Policy Leads Report
Argyll and Bute Council · 26 November 2025
Back to Argyll and Bute Council — 26 November 2025 and its agenda
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ARGYLL AND BUTE COUNCIL COUNCIL 26th November 2025 POLICY LEADS REPORT 1. INTRODUCTION 1.1 This report provides members with an update on key areas of activity for each Policy Lead Councillor. This aims to provide updates from all Policy Leads as regularly as possible, so that all members are informed, up-to-date and able to engage with current issues. This report covers the period since the last update provided to Council on 24th September up to 7th November 2025. 2. RECOMMENDATIONS 2.1 Members are asked to consider the report. 3. POLICY LEAD FOR BUSINESS DEVELOPMENT – Cllr Math Campbell- Sturgess 3.1 Introduction: This report provides an update on key activity in the Business Development portfolio, including economic development, employability, digital infrastructure, rural investment programmes and film/media promotion. 3.2 Regeneration and Capital Projects: Lochgilphead CARS: All funding is now committed. Four priority buildings have been completed with the final two due to conclude by 31st October. Shopfront improvements are finished and a celebratory community event was held on 27 September with strong attendance and positive feedback. Helensburgh CARS: All shopfronts are complete and priority buildings are on site. Two small-repair grants were issued for the Grade A Macintosh Club and a roof refurbishment covering four properties.
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Tarbert Heritage and Place Programme: Funding applications were submitted to the National Lottery Heritage Fund and Historic Environment Scotland; outcomes are expected December/January. Regeneration Capital Grant Funding (RCGF) 2026/27: Four projects have successfully passed Stage 1 Expressions Of Interest — Kintyre Sea Sports (£800k), Nonhebel Park (£595k), Tarbert Harbour Water Sports Hub (£85k), and Tighnabruaich Refuelling Hub (£120k). Stage 2 bids are in preparation. 3.3 Business and Employability: Economic Growth: UK Shared Prosperity Fund: The 2025/26 transition year funding (£200 k) is now fully committed. Uncertainty remains over the replacement funding model from 2026–27.Early data shows strong business impact: turnover among supported firms rose 45–47% and employment by around 45%. Employability and Tackling Child Poverty: Delivery continues through the Council and third-sector partners (InspirAlba, Street League, Clyde Fishermen’s Trust). By 30 September 2025, 187 participants had started programmes, including 73 parents. Work placements and training via the UKSPF scheme continue to perform well with 26 participants gaining qualifications. Parental Welfare Fund: Uptake is steady; funds of up to £1 000 help parents transition to work. 3.4 Campbeltown and MACC Visit: On 17th October 2025, I visited Kintyre with officers to tour major sites including: ● The new distillery and bonded warehouse nearing completion at Machrihanish. ● The MACC (Machrihanish Airbase Community Company) site, where discussions covered future investment potential, redevelopment of the former CS Wind buildings, and progress with the MachLab rocket testing facility. ● Several town centre regeneration projects focused on shop redevelopment and small-business growth. The visit underlined the importance of sustained infrastructure and skills investment to support the area’s growing high-tech and energy-linked industries. Engagements also included discussions on the long-term future of the MACC site and its integration with the wider Rural Growth Deal ambitions.
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At Campbeltown Bond
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3.4 Economic Growth and New Sectors: Machrihanish and Space Activity: Following the visit, interest in using the site for space-related research and testing remains high. Clipper Round the World Race: Oban confirmed as a 2026 host port. “Team Scotland” yacht, funded from public funds, SAMS and Diageo, and came first in the first leg. International Winter Swimming Championship: Officers are supporting event delivery in Oban, December 2025. 3.5 Islands and Infrastructure: We have received confirmation of multiple successful bids to the Scottish Government’s Islands Programme 2025/26. Argyll and Bute has secured an exceptionally strong outcome, attracting well over £1.5 million of new external investment across our island communities. The successful projects demonstrate the breadth of the Council’s partnership working and the ambition within our island communities to deliver tangible, long-term benefits: • Former Royal Hotel, Rothesay – £400 000 for detailed design works that will bring a long-vacant landmark building in the town centre back into productive use. • Community Digital Hubs Phase 2 – £125 000, supporting Colonsay, Jura, Lismore and Luing to establish or expand digital coworking and community connectivity spaces, ensuring full-fibre infrastructure translates into real local benefit. • Unlocking Ulva (Landing Craft Project) – £40 020, creating an essential marine transport link for residents, visitors and the island economy. • Skerryvore Lighthouse Cottages – £306 050, enabling restoration and repurposing of the historic accommodation to support tourism and heritage activity. • Multi-Use Games Area, Isle of Gigha – £20 000, providing accessible sport and recreation space for island children and families. • Bowmore Hall, Islay – £100 000, funding critical refurbishment and energy-efficiency improvements to preserve this important community venue. • Isle of Luing Slate Quarry and Shore Works – £20 000, supporting local enterprise and the cultural heritage of the former quarry. • Tobermory Worker Accommodation Infrastructure – approx. £100 000, to help deliver enabling works for much-needed local housing capacity.
