Agenda reports pack
Argyll and Bute Council · 24 April 2025
Back to Argyll and Bute Council — 24 April 2025 and its agenda
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Argyll and Bute Council Comhairle Earra-Ghàidheal Agus Bhòid Executive Director: Douglas Hendry Kilmory, Lochgilphead, PA31 8RT Tel: 01546 602127 Fax: 01546 604435 DX 599700 LOCHGILPHEAD 16 April 2025 NOTICE OF MEETING A meeting of ARGYLL AND BUTE COUNCIL will be held ON A HYBRID BASIS IN THE COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD AND BY MICROSOFT TEAMS on THURSDAY, 24 APRIL 2025 at 10:45 AM, or at the conclusion of the Special meeting of Argyll and Bute Council at 10.30am, whichever is later, which you are requested to attend. Douglas Hendry Executive Director BUSINESS 1. APOLOGIES FOR ABSENCE 2. DECLARATIONS OF INTEREST (IF ANY) 3. MINUTES (a) Argyll and Bute Council held on 27 February 2025 (Pages 5 - 26) (b) Special Argyll and Bute Council held on 7 March 2025 (Pages 27 - 30) 4. MINUTES OF COMMITTEES (a) Community Services Committee held on 6 March 2025 (Pages 31 - 38) (b) Environment, Development and Infrastructure Committee held on 20 March 2025 (Pages 39 - 46) 5. LEADER'S REPORT (Pages 47 - 60) Report by Leader of the Council 6. POLICY LEADS REPORT (Pages 61 - 100) Report by Policy Leads 7. NHS HIGHLAND DIRECTOR OF PUBLIC HEALTH ANNUAL REPORT 2024 (Pages 101 - 102) Report by Director of Public Health and Policy, NHS Highland Public Document Pack
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8. ARGYLL AND BUTE COUNCIL BEST VALUE AUDIT REPORT 2025 (Pages 103 - 122) Report by Chief Executive 9. POLITICAL MANAGEMENT ARRANGEMENTS (Pages 123 - 124) Report by Executive Director with responsibility for Legal and Regulatory Support 10. REVIEW OF THE HEALTH AND SOCIAL CARE INTEGRATION SCHEME 2025 (Pages 125 - 128) Report by Executive Director with responsibility for Legal and Regulatory Support 11. SINGLE AUTHORITY MODEL - UPDATE (Pages 129 - 142) Report by Chief Executive 12. FREEDOM OF ARGYLL AND BUTE - THE ROYAL REGIMENT OF SCOTLAND (Pages 143 - 146) Report by Executive Director with responsibility for Legal and Regulatory Support 13. SECTION 72 SCHEME OF ASSISTANCE REVIEW (Pages 147 - 186) Report by Executive Director with responsibility for Development and Economic Growth 14. NOTICE OF MOTION UNDER STANDING ORDER 13 (Pages 187 - 190) Ban on Political Posters on Council Property and Street Furniture. The Council notes that: • The vast majority of Scottish local authorities - approximately 28 out of 32 - have already prohibited the use of council-owned street furniture, such as lampposts, for political posters and campaign materials. • Allowing political posters on council property can lead to issues such as visual clutter, damage to public infrastructure, and issues associated with removal and clean-up. • Council property is funded by the taxpayer and as such should not be used for political campaign purposes. • Political posters are often not environmentally friendly relying on single use plastics and can fall off/be removed leading to pollution of local communities. • The presence of posters on lampposts and other street furniture can present road safety concerns, particularly if they obstruct sightlines or distract road users. • Alternative methods of political campaigning, including digital outreach, leafleting, canvassing, and designated poster boards, remain available to all candidates and parties. The Council therefore agrees: • To approve that the updated policy in Appendix 1 is adopted, which will have the effect that Argyll & Bute Council no longer permits the display of any campaign related material on any property under the Council’s control.
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Proposed: Cllr Daniel Hampsey Seconded: Cllr Gary Mulvaney 15. NOTICE OF MOTION UNDER STANDING ORDER 13 Supporting Our Pollinators The No-Mow-May and Let-It-Bloom-June movements are part of an annual campaign by the organisation Plantlife. The campaign promotes that reducing lawnmower use and encouraging natural grass and wildflower growth offer simple ways for everyone to play a part in supporting pollinators such as bees and butterflies. Research from The Butterfly Conservation organisation reports that more than half of UK butterfly species are now in long term decline. With over 20 million gardens in the UK, even the smallest areas allowed to flourish can make a real contribution and deliver environmental benefits for nature, people and places. To help play its part, the Council agrees to: 1. Promote the No-Mow-May and Let-It-Bloom June campaigns across Argyll and Bute through all available channels to encourage local people, community groups, local businesses and other organisations to consider taking part in the 2025 campaigns. 2. Ask officers to explore the scope of action the Council could reasonably take within the context of its overall grass-cutting and local maintenance programmes and available resources. This should include an exploration of what may be feasible to support the objectives of No Mow May and Let it Bloom June for the 2025 season and beyond. Findings and outcomes should be reported, following consultation with the Policy Lead for Climate Change, Renewables and Net Zero and the Policy Lead for Roads, Transport and Amenity Services to the December meeting of Environment, Development and Infrastructure Committee. Proposer: Councillor Luna Martin Seconder: Councillor Ross Moreland Argyll and Bute Council Contact: Hazel MacInnes, Senior Committee Officer Tel:01546 604269
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MINUTES of MEETING of ARGYLL AND BUTE COUNCIL held ON A HYBRID BASIS IN THE COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD AND BY MICROSOFT TEAMS on THURSDAY, 27 FEBRUARY 2025 Present: Councillor Jan Brown (Chair) Councillor John Armour Councillor Gordon Blair Councillor Math Campbell-Sturgess Councillor Garret Corner Councillor Maurice Corry Councillor Audrey Forrest Councillor Kieron Green Councillor Amanda Hampsey Councillor Daniel Hampsey Councillor Graham Hardie Councillor Anne Horn Councillor Fiona Howard Councillor Willie Hume Councillor Mark Irvine Councillor Andrew Kain Councillor Jennifer Kean Councillor Paul Donald Kennedy Councillor Reeni Kennedy-Boyle Councillor Jim Lynch Councillor Luna Martin Councillor Tommy MacPherson Councillor Ian James MacQuire Councillor Liz McCabe Councillor Dougie McFadzean Councillor Julie McKenzie Councillor Yvonne McNeilly Councillor Ross Moreland Councillor Gary Mulvaney Councillor Iain Shonny Paterson Councillor Gemma Penfold Councillor William Sinclair Councillor Andrew Vennard Councillor Peter Wallace Margaret Anderson Attending: Pippa Milne, Chief Executive Douglas Hendry, Executive Director Kirsty Flanagan, Executive Director Evan Beswick, Chief Officer – Health and Social Care Partnership Carolyn Earl, Interim Head of Financial Services Ross McLaughlin, Head of Commercial Services Jane Fowler, Head of Customer Support Services David Logan, Head of Legal and Regulatory Support Shona Barton, Governance Manager 1. APOLOGIES FOR ABSENCE Apologies for absence were received from Councillor Dougie Philand. DEPUTATION The Depute Provost intimated that a request for a Deputation to be heard by the Council had been received from Ms Tracy Mayo on behalf of community members on Mull, including Parent Council representatives. She advised that Tracy Mayo, Emily Greenhalgh and Anne Marie Rigby who form the deputation were in attendance and they had been advised that if Council agrees the terms of the Motion outlined at Item 5, the final decision may not be taken today. Dependent on the decision taken at Item 5, the deputation may be carried forward and it was the intention to address the matter of the deputation after the Motion at Item 5 had been determined. 2. DECLARATIONS OF INTEREST There were no declarations of interest intimated. Page 5 Agenda Item 3a
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3. MINUTES (a) Argyll and Bute Council held on 21 November 2024 The Minutes of the Meeting of Argyll and Bute Council held on 21 November 2024 were approved as a correct record. (b) Special Argyll and Bute Council held on 20 December 2024 The Minutes of the Meeting of the Special Argyll and Bute Council held on 20 December 2024 were approved as a correct record. 4. MINUTES OF COMMITTEES (a) Policy and Resources Committee held on 5 December 2024 The Minutes of the Meeting of the Policy and Resources Committee held on 5 December 2024 were noted. Arising from Item 4 of these Minutes (Financial Reports Monitoring Pack – 31 October 2024) the Council agreed the recommendation to approve the revenue virements over £0.200m during September and October 2024. Arising from Item 8 of these Minutes (Volunteer Policy and Volunteer Procedure) the Council agreed the recommendation to approve the Volunteer Policy. Arising from Item 14 of these Minutes (Oban Airport Business Park) the Council dealt with this item at the Special Meeting of the Council held on 20 December 2024. (b) Community Services Committee held on 12 December 2024 The Minutes of the Meeting of the Community Services Committee held on 12 December 2024 were noted. (c) Environment, Development and Infrastructure Committee held on 19 December 2024 The Minutes of the Meeting of the Environment, Development and Infrastructure Committee held on 19 December 2024 were noted. (d) Policy and Resources Committee held on 20 February 2025 The Minutes of the Meeting of the Policy and Resources Committee held on 20 February 2025 were noted. Arising from item 5 (Budgeting Pack 2025-26) the Council agreed that this item would be dealt with at item 6 of the agenda (Budgeting Pack 2025-26). Arising from item 6 (Treasury Management Strategy and Annual Investment Strategy 2025-26) the Council agreed that this item would be dealt with at item 8 of the agenda. Page 6
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Arising from item 10 (Sustainable Procurement Strategy 2025/2028 – Draft Document and Consultation) the Council agreed the recommendation to agree the revised final Sustainable Procurement Strategy 2025-2028, and the publication on the Council’s website in April 2025. Arising from item 15 (Strategic Events and Festivals Fund – Round 7 2025/2026) the Council approved, as part of the budget process for February 2025, a minimum of £90,000 base funding for Strategic Events and Festivals in order that the application process can commence for Round 8 (2026/27) and that any underspend from SEF Round 6 (2024/25) is earmarked and used to augment a future SEF round. 5. NOTICE OF MOTION UNDER STANDING ORDER 13 The following Notice of Motion Under Standing Order 13 was before the Council for consideration:- Motion Learning Estate Investment Programme (LEIP) – Mull Campus, Preferred Site Recommendation The agenda for today’s meeting includes a report on the Learning Estate Investment Programme (LEIP) – Mull Campus, Preferred Site Recommendation. This is an issue of considerable complexity and scale. The reports contain a very high level of detailed information which Members must take time and care to consider fully in order to allow them to take an informed decision on the matter. This motion does not deal with the business of that report, nor its merits. It does recognise that it is essential that Members have sufficient time to consider and scrutinise this information, reflecting the significance of the matter for the current and future generations of children and young people on Mull and the wider island community. To provide the time that detailed consideration of the report deserves and to scrutinise the proposals, I move that: 1. The business of determining the Preferred Site Recommendation for the Mull Campus is not considered today; 2. The report and its appendices are considered instead at a Special Meeting of Argyll and Bute Council, convened solely for the purpose of deciding on a preferred site for the Mull Campus, to be held on Friday 7th March 2025. Moved by Councillor Jim Lynch, seconded by Councillor Ross Moreland Decision The Council agreed to defer the determination of the report and its appendices for the Preferred Site Recommendation for Mull Campus to a Special Meeting of Argyll and Bute Council, convened solely for the purpose of deciding on a preferred site for the Mull Campus to be held on Friday 7th March 2025. Page 7
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6. LEARNING ESTATE INVESTMENT PROGRAMME (LEIP) - MULL CAMPUS - PREFERRED SITE RECOMMENDATION As the Council had considered and agreed the Notice of Motion Under Standing Order 13, this item was deferred for consideration at a Special Council Meeting to be held on Friday 7th March 2025. The Depute Provost advised that the deputation request would also be considered at the meeting to be held on 7 March 2025 and that officers would be in touch with Ms Mayo to confirm arrangements. Councillor Luna Martin joined the meeting during the consideration of the following item of Business. 7. BUDGETING PACK 2025/26 The Council considered the Revenue Budget and Capital Budget papers as contained within the budgeting pack which had been referred without recommendation by the Policy and Resources Committee held on 20 February 2025, considered such other appropriate resolutions in relation to these papers and fixed the Council Tax for the year to 31 March 2026. Motion The Motion moved by the Administration is attached at Appendix 1 to this Minute. Moved by Councillor Jim Lynch, seconded by Councillor Ross Moreland. Amendment The Amendment moved by the Opposition Group is attached at Appendix 2 to this Minute. Moved by Councillor Gary Mulvaney, seconded by Councillor Andrew Vennard. The Provost requested the Section 95 Officer to confirm that the Motion and Amendment before the Council, containing budget proposals were competent and balanced. The Section 95 Officer confirmed that this was the case. As the meeting was being held on a hybrid basis, the vote required to be taken by calling the Roll and Members voted as follows – Motion Amendment No Vote Cllr. John Armour Cllr. Garret Corner Cllr. Jennifer Kean Cllr. Gordon Blair Cllr. Maurice Corry Cllr. Tommy MacPherson Cllr. Jan Brown Cllr. Amanda Hampsey Cllr. Math Campbell-Sturgess Cllr. Daniel Hampsey Cllr. Audrey Forrest Cllr. Liz McCabe Cllr. Kieron Green Cllr. Yvonne McNeilly Cllr. Graham Hardie Cllr. Gary Mulvaney Cllr. Anne Horn Cllr. Gemma Penfold Cllr. Fiona Howard Cllr. Andrew Vennard Cllr. Willie Hume Cllr. Peter Wallace Cllr. Mark Irvine Page 8
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Cllr. Andrew Kain Cllr. Paul Kennedy Cllr. Reeni Kennedy Boyle Cllr. Jim Lynch Cllr. Luna Martin Cllr. Ian James McQuire Cllr. Dougie McFadzean Cllr. Julie McKenzie Cllr. Ross Moreland Cllr. Ian Shonny Paterson Cllr. William Sinclair Decision The Motion was carried by 22 votes to 10, with 2 no votes, and the Council resolved accordingly. (Reference: Budgeting Pack 2025/26 dated February 2025, submitted; Motion by Councillor Jim Lynch, seconded by Councillor Ross Moreland, tabled; and Amendment by Councillor Gary Mulvaney, seconded by Councillor Andrew Vennard, tabled) 8. TREASURY MANAGEMENT STRATEGY AND ANNUAL INVESTMENT STRATEGY 2025-26 The Council gave consideration to a report which sought approval of the proposed Treasury Management Strategy Statement and Annual Investment Strategy which set out the Council’s Strategy for borrowing and investment for the forthcoming year. The report also set out the policy for the repayment of loans fund advances for 2025-26 which had been referred without recommendation by the Policy and Resources Committee held on 20 February 2025. Decision The Council – 1. approved the Treasury Management Strategy and Annual Investment Strategy for 2025-26 and the Prudential and Treasury indicators for 2025-26 to 2027-28; and 2. noted that the Strategy will be further scrutinised by the Audit and Scrutiny Committee at its meeting of 13 March 2025, with any recommendations requiring Council approval brought back to full Council at the earliest opportunity. (Reference: Report by Section 95 Officer dated 10 February 2025, submitted) 9. 2023/24 COUNCIL ANNUAL REPORT A report presenting the Council Annual Report 2023/24 was before the Council for consideration. Decision The Council noted the content of the Council Annual Report 2023/24 and the wide ranging examples of exceptional service delivery prior to publishing on the Council website. Page 9
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(Reference: Report by Executive Director with responsibility for Customer Support Services dated 19 November 2024, submitted) 10. DRAFT PROGRAMME OF MEETINGS 2025/26 The Council’s Standing Orders for meetings require the Council to approve a Programme of Meetings for the Council and its Committees every year. The Council gave consideration to a draft programme of meetings for the year 2025-26 based on the current committee cycle. Decision The Council approved the draft Programme of Meetings for the year 2025-26. (Reference: Report by Executive Director with responsibility for Legal and Regulatory Support dated 13 February 2025, submitted) 11. COUNCIL CONSTITUTION UPDATE 2025 The Council considered a report which advised on changes to the Council Constitution in respect of Roads and Infrastructure Services. Decision The Council agreed to the adjustments to the Constitution as set out in the report. (Reference: Report by Executive Director with responsibility for Legal and Regulatory Support, dated 30 January 2025, submitted) 12. HOUSING EMERGENCY - HOUSING NEED AND DEMAND AND SUPPORTING COMMUNITY HOUSING FEASIBILITY WORK The Council gave consideration to a report providing information on three requests for funding from the Strategic Housing Fund (SHF), all of which were considered important contributions to tackling the Housing Emergency. The proposals contained within the report will be funded from the ring fenced housing budget for activities relating to affordable housing delivery in Argyll and Bute. Decision The Council:- 1. approved £60,000 from the Strategic Housing Fund to enable the delivery of the Housing Need and Demand Assessment – a statutory obligation of the local authority; 2. delegated to the Executive Director with Responsibility for Development and Economic Growth in consultation with the relevant Policy Lead for Housing the power to approve discretionary feasibility funding up to a maximum of £10,000 per unit from the Strategic Housing Fund to enable Community Trusts to bring potential affordable housing developments to delivery stage; and 3. approved feasibility and design funding from the Strategic Housing Fund to a maximum of £150,000 for West Highland Housing Association to enable delivery of road and footpath proposals unlocking LDP2 housing site H4009 at Ganavan. Page 10
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(Reference: Report by Executive Director with responsibility for Development and Economic Growth dated 21 January 2025, submitted) Page 11
