Policy Leads Report
Argyll and Bute Council · 24 September 2025
Back to Argyll and Bute Council — 24 September 2025 and its agenda
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ARGYLL AND BUTE COUNCIL COUNCIL 24th September 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 26th June up to 9th September 2025, which period includes the July recess. 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: Work continues on the regeneration projects supported through the Regeneration Capital Grant Fund. The Port Ellen Community Hub and Aros Waterfront Development are still in development and further funding has been secured for Port Ellen and work is ongoing at both sites. The Luing Slate Quarry proposal is progressing, with subsidy control assessment being finalised. Stage 1 bids for the 26/27 programme were submitted in June, covering projects in Kintyre, Tiree, Tarbert, and Nonhebel Park among others. In Lochgilphead, four priority buildings under the CARS programme are now complete, with others underway. Tarbert’s Heritage and Place Programme has reached the development stage, with applications now
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submitted to the National Lottery Heritage Fund and Historic Environment Scotland. `3.3 Economic Growth: Oban has been confirmed as a host port for the 2026 Clipper Round the World Yacht Race, which will provide a welcome boost to the town and wider area. Officers are also assisting with planning for the International Winter Swimming Championship due to be held in Oban in December 2025. Discussions continue on the seaweed industry, with Argyll and Bute playing a leading role in the newly expanded Scottish Seaweed Industry Association. The Council’s Rural Growth Deal is backing SAMS in the development of the new Centre for Seaweed and Shellfish Innovation and Development at Dunstaffnage. Distilleries remain a very important sector for Argyll and Bute. There has been progress with expansion proposals in Campbeltown and a site visit to MACC is planned to review wider investment opportunities, including possible space industry links. 3.4 Business Gateway and UK Shared Prosperity Fund: Business Gateway performance remains strong, with satisfaction rates in Argyll and Bute among the highest in Scotland. The UK Shared Prosperity Fund (UKSPF) transition year budget is now fully committed, with demand far exceeding the funds available. Unless a replacement scheme is launched quickly there will be a funding gap of at least six months. Officers, along with COSLA and Scottish Local Authorities Economic Development (SLAED), are pressing the UK and Scottish Governments for clarity. Community Development has secured support to reopen Princess Louise Hall in Helensburgh, which is expected to return to community use by the end of the year 3.5 Tourism and Film Sector: Projects supported through the Rural Tourism Infrastructure Fund continue, including the Staffa jetty works, Port Ellen motorhome facilities, and Skerryvore Lighthouse Shore Station. Film and TV activity remains busy. The feature film Jack of Spades is filming locally, Balamory is back in production on Mull, and several other productions have made use of locations across Argyll and Bute. 3.6 Employability: Delivery of the No One Left Behind programme and related employability schemes is underway, with InspirAlba, Clyde Fishermen’s Trust, and Street League all delivering services. Uptake of the Parental Welfare Fund has dipped slightly but is expected to rise again now that the schools are back.
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The second phase of work placements and training interventions under the UKSPF is running, with strong employer interest. Several participants have already achieved qualifications. 3.7 Digital Infrastructure and Connectivity: Progress continues on extending fibre and 4G/5G coverage across the area. A mobile coverage mapping project has now expanded to cover all of Argyll and Bute, with results due to be published soon. The Shared Rural Network programme will now deliver ten confirmed mast sites locally, representing a significant improvement. Full fibre availability is increasing gradually, though challenges remain in some of the more remote areas 4 POLICY LEAD FOR CARE SERVICES – Cllr Dougie McFadzean 4.1 Introduction: I continue to have the honour of being Argyll and Bute Council’s Policy Lead for Care Services, where challenges and opportunities come along on an almost daily basis. I am incredibly humbled by the dedication, enthusiasm and caring approach exhibited by my colleagues within the HSCP, particularly under the current fiscal pressures we are enduring. It’s no exaggeration to say that almost every meeting has the undertone of finance. The HSCP must live within its means. Legally we must balance our books at the end of every financial year, a requirement that is becoming ever more difficult to achieve as we face an ageing population, a decreasing workforce, increased costs and more complex health and care needs. I continue to meet Evan Beswick (HSCP Chief Officer) and Graham Bell (IJB Chair) on a weekly basis where we discuss emerging issues and strategic planning. I have attended all HSCP committee meetings and recently interviewed a number of candidates for two heads of service posts, appointing successful candidates to both posts. This should provide the Chief Officer with a robust management team going forward. I am also continuing to I continue to get across Argyll and Bute to meet as many colleagues as possible and listen to their concerns and ideas. During these challenging times we must listen to our front-line staff and do all we can to support them, as they support our communities. In addition, Cllr Forrest and I had the pleasure of attending the annual Corporate Parenting Board fun day in Inveraray where we met foster carers, cared for young people, colleagues from the emergency services and lots of enthusiastic volunteers, whilst the kids were having a great time playing games and eating cake. This is another example of the great work our education and social care staff do, working very closely together to support some of the vulnerable people in our society.