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• Islay Energy Trust – £401 843 through the Carbon Neutral Islands programme to install energy-efficiency measures in community buildings across Islay. Collectively, these awards represent a major vote of confidence in Argyll and Bute’s island regeneration strategy. They showcase how strong community partnerships, robust business cases, and a clear vision for low- carbon, resilient infrastructure can draw significant national investment even in a tight funding climate. 3.6 Community Led Local Development (CLDD): Twelve projects were funded under the 2025/26 round, supporting community hubs, energy efficiency and resilience projects. A further eight projects were awarded funding (c. £70 k total) through the CLLD Development and Improvement Challenge Fund to help organisations innovate or improve financial resilience. 3.7 Digital Infrastructure and Connectivity: Digital Connectivity: 96.6 % of premises now have access to fibre broadband; 89.8 % can achieve > 30 Mbps. Full-fibre (> 100 Mbps) availability stands at ~26 %. Phase 2 of Island Digital Hubs (£125k) will support Colonsay, Jura, Lismore and Luing. Discussions continue with Openreach and BDUK on Project Gigabit delivery and rural resilience. Following Storm Amy outages, resilience reviews are underway including the use of Starlink backhaul on Tiree. 4 POLICY LEAD FOR CARE SERVICES – Cllr Dougie McFadzean 4.1 Primary Care: Investment has been secured to ensure the sustainability of board-managed practices in Kilcreggan and Garelochead. The investment will ensure a sustainable workforce model following community engagement and a formal practice merger between the two sites. The additional investment will reduce the long-standing locum spend across these practices, mitigating some of the forecasted HSCP overspend before the end of the financial year. Communities will benefit from
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continuity of care and, with time, access to enhanced services in their local communities. The Scottish Government have also announced financial investment into Primary Care with a £4million uplift into existing enhanced service provision. The HSCP will work with key stakeholders including the LMC (Local Medical Committee) to allocate Argyll and Bute’s share of the allocation in a way that delivers the highest benefit for our communities while ensuring financial viability for our General Medical Services partners. Further investment has been secured following a successful funding bid to the Scottish Government to establish Early Career Fellows across NHS Highland. Eight NHS Highland fellowships have been partially funded by the Government with three being allocated to Argyll and Bute. Plans are ongoing to develop meaningful job plans with opportunities in sexual health, mental health and frailty being prioritised to ensure longer term benefit for our communities. Approval has also been given to progress a proposal for a short to medium term dental investment in Cowal with the Scottish Government, following several unsuccessful attempts to secure an independent contractor model in the area. A short – medium term model has been proposed as a viable alternative allowing the Public Dental Service to deploy a Dental Access Service for the area while longer term planning to transition to an independent practice are progressed. Committed investment from the Scottish Government will be required to progress with service delivery. In the last month we have published the Chief Social Work Officer and the Child Poverty Reports. Both have been scrutinised through the Council and IJB processes. Both point to significant work being carried out across Social Work and multi-agency partners. 4.2 Children, Families and Justice services: Child and Adolescent Mental Health Services (CAMHS) services in Argyll and Bute are currently meeting the waiting time targets set by Scottish Government. This is partly due to success in filling posts and the targeted deployment of ring fenced financial reserves. As with much of the progress we make in services it is fragile and reliant on relatively small numbers of staff. It requires to be recognised that staff are reporting an increase in demand and complexity. Services for those with neurodiversity are developing through a single multi-agency point of contact and the development of a partnership with an organisation offering virtual support.
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Work on phase two of the physical development of the Bairns Hoose is moving towards completion. The focus is now turning to the recovery programme for children and their families. We are developing conceptual plans for a further Bairns Hoose in the west of the county, if capital money were to become available. Overall, in Argyll and Bute the numbers of late Social Work reports for the Scottish Children’s Reporters Administration is reducing. The numbers of children on the Child Protection Register are reducing. We recognise that waits for some children with disability assessments continue to be lengthy. There is a statutory requirement to complete such assessments, however there is no statutory timescale. There is a commitment to complete assessments as quickly as we possibly can within the resources available. There is significant work being carried out on repatriating young people currently placed in external placements. This also includes tightening the planning for those in our internal residential and fostering resources. Recruitment of foster carers is exceptionally challenging nationally and Argyll and Bute is experiencing a similar pattern. The number of foster carers is reducing. Within the field of Justice services we note the recent decisions by Scottish Government to initiate a further round of early releases of short term prisoners. Such releases are risk assessed and the numbers of people impacted in Argyll and Bute is likely to be low. Recruitment across Social Work and Health services remains challenging. There are vacancies and absences across our services. Work is continuing to address this. For example: we have a number of ‘grow your own’ trainee Social Workers at various points in their developmental journey. We have also been successful recruiting oversees Social Workers who have qualified in Scotland. It requires to be acknowledged that meeting the envisaged savings targets for the next financial year may need to be a reduction in head count in some professions. 4.3 Finance: The financial position remains critical. The HSCP is overspending in the current year, largely on external children’s placements. Additionally, the budget outlook for the next three years highlights a significant funding gap, if no action is taken; this is approximately £6m (6%) for Social Wolk / Social Care services, and £12m for NHS services. To help address this financial challenge, the IJB approved a new policy to introduce a threshold of care for care at home, to 28 hours per week, with any packages recommended for weekly hours more than 28 to be
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reviewed by senior management within the organisation. The impact of this is now being monitored, on a weekly basis, both in terms of the impact on unmet need in the community and delayed discharges from hospital, and the favourable financial impact. Whilst this is an important step in contributing towards a return to a more sustainable financial position, it is not enough. The HSCP will continue to work on further proposals / recovery plan for service changes and reductions being developed in advance of the budget cycle for 2026/27. 4.4 Property: Tigh-a-Rudha Care Home (Tiree) hosted a successful opening event to celebrate the completion of its refurbishment and remodelling. The works have made a significant difference to the aesthetics of the facility and to the services that can be offered. It also means that all the residential care rooms now have en-suite facilities and meet current standards for residential care. A further project to renew the radiography equipment in the Campbeltown Community Hospital also completed in October 2025. In addition to investment in new digital imaging equipment by NHS Highland, the project also remodelled the hospital to locate the new unit to a better location, which is a huge benefit to both the staff and patients, who will no longer have to be wheeled from one end of the hospital to the other for an X- ray. The remodelling and change in location will also help us manage down the carbon footprint of the building. Good progress continues to be made in respect of key worker accommodation, and awards and nominations continue for the project between Argyll and Bute Council, Shelter, and the HSCP. We now have nine key workers in accommodation made possible by the project, with more opportunities to increase this nearing completion. Investment from the Strategic Housing Fund has been instrumental in making this happen. Additionally, there are many permanent members of staff who have been assisted to find housing, as part of their relocation process. 4.5 Health and Social Care Winter Planning: A comprehensive winter preparedness assessment aligned with the Scottish Government’s resilience checklist has been completed. The review covers acute, primary care, social care, mental health, workforce capacity and seasonal outbreak planning.