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Appendix 1 Administration Budget Motion The Council: a) Approves the revenue budget for 2025/26 as set out in the Revenue Budget Overview Report, subject to the decisions set out below and within the Administration Revenue Budget Model provided at Appendix A to this motion. b) Approves the revenue estimates for 2025/26 and that consequently the local tax requirement estimated at £70.204m is funded from Council Tax. Approves the following rates and charges for the year, 2025-26: 1. Council Tax to be paid in respect of a chargeable dwelling in Band “D” of £1,625.64, representing a 9.9% increase. 2. Council Tax to be paid in respect of a chargeable dwelling in each of the other valuation bands in accordance with Section 74(1) of the Local Government Finance Act 1992 as amended. 3. Business Rates as determined by Scottish Ministers. c) Acknowledges Argyll and Bute Health and Social Care Partnership’s transformation journey balanced with the delivery of services in a rural and island context, alongside numerous financial and other external pressures. Agrees to support the HSCP by: 1. Providing an additional recurring funding contribution of £500k to the HSCP alongside the contributions noted below and in the Administration Revenue Budget Model; 2. Agreeing that £0.5m of Strathclyde Pension Fund gain will be ring-fenced in 2025/26 for future HSCP transformation and/or spend-to-save projects; 3. Assisting the HSCP to fund 1% staff pay assumption with a contribution of £370k; 4. Ensuring the HSCP is able to cover increased employers National Insurance contributions with a top-up allocation of £346k, equating to 40% of the overall costs, noting that if there is any increase in national funding for this particular pressure, the council’s contribution will be adjusted or retained accordingly; 5. Approving a base allocation to the HSCP of £81.992m for 2025/26. Approving indicative base allocations for 2026/27 and 2027/28 of £85.045m, with the level of future years funding being subject to the level of Scottish Government funding and the Council’s overall financial position in future years. d) Endorses the new management/operational savings as outlined in Appendix 5 of the revenue budget overview report. In addition, agrees to the removal of the Provost’s car with a view to achieving any possible savings therein. Page 12
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e) Approves policy savings options for 2025-26 as outlined in Appendix 6 of the revenue budget overview report and, with the exception of the proposals set out at f) and g) below, agrees that any new policy savings relating to 2026-27 onwards will be considered as part of next year’s budget process. f) In recognition of Live Argyll’s current pressures, agrees, in respect of policy savings option LA 001 25/26, to fund from reserves the proposed management fee reduction of £311k on a one-off basis for 2025/26, deferring the saving until 2026/27 onwards. g) Agrees to fund Community Sports payments for shinty and rugby development, policy savings option CS 001 25/26, from reserves on a one-off basis for 2025/26, deferring the saving until 2026/27 onwards. h) Notes the detail provided at recommendation f) of the Section 95 Officer’s Introductory Report and Recommendations, and her subsequent update, in respect of the Local Governance (Scotland) Act 2004 (Remuneration) Amendment Regulations 2025, and agrees that payments from 1st April 2025 will be made as per the updated recommendation. i) Agrees to fund from the Priorities Investment Fund the following external funding requests totalling £210k, as listed within Appendix 8 of the Revenue Budget Overview Report and in addition the subsequent request in respect of the Clipper Race advised to members by email on 24th February. Asks officers to explore future options for consideration of external funding requests from the 2026/27 budget process onwards, as appropriate, including through any potential future arrangements and/or income-generating activities, that may be agreed or introduced by the council: 1. CHARTS - £75k 2. Argyll and the Isles Tourism Co-operative - £75k 3. Mactaggart Leisure Centre, Islay - £30k 4. Loch Lomond and the Trossachs National Park - £10k 5. Clipper Round the World Race contribution to hosting fee - £20k j) Approves the following in relation to fees and charges with effect from 1 April 2025 unless otherwise noted: 1. Approves the proposals for the fees and charges inflationary increase of 6%, with the exception of charges for internal, council- run ferry services which will not be subject to an increase in 2025/26. Notes the introduction of six new concessionary fares, which will be charged on the basis of the proposed fare set out at Appendix C, which recognises the fare freeze this year, and a minor adjustment required in respect of specific single ferry fares on the Jura service, the detail of which is set out at Appendix C. Approves the charges that are over and above inflation. Notes that this would generate additional income of £0.323m in total; 2. Agrees there will be no increase to charges for school meals to assist families in managing cost of living expenses; Page 13
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3. Approves all other charges as noted within the Fees and Charges Schedule. 4. In respect of Electric Vehicle charging, approves a delegation to the Director with responsibility for Roads and Infrastructure in consultation with the Leader and the Policy Lead for Roads, Transport and Amenity Services, to vary the charge in line with increasing utility prices. k) Notes the financial risks analysis. l) Approves the contingency level for the General Fund balance at a level of 2% of net expenditure, equivalent to £6.539m, and note the report on reserves and balances, subject to the decisions set out in the Administration Capital/Other Funds Budget Model at Appendix B to this motion. m) Approves the capital plan as set out in Appendix 3, noting that this incorporates the red risks (£0.376m) and estimated forecast overspend on the capital plan (£0.117m) and subject to the funding decisions set out below and in the Administration Capital/Other Funds Budget Model at Appendix B to this motion. n) Agrees the following priority investments, as set out in the Administration Capital/Other Funds Budget Model at Appendix B and noted below: 1. Increasing the Roads Reconstruction Budget for 2025/26 to £10m in total with an investment of £8m; 2. Boosting future resilience with provision of £2.9m for severe weather related costs, to include £2m funded from the Priorities Investment Fund; 3. Allocating £200k from the Priorities Investment Fund to assist in the creation of a business case for the future development of leisure facilities in Dunoon; 4. Contributes £5k each to 12 foodbanks across Argyll and Bute and its islands, making a total investment of £60k to assist local families in coping with cost of living pressures. o) Notes the remaining fund balances outlined in the Administration Capital/Other Funds Budget Model at Appendix B following the capital investments set out at (n) plus the funding requests and allocations set out at (f), (g) and (i). p) Notes that a review of the capital arrangements will be undertaken during the year and reported to Members. q) Acknowledges the contributions from local people to the Council’s Budget Survey and notes that these have been taken into consideration in the development of the Administration’s Budget. Requests that officers make the necessary arrangements to formally commence the planning process for the 2026/27 budget from June 2025, to include proactive engagement with the Health and Social Page 14
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Care Partnership and exploration of innovative and/or different approaches to delivery of services in line with the council’s agreed Priorities. r) Approves the Corporate Asset Management Strategy and Plan including the Priority Investments Plans (PIPS). Page 15
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Appendix A – Revenue Budget Position 2025-26 £000 2026-27 £000 2027-28 £000 2028-29 £000 2029-30 £000 Budget Gap as per Budget Pack (after measures to balance the budget) (2,471) (12,137) (22,640) (27,201) (32,556) Reject policy saving option ref: LA 001 25/26 in respect of 10% cut to Live Argyll in 2025-26 and fund from Priority Investment Fund. Accept saving for future years. (311) Reject policy saving option ref: CS 001 25/26 in respect of Community Support Shinty and Rugby in 2025-26 and fund from Priority Investment Fund. Accept saving for future years. (20) Freeze internal run ferry services fares at 2024-25 levels (40) (40) (40) (40) (40) Provide additional recurring funding to the HSCP in addition to that outlined in the budget pack (500) (500) (500) (500) (500) Cost of servicing £2.9m additional borrowing for capital plan (94) (189) (189) (189) (189) Transfer from Priority Investment Fund for two rejected savings options in 2025-26 (as noted above) 331 Revised Gap (3,105) (12,866) (23,369) (27,930) (33,285) Additional Council Tax of 4.9% bringing Council Tax up to 9.9% in 2025-26 3,105 3,278 3,442 3,614 3,795 Revised Budget Position 0 (9,588) (19,927) (24,316) (29,490) Page 16
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Appendix B – Capital Budget Position and Other Funds Capital Budget £000 Unallocated General Fund £000 Priorities Investment Fund £000 Storm Costs Provision £000 As Per Budget Pack 3,560 (283) 3,748 0 Additional Resources: Additional forecast underspend as at end of January 533 Refund on gift cards from LACER Funding 64 Reduce Private Sector Housing Grant Topslice in capital programme to £820k in 2025-26 and 2026-27 and £819k in 2027-28 640 Allocate previous years underspend on Private Sector Housing Grant accumulated to £1.8m to other purposes 1,800 Borrow £2.9m for capital plan 2,900 Revised Balances for Use 8,900 314 3,748 0 Additional budget in 2025-26 Roads Reconstruction Programme (8,000) Provision for Storm Costs allocated to capital budget (900) Provision for Storm Costs allocated to storm cost reserve (2,000) 2,000 Funding allocated towards creation of a business case for the future development of leisure facilities in Dunoon (200) Fund Live Argyll budget saving for 2025-26 (311) Fund Community Sport Shinty and Rugby saving for 2025-26 (20) CHARTS – funding capped at £75,000 (75) AITC (75) Islay Pool (30) National Park (10) Clipper Race contribution (20) 12 Foodbanks across Argyll and Bute at £5,000 each (60) Page 17
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Adjustment to maintain 2% Contingency (19) Revised Position 0 235 1,007 2,000 Page 18
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Appendix C – Internal Ferry Fares (from J) fees and charges) Detail - introduction of new concessionary fares and adjustment required in respect of Jura service single fares New Fees and Charges Current Fare as per Fees and Charges Proposed Fare for 2025/26 (reduced by 6%) Detail Cuan Vehicle Fares – Car including concession driver return – must present SPT ferry travel card £12.40 £11.70 New concession fare introduced for 2025-26 to combine driver and car tickets in similar manner to other fares in 2024-25. Cuan Vehicle Fares - Car with blue badge holder (25% discount) including concession driver return - must present SPT ferry travel card £9.70 £9.15 New concession fare introduced for 2025-26 to combine driver and car tickets in similar manner to other fares in 2024-25. Blue badge holder discount reduced from 50% to 25% to align to common practice on other ferries (see Cal Mac) Cuan Vehicle Fares - Car with blue badge holder (25% discount) including driver return £11.10 £10.47 New concession fare introduced for 2025-26 to combine driver and car tickets in similar manner to other fares in 2024-25. Blue badge holder discount reduced from 50% to 25% to align to common practice on other ferries (see Cal Mac) Jura Vehicle Fares - Private Vehicles - Car including concession driver return - must present SPT ferry travel card £21.10 £19.91 New concession fare introduced for 2025-26 to combine driver and car tickets in similar manner to other fares in 2024-25. Jura Vehicle Fares - Private Vehicles - Car with blue badge holder (25% discount) including concession driver return - must present SPT ferry travel card £16.20 £15.28 New concession fare introduced for 2025-26 to combine driver and car tickets in similar manner to other fares in 2024-25. Blue badge holder discount reduced Page 19
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from 50% to 25% to align to common practice on other ferries (see Cal Mac) Jura Vehicle Fares - Private Vehicles - Car with blue badge holder (25% discount) including driver return £19.70 £18.58 New concession fare introduced for 2025-26 to combine driver and car tickets in similar manner to other fares in 2024-25. Blue badge holder discount reduced from 50% to 25% to align to common practice on other ferries (see Cal Mac Detail - Adjustment in respect of Jura ferry service: Exceptions to General Inflation Increase on Fees and Charges Report Current Fare on Fees and Charges Proposed Fare (reduced by 6% and increased by 40p) 2024/25 Rate Detail Jura Vehicle Fares - all vehicles up to and including 6m - single journey (incl driver) 10% £12.50 £11.80 £11.40 Service request for an additional £0.40 increase on what would have been the 6% uplift as the cost of 2 single journeys would come in less than the excursion return ticket Page 20
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Appendix 2 TALIG Opposition Budget – Amendment and Model It is recommended that the Council: a) Approve the revenue estimates for 2025-26 and that consequently the local tax requirement estimated at £67.099m is funded from Council Tax. Approve the following rates and charges for the year, 2025-26: 1. Council Tax to be paid in respect of a chargeable dwelling in Band “D” of £1,553.16 representing a 5% increase. 2. Council Tax to be paid in respect of a chargeable dwelling in each of the other valuation bands in accordance with Section 74(1) of the Local Government Finance Act 1992 as amended. 3. Business Rates as determined by Scottish Ministers. b) Approve the revenue budget for 2025-26 as set out in the revenue budget overview report subject to the decisions set out below and included in the opposition model outlined in the appendices. c) Approve a base allocation to the Health and Social Care Partnership of £81.492m for 2025-26. Approve indicative base allocations for 2026-27 and 2027-28 of £84.545m. The level of future years funding is subject to the level of Scottish Government funding and the Council’s overall financial position in future years. d) Endorse the new management/operational savings as outlined in Appendix 5 of the revenue budget overview report. e) Approve the policy savings options for 2025-26 as outlined in Appendix 6 of the revenue budget overview report with the exception of: 1.Live Argyll – LA 001 25/26 – Reject a 10% cut in Management Fee for the 2025/26 Budget - £311,000 2.Community Sport – CS 001 25/26 -Reject the removal of payments for 2025/26 and thereafter - £20,000 f) Agree that any policy savings relating to 2026-27 onwards will be considered as part of next year’s budget process, unless it’s a full year effect of the 2025-26 saving, with the exception of Live Argyll for 2025/26. g) Agree to implement the Local Governance (Scotland) Act 2004 (Remuneration) Amendment Regulations 2025 and that the payments from 1 April 2025 be as noted in the table below, accepting that implementation of these payments will supersede the Council’s decision of 19 May 2022 in relation to Member’s remuneration. Page 21
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Leader £50,063 Civic Head (Provost) £37,548 Senior Councillor (Policy Lead) £37,548 Senior Councillor (Area Chair) £30,038 Senior Councillor (Leader of the Largest Opposition Group) £30,038 Councillor £25,982 h) Approve the funding requests received as set out with the Opposition Budget Model, namely: CHARTS £95,000 AITC £75,000 Islay Swimming Pool £30,000 National Park £10,000 Clipper Race £20,000 i) Approve the following in relation to fees and charges with effect from 1 April 2025 unless otherwise noted: 5. Approve the proposals for the fees and charges inflationary increase of 10% and approve the charges that are over and above inflation. Note that this would generate additional income of £0.605m in total. This is an increase of £242,000 over and above the officer recommendations. 6. Approve all other charges as noted within the Fees and Charges Schedule. 7. In respect of Electric Vehicle charging, approve a delegation to the Director with responsibility for Roads and Infrastructure in consultation with the Leader and the Policy Lead for Roads, Transport and Amenity Services, to vary the charge in line with increasing utility prices. j) Approve £500k allocated to a number of Community Priorities as set out in the appendix in Section 2. k) Note the financial risks analysis. l) Approve the Opposition Model as detailed below and the consequent impact on the Revenue Budget, Capital Budget, Reserves, Unallocated General Fund, and level of council tax required for 2025-2026. (Appendix A below) m) Approve the contingency level for the General Fund balance at a level of 2% of net expenditure, equivalent to £6.523m and note the report on reserves and balances. n) Approve the capital plan as set out in Appendix 3 (to capital plan report), noting that this incorporates the red risks (£0.376m) and estimated forecast overspend on the capital plan (£0.117m). o) Approves the allocation of capital resources as per the Opposition Budget Page 22
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Model, noting the unfunded priorities outlined in the report and outlined in the Priority Investment Plans. (Appendix A below) p) Notes increasing the level of investment from the redirection of resources or from additional borrowing as per the Opposition Budget Model noting that any additional borrowing would have an impact on the revenue budget. q) Note that a review of the capital arrangements will be undertaken during the year and reported to Members. r) Approve the Corporate Asset Management Strategy and Plan including the Priority Investments Plans (PIPS). Page 23
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Appendix A 1. Revenue Budget 2025-26 £000 2026-27 £000 2027-28 £000 2028-29 £000 2029-30 £000 Budget Gap as per Budget Pack (after measures to balance the budget) (2,471) (12,137) (22,640) (27,201) (32,556) Reject policy saving option ref: LA 001 25/26 in respect of 10% cut to Live Argyll in 2025-26 and fund from Unallocated General Fund. (311) Reject policy saving option ref: CS 001 25/26 in respect of Community Support Shinty and Rugby. (20) (20) (20) (20) (20) Cost of servicing £2m additional borrowing for capital plan (65) (130) (130) (130) (130) Increase Fees and Charges by a further 4% to 10% 242 256 271 288 306 Transfer £1m of SPF gain in 2026-27 to balance budget in 2025-26 1,000 (1,000) Live Argyll one year saving funded from Unallocated General Fund 311 Transfer from Unallocated General Fund 1,314 Revised Budget Position 0 (13,031) (22,519) (27,063) (32,400) Page 24
