chair for the Bute and Cowal Area Community Planning Group. It was agreed that Reeni Kennedy-Boyle, Fyne Futures, be reappointed as Vice Chair of the group. Francesco Bertoldi delivered a presentation on the development and renewal of the Scottish Government’s National Islands Plan. Group members noted that the new Page 19
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Classification: OFFICIAL plan contains fewer strategic objectives and commitments with a greater focus on allocation of responsibiities and the provision of a dedicated resource and capital budget. An update was provided by Fyne Future which included information on their 20th anniversary of being a charity and social enterprise, ongoing employability and volunteering work and plans to become Scotland’s first island-based community supported agriculture scheme. The group considered the annual update from Argyll Community Housing Association (ACHA) which included information on housing stock in Bute and Cowal, work undertaken with communities; sheltered housing; allocation and reletting of properties; customer involvement strategy and an update on their plans and performance benchmarking. Ann Campbell from Dunoon Community Development Trust spoke to a report which provided the background to the development of a Local Place Plan for Dunoon and Kirn which the Trust aims to submit for validation by November 2025. Consideration was given to an update from Transport Scotland which highlighted the ongoing works at the Rest and Be Thankful, completed works along the A83 including resurfacing and signage at Cairndow, ongoing works on the A82, routine maintenance works and upcoming works for resurfacing, drainage improvement and the rollout of 20mph zones at Arrochar and Tarbet. A written update from UHI Argyll included information on an open week held in March, the Modern Apprenticeship Programme which welcomed 73 new apprentices over the past year, short courses, commercial courses and plans for the Academic Year 2025-2026. An update was provided on behalf of South Cowal Community Council following the formal approval of a development trust for the South Cowal area. The purposes of the trust include the prevention or relief of poverty, the advancement of education, the advancement of citizenship or community development, the provision of recreational facilities or the organisation of recreational activities, and the advancement of environmental protection or improvement. The group considered and noted the contents of a presentation delivered by the Area Plans team on the Aspiring Places portal, a new digital space for community groups and organisations across Argyll and Bute to share information about projects that they would like to carry out. 6.0 Helensburgh & Lomond (Meeting Papers - LINK) The group gave consideration to a presentation by Sodhi Dhillon, EE and BT Digital Voice Engagement Lead for Scotland, which provided background information on the Public Switched Telephone Network switch-off and the replacement broadband- based Digital Voice. Sodhi highlighted how BT will identify vulnerable customers and Page 20
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Classification: OFFICIAL how they would be supported during the transition, and it was noted that a dedicated landline service would continue to be provided for customers without broadband. Ashley MacKay, Argyll and Bute Council’s Contract and Demand Management Officer, spoke to a report and presentation on community benefits, highlighting achievements during financial year 2023-24 and during the first two quarters of 2024-25. Ashley highlighted the definition of community benefits, outlined the Council’s aims and implementation methods, and presented detail on how procurement methods which include community benefits can maximise social, economic and environmental benefit to local communities. The group noted the update from Transport Scotland which highlighted the ongoing works at the Rest and Be Thankful and between Tarbet and Inverarnan, as well as ongoing work on other sections of the A82 and the rollout of 20mph zones at Arrochar and Tarbet. Consideration was given to a report by Fun First which highlighted existing and upcoming sessions for pre-school children and their parents including new outdoor sessions and summer holiday sessions, details of staffing changes and fundraising activities, and the opportunity for new volunteer members to join the committee. Sarah Davies spoke to a written update from Helensburgh Community Council which included information about the Local Place Plan, a proposed banking hub, the Music in the Square Fund, participation in the Visitor Levy consultation, participation in resilience training, and the success of the Save the Tower Arts Centre in securing funding for a community buy-out. Sarah also advised that there were four vacancies on the Community Council and that they would be looking to co-opt members at their AGM which was being held on the last Thursday of the month. A written update from Rhu and Shandon Community Council included information about the Local Place Plan, a WaterBlitz event and the establishment of a new charity, Rhu and Shandon Community Trust in response to managing the community purchase of Ardenconnel Wood. The group considered a report from Destination Helensburgh which highlighted achievements in social media, media advertising and through their Visitor Information Centre and website, as well as activities completed since the organisation started in 2021. An update from Angela Anderson, Plastic Free Helensburgh, provided details on the recent work carried out by beach clean-up teams, and highlighted a project to test water quality at Helensburgh Pier for a year. Angela Anderson also advised that Time for Change had a new initiative to connect with farmers via stalls at agricultural shows to find out how policy decisions were affecting them, and to seek their input on climate change. Becky Hothersall, Poverty Alliance, updated the group on work with Argyll and Bute Council and TSI on the Taking Action on Rural Poverty project (TARP) which hosted a quarterly anti-poverty meet up for groups where the cost of living is an issue. It Page 21
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Classification: OFFICIAL was noted that the next meeting would focus on applying a human rights lens to combat poverty in communities, focusing on transport and food. Becky advised that the Poverty Alliance also coordinates a citizens panel to create opportunities for people with lived experience of living on a low income or having high costs due to their rural location, noting that the panel members were keen to contribute to a broad range of work, particularly on the topics of food costs and community resilience to extreme weather. Allan Comrie of Strathclyde Partnership for Transport (SPT) updated the group on the current consultation on the Strathclyde Regional Bus Strategy and encouraged participation from members. Sheelagh O’Reilly, Cove and Kilcreggan Community Council, encouraged members to read the documentation relating to Argyll and Bute Council’s proposed amendments to the Scheme for the Establishment of Community Councils, in particular the proposals contained in Appendix 5 relating to Existing (and Proposed) Administration Grant Levels. The group considered an update from Helensburgh Community Hub which highlighted the work of the Hub and their next 5-year plan, June Pride Month activities, Volunteer Week celebration lunch, the upcoming Hub AGM as well as information about the successful Helensburgh Book Festival. A presentation from Jayne Burnett, Visiting Friends, outlined the benefits of social connections on physical and mental health, factors shaping social connection through the Social Ecological Model, the benefits of 1:1 befriending over groups, the impact of Covid, the misconception that loneliness is an ‘old people’ issue, and future planning for the service. Consideration was given to a report updating the group on the activity of the Community Wealth Building Short-Term Working Group, which was established at the August 2024 meeting of the Helensburgh and Lomond Area Community Planning Group. The report highlighted the STWG activity from February to May which included learning from other parts of Argyll and Bute and learning about Community Benefits. 7.0 Mid Argyll, Kintyre and the Islands (Meeting Papers - LINK) The group gave consideration to a report from Jeni West highlighting work on local Land Management Plans, combatting phytophthora ramorum disease in larch trees, progress with peatland restoration, and details of upcoming complex operations. Jeni advised that Balfour Beattie, who are carrying out construction works on the Fire Tower Trail at Achnabreac, were going through the formal planning process to completely close the site for 12 months. Francesco Bertoldi delivered a presentation on the development and renewal of the Scottish Government’s National Islands Plan. Group members noted that the new plan contains fewer strategic objectives and commitments with a greater focus on Page 22