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The assessment confirms that contingency arrangements are in place across most domains, with strengthened escalation protocols, enhanced vaccination uptake campaigns and cross-sectoral coordination mechanisms embedded through the Health and Social Care Partnership. Key risks remain around sustained workforce pressures, variable resilience in remote and rural services, and capacity constraints within community and social care provision that impact timely hospital discharge. Winter vaccination uptake will require continued focus, and resilience planning for concurrent outbreaks (COVID-19, influenza, norovirus) remains critical. Overall, we enter winter 2025/26 with a resilience framework, but sustained monitoring, rapid escalation pathways, and targeted support in identified pressure areas will be essential to maintain system stability and ensure safe, effective care delivery. 4.6 Strategic Planning , Performance and Technology: Argyll and Bute Health and Social Care Partnership (HSCP) is developing a new Joint Strategic Plan for 2026 – 2031. We will be consulting with communities, partners, and stakeholders between 10th October and 10th January 2026. Through this engagement, we will build on the Draft Joint Strategic Plan to jointly produce the final proposed version. Integration Joint Boards (IJBs) are required to create a Joint Strategic Plan (JSP). This is a high level plan of how the IJB will manage and deliver health and social care services using the resources and budgets they control. They must review and update this plan at least once every three years. We will communicate in person, online and through press during this period but you can register or subscribe on this hub to keep up to date with how this consultation is progressing. Our proposed priorities: • Priority 1: Preventative and Community Based Care • Priority 2: Integrated and Person Centred Care • Priority 3: Financial and System Sustainability • Priority 4: Healthy and Engaged Workforce • Priority 5: Access and Tackling Health Inequality • Priority 6: Digital Transformation
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We would ask elected members to encourage constituents to participate in this consultation. More information can be found at the engagement hub 5 POLICY LEAD FOR CLIMATE CHANGE, RENEWABLES AND NET ZERO – Cllr Luna Martin 5.1 KIMO AGM: Last month I attended the KIMO (Kommunernes International Miljøorganisation or Local Authorities International Environmental Organisation) Annual General Meeting in Inverness where KIMO adopted the new KIMO Strategy for 2026-2030. The new strategy focuses on four key priorities: 1. Marine Litter: Continuing KIMO’s long-standing mission to combat plastic and other waste in our oceans and rivers. 2. Chemical Pollution: Addressing the impact of hazardous substances such as PFAS on marine ecosystems and human health. 3. Maritime Safety and Pollution: Enhancing measures to prevent pollution from shipping and maritime activities. 4. Organisational Sustainability: Ensuring KIMO’s own long-term effectiveness and resilience. “This new strategy is a testament to our shared commitment and provides a powerful framework for our work ahead,” said Lisa Bugge Nør Larsen, Executive Secretary of KIMO. “It ensures we remain at the forefront of the fight against marine pollution for the next five years”
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5.2 Argyll and the Isles Coast and Countryside Trust (ACT) AGM: I attended the ACT AGM last month; it was brilliant to catch up with members face to face and discuss new ideas and concepts. We heard from Karen McCurry at the Snowdrop Centre, Lochgilphead, who shared such a thoughtful perspective on the challenges faced by the people they support due to our changing climate, and on their work with ACT over the past four years, from the early days of the food share scheme right through to their current, inspiring ABCAN (Argyll and Bute Climate Action Network) Seed Funded projects. Our ABCAN Team also led an engaging Climate Adaptation Pathways activity, sparking brilliant conversations around climate risks and opportunities across all of ACT’s projects. 5.3 Public Bodies Climate Change Duties (PBCCD) Report – Compilation Underway: The Council is currently compiling its statutory PBCCD report for the 2024/25 period. This year’s submission reflects strengthened governance, strategic planning, and operational delivery across mitigation, adaptation, and engagement. Key developments include implementation of the Local Heat and Energy Efficiency Strategy (LHEES), and internal
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drafting of a refreshed Net Zero Route Map. The Council continues to embed climate considerations across decision-making, procurement, and capital planning, with climate change holding strategic risk status and undergoing regular audit and scrutiny. Regional partnership working remains central, with the Council leading the Community Planning Partnership Climate Change Sub Group and contributing to national adaptation outcomes through infrastructure investment, nature-based solutions, and community resilience planning. 5.4 Strategic Leadership Engagement: In October, a climate change presentation was delivered to both the Chief Officers Group and the Senior Leadership Forum. The presentation reviewed the past 25 years of climate change impacts and projected trends for the next 25 years. It reaffirmed the Council’s strong track record in climate action and emphasised the increasing importance of resilience and adaptation in future planning. The session provided strategic context for continued development of the Council’s climate response. 5.5 Renewable Energy and Infrastructure: The Council has secured £35,000+ in grant funding for a new solar PV system at Taynuilt Primary School. Procurement is underway, with installation targeted for Easter 2026. 5.6 Carbon Literacy: Argyll and Bute Climate Action Network (ABCAN) continues to deliver climate literacy training and facilitate climate conversations. 5.7 Climate Ready Regions – Community Planning Partnership Activity: The CPP continues to progress its designation as a Climate Ready Region, supported by the Scottish Government. A business case for a regional climate adaptation partnership is being developed, with consultant support commissioned in October. The project officer role has been extended to July 2026 to support legacy planning and community resilience development. Initial engagement with community councils has begun to assess existing emergency plans and identify best practices. Full rollout of community resilience planning is scheduled to begin in November. 5.8 Climate Strategy and Governance – Community Planning Partnership Activity: The CPP’s Climate Change Strategy has been published [Argyll and Bute Climate Action: A climate change strategy for Argyll & Bute v3]. The accompanying Action Plan, originally scheduled for submission in October, is now expected in November due to expanded workstreams and the addition of new deliverables. The strategy identifies key risks (hotter summers, wetter winters, sea level rise) and outlines actions across infrastructure, policy, skills, and procurement.
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POLICY LEAD FOR COMMUNITY PLANNING AND CORPORATE SERVICES – Cllr Mark Irvine 6.1 Community Councils: Strengthened Framework and Broad Support: The Council has completed a comprehensive review of the Scheme for the Establishment of Community Councils (2026–2030). The updated Scheme modernises governance arrangements, incorporates national best practice, and ensures compliance with the Local Government (Scotland) Act 1973 and the Community Empowerment Act 2015. It introduces clearer guidance on transparency, accessibility, and inclusion, with formal provision for hybrid and online meetings, and stronger engagement standards. Two full consultation phases have now concluded. Feedback was overwhelmingly supportive, with only two community councils raising funding considerations and one specifically confirming satisfaction with the proposals — a clear indication that the review was well-received and stable across all areas. A minor boundary alignment between Lochgilphead and Dunadd ensures effective local representation while avoiding disruption to neighbouring areas. The final Scheme, Best Practice Agreement, boundary map, and associated documents will take effect from 20th August 2026, coinciding with the next scheduled community council elections. Improved Governance, Accountability, and Partnership Working - the Best Practice Agreement 2026–2030 reinforces collaborative working between the Council and community councils. It formalises the Council’s commitment to annual engagement meetings with community representatives, maintains council funding for administration grants and public liability insurance, and introduces updated Codes of Conduct and Financial Guidelines. The Integrated Impact Assessment identified no adverse impacts and recorded positive effects in relation to access, representation, and redress. The Scheme now includes specific expectations around equal opportunities, accessibility, and inclusion, ensuring meeting venues — physical or digital — are suitable for all participants.