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4.2 Ministerial visit: Since the last full council meeting I had the privilege to welcome Health Minister Martin Henry from the South Atlantic island of St Helens to Islay, where I showed him several aspects of our health and social care offerings. He left Islay impressed with our staff, facilities and attitude and will be taking some learnings home with him, over 4,000 miles away. 4.3 Primary Care: Community Treatment And Care Centres (CTACs) and Vaccination Hubs: Dunoon: The Dunoon Community Treatment and Care Centre (CTAC) and Vaccination Service has relocated on a temporary basis to Ward 1 in Cowal Community Hospital, allowing for increased service capacity and readily accessible space to deliver vaccinations. The area will be subject to statutory works in the future, depending on the availability of capital funding. A permanent solution for hospital accommodation of the full primary care multi-disciplinary team is in the early stages of planning. Oban: The procurement process for creation of a permanent CTAC hub in Lorn and Islands Hospital is at an advanced stage with appointment of a contractor expected in October. Slippage notwithstanding, the Oban hub should be operational before the end of this financial year. The cost of the works is supported by primary care premises reserves. Helensburgh: The formation of three clinical rooms and staff amenities in the former X-Ray department of the Victoria Integrated Care Centre was completed in March/April 2025. The rooms are fully operational and included in the booking system for the wider Helensburgh site with priority given to CTAC and the primary care multi-disciplinary teams. 4.4 Strategic Planning Performance and Technology: The e-health team are continuing to deliver infrastructure projects at pace including upgrading the SWAN 2 network and Lorn and Islands Hospital laboratories. There is a continued focus on security and resilience. Operational improvements in terms of ensuring up to date technology and increased capacity for General Practitioners through new technology has also been delivered. At the time of writing the draft Joint Strategic Plan will be presented to the Integration Joint Board on 17th September 2025, seeking approval for the document to go out for consultation to communities and partners. It is fully anticipated that the final document will be informed through the consultation period, and we are looking forward to working with all our stakeholders to planning the best possible health and social services.
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The Hospital Haemodialysis Review Oversight Group will next meet on 14th October 2025. This has been a complex process and involves future planning in relation to need and future need. A consultation process will be required as any outcomes of process may require service change. A risk to change is the availability of capital and longer term revenue funding and it would be essential that we continue to plan jointly with board partners for the longer term. The annual review of the Integrated Performance Management Framework has been completed with Senior Managers and Performance Managers meeting with Heads of Service. Updates to current and new KPIs are complete with the new reporting cycle commenced for 2025/26 with publication of FQ1 (Jan- Mar 25/26) in August and establishing the new reporting year. This is presented at both Area and Community Services Committees. Development and testing of new fully interactive Service Activity Dashboard is under way. This is in response to the Time to Care Project objectives with a focus on improving data intelligence for local managers, using an interactive dashboard that offers visual trend analysis and easy view area data profiles. For accessibility the dashboard uses a “three click principle” for access and navigation, and the data from the dashboards will be included in the performance reporting and will be reported across our self-service SharePoint and MST Channel. In the longer term this will support managers to have wider insight on how they direct and manage resource. Further development of the Transformation Board has been ongoing with recent finalisation of the key areas of transformation for 2025/26. There has been a series of workshops with regards to reviewing new ways of working across the team and a renewed focus on quality assurance and project management. The new Board will meet on Thursday 18th September. Phase 2 Eclipse - Community Health Teams have seen the ongoing walk- through sessions being completed from August to September. These sessions are an opportunity for the Community Health Teams to test their bespoke build in the Eclipse Case Management System. This is supported by a further period of Process Acceptance Testing (PAT). The range of community teams is extensive covering Allied Health Professionals – Occupational Therapy, Dietetics, Speech and Language, and Physiotherapy, with the addition of Community Nursing. Both Child Health and Mental Health Teams are scheduled to begin the development of their workflows in the new year and have already had a preliminary discovery session with the system provider, OLM. Once completed this will see a fully digitally integrated community case management system,
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streamlining ease of access and delivery for service users and their families. 4.5 Corporate and Finance: The HSCP continues its work on how it intends to address financial pressures in the current year and the increasing pressure in the 2026/27 financial year as reliance on non-recurring funding comes to an end. The first stage in service change is to progress the Threshold of Care proposal for decision in September. The scale of the projected deficit for 2026/27 is such that further significant changes to service delivery are likely. The budget outlook and a series of other financial reports and the strategic risk register outline the severity of the situation facing the HSCP and wider health and social care sector at present. These are due to be considered by the IJB in September. It is a fact that actions that have been taken so far to stabilise care hours delivered and spend are already having an impact upon flow in the system, with increased waits for care at home packages and increased delayed discharges. Balancing the requirement for financial balance with the increasing demand for care is becoming an increasingly serious challenge. 4.6 Health and Community Care: Campbeltown Hospital: Registered Nurse resource remains a challenge with a high level of vacancies, however there is ongoing focus on recruitment looking at a specific international cohort. The service focus is on maintaining safe emergency care with six available inpatient beds. Dialysis has resumed; however this is being managed by an agency nurse. Recruitment to the ward posts is progressing well and bed numbers will be reviewed potentially in October should staff be in post and inducted. The new x-ray department is now operational with new equipment. An official opening is being planned. The new department is adjacent to the A&E department which will improve the patient and staff experience. Monthly A&E and bed occupancy numbers continue to be reported to local Ward Councillors. Lorn and the Islands Hospital: Recent interviews have seen three Consultant Physicians recruited. It is anticipated they will be in post by November, which will support continuity of care and reduction in short term staffing costs.