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Classification: OFFICIAL allocation of responsibiities and the provision of a dedicated resource and capital budget. The group considered the annual update from Argyll Community Housing Association (ACHA) which included information on housing stock in Mid Argyll, Kintyre and on Islay, work undertaken with communities; sheltered housing, allocation and reletting of properties, customer involvement strategy, improvements to the Duncholgan travelling persons site, and an update on their plans and performance benchmarking. Becky Hothersall, Poverty Alliance, updated the group on work with Argyll and Bute Council and TSI on the Taking Action on Rural Poverty project (TARP) which hosted a quarterly anti-poverty meet up for groups where the cost of living is an issue. It was noted that the next meeting would focus on applying a human rights lens to combat poverty in communities, focusing on transport and food. Becky advised that the Poverty Alliance also coordinates a citizens panel to create opportunities for people with lived experience of living on a low income or having high costs due to their rural location, noting that the panel members were keen to contribute to a broad range of work, particularly on the topics of food costs and community resilience to extreme weather. Consideration was given to a verbal update from Sheila Campbell, Tarbert Castle Volunteers, which highlighted the history of the castle and work done which has gradually made the area safe for people to enjoy, including the introduction of sheep to keep the grass down, the installation of benches, information points, a viewing platform and picnic tables, and the opening of an orchard. Jane Cowan, Tarbert After School Care, provided a verbal update on the service which is the only childcare provision in Tarbert, has been running since 2009 and which provides care to 16 children every day during term time. Jane highlighted the benefits of providing after-school care and highlighted that they would be looking at a funding bid to maintain or increase the number of free places. The group gave consideration to an update from Susan Paterson, Shopper-Aide, providing information on the results of a recent survey on the services for older people in Kintyre. The survey had asked a number of questions and it was noted that the most contentious issue was transport, with responses highlighting the need for better transport and access to appointments, more social groups for different groups of people who do have difficulty getting out, and more ways of finding out about what is going on in the area. An update from Campbeltown Community Council highlighted participation in the recent Campbeltown Airport Users and Community Engagement Forum, concerns in relation to the reduction in bed numbers and the ongoing staff shortages at Campbeltown Hospital, delight at the opening of a second pharmacy in Campbeltown, and the planned VE celebrations in May 2025. Muriel MacKaveney, Culture, Heritage and Arts Assembly (CHARTS), provided a verbal update on the Creative Minds project partnering with Campbeltown Link Club, Page 23
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Classification: OFFICIAL the Heritage Awards Scheme, the re-opening of Campbeltown Museum, and a forthcoming Gaelic Landscape event. Philip Moorcroft delivered a presentation on Kintyre Coastal Network, a community- led marine restoration group based in Kintyre and established in 2024. The presentation provided information on the group, its partnership work, its aims and current projects including a marine litter survey, seagrass regeneration and marine education. The group considered a report from Transport Scotland which highlighted The current ongoing works at the Rest and Be Thankful for the erection and repair of the hillside debris netting, planned footway works at Millknowe Road and Kilchenzie, the Campbeltown Active Travel Scheme, and further drainage improvement schemes on the A83. In response to a number of questions from group members, Ian Woodcock, Transport Scotland, agreed to provide further information. 8.0 Oban, Lorn and the Isles (Meeting Papers - LINK) Megan McWilliam delivered a presentation on the development and renewal of the Scottish Government’s National Islands Plan. Group members noted that the new plan contains fewer strategic objectives and commitments with a greater focus on allocation of responsibiities and the provision of a dedicated resource and capital budget. Becky Hothersall, Poverty Alliance, updated the group on work with Argyll and Bute Council and TSI on the Taking Action on Rural Poverty project (TARP) which hosted a quarterly anti-poverty meet up for groups where the cost of living is an issue. It was noted that the next meeting would focus on applying a human rights lens to combat poverty in communities, focusing on transport and food. Becky advised that the Poverty Alliance also coordinates a citizens panel to create opportunities for people with lived experience of living on a low income or having high costs due to their rural location, noting that the panel members were keen to contribute to a broad range of work, particularly on the topics of food costs and community resilience to extreme weather. Jacqueline Westerman, Home Energy Efficiency Project Officer, delivered an update on the white meter removal process, highlighting that the replacement of white meters with smart meters has proved to be a slow process especially in rural areas. Jacqueline said that the message for householders is to contact their energy supplier as soon as possible as losing the Radio Teleswitch service without having a smart meter will result in a higher tariff being applied. Consideration was given to an update on the new Oban, Lorn and the Isles Health and Wellbeing Network which started on 1st April 2025. The update included information on how to become a member, highlighted a public event which will take place at the end of the summer to focus on the aspirations of the network, with the group also noting that Carol Flett’s role within the network will change slightly. Page 24
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Classification: OFFICIAL Catriona Petit, Hope Kitchen, advised of a new steering group which is looking for members and has been established to start a Development Trust in Oban, and highlighted a new recovery group starting in Oban for peer to peer support on alcohol and drug problems. OLI ACPG Chair, Colin Buchanan, provided an update on the Climate Change Resilience Short-Life Working Group, confirming that he had written to all Community Councils within the locality with two responses having been received. Colin further advised that local Community Council’s resilience plans require to be updated and that he would welcome contact from anyone that would like to be involved in the work of the short-life working group, particularly Community Council representatives. Kirsty MacKenzie, Carers Act Officer, delivered a presentation on the Carers Scotland Act 2016, providing the group with information on the National Carer Strategy, which sets out the commitment to support and involve carers as an equal partner, and the Council’s statutory responsibilities to unpaid carers. The group noted the information provided in a presentation delivered by Joan Best, Crossroads, including the services provided by Crossroads within the Oban, Lorn and the Isles area. Joan highlighted the support given to unpaid carers with particular reference to respite support and advised that support provided for the cared-for can include taking them out for a drive, lunch or a walk, or various activities if they cannot leave the house. 9.0 Further Actions It is requested that the Management Committee note the report and the successful meetings held in May 2025. 10.0 Implications Strategic Implications Meetings of the Area Community Planning Groups held in May included discussion on the Argyll and Bute Outcomes Improvement Plan priority of transport infrastructure. 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 Page 25
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Classification: OFFICIAL For More Information: John McLuckie, Partnerships Lead, john.mcluckie@argyll-bute.gov.uk Page 26
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Page 1 of 8 Date: 27 May 2025 Update on Argyll and Bute Climate Action: a Climate Change Strategy and Action Plan for Argyll and Bute. 1.0 Purpose The purpose of this report is to provide an update on the Community Planning Partnership’s Argyll And Bute Climate Action project: developing a Climate Change Strategy and Action Plan for Argyll and Bute, and in particular on two points: • Budget Considerations: To ask the CPP Management Committee to consider the potential for use of remaining project budget to undertake further risk assessment and associated work around resilience along with working up legacy proposals beyond the end of the current funded period (end of October 2025). • Legacy Proposal: to ask the CPP Management Committee to consider and comment on an outline proposal for an expression of interest in anticipation of a successor to the National Lottery Climate Action Fund or similar fund coming on stream. This to include what future financial contribution CPP partners might make. 2.0 Recommendations The CPP Management Committee is asked to • Budget Considerations: Approve the proposal from the project Steering Group to use remaining budget, projected at £32k at the end of the current funded period, to keep the project manager in post to undertake further risk assessment and associated work around resilience along with working up legacy proposals, for three days per week from the end of October 2025 to late July 2026 • Legacy Proposal: Consider and comment on the appended outline proposal for an expression of interest in anticipation of Scottish Government and/or a successor to the National Lottery Climate Action Fund or similar fund coming on stream, with emphasis on actions that cut across CPP partners’ areas of interest. Page 27 Agenda Item 4
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Page 2 of 8 3.0 Background 3.1 Budget Considerations At its meeting of 16 April, the CPP Management Committee approved the climate change strategy and accompanying outline action plan, and also agreed that of the 6 approved Priority Areas for Action that resilience, particularly community resilience, should be foremost. The CPP agreed that the focus of the project for the remainder of the funded period, which is to the end of October 2025, should be on to producing the Action Plan. The CPP also noted feedback that the initial proposal to commission a consultant-led climate change risk assessment for the scale of Argyll and Bute would be likely to require greater resources than within the budget and that working with communities, ideally via community councils, to produce a range of community- leg risk assessments in support of community resilience plans would best fit the brief. The Management Committee asked the Steering Group to review options available, which were to use the £32k projected to be available at the end of the funded period to enable employment costs, travel & subsistence, equipment and events: 4 days per week: to mid May 2026 3 days per week: to mid July 2026 2 days per week: to late Nov 2026 The Steering Group agreed 3 days per week as the preferred model, comprising 21 hours per week x 37 weeks to 17th July 2026. The Community Planning Manager and the Steering Group Chair agreed that this would all be for additional work over and above the deliverables specified in the original funding agreement and that ACT as the employing body could carry forward funds beyond the end of the current financial year to enable this. The additional work to comprise: • Ongoing work with communities to develop community level risk assessments in support of community-led resilience planning, including budget for 8 learning exchange/summit type events. • Monitoring and reporting on the first year of progress, with input on evaluation. • Developing legacy proposals. The Management Committee is asked to approve the Steering Group’s recommendation to use the remaining project funds for Argyll Countryside Page 28