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6.2 Community Development and Empowerment: Through the Supporting Communities Fund, 74 local groups have received awards of up to £1,500 each to deliver projects that enhance wellbeing, social connection, and local opportunity. The Community Development Team has provided direct support to over 30 groups on constitutions, governance, funding applications, and community asset management — strengthening local capacity and confidence. The Community Planning Partnership (CPP) has launched a Short Life Working Group to develop a five-year business case for the Argyll and Bute Climate Ready Region, funded by the Scottish Government via ABCAN (Argyll and Bute Climate Action Network). Preparations are also under way for the 2026 Gaelic Gathering, celebrating culture, language, and identity while promoting local participation. 6.3 Corporate and Digital Service Improvements: The ICT Service continues to be recognised (via Socitm benchmarking) as one of the most cost-efficient and highest performing local authority ICT operations in the UK, supporting more than 2,000 users and 200 systems. Enhanced cyber security protocols have been implemented, and the Customer Services Team completed a successful Commercial Waste GAP project, identifying and onboarding 314 new customers, billing £92,000, and collecting £59,000 to date. Our progress on getting Bots to answer queries for both internal and external customers has taken another step forward with our AI enabled HR Bot. This new AI Bot now answers queries from employees on all aspects of their employment. It searches in all of our policy and procedure documents as its source material and so it can handle more complex questions than our old Bot. We are getting great feedback. The AI Bot will continue to learn the more we use it. You can find it on MyCouncilWorks. We now have our workforce data available on the new Data Hub. This means that managers can see at a glance all of the important information about their teams when they want to, they no longer have to wait for a monthly spreadsheet or a quarterly report. This is another great example of the Data Project making a positive difference to the organisation as well as continuing to improve everyone’s digital skills.
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Cyber security remains high profile and the ICT team continue to keep up to speed with new developments, having recently attended the National Information Security Conference in Edinburgh. Cyber attacks like those on JLR and the Co-Op highlight just how costly it can be if the hackers get through the security defences. Everyone matters in our approach to managing this risk. It is usually human error that results in an attack. We have made our cyber security training mandatory, as all of us are on the front line of this area of risk. The ICT team have been busy upgrading 4700 devices to make sure they are up to date and secure. They have also migrated 2272 education colleagues from Skype to Teams Telephony. The recent storm damaged BT’s subsea cable to Tiree, affected phone and internet services on the island. The ICT team worked as fast as they could to restore temporary services to the High School and Tigh a Rudha Care Home. The team continue to maintain a fast turnaround in ‘time to fix’ for ICT incidents averaging 2.31 hours this month. This is one of our core service standards to keep the council operating effectively. 6.4 Communication, Engagement and Reputation Management: The Communications Team have launched two new services this year. Our email subscription service, for employees without ICT access (because of the nature of their roles) to the council network and communication channels, is growing in use by employees: we now have 320+ subscribers who have opted-in out of a totally of nearly 800 non-networked employees. We concluded the first year of activity for the council-wide sounding board. Three sessions took place with great turn-out and planning is underway for 2026. The team is leading on the Budget Communications Budget planning 2026 | Argyll and Bute Council having launched a poll asking the public if they support fair funding for services. We are currently getting good engagement on this from our communities and will report back on this. Research into AI-generated content is being undertaken to understand and manage public perception proactively. A revised Social Media Policy will be introduced in early 2026, aligning with the Councillors’ Code of Conduct and corporate strategy.
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The Council continues to promote positive campaigns across recycling, the Rural Growth Deal, and education achievements. 6.5 People, Workforce and Organisational Development: Workforce analysis shows an overall improvement in workforce-planning risk compared with the previous year. The new Health of the Organisation Data Hub provides live workforce metrics to support management decisions. An attendance management workshop was delivered at the Senior Leadership Forum, focusing on wellbeing and support. The Employee Experience Pulse Survey is running this quarter, encouraging broad participation to guide wellbeing and culture initiatives. 6.6 Customer Services and Registration: Our Customer Service and Engagement team continue to be in the top 1% nationally for website accessibility according to the Silktide assessment index. Our new AI Chatbot is live and we anticipate that this will lead to improved satisfaction scores. The team has worked with colleagues in other services to develop more automated online applications – a single point of access digital front door for Education Psychology, a new smart application for Strategic events and festivals and a new automated form for the comms team to manage social media requests from staff. A comprehensive review of all downloadable and online forms has been completed by the web team and identified numerous opportunities for improvement. This feeds into the Delivering Services Differently budget theme work. Our Registrars saw an increase in both births and death registrations over the same period last year. Our numbers of marriages/civil ceremonies is up on last year and we have recruited new home-based Registrars for Coll and Colonsay following retirements. 6.7 Summary and Outlook: Across all directorates within my policy portfolio, the Council continues to deliver effectively within existing resources, strengthen community and partnership working, and demonstrate resilience and innovation. Stable governance frameworks are in place for the 2026–2030 term, with growing community empowerment and continued progress in digital transformation and workforce modernisation. Overall, the directorates I work with are well positioned for the future.
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7 POLICY LEAD FOR EDUCATION – Cllr Audrey Forrest 7.1 Ulva Primary School Inspection: I would like to congratulate all the staff and pupils at Ulva Primary School for a very positive Inspection outcome, following a visit from Education Scotland in September. The school achieved an “excellent” evaluation with regard to learning, teaching and assessment, and a “very good” evaluation for raising attainment and achievement indicator. The inspection team found a number of strengths in the school’s work including:- • The outstanding leadership of the headteacher, very well supported by the principal teacher, in improving learning experiences for all children. • The school’s exemplary approaches to learning for sustainability and outdoor learning. Children are passionate, engaged campaigners who relish the opportunity to learn about their natural environment. They appreciate and celebrate the uniqueness of their island. • Curious, engaged and highly motivated children. They are polite and welcoming, and demonstrate fully the school’s values of being kind, respectful and hard-working • The warm, supportive and nurturing relationships across the school and local community • Highly effective partnership working with local and national partners. 7.2 MCR Pathways Progress: Following on from my update at the last Council meeting that MCR Pathways will be developed in another five of our schools (Lochgilphead, Tarbert, Campbeltown, Tobermory and Islay), I am pleased to report that the new MCR Pathway Coordinators commenced in their new posts on 3rd November. They will now undertake a series of training sessions delivered on a central basis by MCR and locally by the Education Service, prior to beginning the matching mentors phase.