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Health Improvement Scotland recently carried out an unannounced inspection. As a result an action plan was developed and is being taken forward with learning. The consultation on the recent Fair Access and Threshold of Care Proposal closed on 31 August and was presented for decision at the IJB on 17th September. Management Roles: Caroline Robertson commenced in post on the 8th September as Head of Service Hospitals and Community Care. Interim Head of Service Donald Watt will return to his substantive post at the beginning of October, and we thank him for his great work whilst standing in. 4.7 Social Work Services: Despite challenges relating to staffing and reliance on temporary staffing, there has been an improvement in a number of performance criteria. Of particular note is a reduction in the numbers of later reports to Children’s Hearings. Work on stage 2 of the Bairns Hoose is progressing. The building will have been completely refurbished thanks to a Scottish Government grant. Work is now concentrating on the recovery programme for those young people who have been traumatised through abuse. Justice Social Work continues to meet the demands of courts and the Multi-Agency Public Protection Arrangements. Also on the agenda for September Council is the Chief Social Work Officer’s report for 2024/25 and this contains significant depth of information. 5 POLICY LEAD FOR CLIMATE CHANGE, RENEWABLES AND NET ZERO – Cllr Luna Martin 5.1 Climate Café: I attended a meeting of the Oban Climate Café with Will Currie and Andy MacPherson. The meeting involved discussions with residents and volunteers about what resilience and adaptation could look like in Argyll and Bute. The event was very insightful, and I was thankful for the opportunity to listen to and share ideas about the impact of Climate Change on our region.
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Since June 2025, Argyll and Bute Council’s Property Services team has delivered a focused package of energy efficiency measures across priority education and office assets, progressing carbon and cost reduction through fabric and controls improvements while advancing renewable generation opportunities. 5.2 Kilmory Castle Solar PV Array Expansion: Following confirmation from the Distribution Network Operator that the previous 50 kW constraint has been raised to 200 kW on the Kilmory Estate connection, the Council is preparing to expand the existing ground-mounted PV array to around 200 kW. The project will proceed through appropriate governance, technical design, and procurement steps, including any planning and grid conditions, with delivery programmed by May 2026. This staged approach aligns generation capacity with current grid headroom while preserving optionality for future scaling as network reinforcement progresses. 5.3 Energy Efficiency Works Since June 2025 – Education and Offices: At Sandbank Primary School, new high-efficiency boilers have been installed alongside enhanced Building Energy Management System controls and upgraded distribution insulation. These works are expected to reduce annual heating costs by approximately 20%, reflecting a combined impact from plant efficiency uplift, improved modulation, and reduced distribution losses. At Tiree High School, the Council has rationalised stored hot water capacity for space heating from 50,000 litres to 5,000 litres, removing two 25,000-litre storage vessels and installing a single 5,000-litre buffer tank.
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This rightsizing, delivered with BEMS control enhancements and pipework insulation upgrades, is expected to reduce annual heating costs by approximately 35%, primarily through lower standing losses, improved control responsiveness, and reduced parasitic consumption. At Lochgilphead Community Education Centre, new circulating pumps have been fitted with enhanced BEMS optimisation and upgraded pipework insulation. The combined effect of higher pump efficiency, variable speed control regimes, and reduced distribution losses is expected to lower annual heating costs by approximately 15%. At the Oban Social Work office, Property Services has installed new high- efficiency radiators and associated controls. The targeted replacement and zoning strategy is expected to deliver approximately 10% annual heating cost reduction by improving heat delivery efficiency and enabling closer temperature control in occupied zones. 5.4 Low-Carbon Heat Programme Delivery Approach: Due to an indefinite delay to the national Non-Domestic Energy Efficiency Framework (NDEEF) replacement framework, the Council will commit the £855k Clean Energy—NDEEF2 allocation through in-house Building Services delivery to maintain momentum on oil-to-air-source-heat-pump conversions. The initial tranche covers Keills Primary School, Dalmally Primary School, Ardrishaig Primary School, Easdale Primary School, and Strath of Appin Primary School. The Council will adopt a whole-building approach consistent with NDEEF principles, addressing fabric, controls, renewable generation, and supporting systems to maximise cost and carbon savings. Design work is underway, with site-specific sequencing to coordinate enabling works, grid capacity checks for any on-site renewables integration, and commissioning windows that minimise service disruption. 5.5 DRAX Foundation LED Programme for Schools: During the summer period, the Council completed a programme of LED lighting replacements in schools supported by the DRAX Foundation. Property Services operatives delivered the works to a compressed holiday timetable, coordinating access, materials, and quality assurance to avoid term-time disruption. The LED upgrades standardise efficient luminaires and controls across participating schools, reducing electricity consumption and maintenance burdens while improving lighting quality for teaching spaces. The programme contributes to the Council’s broader energy reduction trajectory in education settings and complements ongoing Building Energy Management System (BEMS) optimisation and plant upgrades.
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POLICY LEAD FOR COMMUNITY PLANNING AND CORPORATE SERVICES – Cllr Mark Irvine 6.1 Workforce Planning and Development: The council is actively planning ahead to make sure it has the right people in the right roles for the future. With many experienced staff expected to retire over the next few years, a “grow our own” approach is being promoted. This means creating trainee posts, offering flexible retirement, and encouraging mentoring so that knowledge can be passed on rather than lost. These changes not only support succession planning but also open up career paths for younger employees and help build confidence in the council’s long-term resilience. 6.2 Corporate Improvement and Performance: A new Corporate Improvement Plan has been signed off, setting a clear roadmap for the years ahead. Services are working with outcome dashboards and performance indicators so that progress can be measured more effectively and transparently. Leaders and managers have welcomed the tools that make it easier to see where improvements are happening and where attention is needed. Overall, the plan and dashboards provide a more joined-up way to track how the council is delivering on its promises and priorities. 6.3 Employee Experience: The most recent employee survey has already led to real change. Staff feedback has been taken seriously, with flexible working, leadership visibility, and digital training all being stepped up. A dedicated wellbeing function is now in place, so support is more coordinated and visible across the organisation. This open approach to sharing survey results and showing tangible improvements helps staff feel that their voices matter and that the council is committed to making the workplace better for everyone. 6.4 ICT and Digital Services: The ICT team continues to shine, consistently recognised as one of the most efficient and effective in the UK. With 59 staff supporting over 200 systems and 2,000 users, their work underpins almost every council service. A new Projects and Liaison Manager is now in post, bringing fresh ideas and experience from the private sector. The service is also making major investments in schools, replacing outdated iPads, upgrading networks, and preparing for the use of advanced tools like Microsoft Copilot. These upgrades mean more reliable devices for pupils and staff, better digital learning opportunities, and a stronger foundation for future innovation.