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Page 3 of 8 Trust to keep the project manager in post for 3 days per week from the end of October 2025 to mid July 2026. 3.2 Legacy Proposal The Management Committee also asked on 16 April for the Steering Group to could develop an outline legacy proposal, for example to lead on those areas of joint actions and monitoring and reporting, and suggested that this could be via beginning to work up text in anticipation of a successor to the National Lottry Climate Action Fund coming on stream: the current Fund closes at end May 2025 and Lottery staff when contacted suggested that while any successor fund might not be exactly the same, sustainability would be likely to feature prominently in this. The Climate Action Fund was suggested on the basis that it provides multi year funding to partnerships and specifically aims to target groups what might not otherwise engage with the climate change agenda, and to target activity that does not fall with the scope of public bodies’ existing defined requirements. There are no guarantees of Scottish Government funding for climate change action beyond existing funds targeted at specific requirements, but given the climate strategy’s close linkage to the Scottish National Adaptation Plan it is hoped that funding in support of partnership or community initiatives might become available. The outline proposal appended is drawn from the three questions posed in the first phase application stage (expression of interest) for the Climate Action Fund as at May 2025:. • What’s your proposed project idea? • How will you work with others to deliver your project? • How does your project help communities to take climate action? Outline text proposed to date relates to the strength of partnership working evidenced by the CPP climate strategy along with illustrations of need based on Argyll and Bute’s particular geography and economy. There is less so far on the proposed project ideas as the action plan for the strategy is still in fairly early stages of development, although some suggested areas for emphasis are • resilience as the area that the Management Committee based on feedback from the broader CPP has identified as the foremost area for emphasis o including capacity building as many community groups are already operating at capacity • skills, procurement and supply chain due to the CPP’s work on community wealth building and links with developing a more circular economy in Argyll and Bute Page 29
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Page 4 of 8 o including joint procurement opportunities for key items of equipment and supplies identified through the community risk assessment processes. The Management Committee is asked to note the proposal outline and Committee members are asked to provide the Project Manager with any suggestions for priority actions, not tied to any single organisation, that they would like to see included. 4.0 Detail The proposal outline text for a potential expression of interest is appended at the end of this report. 5.0 Resource Implications The Management Committee asked for an indication of what future financial contribution CPP partners might make. Based on the Climate Action Fund outline, funding is available typically for three to five years and five years is suggested in order to provide a substantial block of time to embed change. The suggestion for CPP resourcing would be to fund a post at a similar level to the Climate Change Project Manger but with the person specification shaped by the requirements of taking forward agreed actions. Andy Macpherson, Climate Change Project Manager For more information, please contact: Andy Macpherson andy@act-now.org.uk Page 30
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Page 5 of 8 Outline text for Expression of Interest – National Lottery Climate Action Fund What we’ll ask for in your application What’s your proposed project idea? You should tell us: • about your project • how your project meets our priorities • an idea of how you will allocate the money to deliver your project • what you’re hoping to change – in the short and long term • how you know it’s needed • how the community has been involved in shaping your idea • why is this the right time for your project • about the things that will increase the chance of your project being successful for example, you have support from your Local Authority or there’s increasing support from your community. You can write up to 1,000 words for this section, but do not worry if you use fewer. Argyll and Bute Climate Action is an initiative of the Argyll and Bute Community Planning Partnership to develop a climate change strategy and action plan relevant and appropriate to the unique geography and economy of the region. This is seen as a long term initiative, and emphasis at this stage has been on identifying priority areas of action that are most within the Community Planning Partnership’s ability to influence or control as the group of organisations and community representatives working together to achieve improvements across Argyll and Bute in ways which promote prevention, reduce inequalities and build community capacity. Because many of the CPP partners are public sector bodies that already have climate mitigation duties, emphasis at this stage has been on supporting communities to adapt to the impacts of climate change, ensuring that our most vulnerable communities and households in particular are taken into account. The vision of the strategy is that “We make Argyll and Bute climate ready by acting together to understand and adapt to our changing climate”. A project manager has been in post with funding from November 2023 to October 2025, employed by Argyll Countryside Trust, to develop the strategy and action plan, and the intention of this application is to identify and seek support at the end of this funded development phase to take forward key projects identified which sit across the remits of the various partnership members. The CPP partners are currently reviewing options to extend the funded period. The CPP Management Committee agreed six priority areas for action following a review of all the partners’ climate change duty reports and climate change plans, and a programme of stakeholder and community engagement. This latter was further supported by close collaboration with the Argyll and Bute Climate Action Network (ABCAN) Climate Hubs supported by the Scottish Government, operating across the four administrative areas across Argyll and Bute. The priority areas are Policy Influence Page 31
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Page 6 of 8 Infrastructure, including natural infrastructure Skills, Procurement and Supply Chain Resilience/Carbon Literacy Risk Assessment Crosscutting Following feedback from community councils, the Area Community Planning Group, ABCAN and partner bodies, resilience has been placed foremost among these. How will you work with others to deliver your project? You should tell us: • about your organisation • what experience or learning has led you to apply • about the communities, organisations or groups you’re currently working with (or those you hope to work with) • why your partnership is best placed to deliver this work • what will the partners do in your project? • how you will share learning among your partners and with other groups, projects and communities. You can write up to 1,000 words for this section, but do not worry if you use fewer. The Community Planning Partnership as noted above is the group of organisations and community representatives working together to achieve improvements across Argyll and Bute in ways which promote prevention, reduce inequalities and build community capacity. Key among these in funding and leading on the development stage of Argyll and Bute Action have been Argyll and Bute Council, NHS Highland, Nature Scot and Argyll and Bute Third Sector Interface, with strong partnership working with other CPP partners including but not limited to Highlands and Island Enterprise and Scottish Enterprise, Police Scotland, Scottish Fire and Rescue Service, University of the Highlands and Islands, including the Scottish Association for Marine Science, National Farmers’ Union for Scotland, and the Poverty Alliance in addition to technical support from Adaptation Scotland/Verture (formerly Sniffer) and the Sustainable Scotland Network. This partnership brings together skills, resources and influence across an extremely broad cross section, hence the importance of identifying a core set of priority actions of common interest to all partners, and the governance and partnership working have been recognised as a major strength in a CPP self assessment exercise led by the Improvement Service. The CPP also constitutes a strong network for engagement across the community. Through its structure and project governance in the development stage, the CPP in addition to representing the bodies listed above and their respective networks, the CPP also comprises a Climate Change Working Group and a Community Wealthbuilding Working Group and four Area Planning Groups which in turn link with 53 Community Council areas. Overlapping but distinct is the Argyll & Bute Local Resilience Partnership. Page 32