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This service, which is based on building relationships, relies on volunteers. If you have any spare time, would you consider giving one hour a week during school hours to take part? For further information or to enquire about this role please visit the MCR website. I would recommend reading the latest Scotland Impact Report to fully understand the profound positive impact MCR has on young people engaged with the programme. 7.3 STEM Hub: The STEM Hub South will be situated within Dunoon Grammar School. The STEM (Science, Technology, Engineering and Maths) team will coordinate visits from local primary schools and the wider community, while also providing crucial outreach to rural and remote schools. The facility's core mission is to deliver exciting STEM learning opportunities directly linked to future areas of economic growth in Argyll and Bute and across Scotland. Phase 1 of the project is scheduled for completion this year, which includes the establishment of an immersive classroom. This advanced learning environment incorporates cutting-edge projection and interactive technologies to provide a seamless, 360-degree fully immersive experience. This innovative technology is designed to virtually transport pupils to diverse and stimulating learning environments. Phase 2 is scheduled for completion by October 2026 and will significantly expand the project's capacity with five key, high-tech learning areas: • Exhibition Space: Developed in partnership with the Glasgow Science Centre, this dedicated facility will host dynamic, high-impact STEM exhibitions. The content will directly correlate with future employment sectors in the Argyll and Bute region.
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• Auditorium: A compact, purpose-built theatre space designed to accommodate a full class of learners. • Collaborative MakerSpace: A highly adaptable and multi-configuration flexible space cantered around a makerspace theme. • Green Screen Studio: A full-scale green screen backdrop and professional lighting and audio. This studio will enable learners to engage in digital content creation, virtual environment development, and advanced media projects. • Virtual Reality (VR) Suite: A specialised room featuring a three-bay layout dedicated to harnessing the power of VR technology. 7.4 Rothesay Joint Campus – Outdoor Learning: A once-overgrown garden at Rothesay Joint Campus has blossomed into a vibrant outdoor learning hub, thanks to a generous donation from Saputo, an international cheese company. The transformation has created a dynamic space where over three hundred children and young people now enjoy hands-on horticulture lessons, grow their own food, and connect with nature — all while learning valuable life skills. The school community has worked tirelessly to bring the vision to life. The project included: • Revamping the old garden with raised beds • Redeveloping the secondary playground with formal planting • Constructing large-scale polytunnels and a greenhouse • Creating an outdoor larder and learning classroom
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Children now grow everything from courgettes and pumpkins to grapes, cucamelons, potatoes — and even stevia, a natural sugar alternative. The Early Learning Centre has already won awards for its impressive produce. The school has recently secured additional funding and hopes to expand the outdoor space even further, with ideas including: • A sensory garden • Community growing days • Opportunities for residents to visit and get involved. 7.5 Planet Youth: A Growing Up in Oban community event took place at the Corran Halls on 21st September, which brought together 25 local groups for a showcase of the youth and leisure opportunities available within the local area. The event aimed to connect families with local clubs, organisations, and services and valuable networking opportunities for group leaders and volunteers. With nearly 200 visitors attending, the day featured activities from Oban Youth Café and Oban Toy Library, and a fantastic live performance by young people involved in the Fèis. The event was praised for its warm, welcoming atmosphere, with a variety of information and activities on offer. Based on the success of this event, it is hoped that it can be replicated within other areas. 7.6 Education Review: All elected members were invited to attend an initial seminar on 27th October, advising on the background/scope of the Review. A further seminar has been arranged for 21st November to discuss the findings of the Review, including the recommendations that have been made. A copy of the full report is contained within today’s agenda.
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7.7 Clyde Cottage Nursery: I was really pleased to be invited to Clyde Cottage Nursery to see the fantastic upgrades that have been made to the Early Learning Centre, including the Tiny Treasures Room. It was lovely to meet with staff and hear about the impact of the works. 7.8 Aspiring to Headship / Into Headship Event: I was delighted to be invited to attend the Aspiring to Headship celebration in Helensburgh. Argyll and Bute Council run a programme called ‘Aspiring to Headship’ for any of our teachers who would like to explore moving into Headship. This
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can be followed by the Education Scotland course, ‘Into Headship’. It is encouraging to see people progress through the former to continue into the latter. It is a huge commitment our staff make to take up these studies as they juggle work and home life. Every year, a celebration takes place and it is a really joyful event and I have been privileged to attend. ‘Growing our own’ is a well established principle in Argyll & Bute and it enables us to inspire, nurture and grow the talent which we are fortunate to have. 7.9 Meetings: Since my last report, I continue to attend a wide range of meetings associated with my Education remit, including COSLA Children and Young People Board, chairing the Local Negotiation Committee for Teachers, and Policy Lead meetings with the Executive Director and 2 Heads of Education. 8 POLICY LEAD FOR FINANCE AND COMMERCIAL SERVICES – Cllr Ross Moreland 8.1 Financial Services: Annual Accounts for the year ended 31st March 2025: The 2024-25 pre- audit annual accounts were considered by the Audit and Scrutiny Committee on 26 June and thereafter, approved for submission to the auditor, Mazars by the statutory deadline of 30th June 2025. Information has now been received from the Council’s treasury advisors, MUFG in respect of accounting for leases and lease type arrangements under IFRS16. Officers are in the process of preparing the required audit changes to the financial statements and associated disclosure notes in respect of IFRS16 compliance.