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6.5 Cyber Security: Cyber security remains a key focus, with the council tested every year against national standards and accredited through Cyber Essentials. Regular exercises, awareness training, and phishing simulations are helping staff to be alert to risks. Importantly, the council’s systems are independently checked, and despite growing threats across the UK, the local ICT security team continues to keep services safe and compliant. This proactive stance means the council is not waiting for problems to happen but is actively building resilience into its day-to-day operations. 6.6 Cove and Kilcreggan Community Hub Pilot: The Cove and Kilcreggan Community Hub has been a real community win. Based in the local Post Office, it gives residents easy access to council forms, leaflets, bin calendars, food waste bags, and even period products. People can also get help finding information on services like blue badges or recycling collections without travelling to Helensburgh. The pilot proved that this low-cost, volunteer-supported model works well, with residents appreciating the convenience and personal touch. Because of its success, the council now has a ready-made model and toolkit that could be rolled out to other rural communities, helping to keep services local in places where demand for traditional service points is lower. 6.7 Registration Services: The registration service is performing strongly, with the number of ceremonies and events increasing compared to last year. Importantly, income from ceremonies continues to cover the full cost of delivering the statutory service, making it sustainable. The new Zipporah online registration system is proving popular, allowing couples to personalise their ceremonies in ways that suit them best. At the same time, innovations like AI-powered helpbots are being trialled to support staff and customers, showing that the service is not only keeping up but actively modernising to meet people’s needs. 6.8 Communications and Recognition: The council’s communications team has been shortlisted for a national award from the PRCA, highlighting the quality of their digital and social media work. This is external recognition of the creativity and effort put into making sure information is clear, engaging, and accessible to staff and residents alike. Being a finalist is a positive reflection of how well the team is adapting to the fast-changing communications landscape and ensuring that the council’s messages are getting through effectively.
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6.9 Freedom of Argyll and Bute: A special celebration has been scheduled for the 20th of September to award the Freedom of Argyll and Bute to the Royal Regiment of Scotland. By the time of the council meeting, the march and ceremony will have taken place in Lochgilphead and will be a proud moment for the community, showcasing both tradition and appreciation for the regiment. Events like this not only strengthen community pride but also put the area in the spotlight in a very positive way. 6.10 Complaints Handling: The council’s approach to complaints is working well. Out of more than 750 complaints received last year, only 27 were referred to the Ombudsman – and none were taken forward for investigation. That means most concerns were handled quickly and effectively at a local level, without the need for escalation. This shows that the complaints system is responsive and that issues are being dealt with fairly and to a standard that satisfies national oversight. 6.11 Freedom of Information: Over 1,500 FOI requests were received last year, with an impressive 90% answered within the statutory deadline of 20 working days. Only three cases required formal decisions by the Information Commissioner, with two in favour of applicants and one supporting the council. This strong performance shows a clear commitment to openness and transparency, and to making sure residents, media, and other stakeholders can get the information they are entitled to. 7 POLICY LEAD FOR EDUCATION – Cllr Audrey Forrest 7.1 Exam Results: The first thing that must be mentioned in my report is the news that our SQA results were good this year with increased presentations and increased Pass rates. Once again, we have 100% pass rate at National 4. At National 5, Argyll and Bute maintained its national ranking for A-C pass rate whilst moving into the top half of local authorities for A grades. At Higher, Argyll and Bute improved its national A-C pass rate ranking by 4 places, narrowly missing the top half of all authorities by less than a single percentage point. The authority continued its strong performance at Advanced Higher, placing 10th in the country for both A-C pass rate and A grade rate. We congratulate our young people who achieved these great results.
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There is also support for anyone who didn’t get quite what they wanted. Developing the Young Workforce held their #NoWrongPath campaign on social media again this year encouraging young people to understand that there are many paths to achievement and to get them to where they want to be in the future. Our excellent Positive Destinations figures give us hope that this approach is working. 7.2 First Minister Visit to Hermitage Academy: On 23rd June, I was delighted to be invited to Hermitage Academy. The First Minister was visiting to have a Question and Answer session with the 4th year Modern Studies class which was really interesting-and very brave, I think! Whilst there, Mr Swinney also unveiled the Platinum Investors in Young People Award which is a fantastic achievement for the school which is the first in Scotland to gain national recognition at bronze, silver, gold and platinum.
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7.3 Probationers Day: I was happy to attend the Probationers’ Day in Inveraray and have the chance to welcome the teachers who will be working in Argyll and Bute for their vital probation year. They are a valued part of our workforce and it was great to learn that most of them already have connections to Argyll and Bute and to wish them well. A Fun Day was held in Inveraray Primary school in early August for our Care Experienced Young People, their carers and staff who work with them. Everyone seemed to have a good time and the sun shone which always helps. It was good to catch up with some of the young people and was exciting to hear that a Care Experienced young person has just become Vice Captain in one of our schools - she was really enthusiastic about the year ahead and about her role. As a Corporate Parent, the council has a duty of care to do the very best for the young people in our care in whatever form that takes. Further information on the Council’s Corporate Parenting responsibilities can be found on the Council website. 7.4 MCR Pathways: It is with great pleasure that I am able to say that MCR Pathways will be developed in another five of our schools. This is a really beneficial service which is going from strength to strength and is providing support for growing numbers of our more vulnerable young people. The service will be developed into Lochgilphead, Tarbert. Campbeltown, Tobermory and Islay. 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? Training is given and it is all about the relationships we build. It is really rewarding and as the service is expanded, we will need more volunteer Mentors. 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.