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Page 7 of 8 The experience of funding and supporting the project manager’s work to develop a climate change strategy across the CPP has also served as a study in collaborative working across the various partners’ briefs in pursuit of shared ambitions. A recent self assessment led by The Improvement Service saw the strategy – both the strategy document and the process through which it was developed – cited as an exemplar of effective partnership working and innovative approaches, and the CPP now wish to build upon this, including an assessment of the financial resources it needs to contribute to further work as well as seeking external funding. Turning to the communities with which we are currently working and hoping to work, in short this means the population of Argyll and Bute as a whole, emphasising our more vulnerable communities. Argyll and Bute is the second largest local authority in terms of land mass in Scotland and has a population of just under 90,000 making it one of the sparsest in Scotland with around 50% of our communities being defined as ‘rural’. This rural and dispersed characteristic is coupled with the majority of the population living in coastal towns or our 23 inhabited islands and relying on transport links that largely follow shorelines or historic port and ferry routes. With 80% of the population living within 1km of the coast, rising sea levels and exposure from more extreme weather events is more relevant to our region than many others. We have an ageing population and overall population trends over 2018-2043 are minus 14.8% in contrast to the plus 2.5% population increase projected for Scotland over the period. The region’s characterising features of high geographical diversity, low population density, long coastlines, largely rural small, isolated and ageing communities and long distances all impact on considerations of what “good” climate action means for Argyll and Bute. However, we also have urban considerations with our largest single centre of population being Helensburgh, and other important settlements with urban issues but rural supply chains and correspondingly long and vulnerable transport and other communications links. Average gross weekly pay for full-time workers living in Argyll and Bute is £653, or 7% lower than the Scotland average of £702 (NOMIS 2024) and 28% of the population lack access to a car. How does your project help communities to take climate action? You should tell us: how your project will positively impact communities – in the short and long term • how your project inspires people to take climate action • how you will address barriers to participation for underrepresented people and communities – for example, those experiencing ethnic or racial inequity, discrimination or inequality, disabled people, LGBTQ+ people, and people who are seeking asylum or who are refugees. You can write up to 1,000 words for this section, but do not worry if you use fewer. The climate change strategy spans measures to impact communities in the short term through means such as supporting climate risk assessments as part of the development of community resilience plans, right through to longer term measures including input to Local Place Plans to help shape the Local Development Plan and engagement with utilities and policy makers on long term Page 33
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Page 8 of 8 infrastructure development. The elements of the strategy that this funding proposal seeks to take forward are those that could be termed mid term innovative pilot or demonstration projects that can be developed and initiated over a three to five year period to help shape longer term action suitable to Argyll and Bute’s specific geography and economy. A key aspiration during the development phase has been to go beyond engagement with groups already actively engaged with the climate change agenda. Working with groups such the Health and Social Care Partnership and its associated Living Well network, the Poverty Alliance, the Local Resilience Partnership and InspirAlba on its household resilience project have helped to reach more disadvantaged groups, in addition to reaching out to the Gaelic speaking community which is largely in isolated and fragmented locations. Argyll and Bute has a low population density with numerous small, isolated and fragmented communities, connected by vulnerable transport and communications links and experiencing high rates of digital exclusion as well as fuel and transport poverty. A key approach to inspire people is through the language of resilience: the region comprises 53 Community Council wards, most of which do not have up to date resilience plans and some of which do not have functional community councils. Following Storm Eowyn as a recent example, some areas were without telecommunications, electricity and water for five days, and many were physically inaccessible to emergency or other services due to the number of fallen trees blocking roads or damage to ferry infrastructure. This necessitates understanding local resilience needs and identifying the means to procure these, including skills development and capacity building. Taking an approach through resilience also ensures engagement in a political and economic context climate where net zero and carbon reduction can be portrayed or perceived as imposing extra costs on groups who are already experiencing difficulties with cost of living. Taking the 6 priority areas for action that the CPP strategy has embraced: Policy Influence: Influencing national and regional public and non-public policies through the CPP’s collective voice in a way that recognises Argyll & Bute's distinctive geography and population Infrastructure, including natural infrastructure: Addressing demand and impacts of better transport infrastructure to reduce reliance on private cars and provide for those who do not have a car; enhancing communications and grid infrastructure through maximising decarbonisation and renewable energy opportunities; and natural capital: managing our green and blue infrastructure to reduce emissions and support resilience Skills, Procurement and Supply Chain: Promoting opportunities for climate mitigation, adaptation and community wealth building through improving circular economies within Argyll & Bute; and Increasing opportunities for individuals to gain the skills required to deliver climate mitigation, adaptation and resilience in an inclusive and just way. Resilience/Carbon Literacy: Promoting carbon literacy and greater resilience, across all CPP sectors to empower individuals to bring about climate mitigation, adaptation and resilience in an inclusive and just way. Risk Assessment: Deepening our understanding of the risks and opportunities, including economic risks and opportunities, presented by climate change to Argyll and Bute as a whole and to specific communities and sectors Crosscutting: Encourage individuals, communities and agencies to take multiple actions and to identify new risks and opportunities Page 34
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Classification: OFFICIAL Community Wealth Building - priority recommendations and next steps 1.0 Purpose The purpose of this paper is to provide the CPP Management Committee with key priorities from the CLES CWB report that the CWB steering group has identified as areas to work on first. Three meetings took place from January to April 2025. All the recommendations in the CLES CWB paper have been allocated a priority ranking on a scale 1-3 and categorised as easy, medium or hard to deliver. Procurement (spending pillar) has been identified as a top priority. 2.0 Recommendations The CPP Management Committee is asked to note and agree the CWB Steering Group’s recommendations: • Note and agree the proposed priorities for action at section 3.2.3 and appendix 1 and to comment and amend as necessary before identifying next steps such as developing a CWB action plan like Clackmannanshire1; • Comment on a CWB CPP members’ charter for Argyll and Bute (appendix 2) like the one used by Stirling Council’s Procurement Department 2 and North Ayrshire’s CPP charter 3; • note the recommended action on Employee-Owned Businesses at section 5; • Note the Bill submission to the Holyrood Economy and Fair Work Committee presented at CPP in April 2025; • consider any further actions required to develop the Argyll and Bute CPP approach to Community Wealth Building ahead of the implementation of legislation over the coming year. 3.0 Background and context 3.1 The five pillars of CWB The five principles of Community Wealth Building have been developed by the Centre for Local Economic Strategies4 over a number of decades through work with anchor institutions across the UK and the World. These are:- 1 https://www.clacks.gov.uk/document/6940.pdf 2 https://home.scotland-excel.org.uk/media/kp2hzmvb/3-procurement-community-wealth-building-charter- template-docx.pdf 3 https://www.north-ayrshire.gov.uk/Document-library/cwb-anchor-charter.pdf 4 https://cles.org.uk/what-is-community-wealth-building/the-principles-of-community-wealth-building/ CWB Steering Group Paper to CPP Date: 6th June 2025 Page 35 Agenda Item 5
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Classification: OFFICIAL • Plural ownership of the economy. • Making financial power work for local places. • Fair employment and just labour markets. • Progressive procurement of goods and services. • Socially productive use of land and property. Anchor institutions are identified as statutory and third sector bodies which can influence ‘economic engines’: The term is used to refer to organisations which: • Have an important presence in a place, usually through a combination of: being largescale employers, the largest purchasers of goods and services in the locality, controlling large areas of land and/or having relatively fixed assets. • Are tied to a particular place by their mission, histories, physical assets and local relationships. Examples include local authorities, NHS trusts, universities, trade unions, large local businesses, the combined activities of the community and voluntary sector and housing associations. The Scottish Government has published an overview of the responses received to their January 2023 consultation paper on Community Wealth Building legislation5. 3.2 Detailed Summary of the Argyll and Bute Report on Community Wealth Building 3.2.1 Introduction The Argyll and Bute Community Wealth Building (CWB) report, commissioned by the CPP, prepared by the Centre for Local Economic Strategies (CLES) and published in April 20246 sets out a transformative approach to local economic development. It identifies systemic challenges such as depopulation, housing shortages, and land value extraction, arguing that traditional economic models have failed to address these issues adequately. The report asserts that "community wealth building should be intrinsic to the economic strategy of Argyll and Bute" and cannot be treated as an add- on but must be fully embedded in local policy.” 3.2.2 Economic and Social Context Argyll and Bute faces acute economic challenges, including: • Depopulation: The region has been experiencing a steady decline in population, particularly among young people, leading to a shrinking workforce. • Housing Crisis: High property prices, a shortage of affordable housing, and the prevalence of second homes make it difficult for local workers to live in the area. • Extractive Economic Model: Many local assets and industries, including energy and tourism, generate wealth that is extracted from the region rather than reinvested locally. 5 https://consult.gov.scot/economic-development/community-wealth-building-consultation/ 6 https://www.argyll- bute.gov.uk/moderngov/documents/s206441/Appendix%201%20Argyll%20and%20Bute%20Report%20F inal.pdf Page 36