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The council’s external auditor, Mazars completed their audit planning in July, with fieldwork underway from August. Weekly progress meetings between the Mazars Audit Manager and senior council finance officers commenced in July. The audit continues to progress, with no significant matters arising, at this stage. There are two significant audit areas still to be completed – IFRS16 and Payroll (migration to the new iTrent system). These are extensive and extraordinary pieces of work, however, officers continue to work closely with Mazars to conclude the audit in a timely manner. The audit completion timescale is likely to be late November/early December. Budget Outlook 2026-27 to 2030-31: An updated Budget Outlook, reported to the Policy and Resources Committee on 9th October 2025, outlines a projected budget gap of £10.6m (previously £10.5m) for 2026- 27, rising to £33.9m (unchanged from previously reported position) by 2030-31, based on the mid-range scenario. There has been a net increase in cost and demand pressures of £0.1m from the previous reported Budget Outlook as at 30th June, reported to Policy and Resources Committee in August. However, there are no other changes to the previously reported planning assumptions underpinning our Budget Outlook. There are a number of financial risks, which may impact the financial position of the council in 2025-26 and future years. The HSCP financial position in respect of delivery of Social Work services will be subject to ongoing monitoring and review, including in respect of delivery of the IJB’s financial recovery plan. It is also worth noting that the timescale for the Scottish Budget announcement has now been confirmed as 13th January 2026. This delays confirmation of our government grant funding (a key planning assumption) and makes our budget process timescale more challenging, reducing the time available for consideration of measures to meet the confirmed budget gap. The Budget Outlook and Financial Risks will continue to be monitored and reported on an ongoing basis to Policy and Resources Committee. Revenue Budget Monitoring: The 2025-26 Revenue Budget Monitoring as at 31st August, reported to Policy and Resources Committee on 9th October, outlines a forecast net underspend of £0.301m. This comprises a forecast underspend of £0.5m in respect of Council Tax income, offset by a forecast net overspend across services of £0.199m.
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As at 31st August 2025, the HSCP was forecasting an overspend of £0.668m for the year in respect of Social Work services, due to demand for residential placements within Children and Families and Older People Services, with an expectation that this would be managed from within available HSCP reserves. This forecast overspend has increased to £0.738m as at 30th September. There is very little headroom for this to be managed within available HSCP reserves, representing a significant financial risk to the council in 2025-26 and future years. This position will continue to be closely monitored throughout the year. Capital Plan Monitoring: The Capital Plan monitoring will now be reported on a quarterly basis to align with Treasury Management governance reporting requirements. The next update, as at Quarter 2, 30 September 2025, will be reported to the Policy and Resources Committee in December. As at Quarter 1 2025-26, there was a forecast overspend of £0.180m on the overall approved gross expenditure budget of £210.3m for 2025-26 and future years. This comprises £125k in respect of Lochgilphead Depot Rationalisation and other relatively small individual project budget variances of less than £50k. The forecast spend had been profiled across 2025-26, 2026-27 and future years, with £75.4m forecast to be incurred in 2025-26. As at Quarter 1, actual spend totalled £6.7m, representing 9% of the total forecast for the year. The profile of forecast spend across 2025-26 and future years will be subject to ongoing monitoring and review, with updates reported to committee. Benefits: Housing Benefit performance has been strong in 2025/26. Between 1 April and 30 September 2025, new claims were processed in an average of 11 days and changes in circumstances were processed in an average of 3.79 days. Both results are well within target, supporting timely access to benefit, helping prevent rent arrears, and promoting housing stability. Council Tax: As of 30th September 2025, the in-year Council Tax collection rate stands at 55.78%, which is 0.63% lower than the same period in 2024/25. The current position is being heavily influenced by the ongoing review of Self-Catering Units by the Assessor. Around £1.5 million of Council Tax charges are on hold pending completion of their review of the 2023/24 canvass, which impacts the most recent three years of collections. Work on the new canvass will begin in November, with revised assessments expected to flow through the interfaces and impact the taxbase from January 2026. The Assessor has
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not yet confirmed plans for the 2024/25 canvass work which was originally planned for May 2025. Second Homes: By 30th September 2025, Council Tax income from second homes was £5.25m, representing 61.0% of the total billed. This compares favourably to £5.088m (60.8%) at the same point in 2024. A report assessing the impact of the policy applying double Council Tax on second homes in Argyll and Bute is due to be considered at the November meeting of the council. Non-Domestic Rates (NDR): In 2025/26, 73.07% of NDR billed has been collected by the end of September, more than 3% higher than the same period last year. The reason for the improvement was a late and significant Assessor change in March 2024 which reduced percentage collection in the 24/25 year and increased it in the current year. Scottish Welfare Fund (SWF): By 30th September 2025, the Council had awarded £282,000 in Community Care Grants and Crisis Grants – up £24,000 compared with September 2024.If this rate of spend continues, there is a projected overspend of around £180,000 against Scottish Government programme funding by year end. The position is being closely monitored, with options under consideration to manage spend across the remainder of the year. Discretionary Housing Payments (DHP): As at 30th September 2025, the Council has spent or committed £960,000 of its £1.3m allocation. These payments remain critical in supporting households to sustain tenancies and avoid homelessness. A draft new DHP policy has been developed and will be presented to the Council in November 2025, and, if approved, will increase accessibility to the fund providing greater flexibility in supporting households in need and helping to prevent homelessness. Taking Action on Rural Poverty (TARP): The Taking Action on Rural Poverty (TARP) programme has funded a Test of Change project in Argyll and Bute, delivered in partnership with ALIenergy. The project supports vulnerable tenants in social housing to reduce heating costs by helping them make full use of energy efficiency and renewable technologies, including insulation improvements and low-carbon heating systems often fitted as standard in the social rented sector. Working closely with Registered Social Landlords, the initiative provides tailored advice and hands-on support to ensure tenants can operate new systems effectively. Early results show energy bill savings of several
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thousand pounds for many households, alongside improved comfort and reduced fuel poverty. The project also gathers lived experience feedback to understand barriers and behaviours, helping to shape future retrofit and housing policies. It aligns strongly with the Council’s priorities around reducing fuel poverty, supporting vulnerable residents, and promoting a fair transition to net zero across rural and island communities. 8.2 Commercial Services: Helensburgh Waterfront Development (Commercial Area): Following my update at the last Council meeting, the position remains the same with regard to the Judicial Review. A procedural hearing was called for 12th June, with a substantive hearing held on 4th July 2025. The Council continue to await the outcome of this process. Helensburgh Leisure Centre (HLC): As per the latest monthly update, good progress continues to be made with the varying steps and actions needed to repair HLC. The substantial amount of scaffolding needed is now fully in place around all four sides of the leisure centre, with a total length of approximately 220 metres — about the same as two full-size football pitches laid end to end. This has been a complex operation, requiring scaffolding to be specially designed to fit the requirements of the building such as the need to extend over the flood defence rock armour. With scaffolding in place, our contractor can now safely access the roof, carry out detailed assessments and work with bulky materials. Work has started on removing damaged parts of the roof and installing the temporary roof. As this progresses, we will begin removing the water capture system that was initially installed. Once wind and watertight, we will then carry out extensive internal surveys of the mechanical and electric systems throughout the building as well as the internal fabric, for example the plasterboard, wiring, heating systems, insultation, flooring etc. To satisfy health and safety requirements and so make it possible for this internal and external work to be done, we have also installed a temporary,
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wireless intruder and fire alarm system specifically for construction sites throughout the building In terms of a timescale for re-opening, the position remains as per my last update - a reasonable estimate for reopening could be no later than the first quarter of the calendar year 2026. I was able to visit the Leisure Centre on Wednesday 19th November with the Head of Commercial Services, Ross McLaughlin and see first hand the work that is being undertaken. As the work progresses updates will delivered on a more frequent basis, all updates can be accessed on the Council website via the following link:- Helensburgh Leisure Centre updates | Argyll and Bute Council. Tobermory Campus Project: With regard to the Judicial Review, I can confirm that the procedural and substantive hearings scheduled for 2nd and 13th October, respectively, went ahead as planned. The Council await the outcome of this process. All updates and information in respect of the project can be found on the dedicated webpages here. Capital Works: The Property Design Team have been busy in October undertaking works across the area, including:-
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Park Primary School – Storm Damage: Roof Replacement Work has commenced during the October Holidays on the replacement Roof at Park Primary School. Four classrooms will have newly installed roof panels and new clerestory windows fitted as part of the first phase of work. The new roof and windows will result in energy efficiency savings. Tigh-a-Rudha Care Home Refurbishment: Property Services staff attended the official re-opening of the Care Home facility on Tiree following the £2.4M refurbishment.