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2. Opposition Community Priorities (funded from one-off Unallocated General Fund) Project Description All one-off allocations £000 Citizens Advice – CAB Argyll In recognition of the cost of living crisis and allowing CAB to develop and pilot a service proposition in Oban and Campbeltown. 50 Bute Advice Centre In recognition of the cost of living crisis and the excellent work that Bute Advice do for our Bute and Cowal communities. 40 Foodbank Contingency Fund Allocate £5,000 each to the twelve foodbanks ( 5 in MAKI, 3 in OLI, 2 in H&L and B&C) 60 Inveraray War Memorial Allocate funding for repairs to the war memorial and adjacent sea wall. 50 Play Park Renewal Allocate additional funding for play park renewal, complementing the existing renewal programme. 50 Helensburgh Skate Park Association Allocate additional funding to assist the development of permanent site with improved equipment. 50 Tiree Ring and Ride Service Allocate one-off funding to assist with transport connectivity on island 20 Argyll and Bute Women’s Aid To support this group in tackling domestic abuse in Argyll and Bute. 20 Area Committee Priorities Fund Allocate £40,000 to each of our Area Committees for local community priorities with Area Committees delegated to agree the assessment criteria 160 Total Community Priorities 500 Page 25
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3. Capital and Reserves Capital Budget £000 Priorities Investment Fund £000 Crown Estates 2025-26 £000 Unallocated General Fund £000 As Per Budget Pack 3,560 3,748 800 (283) Additional forecast underspend as at end of January 533 Refund on gift cards from LACER Funding 64 Reduce Private Sector Housing Grant top slice in capital programme to £707k across 2025-26 to 2027-28, saving of £326k per year 978 Transfer Crown Estate 2025-26 allocation in advance to Capital 800 (800) Borrow £2m for capital plan 2,000 Transfer from Priority Investment Fund to Capital and General Fund 1,293 (2,748) 1,455 Reduce Earmarked Redundancy and Transfer to General Fund leave £1.8m in Fund 1,000 Reduce Earmarked Reserve No 052 Education Purchase Officers by £52k, earmarking not needed 52 Revised Balances for Use 8,631 1,000 0 2,821 Increase Roads Reconstruction Funding from £2m to £9m in 2025-26 (7,000) Increase Footway Capital by £1m as per report in 2025-26 (1,000) Increase Street Lighting from £0.369m to £1m in 2025-26 (631) CHARTS (95) AITC (75) Islay Pool (30) National Park (10) Clipper Race (20) Live Argyll 2025-26 – 10% cut not taken (311) Opposition Community Priorities (500) Adjustment to maintain 2% Contingency (3) Transfer to Revenue Budget 2025-26 (1,314) Final balance following allocations, transfers and movements 0 1,000 0 463 Page 26
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MINUTES of SPECIAL MEETING of ARGYLL AND BUTE COUNCIL held ON A HYBRID BASIS IN THE COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD AND BY MICROSOFT TEAMS on FRIDAY, 7 MARCH 2025 Present: Councillor Jan Brown (Chair) Councillor John Armour Councillor Gordon Blair Councillor Math Campbell-Sturgess Councillor Garret Corner Councillor Audrey Forrest Councillor Kieron Green Councillor Amanda Hampsey Councillor Daniel Hampsey Councillor Graham Hardie Councillor Anne Horn Councillor Fiona Howard Councillor Willie Hume Councillor Mark Irvine Councillor Andrew Kain Councillor Jennifer Kean Councillor Paul Donald Kennedy Councillor Reeni Kennedy-Boyle Councillor Jim Lynch Councillor Tommy MacPherson Councillor Ian James MacQuire Councillor Liz McCabe Councillor Dougie McFadzean Councillor Julie McKenzie Councillor Yvonne McNeilly Councillor Ross Moreland Councillor Iain Shonny Paterson Councillor Gemma Penfold Councillor William Sinclair Councillor Andrew Vennard Councillor Peter Wallace Attending: Pippa Milne, Chief Executive Douglas Hendry, Executive Director Kirsty Flanagan, Executive Director Ross McLaughlin, Head of Commercial Services Wendy Brownlie, Head of Education – Learning and Teaching Jen Crocket, Head of Education – Lifelong learning / Support Diane Forsyth, Project Officer David Logan, Head of Legal and Regulatory Support Shona Barton, Governance Manager Tracy Mayo Anne Marie Rigby Emily Greenhalgh Mary Jean Devon 1. APOLOGIES FOR ABSENCE Apologies for absence were received from Councillors Maurice Corry, Gary Mulvaney and Dougie Philand. Councillor Gemma Penfold joined the meeting during the consideration of the following item of Business. DEPUTATIONS The Depute Provost intimated that 2 requests for a Deputation to be heard by the Council had been received from Tracy Mayo on behalf of community members on Mull, including Parent Council representatives; and from Mary Jean Devon. It was unanimously agreed to hear these Deputations. Page 27 Agenda Item 3b
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The Council heard a deputation from Tracy Mayo, Anne Marie Rigby and Emily Greenhalgh in relation to the Learning Estate Investment Programme (LEIP) – Mull Campus which would be dealt with under item 3 of the agenda (Learning Estate Investment Programme (LEIP) – Mull Campus – Preferred Site Recommendation). Members were given the opportunity to ask one question each of the Deputation. The Council heard a deputation from Mary Jean Devon in relation to the Learning Estate Investment Programme (LEIP) – Mull Campus which would be dealt with under item 3 of the agenda (Learning Estate Investment Programme (LEIP) – Mull Campus – Preferred Site Recommendation). Members were given the opportunity to ask one question each of the Deputation. The Depute Provost thanked the presenters and advised that their submissions would be considered under item 3 of the agenda. 2. DECLARATIONS OF INTEREST There were no declarations of interest intimated. Prior to the consideration of agenda item 3, the Depute Provost advised that Appendices 1, 1(i), 1J and 1L were marked exempt and if Members wished to have discussion on these appendices then they would be asked to pass a resolution in terms of Section 50(A)(4) of the Local Government (Scotland) Act 1973 to exclude the public for those items on the grounds that it is likely to involve the disclosure of exempt information as defined in paragraphs 8 and 9 of Part 1 of Schedule 7a to the Local Government (Scotland) Act 1973. During the consideration of the following item of Business, the Depute Provost ruled and the Council agreed to take a 10 minute comfort break between 3.25pm and 3.35pm. The meeting reconvened with all those present as per the sederunt. 3. LEARNING ESTATE INVESTMENT PROGRAMME (LEIP) - MULL CAMPUS - PREFERRED SITE RECOMMENDATION The Council gave consideration to a report outlining key information required to identify a preferred site for the Learning Estate Investment Programme (LEIP) Mull Campus Project which had reached the decision milestone for site selection. Following questions, the Depute Provost ruled and the Council agreed to adjourn for 10 Minutes from 4.20pm to 4.30pm to allow officers to consider the competency of a proposed amendment. The meeting reconvened with all those present as per the sederunt. Following consideration, the Executive Director with responsibility for Legal and Regulatory Support advised that the amendment was not competent. Decision The Council – 1. noted the contents of the report and supporting Appendices; 2. endorsed the site scoring mechanism, criteria and supporting assessments which were consistent with criteria categories commonly used for site selection on previous Council school projects; Page 28
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3. confirmed Site 4 – Tobermory South as the preferred site for a new Mull Campus and agreed to progress the Outline Business Case on that basis; 4. noted that as the preferred option would constitute a proposal to relocate the existing campus, a statutory consultation would be legally required under the Schools (Consultation) (Scotland) Act 2010, the outcome of which would be reported back to full Council upon completion of that process; and 5. in making their decision in accordance with recommendation (b), above, had specific regard to the detail of the Integrated Impact Assessment (Appendix 1K) on the potential impacts to the relevant groups on Mull and its surrounding islands, as detailed therein, recognising that each site presented different benefits and disbenefits to these distinct groups. (Reference: Report by Executive Director with responsibility for Commercial Services and Education dated 6 February 2025; and Supplementary Report by Executive Director with responsibility for Commercial Services and Education and Executive Director with responsibility for Financial Services dated 28 February 2025, submitted) 4. POLITICAL MANAGEMENT ARRANGEMENTS The Council gave consideration to a report setting out the updated Political Composition of the Council. Decision The Council noted the updated Political Composition of the Council. (Reference: Report by Executive Director with responsibility for Legal and Regulatory Support dated 28 February 2025, submitted) 5. FINDINGS OF STANDARDS COMMISSION HEARING - COUNCILLOR ALASTAIR REDMAN The Council gave consideration to a report setting out the full Written Decision of the Standards Commission’s Hearing Panel, dated 24th February 2025, in respect of a complaint against Councillor Alastair Redman. Decision The Council – 1. noted the terms of the Standard Commission’s Written Decision which detailed the breaches of the Councillor’s Code of Conduct that were committed by Councillor Alastair Redman; 2. noted the Hearing Panel’s decision to impose the sanction of suspending Councillor Redman for a period of two months, with effect from 25th February 2025, from all meetings of the Council and of any committee or sub-committee thereof and of any other body on which he is a representative or nominee of the Council; 3. noted with concern the actions of Councillor Redman before, during and after the hearing, in particular his comments regarding the Hearing process and the Panel; Page 29
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4. affirmed that every citizen, including council officers, if they have concerns about the behaviour or actions of an elected member, has the right to make representations through the established process with the Commissioner for Ethical Standards in Public Life; and 5. fully endorsed the Councillors Code of Conduct and appeals to all members to support its terms. (Reference: Report by Monitoring Officer dated 25 February 2025, submitted) Page 30
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MINUTES of MEETING of COMMUNITY SERVICES COMMITTEE held ON A HYBRID BASIS IN THE COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD AND BY MICROSOFT TEAMS on THURSDAY, 6 MARCH 2025 Present: Councillor Audrey Forrest (Chair) Councillor Gordon Blair Councillor Maurice Corry Councillor Amanda Hampsey Councillor Graham Hardie Councillor Anne Horn Councillor Fiona Howard Councillor Jennifer Kean Councillor Dougie McFadzean Councillor Yvonne McNeilly Councillor Iain Shonny Paterson Councillor Gemma Penfold Daniel Semple Attending: Douglas Hendry, Executive Director Jen Crocket, Head of Education: Wellbeing, Inclusion and Achievement Wendy Brownlie, Head of Education: Performance and Improvement Rachel Binnie, Education Manager Simone McAdam, Education Manager Louise Chisholm, Virtual Head Teacher Stuart McLean, Committee Manager Chief Superintendent Gary I’Anson, Police Scotland Superintendent Ross Kelly, Police Scotland Chief Inspector James McArthur, Police Scotland Chief Inspector Lee Page, Police Scotland Inspector Bart Simonis, Police Scotland Group Commander Brian Wardle, Scottish Fire and Rescue Service Kate Coutts-McInness, Colgrain Primary School Kieron Henderson, Colgrain Primary School Katie Low, Colgrain Primary School Holly, Young Person 1. APOLOGIES FOR ABSENCE Apologies for absence were received from Councillors Daniel Hampsey, Paul Kennedy, Julie McKenzie and Dougie Philand and Margaret Anderson, Dorothy Wallace. 2. DECLARATIONS OF INTEREST There were no declarations of interest. 3. MINUTE The Minute of the Community Services Committee held on 12 December 2024 was approved as a correct record Councillor Maurice Corry joined the meeting during consideration of the following item of business. Page 31 Agenda Item 4a
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4. SCOTTISH FIRE AND RESCUE SERVICE - ARGYLL & BUTE PERFORMANCE REPORT Q3 - 1 OCTOBER 2024 - 31 DECEMBER 2024 With the aid of power point slides, Group Commander Brian Wardle presented a report highlighting Scottish Fire and Rescue Service’s review of local performance within Argyll and Bute for Q3 (1 October 2024 – 31 December 2024) and responded to a number of questions asked. Decision The Committee reviewed and noted the contents of the report. (Reference: Q3 2024/25 Report by Local Senior Officer, Scottish Fire and Rescue Service, submitted) Councillor Amanda Hampsey joined the meeting during consideration of the following item of business. 5. POLICE SCOTLAND ARGYLL & BUTE PERFORMANCE SUMMARY REPORT - REPORTING PERIOD: APRIL 2024 - DECEMBER 2024 Chief Superintendent Gary I’Anson presented the Argyll and Bute Performance Summary Report of Police Scotland’s Policing Priorities for 1 April 2024 – 31 December 2024 and responded to questions asked. Decision The Committee reviewed and noted the content of the report. (Reference: Report for April 2024 – December 2024 by Divisional Commander for Argyll and Bute, West Dumbarton Division, Police Scotland, submitted) 6. HEALTH AND SOCIAL CARE PARTNERSHIP - PERFORMANCE REPORT - FQ2 2024/25 (JULY - SEPTEMBER) The Committee gave consideration to a report detailing performance for FQ2 (July – September) 2024/25 for Argyll & Bute Health & Social Care Partnership. Decision The Committee agreed to: 1. acknowledge performance for FQ2 2024/25 (July - September); 2. acknowledge performance update on the National Health & Wellbeing Outcomes and Ministerial Steering Group Integration Indicators; and 3. note Delayed Discharge Sitrep as of 30 September 2024. (Reference: Report by Senior Manager, Performance and Improvement, Argyll and Bute HSCP dated 6 March 2025, submitted) Page 32
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7. EDUCATION VISION AND STRATEGY - OUR CHILDREN, THEIR FUTURE - THRIVING TOGETHER The Committee gave consideration to a report presenting the refreshed Education vision and strategy document Our Children, Their Future – Thriving Together, along with a presentation from pupils of Colgrain Primary School. Decision The Community Services Committee considered and approved the refreshed Education Service vision and strategy: Our Children, Their Future – Thriving Together as informed by consultation and engagement with staff, parents/carers, pupils and wider partners. (Reference: Report by Executive Director with responsibility for Education dated 24 February 2025, submitted) 8. CARE EXPERIENCED CHILDREN AND YOUNG PEOPLE The Committee gave consideration to a report providing an update on actions being taken within the Education Service to support Care Experienced Children and Young People to achieve the best possible educational outcomes and a presentation from a young person. The report also detailed the expenditure against the grant allocated by Scottish Government to Argyll and Bute for session 2023/24 from the Scottish Attainment Challenge Care Experienced Children and Young People Fund. Decision The Community Services Committee – 1. endorsed the work undertaken by Argyll and Bute Education Services as part of the Corporate Parenting Board to improve the educational attainment and life chances of Care Experienced Children and Young People; 2. noted that the spending plan for the grant allocated by Scottish Government to Argyll and Bute for session 2023/24 from the Scottish Attainment Challenge Care Experienced Children and Young People Fund had been produced and monitored by the Education Lead for Care Experienced Children and Young People, in consultation with key partners and specifically the Social Work Lead for Care Experience, the Chief Education Officer and Chief Social Worker; 3. agreed the attainment funding for Care Experienced Children and Young People would support the continued input from the Care Experienced Education Team (Virtual Head Teacher and Health and Wellbeing Liaison Officers); and 4. agreed that the Chief Education Officer continues to provide updates on the improved outcomes for Care Experienced Children and Young People to the Corporate Parenting Board and Business Continuity Committee/Community Services Committee. (Reference: Report by Executive Director with responsibility for Education dated 6 March 2025, submitted) Page 33
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9. IMPROVING OUTCOMES THROUGH SCOTTISH ATTAINMENT CHALLENGE FUNDING The Committee gave consideration to a report providing an update on how the Council is utilising Scottish Attainment Challenge (SAC) funding in order to improve outcomes for children and young people in Argyll and Bute through addressing the challenges of the poverty-related attainment gap. Decision The Community Services Committee – 1. noted the progress made toward achieving the aims and objectives of the Argyll and Bute Strategic Equity Funding Plan ‘SEF plan 2023- 26: Tackling the Poverty Related Attainment gap in Argyll and Bute’; 2. noted the update on 2024-25 Scottish Government Pupil Equity and Strategic Equity Funding; 3. noted the provision of strategic guidance at Scottish Government and Authority levels to support the implementation of the Pupil Equity Funding and Strategic Equity Funding; 4. commended the very good progress towards achieving the 2023- 2024 stretch aims; and 5. agreed that further updates on the Scottish Attainment Challenge would be presented to a future meeting of the Community Services Committee. (Reference: Report by Executive Director with responsibility for Education dated 31 January 2025, submitted) Councillor Iain Paterson left the meeting during consideration of the following item of business. 10. COUNSELLING IN SCHOOLS The Committee gave consideration to a report providing an update on the delivery and impact of the Counselling in Schools service from October 2023 – December 2024. Decision The Community Services Committee – 1. noted the continued positive impact Counselling in Schools has had on children and young people’s wellbeing since its inception in January 2023, and supported the on- going commitment to deliver this service within all schools; 2. agreed the continued need for support across the Health and Social Care Partnership and the Education Service to further embed this service within current processes, ensure a clear continuum of support and improve access for children and young people; and Page 34