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7.5 General education matters: We are glad to say that John Logie Baird Primary School in Helensburgh has reopened with the start of the new term after the removal of RAAC concrete. Thanks to all the pupils and staff for their patience during this necessary work. The Education service is sending out a quarterly newsletter to all members -“Thriving Together” which, in various mediums including short videos, can be very useful in getting information out to us all-please have a look when it lands in your inbox. There are stories from across all areas of the Authority so there will be something of interest in your area. I visited a number of schools within the Oban area on 29th August. As always, it was a joy to meet our children and young people in their learning environment. 8 POLICY LEAD FOR FINANCE AND COMMERCIAL SERVICES – Cllr Ross Moreland 8.1 Financial Services: Annual Accounts for the year ended 31 March 2025: The 2024-25 pre- audit annual accounts were considered by the Audit and Scrutiny Committee on 26th June and thereafter approved for submission to the auditor, Mazars by the statutory deadline of 30th June 2025. As outlined in the S95 Officer’s statement of responsibilities and the ‘Standards Issued Not Yet Adopted’ note, it was not possible to comply with the new IFRS16 (International Financial Reporting Standard) standard in respect of leases within the pre-audit version of the accounts. Specialist technical services in this respect, procured from our current treasury advisors MUFG had not been delivered within the required timescale. Information has now been received from MUFG in respect of accounting for leases and lease type arrangements under IFRS16. This is currently subject to review by officers and will inform the anticipated changes to the accounts that require to be made during the audit process in respect of IFRS16 compliance. The council’s external auditor, Mazars completed their audit planning in July, with fieldwork underway throughout August-September. Weekly progress meetings between the Mazars Audit Manager and senior council finance officers commenced in July. There are no issues arising at this point.
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Budget Outlook 2026-27 to 2030-31: An updated Budget Outlook, reported to the Policy and Resources Committee on 21st August 2025, outlines a projected budget gap of £10.5m (previously £9.6m) for 2026-27, rising to £33.9m (previously £33.8m) by 2030-31, based on the mid-range scenario. Key updates to the Budget Outlook are as follows: • The pay award for SJC and Chief Officers has now been agreed at 4% for 2025-26 and 3.5% for 2026-27, in comparison to the 3% provided for each of these years. These increases have now been reflected within the Budget Outlook, with assumed match SG funding for the 2025-26 pay award differential only. (Net increase to gap £0.9m re council 2026-27 unfunded). • DEFRA funding in respect of Extended Producer Responsibility has been confirmed at £2.8m in 2025-26, £1m lower than estimated, resulting in a reduction to the carry forward assumed to be available for 2026-27. Additional DEFRA funding at 50% of the 2025-26 has now been assumed from 2026-27, equating to £1.4m. (Net decrease to gap £0.4m.) • New budget pressures totalling £0.9m, largely in respect of Schools – Residential (£0.8m). (Increase to gap £0.9m.) • Over-recovery of Council Tax income 2025-26, recurring in future years, currently estimated at £0.5m but subject to ongoing refinement, through more sophisticated financial modelling, and also subject to financial risk in respect of the classification of self-catering units as either domestic or non-domestic. (Decrease to gap £0.5m.) There are a number of financial risks which may impact the financial position of the council in 2025-26 and future years, including in respect of our partners such as the HSCP and Live Argyll and their respective financial positions. This will be subject to ongoing monitoring and review, including in respect of delivery of the IJB’s financial recovery plan and Live Argyll’s revenue position. The Budget Outlook and Financial Risks will continue to be monitored and reported on an ongoing basis to Policy and Resources Committee. 2026-27 Budget Approach: The budget approach for 2026-27 and future years, ‘Enabling the Council of the Future to Thrive’ was approved by Council on 26th June. This provides a more strategic approach to savings planning, whilst recognising that a significant 2026-27 budget gap
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requires to be addressed in the short term. A pipeline of savings for consideration is being progressed across four themes: • Empowering Communities; • Increasing Income; • Right Sizing Council Asset Base; and • Delivering Services Differently. In addition to the above, services will be requested to bring forward short term savings options for consideration in respect of the 2026-27 budget gap. The cross party Budget Working Group will meet monthly from August to consider proposals and make recommendations to Council. Revenue Budget Monitoring: The 2025-26 Revenue Budget Monitoring position as at 30th June 2025, reported to Policy and Resources Committee on 21st August, outlines a forecast underspend of £0.5m for the year. This is in respect of estimated additional Council Tax income, which is subject to ongoing review and refinement. At this stage, services are forecasting spend in line with approved budgets. The HSCP was forecasting an overspend of £0.3m in respect of Social Work services as at 30th June 2025, with an expectation that this would be managed from within available HSCP reserves. This position and the risk to the council will continue to be closely monitored throughout the year. As was the case in 2024-25, there is likely to be an underspend in respect of debt financing costs, largely due to the significant level of reserve balances and the deferral of external borrowing for capital. However, it is deemed prudent to assume that there may be an opportunity to redirect any available resources to future council priorities, with no impact on the revenue forecast position in 2025-26. Capital Plan Monitoring: The Capital Plan monitoring as at Quarter 1 2025-26, 30th June 2025 was reported to Policy and Resources Committee on 21st August. This will now be reported on a quarterly basis to align with Treasury Management governance reporting requirements. The previous 2024-27 Capital Plan has been rolled forward, with slippage of £22m from 2024-25 into 2025-26 and the removal of completed projects. The new Capital Plan for 2025-26 and future years also reflects the additional resources approved by Council in February 2025, totalling £17.2m. Further budget changes have been made to reflect additional resources confirmed during Quarter 1 2025-26, totalling £1.5m.