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Existing Flat Refurbished Flat 9 POLICY LEAD FOR PLANNING AND REGULATORY SERVICES – Cllr Kieron Green 9.1 Introduction: In the last two months I have chaired meetings of the Planning, Protective Services and Licensing Committee (PPSL) on 16th September and 22nd October, and the Licensing Board on 23rd September. In addition, there were several Short Term Let and Civic Government hearings during this time. 9.2 Development Management: Applications received remain in line with those seen in previous years. Average determination times for householder applications are under eight weeks, with other local applications averaging 24.5 weeks. The number of applications waiting over a year to determine is now under a third of that in January 2024. Further reductions may be more difficult to achieve as numbers of new cases taking over a year from validation to determine is matching those determined. This reflects the complexity of certain applications, and developers lacking the momentum to either actively progress or abandon some proposals. Increased staff turnover in several area teams over the last few months is reducing capacity to process applications. Whilst some planning posts have already been filled, and additional temporary resource is being
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secured, it will be challenging to maintain levels of performance in determinations over the upcoming period. 9.3 Development Policy: Work on LDP3 topic papers continues which will form the Evidence Report which is due by Easter 2026. The first of these has now been sent to consultees, 12 are in the process of being drafted, and work on five is still to commence. As previously reported, the Development Scheme for LDP3 will not meet timescales set out by the Scottish Government. As such details of actions being undertaken to complete the LDP3 quicker are being requested, however current resources will not permit any further acceleration. The first phase of community engagement with Strategic Development Frameworks has taken place in Oban with the second phase now being planned in Helensburgh. The Scottish Government is seeking views on ways to deliver additional housing more quickly. Currently it appears that consideration is being given to expanding permitted development rights to support this. It is felt that such an approach could have disadvantages in Argyll and Bute, and that encouraging policies in Local Development Plans that are more supportive of developments may be more appropriate locally. 9.4 Building Standards: The service continues to exceed all performance measures, and income remains above projections. This is due to increases in fees offsetting a 30% decrease in warrant numbers compared to the same period last year. As anticipated in the current investment plan, the commercial market for Argyll and Bute to carry out work on behalf of other authorities has not returned. Staffing capacity is instead being directed to enable more site inspections. This is part of the strengthening of regulation required by government in return for ongoing increases in fees. Audit arrangements to demonstrate this have been discussed with the Scottish Government. A national Competency Assessment is also due to commence with 20% of staff to be peer reviewed each year, with all staff to have undergone the process after five years. There has been further work arising from dangerous buildings, in particular on East Clyde Street in Helensburgh and at Dunselma, in Strone near to Dunoon. 9.5 Regulatory Services: A number of vacancies remain impacting on service capability, and which reflects the national shortage of Environmental Health Officers. In response increased flexibility is being
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given where necessary to support newly appointed officers achieve recognised professional qualifications though different career pathways. 9.6 Short Term Lets: The team currently consists of a licensing officer and eight assistants, with a further licensing officer post vacant. The backlog of applications from existing operators submitted in September 2023 prior to the deadline has now been largely eliminated. Only four such applications remain which are currently being consulted on. 82 new applications are currently awaiting determination, along with 33 renewals. In total 3,252 licenses have been granted to date. The government has given recognition and thanks to the team for clearing outstanding applications, demonstrating fairness to applicants and supporting the launch and embedding of short term let licensing locally. These successes are even more impressive given that Argyll and Bute received the third highest number of applications across Scotland, and I equally commend the team for their efforts over the last three years. 10 POLICY LEAD FOR ROADS, TRANSPORT AND AMENITY SERVICES – Cllr John Armour 10.1 Introduction: Since my last report to Council in September 2025, there has been a significant amount of work going on within my policy lead remit, I have tried to capture as much of it as I can, but with such a broad scope, it’s not possible to include everything that’s ongoing. As always, if anyone has any queries or questions they would like me to pick up, I will be happy to try to assist. Here are some of the works that have been taking place since my last report. 10.2 Storm Amy: I would like to praise officers for their hard work in keeping our communities safe during Storm Amy. We experienced some road closures as trees were blown over and roads were flooded, but thanks to the hard work of our roads teams disruption to the network was kept to a minimum. Sadly, some of our staff who were managing a road closure to protect the safety of the travelling public were verbally abused while carrying out their duties, which is extremely disappointing. 10.3 Campbeltown – Ardrossan Ferry:
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Following the announcement that Calmac will not restore the Campbeltown to Ardrossan ferry service next year I wrote to the Cabinet Secretary for Transport, Fiona Hyslop MSP, to express my regret and shock at the decision. I have now received a response confirming that the Minister recognises the importance of this service to the Kintyre community and advising that Ministers are currently in active discussions with Transport Scotland officials and CalMac to consider the issue further, including potential options to provide a service for Kintyre during the summer months next year. I will keep Members updated when I receive further information. 10.4 Craignure Marine Infrastructure Liaison Group: I recently travelled to Mull with the Marine Team to host a meeting of the Craignure Marine Infrastructure Liaison Group (CMILG). This hybrid meeting brought together members from Transport Scotland, CMAL, Calmac, both Mull and Iona Community Councils, Mull and Iona Ferry Group, members of the public and local ward councillors. The purpose of CMILG is to provide a forum for open consultation and communication with both Iona and Mull Community Council representatives, local ferry groups and community residents. The group discusses the infrastructure needs of Mull and explores options for delivering a new pier that will be affordable, deliverable and fit for purpose for the next 60+ years. Council Officers, CMAL and Transport Scotland provided updates on a number of live projects: • Argyll and Bute Council are progressing toward the appointment of consultants who will carry out the Final Business Case and detailed design for the new pier infrastructure works. • Transport Scotland announced plans for the Community Needs Assessment for Mull, with consultancy support expected to be appointed soon. • CMAL are advancing with two major projects, the New Mull Vessells (NMV) and Oban 1. Public engagement meetings for both projects are expected before the end of the calendar year. 10.5 Electric Vehicle (EV) Chargers: The Council have now successfully secured £260,000 to replace nine older EV chargers with new units that support contactless payment. This investment will enhance the resilience