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3. noted that a successful approach requires joint working between Education establishments and the Counselling in Schools Service as partners in co-facilitation including the use of school spaces for young people to access their counselling sessions. (Reference: Report by Executive Director with responsibility for Education dated 6 March 2025, submitted) 11. SCHOOLS (CONSULTATION) (SCOTLAND) ACT 2010 - DALMALLY PRIMARY SCHOOL The Committee gave consideration to a report detailing the outcome and findings of the statutory consultation exercise undertaken in respect of the formal Proposal to rezone the catchment area for Dalmally Primary School so that it is extended to include the whole of the catchment area of the former Bridge of Orchy Primary School, as detailed in the published Consultation Report; and in accordance with the requirements of the Schools (Consultation) (Scotland) Act 2010, as amended (the 2010 Act). Decision The Community Services Committee – 1. considered the content of the Consultation Report; and 2. approved the implementation of the Proposal to rezone the catchment area for Dalmally Primary School so that it is extended to include the whole catchment area of the former Bridge of Orchy Primary School, with effect from 6th March 2025. (Reference: Report by Executive Director with responsibility for Education dated 28 January 2025, submitted) 12. LUING PRIMARY SCHOOL - MOTHBALLING REVIEW The Committee gave consideration to a report providing an update on the current situation of Luing Primary School. The report proposed a number of measures under which the Education Service can monitor the position of the School over the forthcoming year. Decision The Community Services Committee agreed that – 1. Luing Primary School continue to be mothballed on a temporary basis, and that the building be retained for one year on a care and maintenance basis; 2. officers would conduct a review of the School’s mothballing ahead of the Committee’s March 2026 meeting; and 3. the community would have pre-arranged access to the building to promote any community functions during the period of continued mothballing. (Reference: Report by Executive Director with responsibility for Education dated 5 February 2025, submitted) Page 35
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13. FINAL ATTAINMENT AND ACHIEVEMENT REPORT - SESSION 2023-2024 The Committee gave consideration to a report providing an update on final attainment across all Argyll and Bute Secondary Schools. Decision The Community Services Committee – 1. considered the information in the report, particularly as it related to the attainment performance of school leavers; 2. noted the increase in attainment brought about by successful appeals, at authority level and school-by-school; 3. noted that the information contained in the report constituted all attainment across both National Qualifications and Wider Achievement courses, the latter of which was described in the December report without the associated tariff points having been included in statistics; and 4. noted the difficulty in making meaningful comparisons with leavers cohorts over the last few sessions due to alterations in assessment methods and also shifting patterns of school leaving, which are not unique to Argyll and Bute and have occurred nationally. (Reference: Report by Executive Director with responsibility for Education dated 6 March 2025, submitted) 14. EXTERNAL EDUCATION ESTABLISHMENT INSPECTION REPORT The Committee gave consideration to a report detailing all external education establishment inspection reports received across Argyll and Bute Education Service during the period December 2024 to March 2025. Decision The Community Services Committee agreed to note – 1. the content of the report; 2. this quarterly report would be presented on an ongoing basis to the Community Services Committee detailing all establishment inspections conducted and published by Education Scotland within that period; and 3. that Ward members would receive copies of school inspection reports for schools within their area as published by Education Scotland. (Reference: Report by Executive Director with responsibility for Education dated 6 March 2025, submitted) 15. COMMUNITY SERVICES COMMITTEE WORK PLAN 2023/2024 The Community Services Committee work plan for 2024-2025 was before the Committee for information. Page 36
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Decision The Committee noted the contents of the work plan. (Reference: Community Services Committee Work Plan 2024-2025, submitted) Page 37
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MINUTES of MEETING of ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE held ON A HYBRID BASIS IN THE COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD AND BY MICROSOFT TEAMS on THURSDAY, 20 MARCH 2025 Present: Councillor John Armour (Chair) Also Present: Councillor Graham Hardie Councillor Willie Hume Councillor Andrew Kain Councillor Jim Lynch Councillor Tommy MacPherson Councillor Ian James MacQuire Councillor Maurice Corry Councillor Liz McCabe Councillor Ross Moreland Councillor Gary Mulvaney Councillor William Sinclair Councillor Andrew Vennard Councillor Peter Wallace Attending: Kirsty Flanagan, Executive Director Stephen Hall, Interim Head of Roads and Infrastructure Services Fergus Murray, Head of Development and Economic Growth Matt Mulderrig, Development Policy and Housing Manager Hugh O’Neill, Network and Standards Manager Stuart McLean, Committee Manager 1. APOLOGIES FOR ABSENCE There were no apologies for absence. 2. DECLARATIONS OF INTEREST There were no declarations of interest. 3. MINUTES The Minutes of the meeting of the Environment, Development and Infrastructure Committee held on 19 December 2024 were approved as a correct record. 4. FILM IN ARGYLL - SCREEN INDUSTRIES UPDATE REPORT The Committee gave consideration to a report providing an update on the work of the Council’s Film in Argyll service in attracting inward investment into Argyll and Bute from the screen industries, and the economic benefits that it had brought to the local economy, including the opportunities to promote and market the area. The report covers the period January 2024 to December 2024. Decision The Environment, Development and Infrastructure Committee considered and noted the content of the report and the continued positive economic impact the screen industries have on Argyll and Bute. Page 39 Agenda Item 4b
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(Reference: Report by Executive Director with responsibility for Development and Economic Growth dated 14 February 2025, submitted) 5. TRANSFORMATIONAL PROJECTS AND REGENERATION TEAM - LARGE SCALE PROJECT UPDATE REPORT The Committee gave consideration to a report providing an update on current progress of the large-scale, externally funded project work of the Transformational Projects and Regeneration Team, and highlighting key issues that may impact on the successful delivery of projects. Decision The Environment, Development and Infrastructure Committee – 1. considered the current progress contained within the report; and 2. noted that further updates relating to emerging funds such as the Community Regeneration Partnership funding and Empty Business Property Grants would be brought back to the Committee in due course to update Members. (Reference: Report by Executive Director with responsibility for Development and Economic Growth dated February 2025, submitted) Councillor Jim Lynch joined the meeting during consideration of the following item of business. 6. UNMANNED AERIAL VEHICLE (UAV) TRIALS The Committee gave consideration to a report detailing the feasibility of the creation of a blanket area of low-density airspace over rural areas to enable the safe integration of unmanned aircraft systems with general aviation/scheduled manned aircraft. Decision The Environment, Development and Infrastructure Committee – 1. considered the report included at Appendix A of the report; and 2. approved the course of action to now publish the report, including Comms communications press release with quotes from participants. (Reference: Report by Executive Director with responsibility for Development and Economic Growth dated March 2025, submitted) 7. COMMUNITY BENEFITS FROM NET ZERO ENERGY DEVELOPMENTS: CONSULTATION RESPONSE The Committee gave consideration to a report detailing the draft response to the Scottish Government’s consultation to inform a review of their Good Practice Principles guidance documents for the payment of community benefit in relation to both onshore and offshore net zero developments. Page 40
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Decision The Environment, Development and Infrastructure Committee approved the draft response set out within Appendix 1 of the report and delegated approval to officers to submit this as the Councils formal response to the consultation. (Reference: Report by Executive Director with responsibility for Development and Economic Growth dated 18 February 2025, submitted) 8. HOUSING EMERGENCY: "ON-BOARDING" WITH OFGEM ECO4 FLEX The Committee gave consideration to a report detailing the benefits of Ofgem’s ECO4 Flex Scheme and seeking approval to appoint a Managing Agent to deliver ECO4 Flex enabling Council Officers to sign off eligible ECO4 Flex Declarations. Decision The Environment, Development and Infrastructure Committee agreed to – 1. delegate authority to the Executive Director with responsibility for Development and Economic Growth to sign off ECO4 Flex Declarations for eligible households; 2. engage a Managing Agent to deliver ECO4 Flex across the Local Authority area; 3. note that a member training seminar would be delivered on the ECO4 Flex Scheme. (Reference: Report by Executive Director with responsibility for Development and Economic Growth dated March 2025, submitted) 9. ISLAND-BASED STRATEGIC TOURISM INFRASTRUCTURE DEVELOPMENT PROJECTS The Committee gave consideration to a report detailing a recent review of a limited number of island-based projects and seeking approval, based on officer recommendations, on three island-based projects out of this series of previously identified Strategic Tourism Infrastructure Development (STID) proposals to take forward for 2025/26 Rural Tourism Infrastructure Fund funding applications. Decision The Environment, Development and Infrastructure Committee – 1. considered the content of the paper and Appendix 1 of the report; 2. noted the origin of the projects listed in Table 1 and that the STID was a live document; 3. agreed that the three projects noted in section 1.5 of the report, Bute Forest (Bute), Royal Society for the Protection of Birds (Islay) and Hynish Trust (Tiree) could be taken forward to the Design Grant (available throughout 2025) and/or Page 41
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full Rural Tourism Infrastructure Fund application stage, as appropriate, in time for the deadline of the end of April 2025. (Reference: Report by Executive Director with responsibility for Development and Economic Growth dated 17 February 2025, submitted) Councillor Ian MacQuire joined the meeting during consideration of the following item of business. * 10. HELENSBURGH WASTE TRANSFER STATION PROJECT UPDATE The Committee gave consideration to a report providing an update on the Helensburgh Waste Transfer Station project following the completion of the Options Appraisal and making a recommendation in relation to the next steps for this project and associated budgets. Decision The Environment, Development and Infrastructure Committee – 1. noted that the proposed Helensburgh Waste Transfer Station no longer provided the optimum solution to ensure Biodegradable Municipal Waste compliant disposal arrangements in the Helensburgh and Lomond area; 2. agreed that officers should not progress further with the development and delivery of the Helensburgh Waste Transfer Station Project; 3. recommended to the Policy and Resources Committee that the remainder of the £3m of budget earmarked for this project be retained to support other funding related pressures within the waste service; and 4. noted that should circumstances change, specifically the cost benefit ration, that the scheme could be revisited. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated February 2025, submitted) 11. ROADS CAPITAL RECONSTRUCTION PROGRAMME - 2025/26 The Committee gave consideration to a report detailing the proposed roads reconstruction programme for 2025/26. Decision The Environment, Development and Infrastructure Committee – 1. endorsed the proposed capital works for 2025/26; 2. agreed to allocate £2m to the repair of roads and coastal assets damaged by Storm Eowyn in January 2025 and to a delegation to the Executive Director with responsibility for Roads and Infrastructure Services in consultation with the Policy Lead for Roads, Transport and Amenity Services to finalise scheme specific budget allocations for these works; and Page 42
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3. agreed that details of each Area Committee’s Capital Works would be forwarded to individual Elected Members. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated March 2025, submitted) Councillor Gary Mulvaney left the meeting during consideration of the following item of business. 12. ANNUAL STATUS AND OPTIONS REPORT 2025 The Committee gave consideration to a report providing an overview of road infrastructure assets within Argyll and Bute Council based on 2023-24 and 2024-25 data for asset condition, previous investment, asset valuation and other relevant information. Decision The Environment, Development and Infrastructure Committee – 1. endorsed the Annual Status and Options Report and the positive analytical feedback it provided and agreed to use the information for future budget setting; and 2. agreed that going forward officers use the previous year’s Road Condition Index to programme the coming years programme. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated February 2025, submitted) 13. REVIEW OF ROADS AND INFRASTRUCTURE SERVICES - UPDATE The Committee gave consideration to a report providing an update on progress and next steps in relation to the Roads and Infrastructure Service Review (RIS Review). Decision The Environment, Development and Infrastructure Committee – 1. noted the content of the report; 2. agreed to endorse the priority improvement actions set out within the report; and 3. agreed to receive a further report on progress of the RIS Review in June 2025. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated March 2025, submitted) Page 43
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14. STORM EOWYN WEATHER EVENT JANUARY 2025 INFRASTRUCTURE DAMAGE AND RECOVERY The Committee gave consideration to a report providing a summary of the clear up and infrastructure recovery works undertaken to date and providing an estimated cost for the repair of all known damage to Council infrastructure assets while also setting out a method of prioritisation being applied to the recovery works. Decision The Environment, Development and Infrastructure Committee – 1. noted the updates on the current position of the projects; 2. agreed that repair works to road and coastal assets that fall outwith the funding that may be provided by the Belwin Scheme would be considered for delivery on a prioritised basis alongside other works as part of the development and approval of the roads and infrastructure capital programme for 2025/26; 3. agreed that repair works to marine assets that fall outwith the funding that may be provided by the Bellwin Scheme be funded through increases in fees and charges in future years where possible (in line with the Marine Asset Management Plan); and 4. agreed that the Council would write to the Scottish Government seeking dialogue in relation to future funding models to support recovery of infrastructure and wider capital assets following major storm events. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated 11 March, submitted) 15. TRAFFIC DATA SURVEYS GUIDANCE REPORT The Committee gave consideration to a report providing notification of the proposed Traffic Data Surveys Guidance Document and proposing that a Members Seminar take place where officers will brief members on the requirements for Traffic Data Surveys allowing a more in depth explanation on this matter. Decision The Environment, Development and Infrastructure Committee – 1. agreed the listed measures be endorsed to ensure best use of the limited staff resource as well as a consistent protocol for assessing criteria in relation to speed limits; and 2. noted that a members seminar would take place to provide further detail to Elected Members on this matter. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated March 2025, submitted) Page 44
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Members were asked to suspend Standing Orders with particular regard to Standing Order 8.1.8 - other business which is included on the agenda, including those items advised for noting only, which in the case of the latter shall not be subject to debate or discussion nor shall it be competent to move any motion other than that the matter be referred to the next meeting of the committee as a substantive item. The requisite two thirds of Members present agreed to suspend Standing Order 8.1.8. 16. OCTOBER 2023 WEATHER EVENT UPDATE The Committee gave consideration to a report providing an update in respect of the October 2023 weather event. Decision The Environment, Development and Infrastructure Committee noted the updates on the current position of the projects. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated 26 February 2025, submitted) 17. ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE WORKPLAN The Environment, Development and Infrastructure Committee workplan was before the Committee for noting. Decision The Environment, Development and Infrastructure Committee noted the content of the workplan. (Reference: Environment, Development and Infrastructure Committee workplan dated March 2024, submitted) VALEDICTORY The Chair acknowledged that Veronica MacFarlane, Personal Assistant to Executive Director Kirsty Flanagan would be retiring in May. He congratulated her on her retirement and wished her all the best for the future. Page 45
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ARGYLL AND BUTE COUNCIL COUNCIL 24th April 2025 LEADER’S REPORT 1. INTRODUCTION 1.1 The Leader of the Council routinely provides a report outlining their strategic activities for consideration at each meeting of Argyll and Bute Council, except for the annual budget meeting in February. 1.2 This report provides an update on the activities of the council Leader, Cllr Jim Lynch, for the period 8th November 2024 to 10th April 2025. 2. RECOMMENDATIONS 2.1 Members are asked to consider the report. 2.2 Members are asked to note that any reports, briefings or copy correspondence referred to in the report can be requested as appropriate through the Leadership Support Manager, although it should be noted that some confidential reports provided by external organisations such as COSLA may be restricted. 3. LEADER ACTIVITY 8th NOVEMBER 2024 TO 10TH APRIL 2025: 3.1 Rural Growth Deal: My last report to Council opened with an update on the Rural Growth Deal. I am delighted to be able to do the same again and to report that Argyll and Bute’s Deal has now been signed by both Governments, on Monday 10th March 2025. I said on the day, what a great day for Argyll and Bute – it was, and thanks to this unprecedented investment, there will be many more great days in the future as projects get under way and start delivering results. Page 47 Agenda Item 5