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Classification: OFFICIAL The report states: "Market forces are negatively shaping the local economy, impacting citizens' wellbeing and quality of life. To address these deep-rooted challenges, there needs to be a step change towards an approach which has community wealth building firmly rooted at its core." 3.2.3 Recommendations using the Five Pillars of Community Wealth Building The report outlined five pillars through which CWB can be implemented and made 23 recommendations. The CWB steering group considered the first three sets of recommendations relating to pillars 1—3 in detail and will continue working on pillars 4 and 5. The details and commentary are set out in appendix 1 but the table below summarises those recommendations for priority action:- 4.0 Connections Between the Argyll and Bute CWB Report and the Economic Strategy 2024-2034 The Argyll and Bute Economic Strategy 2024-2034 explicitly aligns with Community Wealth Building (CWB) as a central principle in shaping the region’s economic future. The strategy states: "The issues identified above will be achieved through the core focus of Argyll and Bute being a wellbeing economy through embedding a Community Wealth Building approach." The economic strategy and the CWB framework share a mutual focus on localising Page 37
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Classification: OFFICIAL wealth, improving resilience, and ensuring that economic activities directly benefit the communities of Argyll and Bute. Below are the key areas where these two strategies intersect: 4.1 Economic Strategy Vision and Community Wealth Building The economic strategy defines its purpose as: "A place-based and business/person-centred approach, to secure a fair, inclusive, and prosperous future for the area, more resilient to external factors including the rapid advances in digital technology and increasing impacts of climate change." This aligns with the CWB approach, which aims to: "Change the way that our economies function by increasing the flow of wealth and opportunity for the benefit of people who live and work in the area." Both frameworks prioritise economic resilience, fair work, and localised investment to counteract external economic pressures such as depopulation and land value extraction. 4.2 Key Economic Pillars and the Five Pillars of CWB The Economic Strategy is structured around four strategic key pillars, which closely align with the five pillars of CWB. Economic Strategy Pillars Corresponding CWB Pillars People: Addressing workforce shortages and skills gaps. Workforce: Developing fair and just labour markets, promoting Living Wage commitments, and improving career pathways. Place: Investing in towns, housing, and transport infrastructure. Land and Property: Socially productive use of land, community-led regeneration projects, and affordable workspaces. Planet: Achieving Net Zero, supporting renewable energy. Finance & Inclusive Ownership: Supporting local investment into green energy and cooperative business models. Prosperity: Increasing incomes and growing the economy sustainably. Spending: Progressive procurement practices that strengthen the local economy. 4.3 Economic Strategy and Local Investment in Renewable Energy The Economic Strategy emphasises capitalizing on Net Zero opportunities, with a focus on renewable energy investments: "Delivering net zero and improving our biodiversity by supporting the sustainable growth of clean energy production (i.e. hydro, solar, wind and biomass), woodland, Page 38
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Classification: OFFICIAL peat and marine habitat restoration, encouraging green industries to develop in our area, nature-based solutions and community ownership." The CWB report also prioritises local control over renewable energy infrastructure: "Lots of reserves are sitting in third-sector current accounts. We need to move from community benefit to ownership of assets like turbines." Aligning these strategies will ensure that wealth generated from renewable energy projects remains in local communities, rather than being extracted by external investors. "Change the way that our economies function by increasing the flow of wealth and opportunity for the benefit of people who live and work in the area." Both frameworks prioritise economic resilience, fair work, and localised investment to counteract external economic pressures such as depopulation and land value extraction. 4.4 Procurement and Local Business Growth The CWB approach to procurement is mirrored in the Economic Strategy's vision for business growth: "Business growth: many of the area’s micro to small and medium-sized businesses have potential to grow, supported by appropriate business support, infrastructure and land for business development." The CWB report advocates for: "Establishing a CPP procurement working group to coordinate public spending and publishing a procurement pipeline to ensure transparency and accessibility for local businesses." Both strategies recognize that promoting public sector procurement within Argyll and Bute is essential for business development, job creation, and economic resilience. 4.5 Addressing Depopulation Through Fair Work and Housing The Economic Strategy highlights that: "The population of Argyll and Bute has decreased by 2.4% since 2011 and from 2018 to 2028 it is projected it will fall a further 5.9%." To counteract this, it recommends: • Investment in skills development to attract and retain workers. • Increased wages through Fair Work principles. Page 39
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Classification: OFFICIAL The CWB report reinforces this by advocating: "Developing a Living Wage policy for all anchor institutions and creating an Argyll and Bute Employment Charter to encourage fair employment practices." A key issue tied to depopulation is the housing crisis, which both reports identify as a critical barrier: "Argyll and Bute faces a housing emergency, depopulation challenges, and continued issues around land and value extraction." By integrating CWB principles into the Economic Strategy’s housing and employment priorities, Argyll and Bute can work towards reversing depopulation and ensuring long-term community sustainability. "Business growth: many of the area’s micro to small and medium-sized businesses have potential to grow, supported by appropriate business support, infrastructure and land for business development." The CWB report advocates for: "Establishing a CPP procurement working group to coordinate public spending and publishing a procurement pipeline to ensure transparency and accessibility for local businesses." Both strategies recognize that keeping public sector procurement within Argyll and Bute is essential for business development, job creation, and economic resilience. 4.6 Conclusion: Aligning CWB and the Economic Strategy for Maximum Impact The Argyll and Bute Economic Strategy 2024-2034 presents a significant opportunity to embed CWB principles into mainstream economic policy. The strategy itself states: "Community Wealth Building and empowerment: there is a requirement to start to embed Community Wealth Building as the key mechanism to deliver a wellbeing economy, economic development, growth and prosperity across all communities." Moving forward, the integration of CWB principles into economic development will require: 1. A coordinated regional approach, ensuring that all public institutions adopt progressive procurement, fair work, and land-use policies. 2. Embedding CWB within investment strategies, particularly in renewable energy and infrastructure. 3. Enhancing community control over local assets, ensuring wealth is retained and reinvested in Argyll and Bute. In conclusion the CWB Bill requires the publication of a three CWB action plan and annual review and this could be integrated with the Economic Strategy review process. Page 40