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and accessibility of the network, complementing the larger £1 million programme being delivered through the Electric Vehicle Infrastructure Fund (EVIF). 10.6 Highlands and Islands Airports: I attend monthly meetings between Highlands and Islands Airports Ltd (HIAL) and the Council. HIAL are currently rotating the meetings around their airport locations to facilitate engagement the local communities. A meeting at Campbeltown Airport for local stakeholders was held in early October and was very interesting and gave me an insight into the airports operated by HIAL (Campbeltown, Islay and Tiree). Islay and Tiree have shown a really positive increase in numbers of flights and passengers and Campbeltown and Islay have experienced an increase in flights over the last year. It is great to see more people making use of the air services our area has to offer. 10.7 Oban Airport: Oban Airport has been selected as one of two new seasonal helicopter bases for HM Coastguard. The airport is ideally placed to support this vital service, offering quick and easy access to the west coast and surrounding islands. The base will enhance HM Coastguard’s search and rescue provision during the busy summer months, supporting safety in one of Scotland’s most popular coastal regions. The council has worked closely with the Maritime and Coastguard Agency (MCA) to get the project off the ground and is delighted that construction work has now started on site. The base will operate one aircraft from April to September. The second seasonal base will be located in Carlisle. 10.8 Balliemore Bridge, Glen Lean: The newly constructed Balliemore Bridge in Glen Lean, Cowal, has opened to traffic marking a major milestone in Argyll and Bute Council’s infrastructure recovery efforts following severe
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weather in 2023. The original bridge was irreparably damaged during the extreme weather event on 7th October 2023, prompting its immediate closure and plan for demolition. The new bridge has an increased span length over the original bridge, and the foundations are protected by steel sheet piles to reduce the risk of further scour and undermining events from future storms. Installing the new bridge was a complex engineering project which required a 130-tonne crane to lift and position six precast, 15-metre-long, pre- stressed concrete deck beams—an impressive feat of logistics and precision. This project was unplanned, triggered by extreme weather, and the response has been nothing short of remarkable. The reopening is fantastic news for the local community. 10.9 Grubin Rockfall: You will be aware that the B8035 Kinloch to Gruline road on Mull is closed following three recent rockfalls. Specialist Geotechnical consultant, AtkinsRéalis, has provided the Interim Appraisal as part of Stage 2 of the Geotechnical Risk Management Assessment. Given the nature of the findings in the Interim Appraisal / Assessment Stage (Stage 2), the road must remain closed for the following reasons: • Further potential failures of a similar size have been identified. • The risk to road users is calculated as unacceptable according to Health and Safety Executive (HSE) standards, with estimated fatality rates exceeding the tolerable threshold. • Intervention is required before the road can be safely reopened. Stage 3 of this Geotechnical Risk Management will run from 13/10/2025 to 17/11/2025 and will include: • Development of mitigation options. Options will range from low-cost interventions (e.g. signage only, stopping-up of road) to engineered solutions (e.g. rock netting, catchment areas, attenuator fencing). • Final report submitted to the council by the consultant. • Council appraisal of final report. • Decision on any further actions able to be taken at final report stage. • Final report update and details of any further actions able to be taken following a review by Roads and Infrastructure Services.
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The road remains closed as we have a duty of care and must keep the travelling public safe. 10.10 Rest and Be Thankful: As reported in my last Policy Lead update, I attended a roundtable meeting in September along with Jenni Minto MSP, Jackie Baillie MSP, Brendan O’Hara MP, Highlands and Islands Enterprise, Argyll and Bute Council and the Rest and Be Thankful Campaign Group. Following the meeting I received a letter from the Transport Minister confirming that they will explore the option of having a two-way diversion in place while the work is carried out on the main trunk road. This is welcome news and would reduce disruption to road users while the works take place. 10.11 Campbeltown Old Quay: I attended the re-opening of Campbeltown’s historic Old Quay following an 18-month construction project to replace Wall A (see below). With origins in the 18th century, the Old Quay continues to be a key asset for Argyll and Bute Council. It supports both commercial and private fishing vessels, accommodates a wide variety of leisure craft, and plays a significant role in boosting local tourism. The RNLI also operates from this important site. One section of the quay, known as Wall A and originally built in 1941, had shown signs of accelerated corrosion at low tide. Detailed inspections uncovered extensive deterioration, including holes in the sheet piles and a reduction in material thickness, up to 50% in both the inner and outer layers, with some areas measuring less than 3mm. This section has now been fully upgraded, with resurfacing and repainting completed to ensure it meets the needs of its many users. As part of the contract, the contractor also delivered a range of community benefits, including support for Christmas lighting, local football facilities, and school engagement activities.
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The Old Quay has been central to life in Campbeltown for over two centuries. Knowing that its lifespan has now been extended by at least another 100 years is a remarkable achievement. 11. CONCLUSION 11.1 This report provides members with an update on each of the Policy Lead portfolios. Policy Lead Councillors will be happy to discuss any particular issues with colleagues as required. Argyll and Bute Council – Policy Lead Councillors Report – 13th November 2025 For further information please contact Aileen McNicol, Leadership Support and Member Services Manager, telephone 01546 604014 or email aileen.mcnicol@argyll-bute.gov.uk