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Rothesay was the location for this historic occasion – the sheer importance of this transformational investment for Argyll and Bute is well- established, but our Deal is also the final one in Scotland to be signed, so this carries significance also for both the UK and Scottish Governments. We were joined on Bute by representatives from our Rural Growth Deal partner agencies as well as officers from across the Council who have worked tirelessly to ensure we reach this crucial point. My thanks go to everyone who has contributed to developing and nurturing Argyll and Bute’s Growth Deal over the past several years. Each of you has played an invaluable part in making this a reality. Kate Forbes MSP, Deputy First Minister, represented the Scottish Government, and Ian Murray MP, Secretary of State for Scotland, attended to sign on behalf of the UK Government. Both were extremely positive about our Deal, its projects and their potential to deliver results for our communities. Partnership has been the key element throughout our Growth Deal journey – the partnership with both governments, with the agencies who’ll join us as delivery partners, and collaboration between politicians and civil servants. As well as thanking our partners and our officers I want to put on record an acknowledgement of the contributions made by colleagues from across the chamber past and present; the call for a Deal was first made by former leader Dick Walsh and was pressed forward by his successor Aileen Morton. The late Robin Currie signed the Heads of Terms back in Page 48
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2021 and was passionate about driving the Deal to fruition. We remember the vital work they each did to help get us to where we are today. This is a ten year programme; while the Deal we have signed sets out a £70m programme, we hope that this will increase and grow over these ten years and will in fact be worth even more to Argyll and Bute. The Deal is a major signal of confidence in Argyll and Bute, and is an investment in its own right but I am clear that it must also be a driver for further investment. What is absolutely certain at this stage is that we will make the very most of each of these ten years, building on our key strengths of adaptability and innovation as well as our proven track record in collaboration. Argyll and Bute has an overarching aim of growing our population and our economy, to see our communities vibrant, thriving and fully embracing all of the opportunities and potential that they offer. This is a significant task and one that absolutely depends on partnership working and investment of the kind that we formalised with the Deal signing. There are barriers to face up to, including the cost and agility required to deliver in the unique geographic context that you’d expect to find in the local authority area with the highest number of inhabited islands, coupled with rural communities and larger towns. We are experienced though in meeting those challenges head-on and working hard to overcome them – that, along with our strong track record in delivering large scale and complex regeneration projects, stands us in good stead to deliver and deliver with strength, not only on local priorities but on national goals and ambitions. The scale of the task is matched by our ambition for Argyll and Bute; by our determination; by our will to succeed; by the importance we place on collaboration; and by our diligence in seeking out investment in our potential. I spoke at the signing of just some of the areas where we have real potential for growth and where Argyll and Bute is pioneering and leading. Take our exploration of using drone transport, a UK first and one which is truly transformational in serving island communities. Add in the vital and arguably world-class standard work on fish health and seaweed/shellfish development which is so important in the aquaculture sector. There is also our approach to the housing emergency, driven by the need to do things differently in a rural and island context where we’re working in ways and with partners who may not have been involved in housing Page 49
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before but who can bring in new and innovative solutions that our geography needs. With our Deal signed, we’ve reached a key milestone, but the hard work and the partnership ethos do not, of course, stop now – in many ways they will in fact ramp up as work really strikes up to turn this massive investment and all of its potential into reality and results. Watch this space. 3.2 Community Regeneration funding: In my last report I was able to share that, following representation to the UK Government, we had received confirmation of £20m Community Regeneration Partnership funding from the UK Government (formerly branded as Levelling Up). Members may also have seen an update at the Environment, Development and Infrastructure Committee’s March meeting from the Transformational Projects and Regeneration Team who are working with UK Government civil servants on administration and delivery of this particular investment. UK Government officials have been carrying out explorative work across the area over the past several weeks to identify potential areas for spend which fit the funding programme’s overall aims of delivering local growth. While officers have contributed proposals, decisions will ultimately be made by the UK Government and we expect to hear more by summer. Meantime, if you have not already had a chance to look at it, I would commend the EDI report to you – it contains a helpful summary of the significant investment activity around the area. 3.3 COSLA Activity: I have attended a number of COSLA meetings over this period, including its mini-conference in May. The majority of business is taken in private session, which means I cannot provide too much detail here, but I will be happy to answer any questions or have a discussion with any colleague who is interested to hear more about a particular topic. COSLA Mini Conference and Convention meeting, 28th March 2025: Alongside the scheduled Convention meeting in March was this year’s mini conference, with the theme of ‘Why Local Works’. We had a number of discussion sessions in the morning, including delivery of the Verity House Agreement, net zero, innovating from the ground up and sustainable funding to support health and social care improvement and innovation. Page 50
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The afternoon’s Convention meeting included the following agenda items: • Institute for Fiscal Studies presentation on Council Tax • SOLACE/Improvement Service Transformation Programme • COSLA Plan and Annual Report • Verity House Agreement Update • General Power of Competence Consultation • Support for Ukraine • Preparing for and responding to extremism and threats to community cohesion For completeness, I’ve noted below the issues that have been considered at all COSLA Leaders meetings I’ve attended since my last report in November 2024. I’d be happy to provide any specific updates or more detail as required. COSLA Leaders, 29th November 2024: • 16 Days of Action Against Gender Based Violence Campaign • Presentation from Scottish Water • Nationally Enabled Approach to Improvement in Social Care • Budget negotiations • Digital Partnership • Education Psychology Training Programme • Expansion of Free School Meals • Historic Child Abuse Redress Scheme – financial report • Reduction in the working week – report from SJC Working Group • Pay negotiations update • Fiscal Framework • Local Government Finance • Distribution COSLA Special Leaders, 6th December 2024: As is typical of the time of year, an additional Special Leaders meeting had to be called in early December for an update on the Scottish Budget and Local Government Settlement. This meeting also included an update on the Scottish Welfare Fund. COSLA Leaders, 31st January 2025: The first COSLA Leaders meeting of the new year featured another weighty agenda, with the following topics under consideration by Leaders: • National Care Service/Social Care Reform • National Social Work Agency Page 51
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• Reduction in Class Contact Time • Additional Support for Learning Funding • Early Learning and Childcare – Real Living Wage and Sustainable Rates • Historical Child Abuse Redress Scheme Annual Report (non financial) • Housing Emergency • Future of Ukraine Schemes • Charter of Rights for People Affected By Substance Use • CELCIS (Centre for Excellence for Children’s Care and Protection) Funding • Pay Claims 2025/26 • Local Government Finance Update • Distribution COSLA Leaders, 28th February 2025: The February meeting featured continued discussion of ongoing issues like National Care Service, Pay Claims, Finance and Distribution. This meeting also included: • Council Tax Reform – Engagement Process • 20% Car Use Reduction • Population Health Framework • Multi Agency Public Protection System (MAPPS) Implementation Visit by COSLA Presidential Team, 7th February 2025: On Friday 7th February we welcomed visitors from the Convention of Scottish Local Authorities (COSLA) to Argyll and Bute. COSLA President, Cllr Shona Morrison (Moray Council) and Vice- President Cllr Steven Heddle (Orkney Islands Council), with Chief Executive Jane O’Donnell, met with myself and Chief Executive Pippa Milne. Depute Leaders Cllr Audrey Forrest and Cllr Ross Moreland were also present. Page 52
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It was helpful to welcome Shona, Steven and Jane to meet here in Argyll and Bute for more targeted and focused discussions. I was really encouraged to hear that Argyll and Bute makes an important and positive contribution to COSLA’s work at a national level for and with local government in Scotland. One of the priorities we agreed last year was the importance of speaking up for Argyll and Bute and highlighting our challenges and opportunities wherever we can. This visit was another chance to do just that. 3.4 Highlands and Islands Leaders Group: Ensuring that rural and island communities’ needs and issues are visible and their voices heard is crucial. There are numerous places where we do have an opportunity to set out the rural position and highlight that one-size solutions which may work very well in other areas need reshaped to account for rurality. Having other voices to join with ours is important as we continue to press the rural case with increasing urgency. That is why we have led on reconvening the Highlands and Islands Leaders Group. This group brings together the Leaders and Chief Executives of all Highlands and Islands authorities round the table to identify shared challenges and opportunities and strengthen our voice in raising those and calling for action where we can. Meetings are arranged to coincide with COSLA Leaders meetings and, as has happened previously, we will also meet together to prepare for other sessions like the Convention of the Highlands and Islands and the Highlands and Islands Regional Economic Partnership. Page 53
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Although still in the early stages of resuming our work together, we have held a number of meetings already since the inaugural discussion in November last year. I have been clear about the importance I place on speaking up and speaking out for Argyll and Bute and I believe this is another valuable and productive route to do so, as well as providing opportunities to share ideas and best practice with other local authorities who understand rurality and islands issues and the unique challenges of service delivery in that context as well as an increasingly bleak financial climate. 3.5 Council Learning Awards, 22nd November 2024: The eighth annual Learning Awards took place in November last year. Unfortunately I was unable to attend at the last minute, but asked the Provost to pass on my congratulations and my thanks to all staff members. These awards recognise those who, alongside their full time work, study for extra qualifications. The recipients of the benefits are, ultimately, council service users. The dedication of staff who undertake these commitments is second to none. Learning and studying while working at the same time is challenging and demanding. It requires great tenacity and commitment. It demonstrates real dedication to being the best you can be, to doing the best job that you can. For Council employees, that involves delivering vital services of all kinds, every single day and in all kinds of conditions, to local people. The commitment they’ve made to studying and gaining qualifications is therefore a commitment to our communities as well as to themselves and to the Council. The range of qualifications achieved is quite incredible – it is said many times that our people are our biggest asset and examples like this show us why that is true. 3.6 Housing – general update: I continue to meet regularly with senior officers in relation to the housing emergency, alongside specific sessions like the Argyll and Bute Strategic Housing Forum and, of course, highlighting our housing perspective at a national level wherever possible. The Strategic Housing Investment Plan (SHIP) was approved on 21st November. This sets out plans for the delivery of 1,170 affordable homes across Argyll and Bute. Officers are already meeting with Scottish Government officials and Registered Social Landlord (RSL) representatives for discussions on progression of the SHIP. Page 54
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The Strategic Housing Forum meeting on 4th December highlighted the planned switch-off of Radio Teleswitch Meters in June this year. This means that people with older meters will have to change to smart meters. The Council’s Communications team has been highlighting this through its online and social media channels so that affected residents know what to do and where to access information. At the Forum meeting we heard from Ofgem and supplier representatives – they have agreed to attend future meetings as all Forum partners have concerns about the potential impact. You can find more information and a guide at Home Energy Scotland's website and please do share this with anyone in your own community who you think may need it. When the Forum met in March, the focus for the day was the Housing Need and Demand (HNDA) process, also featuring the first technical paper on Housing Market Area definitions. In my last report I mentioned that we were recruiting for additional resource to augment our existing Empty Homes team activity. This process has now concluded successfully with the officer starting work in January. This post was funded through the Scottish Government’s Addressing Depopulation Fund and will focus on engaging directly with landlords and other property owners to boost long-term let availability across Argyll and Bute. The Empty Homes team are progressing other property cases which will come back to life as affordable homes and it is particularly encouraging that, at this time, a number of these are on our islands and will provide much-needed accommodation for health and social care staff. There are various other discussions ongoing with RSLs about planned initiatives, which are in early/sensitive stages but which do promise to yield much needed capacity of various forms across the area. I hope to meet with Housing Association Chairs over the next couple of months and look forward to building on the constructive discussions we have at Strategic Housing Forum meetings. Private Sector Housing Grants update: 95 grant approvals for a sum of £689,254 were made between 1st April 2024 and 31 t December 2024. The number of grant applications has decreased by 22% on the same period in the previous year. Grant payments of £751,131 have been made between 1st April 2024 and 31st December 2024. This is an increase of £225,459 on the same period in the previous year. 63 disabled adaptation grants have been received in the period 1st April 2024 to 31st December 2024. This was 12 more than the same period last year. Page 55
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Common repair grants have decreased from 54 to 19 over the same period in the previous year. Private Sector Housing Grant funding for CARS Projects: Lochgilphead – applications completed and works on site at final priority building. Helensburgh – applications received for one priority building. Tarbert – discussion is ongoing regarding the priority buildings. Local Government, Housing and Planning Committee visit: We welcomed the above Scottish Parliamentary Committee to Oban on 25th November last year. As we were the first council in Scotland to declare a housing emergency, committee members wanted to find out more about our response. Also involved in the day were representatives from a number of housing delivery organisations. You can read the Committee’s report on the visit here but I have noted below some of the key points we made and some of the asks we set out – tackling this must be a partnership endeavour. • We’re working with a range of partners to increase different types of key worker housing including for health and social care or energy development workforce • We’re taking more of a whole system approach to housing – looking at all tenures as well as social housing • We’re aiming for greater flexibility where we can, for example in planning consents and requirements – but we also need flexibility from other public sector partners • Even though we’re looking at consent flexibility, there needs to be more ‘spades in the ground’ in terms of development actually starting • There’s a need to recognise that rural and island communities need different solutions • Land access remains a key challenge particularly in areas which are ready for growth • Proactivity on homelessness • Long term and continuous approach to housing is needed at a national level • More funding flexibility is needed – for example through the Housing Infrastructure Fund or by considering devolution of funds to councils • More cohesion in terms of housing and planning regulations This was a very positive day with a lot of useful discussion and I would encourage you to look at the full Committee report above. Page 56
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3.7 Economic Strategy Action Plan: Our Economic Growth team continue to progress the actions outlined in the Economic Strategy Action Plan. There will be a more detailed update provided for all councillors at a forthcoming Members Seminar and I would encourage you all to attend this – please look out for details coming through. The Highlands and Islands Regional Economic Partnership (HIREP) Regional Economic Strategy was endorsed at November’s Council meeting and the accompanying Delivery Plan with its associated actions is being taken forward by various officer sub-groups of HIREP. 3.8 Community Engagement: When we agreed our Priorities last year, one of the most important commitments for me was the one we made to go out and meet with our communities in the places where they live, to listen to their issues and find out about their priorities. While it’s never possible to deliver everything that communities may want, we are clear about that listening commitment. Along with the Chief Executive, I have now started that programme of engagement. It is called Here To Hear You and so far we have held sessions in Soroba in Oban and on the isle of Coll. Page 57