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The revised approved gross expenditure budget now totals £303.5m, of which £93.2m has been incurred in prior years. This leaves approved capital investment of £210.3m to be delivered over 2025-26 and future years. Approved project specific income, excluding amounts accounted for in prior years (£26.016m) now totals £12.243m, resulting in approved net expenditure of £198.029m. There is 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 has 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. There are 126 projects in the current plan, with 121 on track to be delivered and five ‘off track’ (four in respect of timing only and one forecasting an overspend of more than £50k). Benefits: Housing Benefit performance has been strong in 2025/26. Between 1st April and 31st July 2025: • New claims were processed in an average of 9.9 days. • Changes in circumstances were processed in an average of 4.2 days. Both results are well within target, supporting timely access to benefit, helping prevent rent arrears, and promoting housing stability. Council Tax: As of July 2025, the in-year Council Tax collection rate stands at 38.1%, which is 0.38% lower than the same period in 2024. The shortfall primarily reflects the ongoing reclassification of Self-Catering Units from the Non-Domestic Rates Valuation Roll to the Council Tax register. The Scottish Government is laying new regulations to enable further review of these classifications, which may lead to adjustments later in the financial year.
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Second Homes: By 31st July 2025, Council Tax income from second homes was £3.78m, representing 43.1% of the total billed. This compares favourably to £3.65m (42.9%) at the same point in 2024. Work continues across Council services to assess the impact of the policy applying double Council Tax on second homes in Argyll and Bute. Non-Domestic Rates (NDR): In 2025/26, 50.5% of NDR billed has been collected by the end of July, more than 4% higher than the same period last year. While performance is strong, it has been boosted by a one-off recovery of £3m following Assessor changes notified just before year end. Scottish Welfare Fund (SWF): By 31st July 2025, the Council had awarded £191,000 in Community Care Grants and Crisis Grants – up £32,000 (20%) compared with July 2024. If this rate of spend continues, there is a projected overspend of around £200,000 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 31st July 2025, the Council has spent or committed £937,000 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 is undergoing final consultation. It is due for consideration at Policy and Resources Committee in October 2025, and, if approved, will relax the current financial hardship test to give greater flexibility in supporting households in need. 8.2 Commercial Services: Helensburgh Leisure Centre (HLC): Further to the previous update to Council in June 2025 regarding the devasting effects of Storm Eowyn, there continues to be steps taken to open the leisure centre as quickly as possible. The Council has appointed hub North Scotland as the development partner for Helensburgh Leisure Centre, to manage and deliver the works to replace the centre’s roof and other repairs following the damage done by Storm Eowyn. As a development partner, hub North Scotland will play a key role in the project by providing project management and working collaboratively with developers, builders, and their supply chain partners, Galliford Try FM and Curtis Moore, to advance the works. This appointment follows a period of competitive tendering required by the council and its insurer.
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Although not always visible, a lot of work is happening behind the scenes. Bulk materials, which are not readily available and take time to be delivered have already been ordered, and the team is currently finalising the detailed programme of works. A site compound is being established and scaffolding is being erected to install further temporary weathering measures. Repair works will be ongoing through Autumn when the bulk materials arrive on site and the existing roof will be totally stripped and the replacement roof fitted. 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. Further updates will be provided when in a position to do so. John Logie Baird Primary School: Education and Property Services are delighted to report the re-opening of John Logie Baird Primary School following the removal of deteriorating Reinforced Autoclaved Aerated Concrete (RAAC) panels and extensive internal refurbishment works. The works commenced on 1st July 2024 and were successfully programmed for completion to receive the new school intake in August 2025. The school community were decanted to temporary accommodation sited on the school playing fields for the full academic year as the works progressed. The works comprised of the removal of existing roof coverings to expose deteriorating RAAC planks and co-ordinated removal under specialist instruction, timber reinstatement to ensure the structural integrity of the existing structure and re- roofing on completion. The works also included a replacement gym hall floor, LED lighting, ceilings, doors and flooring through-out the affected areas. The improvements have significantly enhanced the learning environment and overall experience for pupils and staff alike.