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Classification: OFFICIAL 5.0 Employee-Owned Businesses (EOBs) in Argyll & Bute (Author: Tom Warren, Board member of Industry Leadership Group, Scotland for Employee Ownership (SfEO), EO adviser and Independent Trustee based in Dunoon.) Vision - Grow and develop the number of employee-owned businesses in the Argyll and Bute economy Objectives • Promote employee ownership in Argyll and Bute. • Support a model of business that disrupts wealth extraction, develops a healthier private sector and builds an economy for the future. • Support local employment staying within a community of place. • Support local businesses to progress a Fair Work agenda. About Employee Ownership An employee-owned business is one where the employees, rather than external shareholders, hold the majority of the shares – this can be done directly or through an Employee Ownership Trust which will buy the shares on behalf of the employees. There is not one prescribed employee ownership model, and the structure can be shaped to fit the company. Background As part of the National Strategy for Economic Transformation (NSET), the Scottish Government has set an ambitious target of 500 employee-owned businesses in Scotland by 2030. Scotland for Employee Ownership (SfEO) supports this target, working in partnership with the EOA (Employee Ownership Association) and Scottish Enterprise’s CDS (Cooperative Development Scotland). In the CWB paper (Model of Opportunity 1: Building greater employee ownership in Argyll and Bute) Argyll and Bute is noted as ‘a fertile ground for leading the rest of Scotland in this due to a combination of a number of factors including, a high proportion of SMEs, an ageing population and with it business owners getting closer to retirement age and communities that want to play an active role and have a stake in the local economy.’ However, to date there are only 2 companies in Argyll and Bute who are EOBs. 1. John Brown (Strone), Contractors Dunoon. EOT established in 2020. 2. Helensburgh Toyota, Car Dealership Helensburgh. EOT established in 2023. This compares to 217 EOBs head quartered across Scotland at the close of 2024. For comparisons, Employee-Owned Businesses in the Highland region total 17, with Shetland having 4 companies. Much of this growth in other regions is because of the strength of the small network of EO advisers and businesses professional services such as accountants and solicitors being aware of an EOT being a viable succession model for retiring company owners. Page 41
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Classification: OFFICIAL It is recommended that more work is required to spread the news to businesses for the support for new EOTs that is available from CDS and their private sector EO adviser network in Scotland. Case Study: Helensburgh Toyota https://www.ownershipassociates.co.uk/news/helensburgh-toyota-dealership-sold-to- employees The independent dealer that has held the Toyota franchise for over 45 years is recognised as one of the franchise’s top performers for customer care in the UK, regularly appearing in the Top 5 ranking of dealers, as well as winning two European Ichiban awards for customer service too. The business was jointly owned by Gary Mulvaney and Ernie Cowan and they remained in their current roles until March 2024 as part of the handover process of the £16 million turnover business – located at two sites in Helensburgh – to the newly- formed Helensburgh Automotive Employee Trust operation. The company recently completed a £500,000 refurbishment of its service workshop as it continues to invest in the future. The business’s new leadership team comprised an experienced team with Centre Principal Tim Roome, General Sales Manager Kirsteen McGuire, Used Vehicle Manager Gavin Wilson, Finance Manager Jane Victor, Service Manager Scott Brown and Parts Manager Euan McIntosh. Managing Director Gary Mulvaney who joined the company in 1997 said: “It’s a very exciting time for the company with lots of opportunities ahead. Toyota has been a global leader in hybrid technology for over a quarter of century and is developing a range of electric and hydrogen vehicles to give our customers a genuine choice for the future. We are proud to continue to represent this trusted brand. “People have always been at the heart of what we do, whether that is staff, customers or the community” “This felt like a natural transition as the business will remain in the hands of those local staff who have made it what it is. Our customers value the service, the personal attention and the familiar trusted face when they walk in and that will remain.” Director Ernie Cowan who joined in January 1978 said: “It’s been an honour to help this business grow and thrive, but the time is right for the next generation to take things forward.” Helensburgh Toyota is believed to be the first Scottish car dealership to make the move to implement an Employee Ownership Trust. The transaction was supported by employee ownership specialists Ownership Associates with legal advice provided by Bellwether Green. Takki Sulaiman 3rd June 2025 v3 on behalf of the CPP CWB steering group For more information, please contact: Takki Sulaiman, Chief Executive, Argyll and Bute Third Sector Interface takkisulaiman@argylltsi.org.uk Page 42
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Classification: OFFICIAL Links CWB legislation consultation response updated 26th October 2023 – https://consult.gov.scot/economic-development/community-wealth-building-consultation/ Poverty Alliance citizen’s panel on CWB October 2023 - https://www.povertyalliance.org/get-heard-scotland-community-wealth-building/ EDAS guide to CWB January 2023 - https://edas.org.uk/community-wealth-building-guide/ CLES November 2022 publication on interviews with UK local authorities re: CWB and five areas for action:- https://cles.org.uk/publications/a-light-in-the-dark/ NEW North Ayrshire Community Planning partnership, 2024-2027 CWB Plan https://www.north-ayrshire.gov.uk/Document-library/cwb-strategy.pdf The role of the NHS as an anchor institution – The Health Foundation https://www.health.org.uk/publications/reports/building-healthier-communities-role-of-nhs- as-anchor-institution Example CPP CWB mapping and action plan Outer Hebrides March 2021 - https://www.cne-siar.gov.uk/media/17452/S%2019B%20-%20Appendix%20- %20Community%20Wealth%20Building%20in%20the%20Outer%20Hebrides%20Action% 20Plan.pdf Page 43
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Classification: OFFICIAL Appendix 1: CPP CWB recommendations from CLES report 2024 – priorities May 2025 The CWB Report prepared for Argyll and Bute CPP in 2024 contained 23 recommendations split across the five pillars and one overarching workstream. From January to May 2025 the CPP’s CWB steering met to discuss priorities and a response to the CWB Bill. Below we list the recommendations, where reviewed, with a priority ranking and a commentary for next steps. A. CPP Recommendations Recommendation Priority Ease of Implementation Commentary CWB intrinsic to economic strategy 1 Medium Already embedded in economic strategy refresh (section 1.3 page 5). How do we track progress and embed in the work of other partners? - Captured in the Argyll and Bute Economic Strategy Action Plan, 2024-27. - Annual review to assess how the actions in the Economic Action Plan aligns with CWB principles but perhaps the CWB action plan process contained in the Bill supersedes this. Decide on correct avenues to deliver CWB across Argyll and Bute 1 Medium Requires collaboration across local government and stakeholders - Requirement for an overarching CPP CWB Charter. Time-limited groups for Models of Opportunity 2 Easy/Medium Local group established for Cowal and Bute promoting Community Ownership in Renewable Energy schemes; third meeting pending Glenbarr example. Employee ownership - upskilling of business support providers on this type of model. Complicated agenda. Map out good practice case studies, including approaches and enablers. Awareness of existing resources such as that provided by Co-operative Development Scotland. B. PILLAR 1 - Spending Recommendation Priority Ease of Implementation Commentary Establish a CPP procurement working group 1 Easy A top priority - who and when? - Working with organisational procurement teams. Clear Page 44
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Classification: OFFICIAL guidance needed to Heads of Procurement meetings with regard to alignment with CWB priorities. Ask specific questions. - Note template charter from Stirling Council. - Timing of the legislation and associated activity prior to publication for the legislation. - Case study: scope to review barriers for local contractors. - Requirement for an overarching CPP CWB Charter. Build collective market intelligence 1 Easy What does this look like and how would we share the findings to capacity build local providers? - Data on local suppliers is captured by local heads of function and GDPR issues to consider. - Opportunity to support supplier capacity (register on PCS) for shared services. Publish a collective procurement pipeline 1 Medium When, who and how? Question to all CPP partners in sharing forward procurement plans for 2025/26. CPP meet the buyer events 1 Medium Events scheduled with Council - capture progress and evaluate next steps? Partnership with Scotland Excel? NHS? - Joint MTB events with all partners - capture all contracts of various scale. Not necessarily in person MTB events; videos, social media, etc. Develop procurement training for suppliers 1 Medium Supplier training framework in development Aligns with MTB events such as Supplier Development Programme and other local training provision as appropriate. C. PILLAR 2 - Workforce Recommendation Priority Ease of Implementation Commentary Real Living Wage Place 2 Medium Initial discussions with businesses ongoing - inserted into contracts? Legislative requirement. Page 45
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Classification: OFFICIAL Pathways into Work 2 Medium Pathways into work are being delivered across Argyll and Bute driven by funding streams such as NOLB and UKSPF. Skills needs and demand assessment for Argyll and Bute - align to work of HIREP Skills and Labour Group. Argyll and Bute Employment Charter 2 Medium Requirement to draft charter under consultation Employment Charter support 2 Medium Pulling and signposting existing information, such as Skills for Growth, Skills Development Scotland. Support framework in early stages. D. PILLAR 3 - Inclusive Ownership Recommendation Priority Ease of Implementation Commentary Identify ownership opportunities in growth sectors 2 Medium Review of key sectors - who? Review of co- operative business support 2 Medium Co-operative business support structures to be reviewed - who? Could it be included in the TSI’s forthcoming stakeholder survey? Peer support networks 2 Medium Develop connections between the different networks to share resources and identify gaps Brokering supply chain opportunities 2 Medium Discussions with key supply chain entities ongoing via procurement teams. Sharing of knowledge and progress to date? E. PILLAR 4 - Finance Recommendation Priority Ease of Implementation Commentary Mapping the alternative financial infrastructure 2 Medium Check in with national studies and mapping exercises and identify any local reviews and summaries Mapping, pooling and strategic planning of community benefits 1 Medium Place planning process means the conversations are starting to be had with some communities already along the development/community trust path route. No uniformity in strategic approach yet Page 46