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At both sessions we were delighted to welcome several local people who shared very honest feedback with us and who engaged wholeheartedly in conversation with us. Already, we have come away from those communities with a number of good ideas which are very much worth exploring. Our next sessions will be on Bute and in Dunoon, with arrangements being finalised – and the remainder of the programme this year includes sessions on Islay and Jura, around Cowal, in Helensburgh, Campbeltown, Gigha, and across Oban, Lorn and the Isles area. The logistics take a considerable degree of management and consideration but the web link above will be updated as events are confirmed and by the time of the Council meeting when this report will feature I would hope that we’ll be in a position to share more details about the next events. 3.9 Meeting with Scottish Human Rights Commission: On 24th March, I welcomed Angela O’Hagan, Chair and Luis Felipe Yanes, Legal Policy Officer, from the Scottish Human Rights Commission (SHRC). Page 58
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The Commission has recently spent a period of time engaging with communities across the Highlands and islands and has published its findings in a report Economic, Social and Cultural Rights in the Highlands and Islands. There is much in the report that is familiar to us and a number of areas where it may be useful for ourselves and the SHRC to join our voices together in amplifying issues nationally. It reflects what we recognise as key challenges – housing emergency, connectivity, the need to recognise rurality in policy-making, the need for specific rural/island solutions and more. This was a very constructive introductory session and we all agreed that more conversations would be useful in the future. 3.9 And finally…: Last, but certainly not least, is the news that the Clipper Round the World Yacht Race will return to Oban, Scotland’s Town of the Year 2024, in 2026, after its highly successful inaugural visit last summer. When the Clipper crews and yachts were in the area last year, there was an amazing buzz about Oban and we received incredibly positive feedback from the crews, the organisers, and the thousands of visitors. As well as a fantastic sporting spectacle to enjoy, on a more serious note this brought in a boost of around £2m to Oban. It’s testament to the amazing efforts of local businesses and our own officers and partner agencies that this prestigious global event is coming back so soon. However – I think the famously warm Oban welcome from local people also had a lot to do with it. Well done to all involved in bringing the Clipper Race back. 4. CONCLUSION 4.1 This report highlights the activities of the Leader of Argyll and Bute Council for the period 8th November 2024 to 10th April 2025. Councillor Jim Lynch Leader, Argyll and Bute Council 10th April 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 Page 59
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ARGYLL AND BUTE COUNCIL COUNCIL 24th April 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 21st November 2024 to 7th April 2025. 2. RECOMMENDATIONS 2.1 Members are asked to consider the report. 3. POLICY LEAD FOR BUSINESS DEVELOPMENT – Cllr Math Campbell- Sturgess 3.1 Projects and Regeneration: Argyll and Bute Gift Card: We continue to build on the Shop Local message, with a focus on corporate sales and the introduction of the e- card option. New points of sale, including one planned for Helensburgh, aim to make purchasing even more accessible. This initiative is part of a broader strategy to drive local spending and support town centre recovery. Regeneration Capital Grant Fund (RCGF): Ongoing RCGF-supported projects remain on track, notably: • Kilmory Business Park, Lochgilphead – Infrastructure works are proceeding, including roads and utilities. • Port Ellen Community Hub (Islay) – Completion is now projected for Summer 2025, assisted by Crown Estate funds. Page 61 Agenda Item 6
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• Aros Waterfront Development (Mull) – Construction is ongoing, creating new outdoor activity and tourism amenities. Tarbert Heritage and Place Programme: We are in the development phase, preparing final applications to both Historic Environment Scotland and the National Lottery Heritage Fund. Council match funding must be identified by July 2025 to progress this five-year delivery plan. This project aims to preserve Tarbert’s historical assets and boost economic growth. 3.2 Conservation Area Regeneration Schemes (CARS): Lochgilphead CARS: Two priority buildings have been completed, two more are near completion, and a fifth is scheduled to start in March 2025. Shopfront improvements and training courses in traditional building skills are ongoing, supporting local craftsmanship and heritage preservation. Helensburgh CARS: Two further priority buildings have been approved for funding and are expected to begin on-site works this summer. Two shopfront improvements recently reached completion—one previously vacant unit has already attracted a new tenant, reflecting positive town centre regeneration efforts. 3.3 Film and Creative Industries: Film Productions: Film and TV enquiries continue, with notable interest in Argyll and Bute’s scenic locations. Recent enquiries include a new series of Balamory and feature films scouting properties for period dramas. Strategic Events and Festivals (SEF): Round 7 of SEF funding was recently approved at Policy and Resources Committee, allocating grants to 12 successful applicants. This demonstrates the Council’s ongoing commitment to high-impact events and festivals that showcase the unique cultural assets of Argyll and Bute. 3.4 Business Gateway: UK Shared Prosperity Fund (UKSPF) – Business Support: Business Gateway has successfully allocated the majority of 2024–25 UKSPF funding to Start-Up and Small Business Development Grants, with a small remaining pot still open. Looking ahead, the transitional UKSPF year (2025–26) will see a 40% reduction in funds, but an approved plan will focus on proven interventions—ensuring grants, expert help, and training remain available. Page 62
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Digital Reviews: Thirty-six digital reviews have been completed since April 2024, helping local businesses improve online presence and e-commerce. Participants have indicated high satisfaction and tangible benefits from the recommendations. 3.5 Economic Growth: Settlement Project: The Settlement Project mailbox continues to receive queries about relocating to or investing in Argyll and Bute. We are in the process of recruiting a Settlement Project Support Officer to respond to this interest and further promote the area. 3.6 Employability and Skills Development: Fair Start Scotland and Young Person’s Guarantee: Although referrals to Fair Start Scotland ended last year, existing participants continue to receive support. Meanwhile, the Young Person’s Guarantee has seen strong retention rates, with over three-quarters of participants sustaining employment. No One Left Behind (NOLB) All Age Employability and Child Poverty: Employability support being delivered by the Council’s Employability Team and third sector partners has now been allocated for this financial year aligned to the Annual Investment Plan for 2024/25. Service Level Agreements are in place with 3 sector partners. It is anticipated that by 31st March 2025 the following outcomes will be realised: - 162 individuals supported by the All Age Employability (excluding parents) provision; and 176 individuals supported by the Tackling Child Poverty (including parents) provision. - Starts achieved 1st April to 31st December 2025: All Age Employability - 112 and Tackling Child Poverty - 105. - Data for the period December-March will be available by the time of my next report. UKSPF Work Placements: Sixty-eight fully funded Real Living Wage placements have been facilitated with 48 employers, with many participants securing ongoing roles—frequently with the same employer. Over 60% of participants have gained qualifications from their placements and 30 are undertaking their training or awaiting their course starting. Page 63
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3.7 UK Shared Prosperity Fund (UKSPF): Transition Year (2025–26): The Policy and Resources Committee approved our investment plan for the final UKSPF transitional year, with a reduced overall allocation. We will maintain successful initiatives (grants, employability training, and more) that have demonstrated strong outcomes for businesses and communities. 3.8 Community Led Local Development (CLLD): Argyll and the Islands CLLD Fund: The Local Action Group has allocated additional 2024–25 funds to new and existing projects, including short- term support for third-sector organizations in financial distress. A new governance framework is under review to guide future CLLD direction. 3.9 Islands: Islands Infrastructure Fund: Projects supported by this fund are now complete, delivering improvements in remote areas. Islands Programme: Ongoing works in Tobermory (enabling infrastructure for worker accommodation) and on Tiree (community care hub) are moving toward completion with over £700,000 in funding claimed, and further £450,000 claimed for the Tiree Community Care Hub Project.. Procurement for 2024–25 projects is ongoing. 3.10 Digital Infrastructure: Broadband and Mobile Connectivity: Over 96% of premises can now access fibre-based broadband, with nearly 90% at superfast speeds. Full- fibre coverage continues to rise. We remain engaged with Openreach and others to address coverage gaps and streamline rollouts. Digital Exclusion Fund: Data from mobile-measurement units has helped identify digital coverage weaknesses. Findings will inform future funding bids and the development of community-based solutions. 3.10 Site Visits and Engagements Community Digital Hubs: Ongoing engagements with rural community representatives to explore expanding municipal Wi-Fi or alternative broadband solutions in underconnected areas, with special attention to areas where extreme weather events may lead to a loss of all landline and mobile connectivity, as noted earlier. Page 64
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4. POLICY LEAD FOR CARE SERVICES – Cllr Dougie McFadzean 4.1 Budget: Since the last Full Council meeting in February, I have been heavily engaged in the IJB’s 2025/26 budget-setting process. Some difficult decisions have had to be made, and this is likely to be the case for the foreseeable future. The HSCP continues to face significant challenges in terms of service demands and level of available resources. At the time of writing the budget process is nearing completion and further efficiency improvements and reductions in service are required to better align spend with the funding available. The increase in employers National Insurance contributions is also having an impact on partners we work with in the delivery of health and social care services. There has been no funding identified to cover this as yet and therefore it must be a considered a risk to the HSCP budget and partners. 4.2 Adult Care: The refurbishment of the care facility on Tiree and the residential accommodation attached is now in the final stages. This will help reduce accommodation costs on Tiree and will mean the island has access to a modern high quality residential care facility for years to come. Additionally, remodelling work at Campbeltown Hospital in advance of the new X-ray equipment being installed later in the year has commenced and the work in Helensburgh to create new facilities for the Community Treatment and Care team is now complete. Campbeltown Hospital registered nursing resource remains a challenge with a number of full time posts vacant and challenging to fill. Ongoing recruitment is taking place, including looking at a specific international cohort and routes into nursing. The service is focusing on maintaining emergency care with six available inpatient beds. Dialysis services have recommenced after a period of pause, through supplementary staffing. This service requires staff with specific training and operational solutions will continue to be sought in parallel with the overarching review of hospital haemodialysis which commenced on 5th March 2025. In Lorn and Islands, medical staffing vacancies are ongoing with locum costs continuing to impact on overall budgets. Early discussions on a sustainable medical model are ongoing. Page 65
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Workforce levels continue to have an impact generally across health and social care services. Vacancies and hard-to-fill post information have been reviewed with partnership working on creative routes to fill roles and posts. Work to look at provision of accommodation is ongoing, especially on islands, to help recruit and attract long-term workforce and have had some success in the delivery of available accommodation. Older Adult Strategy work is complete and an action plan with priorities for year one is in development. This will be presented to the IJB in May following recommendation by the Strategic Planning Group. The Care at Home Strategic Group has an overview of the future of care at home (both internal and externally commissioned services) and there is an organisational group leading a full redesign of the internal services. Care Homes strategic work is on track, supported by Hub North to develop modelling on projected care home beds over the next 25 years and then work up an options appraisal for consultation on care housing models. This work is reported through the Care Home and Housing Programme Board. 4.3 Children’s Services: With the support of the Scottish Government and statutory partners, Argyll and Bute is on the cusp of opening its first Bairn’s Hoose service in Helensburgh. This offers services for children traumatised by abuse and neglect. A formal opening is envisaged in late April. The focus is now moving from development of the building towards development of the therapeutic models which will be deployed in interviewing and supporting children and young people. An application has been made for a further Scottish Government grant to cover operation and further development in 2025/2026. Self-evaluation and quality assurance work in relation to child protection processes within Argyll and Bute is continuing apace. This involves bringing managers from across the wider children’s partnership together for a series of face to face meetings. The aim remains examining and strengthening consistency and standardisation of processes and approaches. Statutory Social Work Team Managers come together every day in a ‘concern’ huddle to deal with any new issues raised over the course of the previous 24 hours. This is acting as a significant safety net. Page 66
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At a national level, the Care Inspectorate is liaising with Scottish Government to decide on the inspection programme for the next two years. Early indications are that there will be a holistic concentration on Public Protection. This will encompass child protection, adult protection and the Multi-Agency Public Protection Arrangements. (MAPPA). It is recognised that there is a need for long term strategic service planning, taking into consideration current challenges such as budgets and staffing, however also looking ahead at such things as demographic forecasts. A review of maternity services will report its findings imminently after which formal NHS organisational change processes will be initiated. Reviews are under way of health visiting, school nursing and Child and Adolescent Mental Health Services (CAMHS). Significant efforts are being made in terms of recruitment and absence management within Children and Families social work teams where staffing levels are under pressure. The priority is to focus on immediate and significant child protection situations. 4.4 Planning and Performance: Health services are subject to inspection by both the Health and Safety Executive and Health Improvement Scotland as part of the regulatory and oversight role. Both ultimately result in improvement actions which are managed through clinical and care governance. A review of the Strategic Planning process and transformative capability is taking place including planning sustainable services with communities, along with wider partners and in the best utilisation of joint resource, and ensuring that up to date census data is used when it is released. The Joint Digital and Joint workforce strategies will be due for renewal alongside the Joint Strategic Plan and there is opportunity to align partnership resources to support the best outcomes for people in Argyll and Bute. A focus on the best use of technology for workforce and communities will be explored. 5. POLICY LEAD FOR CLIMATE CHANGE, RENEWABLES AND NET ZERO – Cllr Luna Martin 5.1 Climate Change Duties for Public Bodies: The Scottish Government has launched a consultation on new draft statutory guidance for public bodies regarding the implementation of climate change duties. This guidance will replace the original 2011 document and provide updated direction on how public bodies, including Argyll and Bute Council, should Page 67
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fulfil their legal responsibilities under the Climate Change (Scotland) Act 2009, including the following three duties:- • Acting to reduce greenhouse gas emissions and contribute to national emissions reduction targets; • Contributing to the delivery of the Scottish National Adaptation Programme to prepare for climate impacts; • Acting in the most sustainable way possible in exercising functions. Officers are in the process of finalising a draft response, which is due to be submitted to the Scottish Government by 23rd May 2025. 5.2 Net Zero Route Map Preparation: Preparatory work is well underway for developing the Council’s Net Zero Route Map (NZRM) to guide the Council towards operational net zero emissions, with activities including:- • Arrangements for five cross service workshops, including the creation of a structured and visual framework to maximise benefit of these sessions. Thereafter, a formal working group will be established to take forward the NZRM. • Review of existing strategic priorities and policies to ensure that the NZRM aligns with these – for example having regard to the draft Scottish Government guidance for public bodies regarding climate change duties; • As part of the development work, the Council has been collaborating with EDFs Urbanomy Team to produce a high level NZRM document, which has provided valuable insights to inform our own approach. • The team have also been actively engaging with the Scottish Climate Intelligence Service (SCIS) in implementing the ClimateView/ClimateOS platform alongside other Scottish local authorities. This digital solution enables the visualisation, planning and tracking of climate action progress through a standardised yet locally adaptable framework. 5.3 ACT Service Level Agreement – Kilmory Projects: The final touches are being made to the proposed Service Level Agreement (SLA) with Argyll and Isles Coast and Countryside Trust (ACT) for the delivery of two key projects: 1. Kilmory Woodland Management Plan - A comprehensive baseline review of the woodland resource using Scottish Forestry's WIAT template, which will enable future funding applications and sustainable management. Page 68