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Oban Airport Business Park: The project is progressing well with initial site works completed, planning consent granted for the two initial buildings to be developed, the design team and main contractor appointed and the programme estimating commencement of the main contract in 2025 with the majority of the works completed in 2026. Due to the timing of the works, Bristow Helicopters will require to erect and operate form a temporary hangar from 1st April 2026 and works are due to commence on this shortly. In addition the excess material from the main site, which was original intended to be stored to the south, will now be used for quarry restoration works to the north of the airport. This is due to the area to the south having been found to contain peat which is best not disturbed from an environmental perspective. It is intended to bring an report to the Policy and Resources Committee on 9th October 2025 to provide a more detailed update. Widening Venison Project: Catering and cleaning staff returned following the summer break, with dedicated cleaning and training days held prior to the return of children and young people, ensuring a smooth start to the new school term. In line with new legislation, all catering and cleaning staff working in schools now hold a PVG for children. The rollout of the new primary and secondary menu has been well received with positive feedback from pupils and staff alike. The contract for wild venison supply on Jura and Islay has been extended to June 2026, allowing continued collaboration with Wild Jura and supporting efforts to promote venison among our children and young people. Additionally, a new tender for wild venison in the Mid-Argyll area was recently advertised, initially to supply Inveraray Primary school. This contract is currently under evaluation and, once awarded, and will also run until June 2026. 9 POLICY LEAD FOR PLANNING AND REGULATORY SERVICES – Cllr Kieron Green 9.1 Introduction: Since my last report I have chaired meetings of the PPSL Committee on the 18th June and 20th August, the Licensing Board on the 24th June, and several Local Review Boards and Civic Hearings. I attended meetings of the Clyde Marine Planning Partnership on the 3rd June and 2nd September, which is after a lengthy period looking for agreement to consult on draft plan for a Clyde Regional Marine Planning Partnership over the coming months. At the COSLA Environment and
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Economy Board on the 20th June and 5th September items discussed included Waste, Recycling and the Circular Economy, Climate Change, and Business Gateway Services. 9.2 Development Management: Performance remains positive with continued progress to determine older legacy applications, whilst keeping processing times for applications received in the last six months to an average of 9.4 weeks. Pressures are arising in the Major Applications Team, as expected, from the volume of Section 36 (energy generation) consents received, with limited provision for extension of time to consider these. The Central Validation Team continues to consistently meet the target of five days, and recruitment continues to planner and administration posts. The National Planning Improvement Framework (NPIF) Performance Report and Action Plan have now been confirmed and submitted to Ministers and Council. Stage 2 of NPIF reporting will commence in Autumn 2025. Work is continuing to review enforcement activity workflow and performance reporting. 9.3 Development Policy: Officers have been working on evidence report papers and Local Living (20 minute neighbourhoods) assessment, with the first draft of the Transport Topic Paper circulated. Contact with local elected members around the Oban and Helensburgh Strategic Development Frameworks has begun. Wider community engagement will now be proceeding over the Autumn. In the Helensburgh area this includes working with and facilitating input from the MoD to LDP3. 9.4 Building Standards: The Grenfell Tower tragedy highlighted the importance of building standards regulation, and work is underway to strengthen this across Scotland. Actions being taken include the creation of the Scottish Building Standards Hub (SBSH), and increased investment in local authority Building Standards services. With this comes increased expectations and scrutiny; a competency/audit framework for all building standards professionals is due later this year, building warrant performance for 25/26 is being audited, a national time recording system
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is being introduced, and national key performance measures are being revised. An increasing volume of work is being required in dealing with buildings in disrepair or being alleged to be dangerous. Statutory powers under the Buildings (Scotland) Act are being used to protect public safety. However this ability to intervene is limited, and does not extend to a wider responsibility to maintain and repair private properties. 9.5 Regulatory Services: Vacant Environmental Health Officer posts continue to place pressures on the Regulatory Services Team – this reflects the national shortage of qualified officers. While workforce plans are in place, resources do have to be directed on a priority basis, which can mean delays in some low/medium risks areas. Food safety work continues and over the period, with Environmental Health responding to national food alerts including managing risks from counterfeit vodka and participating in an EU Audit of UK depuration/shellfish official controls. The multiagency event planning process led by Environmental Health has supported numerous safe and successful events, including the Tiree Music Festival, Fyne Ales and Argyll Rally, which have passed with no major issues. 9.6 Short Term Lets: The revised Short-term Let Licensing Policy approved by Council in June is in place and the new on-line renewal process was launched on the 22nd August 2025, together with a revised public register system which uses a search facility using AI technology. The team continue to focus on assessing and determining the outstanding existing host application, as well as processing new applications and other licensing related activities. To date, 3,601 applications have been received, 3,056 licences issued, 292 applications have been surrendered, withdrawn or are invalid, and there remains 161 existing host application to determine by October 2025.
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10 POLICY LEAD FOR ROADS, TRANSPORT AND AMENITY SERVICES – Cllr John Armour 10.1 Introduction: Since my last report to Council in June 2025, there has been a significant amount of work going on within my policy lead remit, I have done my best to capture as much of this as possible, however with such a wide ranging remit it is not possible to capture every piece of work which is 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 EV Chargers: At an event in Oban on 14 August 2025, the Cabinet Secretary for Transport, Fiona Hyslop MSP, announced over £3 million in funding awarded to four councils - Western Isles, Orkney, Shetland, and Argyll and Bute - to expand the public EV charging network. Our council will receive one-third of the total funding allocated across these areas. We have already developed a strategy that identifies more than 80 potential locations for new electric vehicle chargers within our region. This funding will allow us to assess affordability, prioritize the network’s expansion, and provide Members with detailed options moving forward. 10.3 White Lining: The new lining vehicle is currently being rolled out across various capital sites and is proving to be a valuable addition to our fleet. It enhances our in-house capabilities and reduces reliance on external contractors. Following the completion of lining schemes on Bute and in Cowal, it will move to Helensburgh for similar work. Once the programme in the East is complete, it will shift to sites in the West.