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Classification: OFFICIAL but groups seem willing to pool resources, data and evidence. Community Benefits conversation needed at a national and UK level meaning this area is complex and time consuming. Develop a local finance initiative proposal 3 Hard Exploring viable finance models and explore partnerships with existing initiatives F. PILLAR 5 - Land and Property Recommendation Priority Ease of Implementation Commentary Vacant and derelict land 3 Hard Land audit commenced Rationalisation of the public estate 3 Hard Public estate rationalisation strategy under discussion Convene a Local Landowners Forum 3 Hard NFU representative engaged in discussions Page 47
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Classification: OFFICIAL Appendix 2: 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 citizens meaningfully in 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 progress transparently 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] June 2025 Page 48
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Community Wealth Building priorities 6th June 2025 Takki Sulaiman CPP CWB Steering Group member and Argyll and Bute TSI CEO Page 49
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Community Wealth Building “Community wealth building is a new people-centred approach to local economic development, which redirects wealth back into the local economy, and places control and benefits into the hands of local people” - CLES (The Centre for Local Economic Strategies) 5 pillars • Progressive procurement of goods and services • Fair employment and just labour markets • Plural ownership of the economy • Making financial power work for local places • Socially productive use of land and property Page 50
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Overview of CPP CWB steering group activity Two rounds of ACPG meetings – May and August 2024 Local CWB action group in Helensburgh and Lomond •Decision to tie in with the place planning work Shared ownership informal best practice group – four meetings •Spawned local energy community benefits and ownership conversations CPP CWB workshop in September 2024 Steering group meetings November 2024 – April 2025 February 2025 steering group in person workshop •Prioritisation of recommendations and action plan •Explore linkages and opportunities with other strategies •Produce charter June 2025 legislation and bill response (May 2025) Not wait for legislation CWB best practice hubs – EDAS announcement and Improvement Service Hub Page 51
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Prioritising the recommendations Page 52
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Community Wealth Building – priorities • Review how the actions in the Economic Action Plan aligns with CWB principles but perhaps the CWB action plan process contained in the Bill supersedes this? • CPP Charter – can you sign up to this through your governance processes? Is it clear enough? • All Pillar 1 (Spending) recommendations prioritised • Pillar 4 (Finance) priority on mapping community benefits – uniformity in approach? • All Land and Property recommendations (Pillar 5) reviewed as ‘hard’ and a lower focus for now apart from continuing activity Page 53
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Community Wealth Building – Pillar 1 Procurement Recommendation Priority Ease of Implementation Commentary Establish a CPP procurement working group 1 Easy A top priority - who and when? - Working with organisational procurement teams. Clear guidance needed to Heads of Procurement meetings with regard to alignment with CWB priorities. Ask specific questions. - Note template charter from Stirling Council. - Timing of the legislation and associated activity prior to publication for the legislation. - Case study: scope to review barriers for local contractors. - Requirement for an overarching CPP CWB Charter. Build collective market intelligence 1 Easy What does this look like and how would we share the findings to capacity build local providers? - Data on local suppliers is captured by local heads of function and GDPR issues to consider. - Opportunity to support supplier capacity (register on PCS) for shared services. Publish a collective procurement pipeline 1 Medium When, who and how? Question to all CPP partners in sharing forward procurement plans for 2025/26. CPP meet the buyer events 1 Medium Events scheduled with Council - capture progress and evaluate next steps? Partnership with Scotland Excel? NHS? - Joint MTB events with all partners - capture all contracts of various scale. Not necessarily in person MTB events; videos, social media, etc. Develop procurement training for suppliers 1 Medium Supplier training framework in development Aligns with MTB events such as Supplier Development Programme and other local training provision as appropriate. Page 54
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Community Wealth Building priorities 6th June 2025 Appendix and resources Page 55
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Argyll and Bute recommendations Spending Establish a CPP procurement working group, Build collective market intelligence, Publish a collective procurement pipeline, CPP meet the buyer events, Develop procurement training for suppliers Workforce Work towards a Living Wage Place Develop a Pathways into work programme Argyll & Bute Employment Charter Employment Charter support. Inclusive ownership Identify ownership opportunities in growth sectors, Review of co- operative business support, Peer support networks, Brokering supply chain opportunities Finance Mapping the alternative financial infrastructure Mapping community benefits Develop a local finance initiative proposal. Land & property Affordable Workspace Strategy Vacant & derelict land Rationalisation of the public estate Convene a Local Landowners Forum BC1: Building a more co-operative food & tourism economy BC2: Building community ownership of the energy transition Page 56
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CPP Recommendations and Models of Opportunity • CWB intrinsic to economic strategy • Decide on correct avenues to deliver CWB across Argyll and Bute • Development of CWB time limited group(s) CPP recommendations • Building greater employee ownership in Argyll and Bute • Building community and shared ownership of the energy transition Models of Opportunity Page 57
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Appendix 2: 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 citizens meaningfully in 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 progress transparently 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] June 2025 Page 59
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CPP MANAGEMENT COMMITTEE MEETING Transport Scotland Roads Directorate …..improvements in the pipeline over next ??? Years….. Page 61 Agenda Item 8
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The Trunk Road Network……; The whole network is 2,179 miles with around 880 miles within the NW unit of which my remit as Area Manager for TS Roads…..; • A82, A83, A85, A828 • Total of around 225 miles of trunk road within Argyle & Bute Council boundaries (& also A84, A87, A887, A830…..a further 275 miles) Network Maintenance Contract within the NW Unit is BEAR Scotland Page 62
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Improvement Schemes…..; Examples of Schemes…..; We have a wide range of schemes currently identified which include the following…..; Road widening schemes, Assess & remedial works at a number of “Landslide Risk Areas”, affected areas by flooding and river erosion, number of NMU improvements (or Active Travel schemes) and lay by improvements throughout the network….. ..…as well as the routine inspections, sign cleaning, landscape, structural, rock slope, seawall, drainage maintenance and VRS renewal schemes to maintain the network….. A828 Ledaig, rock slope A83 Erines, widening A83 Furnace, river erosion Page 63
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A82 Tarbet to Inverarnan…..; A82 Tarbet to Inverarnan Story Map ….website link…. Reasons why the need for improvements…..; Examples of proposals…..; The route…..; Page 64
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Rest and Be Thankful…..; Major Event of 2020; Preferred Option – Long Term Solution – Debris Flow Shelter; Event of Feb. 2024; Event of Sep. 2024; A83 Rest and Be Thankful Story Map….website link…. Page 65
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Our directorates Low Carbon Economy Responsible for working across Government and with our partners and stakeholders, to create the conditions for Scotland to lead in and benefit from the shift to ultra- low emission vehicles. Roads Responsible for the safe operation of the Trunk Road Network, roads policy, air quality and the environment, transport resilience and transport planning for major events. Finance and Corporate Services Provides core services and advice in finance, human resources, learning and development, information technology, facilities, health and safety, chief executive support, communications and corporate governance. Major Projects Responsible for the design, development, procurement and construction of major trunk road improvement projects across Scotland, along with providing procurement advice across the organisation. Bus, Accessibility and Active Travel Responsible for the Scottish Government’s policy relating to bus, active travel, smart and integrated ticketing and accessible travel. Transport Strategy and Analysis Responsible for transport strategy and integration, transport futures, transport analysis and strategic transporting planning. Aviation, Maritime, Freight and Canals Promotes Scotland’s international connectivity and transport links to our remote and island communities. Rail Responsible for Scotland’s rail policy, specification and development as well as the funding of Scotland’s rail infrastructure, passenger and freight services through rail industry delivery partners. Ferries Promoting connectivity of our islands and remote communities through contract management, vessel and infrastructure replacement and the Islands Connectivity Plan. . Page 66