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2. Kilmory Walled Garden Business Case - Development of a business case and phased delivery plan for restoration of this significant botanical asset. The work of ACT will complement the work being undertaken as part of the Kilmory Business Park development, particularly regarding woodland management objectives and public access considerations. 5.4 Supply Chain Management Tool Evaluation: Officers are currently in the process of reviewing NETpositive Futures Supply Chain Carbon Management Tool. NETpositive Futures provide advice and strategies to enable organisations to implement sustainability commitments and drive carbon reduction. The platform would enable suppliers to measure and manage their carbon emissions while providing the Council with standardised data collection mechanisms ahead of the Scottish Government's mandatory Scope 3 reporting requirements coming into effect in November 2027. The tool offers suppliers free access to carbon management resources, tailored action plans, and reporting capabilities. With the anticipated expansion of mandatory Scope 3 reporting potentially increasing reported emissions by as much as 75% (from the current 20,000-25,000 tonnes to between 60,000-85,000 tonnes of CO2e annually), this proactive approach would strengthen preparedness while supporting local businesses in developing their sustainability practices. This initiative complements the broader Net Zero Route Map development and climate action planning. 5.5 Property Services Energy Efficiency Initiatives: The Property Services Team has made significant progress on energy efficiency projects across our estate. They have installed 4G communications systems at 33 sites, primarily schools, enabling remote access to Building Management Systems (BMS). This technology allows for quicker, more efficient, and more effective methodology for monitoring and energy management activities. Additionally, the team has completed the installation of Thermostatic Radiator Valves throughout Cardross Primary School, Islay High School, and Dunbeg Primary School. These installations provide improved temperature control and energy efficiency in these educational facilities. All these initiatives were funded using the £240,000 previously allocated in the Central Energy Efficiency Fund (CEEF) to advance our climate action goals while improving operational efficiency across our building portfolio. Page 69
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5.6 Arrochar coastline litter: Following my visit to Arrochar several months ago, I returned to find the situation on the coastline was rapidly worsening. The litter accumulation continues to sully the shoreline and impact the local wildlife. I wrote to the Cabinet Secretary for Net Zero and Energy Gillian Martin to discuss the previous mechanical cleaning arrangement on the shore and the future of the litter sink. I have now requested a meeting to discuss the litter sink further. Councillor Shonny Patterson and I have also written to Marine Scotland to request a meeting about the litter sink. I will continue to engage with the Scottish Government and Marine Scotland on this matter. 5.7 Bikeability: I visited the fantastic Strath of Appin Primary School where I learned about the impact of the Bikeability training the children are undertaking. Bikeability helps to provide children with life skills, as well as learning to cycle, students develop social skills and independence. Page 70
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“After Bikeability, children are better at responding to risk and report increased confidence. As a result, more children cycle to school which in turn improves mental health and wellbeing. This allows children to get more out of the classroom, improving their attention span and engagement. Healthier habits lead to increased attendance and improved academic results. Bikeability goes beyond a training course; it impacts children’s lives.” The children at Strath of Appin Primary school have taken cycling to the next level! The primary school encourages children to cycle their bicycles in the playground at playtime and lunch time. The children let me know that they thoroughly enjoy having their bicycles in the playground and they have lots of other active outdoor games too. Bikeability training helps to encourage active travel and will hopefully still benefit the children long after they leave school. Page 71
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5.8 KIMO – Fishing For Litter project: As the Council’s representative on KIMO (Kommuners International Miljøorganisation, or Local Authorities Environment Organisation) I would like to mention the award-winning Fishing For Litter project which has been recently reinvigorated in both Campbeltown and Tarbert. It’s great to see that now both communities have a banner that states their participation in the project. They now have supplies of leaflets, merchandise and bags. Campbeltown has been signed up to participate since 2010 with four tonnes of waste recorded as being collected. Tarbert has been participating since May 2006 with a massive 134 tonnes of waste collected to date! Five Sisters Creeler Ross MacKay with Fishing for Litter Skip Bag What is Fishing For Litter? Fishing For Litter is a simple idea designed to reduce the amount of marine litter in our seas. Participating vessels are given hard-wearing bags to collect marine litter that is caught in their nets as part of normal fishing activities. The project’s main aims are: • To remove litter from the marine environment. • To maintain a network of harbours and fishing vessels around the country so participating boats can land the marine litter they’ve caught in their fishing gear. • To change the working practices within the fishing industry, to help prevent litter reaching the marine environment in the first place. Page 72
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Those taking part in the Fishing For Litter Project have recovered over 2,500 tonnes of marine litter in the UK to date. Fishing For Litter Skips and Bins are for all marine litter found in nets whilst fishing and all marine litter found floating or tangled on fishing gear. 6. POLICY LEAD FOR COMMUNITY PLANNING AND CORPORATE SERVICES – Cllr Mark Irvine 6.1 Introduction: It has been an extremely busy period for the teams across my Policy Lead portfolio, since my last report, and I thank the officers for their continued diligence and hard work in delivering the best possible outcomes across a wide range of issues and projects. It is also worth making a special note to acknowledge the hard work of all our teams and officers during Storm Eowyn and my thanks go to everyone across the region who went above and beyond to keep everyone safe and for their hard work in the clean-up operations that followed. Thank you all. 6.2 Community Planning and Community Development: I have spent a considerable amount of time engaging in various discussions with officers and I am encouraged by the sheer breadth of activities across the entire authority. A small but focused team are working hard across the region to improve outcomes and enhance our communities. Argyll and Bute Council’s annual Supporting Communities Fund - The fund opened on 31st March for applications from not-for-profit community organisations, who meet the eligibility criteria, for up to £1,500 to support community projects across Argyll and Bute. Closing date is 26th May. Page 73
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Decisions on awards of funding will be made at Area Committees after the July recess. The fund has supported a range of projects over the last ten years from local sports clubs, village halls, community transport, climate friendly initiatives, history and culture, music and the arts. Following feedback, this year we have introduced a simplified online application process. Further details are available on our website at Supporting Communities Fund | Argyll and Bute Council. Posters in English and Gaelic have been shared with communities to help promote the fund. Community Development Support: Work continues to regularly support community groups across Argyll and Bute. Since the start of the year this has included support to over 40 groups including: Mid Argyll, Kintyre and the Islands: • Kintyre Highlands – support with funding and advice on community benefits • Lochside Champions – supporting partnership working • Dochas – advice on funding and combatting social isolation • Auchindrain – recruiting new members · Helensburgh and Lomond: • Princess Louise Hall - ongoing support with advice on lease, funding options and partnership working to improve building • Kirkmichael Community Development Group – cycling day planned, walk-around, and support with funding • Gibson Hall – support with funding and lease • Helensburgh Repair Café – sharing experiences from volunteering at Glasgow Repair Café to help establishment of a local group by Helensburgh Hub and Jean’s Bothy Bute and Cowal: • Scenic Sandbank • Black Park Football Club • Dunoon Community Development Trust • Glenan Community Woodland Oban, Lorn and the Isles: • Seil Island Hall – help to look for funding to upgrade the playpark • Victory Hall, Benderloch – community engagement and grants for energy saving upgrades • North Argyll Trail Association (NATA) – funding and advice on lodging interest in acquiring forestry land for mountain bike trail near Oban Page 74
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• Green Shoots, Hope Kitchen and ReStore Shop- developed and facilitated a development session for 15 staff and volunteers using a world café model. Local Place Plans – the team continues to support groups who are looking for advice on creating Local Place Plans. Training sessions have been attended by over 19 community groups. These are recorded and available on the dedicated Local Place Plan webpage. The team produced a Framework on Engagement for the Council, and developed a training module on Engagement for council staff, available on LEON. The Community Planning Team were invited to present at a national Community Planning Network on the development of the Argyll and Bute Outcomes Improvement Plan to share the best practice in community engagement that was undertaken in preparing the plan. The Community Planning Partnership met in March to discuss the results of a self-assessment and to produce a draft Improvement Plan with a focus on improving the partnership’s approaches to Board member induction and ensuring members are clear on their roles and responsibilities; and to further develop the partnerships mechanisms for understanding the needs of individuals and communities to support the work of the CPP. 6.3 Customer Services – HR and Organisational Development, IT: Digital Innovation – Interactive Mapping Tool: I’ve been talking with the team for some months now about this and they are actively investigating options for an interactive mapping tool on the Member Zone. This initiative—potentially evolving into an AI-powered smart map—will allow users to generate mapping data on the move. Data Programme and Analytics: The ongoing data programme is a cornerstone of digital transformation efforts. New Power BI reports— covering everything from pupil attendance in schools to planning service performance dashboards—are enhancing decision-making with real-time analytics. Adoption of AI Tools: The council is preparing to pilot Microsoft's Copilot for selective strategic areas, reflecting the forward-looking vision to harness artificial intelligence in routine operations and communications. This includes workshops and readiness assessments aimed at integrating AI within existing digital workflows. Page 75
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Website and Digital KPIs: There are notable successes in digital engagement: ▪ Enhanced website performance with significantly higher unique page views and visitor sessions. ▪ The Silktide accessibility scores have reached record highs, placing the council’s website within the top 30 of all UK councils. (Ranked 23rd at the time of writing). ▪ Increased activity in digital channels (web payments, smart assistant usage, chat bot engagements) demonstrates the effectiveness of the revamped digital strategies. Customer Engagement and Operational Successes: Customer Service Excellence: Detailed KPIs for the registration services and contact centre show significant improvements in areas such as call answer rates, reduced abandonment, and an overall high level of service delivery. Process Improvements and Digital Developments: Continuous enhancements include the rollout of new online systems (from registration management to business process mapping applications). Overall it has been a busy period of robust strategic planning and digital transformation. The combined advancements in community engagement, HR transformation, ICT resilience, and digital innovation not only reflect current successes but also pave the way for greater efficiencies and enhanced public service delivery in the future. Workforce Planning: Workforce planning is advancing with the implementation of a new HR and Payroll system capable of generating detailed reports. This technical improvement supports more efficient and data-driven planning, ensuring that workforce challenges are met with modern solutions. Wellbeing Strategy: a pivotal piece of work within my Policy Lead portfolio is the very significant work that has been undertaken by officers on the wellbeing of our staff within the organisation and I have been involved in the process, taking a keen interest at key stages. The wellbeing of all of our employees must always be a high priority as well as consideration of the financial implications. The introduction of a comprehensive wellbeing strategy—with commitments to provide education on wellbeing, focused support, and improved work conditions—has been a central pillar to this enormous piece of work. Page 76
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The dedicated Wellbeing team has enabled focused case management and ongoing research into absence trends, which is helping improve the overall absence ranking relative to other councils. Supportive Interventions and Data-Driven Actions: A range of initiatives and targeted adjustments in policies and practices have contributed to slowing the rate of the increase in sickness absence despite national pressures and service delivery challenges. The service have been working on planned actions such as updating case management support, integrating new tracking modules through the iTrent system, and promoting Mental Health First Aider initiatives. These are positioned to further refine the Council’s response to workforce wellbeing. The Wellbeing team also acknowledges national factors (such as NHS treatment backlogs and longer recovery times) that are contributing to rising absence levels. Despite these pressures, the Council’s slower rise in absence suggests that its interventions are mitigating some of the impacts compared to peers. Digital HR and OD Transformation: There is a clear focus on transforming HR operations through digital initiatives—including AI to streamline advice services and case management. Cyber Security Initiatives: The IT team has successfully maintained accreditation and managed multiple cyber threats. Teams Telephony Migration: A significant milestone is the successful migration of over 75% of users to Teams Telephony, including critical integration for the contact centre. The seamless transition and dedicated training initiatives have ensured that communication remains uninterrupted across the council’s network. 6.4 Legal and Regulatory Support: Proactive Engagement with Stakeholders: During the last period the service continued its excellent proactive work - for example, the meeting with the Polish Consul to facilitate a polling station in Oban for the upcoming Polish Election (May 18th onwards) and the well-attended training session with the Standards Commission involving two-thirds of Councillors which is set to become an annual event, supporting ongoing member development. Community Council Developments: Significant positive momentum was noted in local governance with the Kilfinan Community Council by-election resulting in the successful election of four new members. Page 77
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Collaborative Service Enhancements: Efforts to better align and support Community Planning Partnerships (CPP/ACPGs) through collaboration with the Communities and Partnerships Team are underway, promising more integrated community services. Outstanding Welfare Rights Achievements - Financial and Client Impact: Welfare Rights interventions have delivered impressive results for local people. January 2025 saw income of over £320,000—up from previous months—with rising client numbers (117 clients in January versus 71–77 in the previous months). Partnerships, such as those with Macmillan Cancer Support and the Welfare Advice and Health Partnership project, have significantly contributed toward surpassing the annual target of £2.8 million, demonstrating strong service delivery and community impact. Procurement and Contract Management Successes: Local Economic Support - the service continues to look towards local suppliers wherever possible. The procurement activity shows that, among the 14 available tenders in January 2025, local suppliers not only bid but also achieved a 100% win rate on the opportunities they pursued. This success enhances local economic engagement and supports community wealth building. Robust Savings and Value for Money - the detailed procurement and Contract management processes have generated notable revenue and capital savings. The service continually monitors procurement benefits, enhanced savings through national contracts, and the effective use of digital tools for contract management. This systematic approach ensures that value for money is achieved and continually tracked. Resilience and Risk: Response to Adverse Weather - a major incident occurred due to Storm Eowyn and decisive action was taken to close schools and offices and switch to remote working. This rapid, coordinated response reflects strong operational resilience and a commitment to staff and public safety. High Performance in Risk Management and Safety: The Health and Safety team has rolled out new health surveillance rounds, updated fire risk assessments, and innovative online training (for moving and handling), all of which highlight the Council’s proactive approach to employee and public safety. The Resilience Team conducted workshops (such as the REPPIR Workshop for Police Senior Managers) and exercised preparedness through table-top exercises, ensuring that the Council is well-prepared for future challenges. Page 78
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Compliance and Efficiency Improvements: The Compliance and Regulatory Governance Unit reported excellent performance in handling FOI/EIR requests and a measurable improvement in complaint response times (with Stage 2 complaints achieving 100% within the required timescale). This demonstrates the Council’s dedication to accountability and quality service delivery. Overall, this report reflects a period of proactive governance where leadership, collaborative community engagement, exceptional legal outcomes, and effective procurement practices have contributed to robust public service delivery. These successes not only enhance operational efficiency but also position the Council well for future challenges and opportunities. 7. POLICY LEAD FOR EDUCATION – Cllr Audrey Forrest 7.1 Our Children, Their Future – Thriving Together: The new vision and strategy was considered and approved at the Community Services Committee held on 6th March. The development of the new documentation would not have been possible without the input of our children and young people across Argyll and Bute, together with all our hardworking staff, parents/carers and wider partners. I would particularly like to express my thanks and appreciation to all the young people who have participated in the consultation and to those who have contributed to the extensive work to develop the interactive documentation and support materials. Page 79