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In addition to operational benefits, the vehicle also brings commercial opportunities and the potential for collaboration with neighbouring local authorities. It supports workforce development as well, offering staff the chance to gain a recognised SVQ2 qualification in road lining. To facilitate this training, the vehicle will have scheduled downtime in September while the team attends a course at the national training centre in Lincolnshire as part of their ongoing professional development. 10.4 Bus Stops: Since my last report we have secured just over £400,000 to support improvements in bus infrastructure. This is a significant opportunity, and we are currently exploring a range of potential options for how best to use the funding. To put this in perspective, our annual budget for bus stop enhancements is typically around £40,000, so this additional funding will allow us to make substantial progress. For context, installing a new bus shelter costs approximately £6,000, but when factoring in necessary groundworks, the total cost per site is closer to £10,000. 10.5 Play Parks: Five refurbished play parks in and around Campbeltown reopened ahead of schedule - a welcome boost for both local families and visitors to the area. The parks at Lochend, Hillside, Meadows, Jock’s Boat, and Stewarton have all received upgrades, including refreshed equipment, thanks to £186,000 in funding allocated to Argyll and Bute from the Scottish Government’s £938,000 play park investment programme. The Council worked in close partnership with Campbeltown Community Council and the Stewarton Hall Committee to ensure the new equipment reflects the needs of the children and young people who will use it. Feedback from a community survey highlighted the importance of accessibility, leading to the installation of wheelchair-accessible roundabouts at Hillside and the Meadows. The Port Bannatyne and Meadows play parks in Rothesay were also completed with £55k spent to improve the facilities after close partnership working with the local community council to deliver accessible play equipment and improved surfacing. The Council are currently tendering for a total of nine play parks in the Helensburgh, Rhu, Cove, Garelochhead and Rosneath areas totalling £280k. The tenders should be submitted by 12 September 2025 and the Council will allocate a winning bidder as soon as possible.
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10.6 Waste Disposal Post-PPP Arrangements: Over the past three months, this area of work has seen significant activity. The primary objectives are to ensure the continuity of waste disposal services as the current major contract comes to an end, and to transition to future arrangements that comply with the upcoming ban on municipal waste being sent to landfill. Key progress includes: • Conversion of existing treatment plants: Following extensive negotiations between the Council and BIFFA, contractual agreements have been finalised to convert the mechanical and biological treatment plants into waste transfer stations. Work is now underway. This transformation is critical to shifting from the current model - producing “Compost Like Output” and landfilling residual waste - to a bio-ban compliant approach, which involves closing landfill sites and transporting waste to energy-from-waste facilities. • Resolution of historic contractual issues: Two longstanding contractual matters between the Council and the PPP Project Company have reached commercial resolution, pending final approval from the Scottish Environmental Protection Agency on one element. Once approved, these issues can be formally closed. • Procurement of new services: Progress continues on procuring the services required post-PPP contract. Initial market engagement has helped shape the final specifications and contracting strategy. The tender will go live at the end of September, with submissions due in early November and contract award scheduled for January. • The Council is making good progress to secure energy from waste off- take for the period from January 2026 onwards to ensure municipal bio- ban compliance. 10.7 A83 Landslide: Heavy, persistent rainfall in the early hours of Monday 1st September 2025 caused several landslides along the A83, with the worst- affected areas being at Butterbridge and Glen Kinglas. The area saw approximately 76mm of rain fall over a five hour period.
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Eleven landslips were observed on the hillsides adjacent to the trunk road over a 3km stretch, with two depositing debris directly onto the carriageway, blocking the road, and a third contained within a roadside barrier. The road has been reopened with the usual traffic lights at the Rest and Be Thankful, however there are also traffic lights at the Glen Kinglas landslip area to enable the drains and culverts to be cleared. Geotechnical staff will remain on site to carry out daily inspections and time lapse photography supporting the reopening. I was invited by Jenni Minto MSP to attend a roundtable meeting in Inveraray on Friday 12th September to discuss the potential implications of the forthcoming works to establish a permanent solution for the A83 at Rest and Be Thankful. At the previous A83 Taskforce meeting held on 29th May, it was agreed that Jenni Minto MSP would convene a series of roundtable discussions, each focusing on different aspects of business and community that may be affected by the project. The purpose of this particular session is to gather feedback, concerns, and suggestions from stakeholders, which will be shared with Transport Scotland and the Cabinet Secretary for Transport to inform the next stages of planning and delivery. I was delighted to attend along with our Roads and Networks Standards Manager Hugh O’Neill. As well as Ms Minto, Brendan O’Hara MP, Jackie Baillie MSP, Gordon Ramsay and his team from Transport Scotland, Morag Goodfellow – HIE and John Gurr – RABT Campaign Group also attended for the full day. During the day full and frank discussion with hauliers, businesses (both large and small) and tourist organisations affected by the issues on the RABT took place. Emergency services, the Council and Mid Argyll Transport Volunteers also provided input. There was unanimous agreement that a letter should be sent on behalf of the participants and those affected directly by the current plan to the Transport Secretary outlining the concerns noted on the day and asking to pause further work in progressing the permanent solution for the RABT until a two-way solution be found either on the Old Military Road (which
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does not involve traffic lights or convoy) or a combination of the OMR and the Forestry Road on the other side of the hill during the predicted four year timescale for completing the permanent solution to the RABT. 10.8 Grubin Rockfall : You will be aware that the B8035 Kinloch to Gruline road on Mull is closed following a second rockfall. We have now received the Drone report; the Drone survey has identified several areas of interest where they have concerns over potential further rock falls and have advised that further investigation is required via a Geological and Geotechnical Survey. Whilst we had previously thought about this as the initial survey, due to the pressures placed on local farmers we opted for the drone survey which was quicker and potentially would have allowed us to open the road sooner. The picture above highlights areas where there is potential for further movement. Our Design and Structures team advice is that we continue to keep the road closed until the further Geological/Geotechnical Survey has been carried out. We are progressing this as quickly as we can and have prioritised the procurement. The road remains closed as we have a duty of care and must keep the travelling public safe. 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 – 15th September 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