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New Islay Vessels and Port Enabling Works Page 67
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Caledonian MacBrayne Clyde & Hebridean Ferries Confidential – Do not distribute without express permission of CalMac Ferries Ltd. Agenda Ø Vessel Update Ø CalMac Operational Readiness Ø Port Enabling Works Update o Kennacraig o Colonsay o Port Askaig o Port Ellen Ø Questions Page 68
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Caledonian MacBrayne Clyde & Hebridean Ferries Vessels Update CalMac expects the MV Isle of Islay delivery will be in Q3/2025 and will enter into service on the CalMac network shortly thereafter This is subject to successful completion of commissioning, sea trials, compartment completion, Classification Society, and MCA surveys. The remaining New Islay Class vessels are scheduled for delivery at 6-month intervals thereafter. Page 69
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Caledonian MacBrayne Clyde & Hebridean Ferries Information Classification: Internal 4 Operational Readiness CalMac are working on Operational Readiness in preparation for the arrival of the new vessels, these activities include: • Timetabling • Retail preparations • Customer preparations • Crewing and training • IT installation and testing • Communications planning • Delivery to Operations (DTO) The DTO plan will be carried out over a period of 8 weeks prior to the vessel entering service on the Islay route. This period is inclusive of the 2 weeks voyage from Turkey to the UK, followed by 6 weeks of Operational Readiness, Crew Familiarisation and full berthing trials across the network. Page 70
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Caledonian MacBrayne Clyde & Hebridean Ferries Information Classification: Internal 5 Port Enabling Works Ø CMAL are required to undertake port enabling works at Kennacraig, Port Askaig and Colonsay to accommodate the new Islay vessels. There is a separate project underway for the development at Port Ellen. Ø Kennacraig serves as the mainland port for both the Port Ellen and Port Askaig services, featuring connections to Colonsay on Wednesdays and Saturdays, contingent upon the Winter or Summer timetable period. Update on progress of works: • Kennacraig: All fendering and dredging works are now complete. Additionally, progress has been made on the electrical works to enable shore power infrastructure. Some minor works remain ongoing until early Summer. • Port Askaig: All marine works are complete, and the Mooring Aid has been installed, awaiting testing when MV Isle of Islay is delivered. • Colonsay: Colonsay works completed at the end of last year with some remedial works outstanding, these have now been rectified, and contractors are demobilising from site. • Port Ellen: Timeline for programme of works still to be finalised, construction works duration is expected to be approximately two years. Page 71
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Caledonian MacBrayne Clyde & Hebridean Ferries Information Classification: Internal 6 Any Questions? Page 72
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Private Sector Settlement Officer COMMUNITY PLANNING PARTNERSHIP MANAGEMENT COMMITTEE FRIDAY, 6TH JUNE 2025 Page 73 Agenda Item 10
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Bute • Helensburgh • Islay • Oban • Mull • Campbeltown • Iona • Dunoon • Tiree • Lochgilphead • Seil … Classification: OFFICIAL What is a Private Sector Settlement Officer? Part of the Council’s Housing Strategy Team Funded through the Scottish Government’s Addressing Depopulation Fund Two-years of funding over 2024/25 - 2025/26 Primary aims of the project are to: 1. Provide support to landlords to mitigate the anticipated reduction of the private rented sector 2. Support the delivery of alternative tenure opportunities, alongside partners 3. Support the delivery of actions to address depopulation and combat the Housing Emergency Page 74
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Bute • Helensburgh • Islay • Oban • Mull • Campbeltown • Iona • Dunoon • Tiree • Lochgilphead • Seil … Classification: OFFICIAL How does it link with the Community Planning Partnership? The Argyll and Bute Outcomes Improvement Plan (ABOIP) identified Housing as one of 3 key outcomes. Action Links Working in effective partnerships to ensure that everyone living and working in Argyll and Bute has access to affordable, warm homes of the right size, in the right place with access to the services, amenities and economic opportunities that communities need to thrive • Work to preserve the private rented sector in Argyll & Bute • Work to encourage those living in Argyll & Bute, or looking to move to Argyll & Bute, to use HOME Argyll to register their housing need and demand • Research being undertaken to track housing options and investigate workforce housing options Page 75
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Bute • Helensburgh • Islay • Oban • Mull • Campbeltown • Iona • Dunoon • Tiree • Lochgilphead • Seil … Classification: OFFICIAL Aim Links Ensuring that plans and policies are informed by communities’ needs and aspirations, especially those facing the greatest inequalities in housing related outcomes • Liaising with the Community Housing Network and community groups to quantify local need and demand for housing • Exploring alternative tenure opportunities for those with difficulty accessing housing Working with partners and communities to ensure that everyone has the ability to have a say in shaping what housing looks like for their place • Research project being undertaken to gather the views of underrepresented and hard-to-reach groups in relation to the Housing Emergency Reviewing partners’ land and property assets to ensure resources are used effectively to support the provision of housing for key workers and others • Links with Empty Homes Officer – HSCP, to identify housing opportunities for workers. • Research project will aim to design and coproduce workforce housing options Working together to identify opportunities for the prevention of homelessness through early intervention • Work to reduce homelessness risks associated with largescale reduction of the PRS Page 76
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Bute • Helensburgh • Islay • Oban • Mull • Campbeltown • Iona • Dunoon • Tiree • Lochgilphead • Seil … Classification: OFFICIAL How can CPP Partners help? Encourage employees and community groups to use HOME Argyll to register interest in alternative tenure opportunities Engage with the upcoming survey work around the Housing Emergency and Workforce Housing Options Help us to advertise the work being carried out to engage with younger and working-age households as part of the upcoming research Signpost clients, employees and community groups to these services Page 77
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Bute • Helensburgh • Islay • Oban • Mull • Campbeltown • Iona • Dunoon • Tiree • Lochgilphead • Seil … Get in Touch Contact Iona Campbell Phone – 01436 658 801 E-mail – iona.campbell2@argyll-bute.gov.uk Page 78
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SERVICE DELIVERY REVIEW SCOTTISH FIRE AND RESCUE SERVICE Page 79 Agenda Item 11
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SFRS: SERVICE DELIVERY REVIEW BACKGROUN D The Service Delivery Review is looking at all aspects of the operational models of SFRS to meet Scotland’s changing risks and demands, including: Where our stations are based; and How we staff our appliances Page 80
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SFRS: SERVICE DELIVERY REVIEW KEY OBJECTIVES We need to match our operational resources to risk and demand. Further desired outcomes include: Reduced capital investment backlog Better utilisation of resources and facilities Enhanced firefighter safety Improved staff attraction and retention Increased organisational capacity Enhanced community safety (through PPP) Improved partnership working 1 2 3 4 5 6 7 Page 81
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SFRS: SERVICE DELIVERY REVIEW X STRATEGIC PRIORITIES Temporary appliance withdrawals Our Estate: RAAC / capital backlog Station upgrades for decontamination and dignified facilities Matching operational resource to risk and demand Long-term dormant stations X Page 82
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Trade union / representative body: <1% Member of the Public: 45% SFRS Operational Staff: 25% SFRS Support Staff: 5% Other emergency service: 2.5% Other Public Org (e.g. NHS): 4% Community Group: 4% 3rd Sector / Voluntary Org: 4% Other: 4.5%Elected member: 1% Business / Commerical Sector: 2% Local Authority: 2% YOU ANSWERED:KEY FINDINGS We received 6,400+ responsesPercentage of respondents that agree SFRS should consult fully with the public Proposed station closure86% 48% 76% 19% Proposals to build a new station Permanent relocation or removal of an appliance Proposed changes to duty systems SFRS: SERVICE DELIVERY REVIEW SHAPING OUR FUTURE SERVICE: YOUR SAY Page 83
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SFRS: SERVICE DELIVERY REVIEW LOCAL PROPOSALS HoClose the long-term dormant Ultralight Appliance OC VDS station at Colintraive Close the long-term dormant Ultralight Appliance OC VDS station on the Isle of Kerrera •taChange Helensburgh 2 Pump WT + OC station to a 2 Pump DSDS/OC + OC station Page 84
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SFRS SDR: LSO AREA BRIEFING SDR TIMELINE 2025 Development of options long-list (300+) Jul-Sep 2024 Options development: Senior leaders’ workshops Apr 2025 Options appraisal: Balanced room Oct-Nov 2025 Review of responses Jan 2025 Options appraisal: Hurdle criteria workshop June to Sep 2025 Public consultation (12 weeks) Apr-Jun 2024 Pre- consultation ‘Shaping Our Future Service: Your Say’ Dec 2025 SFRS Board decision Page 85
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THANK YOU Page 86