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Last, but not least, I want to commend the pupils from Colgrain Primary School who attended the Community Services Committee on 6th March, and demonstrated excellent presentation and communication skills. Well done to all! 7.2 Argyll Education Trust Award: I want to promote this scheme which provides financial support to eligible students, schools and educational institutions on a range of criteria, for example:- • Students from the County of Argyll (excluding Helensburgh and Bute) that reside away from home in order to attend University/College/Central Institutions etc. • Post Graduate Scholarships • Supplementary awards for students attending University/College/Central Institutions etc – i.e. travel • Over 21’s reaching qualifications to attend University/College/Central institutions etc • Emergency assistance for students from the County of Argyll • Assistance in obtaining practical experience of trades etc. • Educational excursions • Special educational equipment • Sports facilities (pitches/pools/pavilions etc) • Support of clubs etc that provide work of an educational nature • School Hostel amenities • Adult Education • Promoting Education in the Visual Arts / Music / Drama • Educational Experiments and Research The panel meets four times per year, with the next round of applications due in by 31st May 2025. It is not means tested but funds are aimed, primarily, at those who face financial constraints that would discourage them from considering further study after leaving school. More information/details of the application form can be found here. 7.3 ALIEnergy MAK STEM Fest: I attended the ALIEnergy STEM event at Machrihanish Airbase on 5th March, bringing together young people and industry professionals to inspire the next generation of scientists, engineers and renewable energy experts. This event provided S2 pupils with the opportunity to see the range of careers available in STEM related subjects, including routes into apprenticeships or College/University pathways, and to meet with a range of employers including the Council, NHS, Scottish Power Renewables, SSEN, SAMS, Siemens, Springbank Distillery, Tilhill, Bakkafrost, and Balfour Beatty. Page 80
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This robot dog called Spot is very clever, it can go places where it would be deemed unsafe for humans, for example initially unsfage strcutures or tight spaces, and it can detect gas! 7.4 Scottish Opera School Visits: I was delighted to be invited to meet with the cast of Scottish Opera, who deliver an education and outreach programme for primary schools across the country. I was treated to a special performance of a Tale of Tam O’Shanter by children from St Mun’s and Dunoon Primaries. I was very impressed by the acting and vocal skills of all involved. 7.5 MCR Pathways – Extension to Rothesay Joint Campus: Following on from the update provided in my last report, I am very happy to advise that the Education Service have successfully recruited a 20-hour Coordinator for Rothesay Joint Campus, who took up post in January 2025. Page 81
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8. POLICY LEAD FOR FINANCE AND COMMERCIAL SERVICES – Cllr Ross Moreland 8.1 Financial Services: 2024-25 Revenue Budget Monitoring and Budget Outlook: As at 28th February 2025, there is a forecast overspend of £4.071m or 1.3% against the approved 2024-25 revenue net expenditure budget of £316.595m. This is offset by an over-recovery of £0.328m in Council Tax income. Overall, the forecast overspend for 2024-25 is now £3.743m, a reduction of £0.357m from the forecast overspend position of £4.100m as at 31 January 2024. This movement relates mainly to a more favourable position within both Education Services and Social Work Services. It is anticipated that the forecast overspend in respect of Social Work Services of £2.448m will be managed within reserves available to the HSCP. The remaining council forecast overspend of £1.295m will impact the General Fund balance, a reduction of £0.208m from the previous reported overspend. Members were advised at the Council budget meeting on 27th February, of the updated forecast unallocated General Fund balance as at 31st March 2025 of £0.314m. Following Council budget decisions, the unallocated General Fund balance available for 2025-26 was forecast at £0.235m. This may now be updated to £0.443m following the favourable movement in the forecast outturn position as at 28th February 2025. The budget outlook, following budget decisions taken on 27th February 2025, provides a projected budget gap of £9.588m for 2026-27 rising to £29.490m by 2029-30, based on the mid-range scenario. The budget outlook continues to be monitored on an ongoing basis and reported through the Policy and Resources Committee. Benefits Processing: As at 28th February 2025, the average processing time for new claims of Housing Benefit was 20.82 days for the month, with a cumulative average of 14.87 days, well within our target processing time of 21 days. For changes in circumstances, at 28th February 2025 our processing time is 3.44 days. Council Tax: As of 28th February 2025, current-year collections for 2024/25 stand at 93.73%, reflecting a 0.83% decrease compared to the same period in 2023/24. The decline is largely due to significant movements in net billed amounts in February 2024, following Assessor changes affecting the categorisation of approximately 260 self-catering units, which were transferred from Non- Domestic Rates (NDR) to Council Tax. This adjustment resulted in Page 82
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additional charges of £500,000 over the past two financial years. However, this income is unlikely to be fully recovered within the current year, impacting the percentage-based recovery rate. The cash position may improve before year-end, as the newly issued bills contain a single instalment payable in March. This could lead to a number of large lump-sum payments, boosting collections just before the financial year closes. Second Homes: There has been a small reduction in the overall number of second homes in February to 2,605, compared to 2,619 in January. Collection rate for the total charges on second homes is 97.47%, higher than the 93.73% across the whole tax base at end of February with second homes recoveries remaining strong. £7.857m of both core and additional 100% council tax charged on these properties. £8.061m was charged in total, £4m relating to the double charge element. In-year recovery at 99.04% (£3.962m) is anticipated, representing over recovery of £0.213m on the budgeted level of income from second homes only. Non-domestic rates (NDR): As of 28th February 2025, we have collected 96.55%, which is 0.17% down on the same period last year. Scottish Welfare Fund: As at 28th February 2025, we have spent £496,949 in the 2024/25 period. The confirmed budget allocation for the Scottish Welfare Fund (SWF) in 2024/25 is £708,284, which includes £458,284 from the Scottish Government programme fund, supplemented by an additional £250,000 provided directly by the Council to cover cost pressures. This represents an underspend of £152,311 compared to our monthly profiled allocation. Comparing current expenditure to the same period in 2023/24 there has been a reduction of £57,306. The number of applications are down and the number of awards has also decreased. Discretionary Housing Payments (DHP): At 28th February 2025 our DHP spent and committed amount was £961,371 for the full year. The initial DHP Tranche 1 funding allocation for 2024/25 in Argyll and Bute is £955,941, with expected Tranche 2 funding of £213,584 due later in the year. This brings our total DHP allocation to £1,169,525 for the year. To date we have had 880 applications for a DHP and made 686 awards. Visitor Levy: The consultation on a possible Visitor Levy in Argyll and Bute continues. At the time of writing, ten of twelve planned events have now been completed and a wide range of information from residents and Page 83
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businesses has been discussed in detail and will inform the consultation report due to go to Council later in the year. The Council has done what it can to ensure broad awareness of the consultation through a wide range of channels, highlighting the consultation to stakeholders through partnership networks including Argyll and Islands Strategic Tourism Partnership, Highlands and Islands Enterprise and Loch Lomond and the Trossachs National Park. Leaflets have also been issued via email to circa 7,000 Council Tax e-billers, a printed insert to 42,000 households, and over 2,100 emails sent to accommodation providers with short term letting licences. We are currently evaluating responses to a tender for an independent third party organisation to analyse the consultation responses and provide a detailed report on the feedback to the Council. 8.2 Commercial Services: Helensburgh Waterfront Development (Commercial Area): Following the report tabled at Policy and Resources Committee on 15th August, Officers have been implementing the agreed recommendations, including proceeding with negotiations to agree detailed Heads of Terms with Forrest Developments Ltd for the sale of the Helensburgh Waterfront commercial area, with the provisionally agreed terms to be reported to a future Policy and Resources Committee. A petition for Judicial Review was received by the Council on 18th November 2024 and legal proceedings in respect of this matter are ongoing. Storm Eowyn: Following the devastating effects of Storm Eowyn on 24th January, Property Services have been working hard to assist with the recovery work across the Council estate, which saw over 100 incidents logged with the team. The majority of incidents related to roof damage, broken windows, water ingress, electrical issues and fallen debris, but there was notable damage to a number of buildings including Park Primary School, Glencruitten Hostel, Struan Lodge and Helensburgh Leisure Centre (HLC). With regard to HLC, the building has sustained extensive wind and rainwater damage. It has a fragile roof and to ensure public safety a cordon has been put in place around it. Works have been undertaken since then to make the building wind and water tight through the installation of waterproof membrane and a rainwater capture system. Survey work is also underway and the Council is working with its insurer to inform the development of a strategy for a permanent design solution. Page 84
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Following this work a report will be prepared for Council setting out a number of options for consideration. Live Argyll have put in place alternative arrangements to provide temporary gym facilities at Helensburgh Library (available since 19th February) with the Library re-locating to Hermitage Park Pavilion. I would like to thank all the staff at Live Argyll for their hard work and quick response in restarting the gym facilities as quickly as possible. Rothesay Pavilion: A report was tabled at the Council meeting held on 26th September 2024, where it was approved that the contract for Stages 2 and 3 of the construction works at the Pavilion should now be accepted. I am pleased to report that stage 2 and 3 works, which will primarily focus on interior renovation, have commenced and are progressing to programme with practical completion scheduled for December 2026. As previously reported, the Rothesay Pavilion project has been allocated £9m from the Scottish Government Rural Growth Deal (RGD). The official RGD signing took place on 10th March 2025 at Bute Yard, with representatives from both the Scottish Government (Deputy First Minister – Kate Forbes) and UK Government (Scottish Secretary – Ian Murray) in attendance. Mull Campus: A Special meeting of the Council was held on 7th March 2025 to give consideration to a report setting out the site assessment and selection process; the contributing reports and analyses; the relative benefits and challenges of each shortlisted site option; and a recommendation to the Council as to the preferred site, based on the evidence available. After due consideration, Council agreed the recommendations of the report, including:- • Endorsement of the site scoring mechanism, criteria and supporting assessments which is consistent with criteria categories commonly used for site selection on previous Council school projects. • Confirmation that Site 4 – Tobermory South is the preferred site for a new Mull Campus and agrees to progress the Outline Business Case on that basis. • Noted that as the preferred option would constitute a proposal to relocate the existing campus, a statutory consultation would be legally required under the Schools (Consultation) (Scotland) Act 2010, the outcome of which will be reported back to full Council upon completion of that process. Page 85
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The Mull Campus Team are now preparing for the next key stages of this £43 million project which will be the Council’s single biggest investment. All updates and information in respect of the project can be found on the dedicated webpages here. 9. POLICY LEAD FOR PLANNING AND REGULATORY SERVICES – Cllr Kieron Green 9.1 Introduction: Following my previous report to November Council I have chaired meetings of the Argyll and Bute Licensing Board on the 19th November and 25th February, and the PPSL Committee on the 20th November, 13th December, 18th December, 11th January and 19th March. In addition I have been chair for various Community Council Conduct Reviews, Local Review Boards, Civic Hearings and Short Term Lets Hearings over this period. I was in attendance at meetings of the Clyde Marine Planning Partnership on the 26th November and 4th March which focused on continued discussion around governance arrangements, as well as the COSLA Environment and Economy Board on 13th December and 7th February. At both COSLA and PPSL meetings responses to the UK Government Consultation were agreed, and COSLA also received a presentation on the National Energy Systems Operator. 9.2 Development Management: Over 2024/2025 there has been a positive trend of determinations exceeding new submissions. This continues to be expedited by additional short-term resource, and excluding ‘legacy’ items, the average time for a determination of ‘local’ applications is improving. For newer applications, which make up the majority of determinations, turnaround is under ten weeks for householder applications and around 12 weeks for other local items. The Central Validation Team are currently operating at full capacity and consistently working on items that are inside five working days of receipt. Planning resource is being managed across areas to best ensure casework is at manageable levels for staff, and will be further reviewed. Capacity within the major applications team is being utilised to provide support for area team functions. The Planning and Enforcement Charter was approved at PPSL in September 2024, and by Scottish Government in December 2024. This will next require to be reviewed by September 2026. Work has commenced to review workflow and performance reporting on Page 86
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enforcement activity. The Development Management Customer Service Charter and Development Management Service Plan were also approved at PPSL in September 2024. The National Planning Improvement Framework Self-Assessment Report is currently being finalised, and the Improvement Action Plan was reviewed with stakeholders at an event on 27th March 2025. A high number of Section 36 consultations were received during December and January, resulting in £450k of income over and above normal receipts. However these also bring substantial costs to secure consultant advice on Landscape and Noise. Should the Council raise an objection there can be further costs relating to a Public Local Enquiry. A review of receipts and expected costs is identifying whether surplus income can be carried forward to 2025/26 to offset these. Planning fee income was £335k over-recovered at the end of February 2025, with scope to use surplus receipts to provide the additional resource necessary to conclude the remaining ‘legacy’ cases by extending agency staff use. Statutory planning fees were increased by an average of 15% in December 2024, taking into account inflation since they were last reviewed in 2022. However as developers submitted larger schemes in advance of this any increase in income for 2024/25 is likely to be limited. Three actions have now been completed in relation to an audit on efficiency of processes and improving customer communication – these have involved updated process guidance for officers handling planning applications and the reinstatement of customer user forums. Resumption of consultation around the pre-application advice service is currently awaiting officer availability. 9.3 Development Policy: Work is ongoing regarding the collection of information for the Evidence Report for Local Development Plan 3 (LDP3) and the Development Plan Scheme annual revision is due to be brought to PPSL in April. The strategic development frameworks for Helensburgh and Oban are progressing. Members have been involved through a seminar and PPSL training. In Helensburgh the first site visits took place in February, initial discussions have taken place between Development Policy Staff, Roads and the consultants, and it is planned to meet with the Faslane Naval Base. A draft engagement strategy has been developed for Oban. Page 87
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The Biodiversity Officer is arranging tenders with procurement to cover the Local Biodiversity Action Plan refresh and Nature Network Mapping. This will include a review of Local Nature Conservation Sites. 9.3 Building Standards: Argyll and Bute Council was awarded the Scottish Government National Performance Award for medium sized local authorities at the Building Standards Leaders Forum on the 26th November 2024. This reflects the commitment shown by all within the service, and the outstanding performance delivered to customers, which continues to surpass all targets year after year. Storm Eowyn caused considerable disruption on the 24th January 2025 with the Building Standards team involved in responding to reports of damage to buildings on the Friday/Saturday of this period - they are still dealing with the after effects. Of significance was the damage to Helensburgh Leisure Centre, but there were other reports of dangerous buildings across Argyll and Bute, principally across Helensburgh and Lomond, Bute and Cowal, where a chimney head fell through a lower-level block of flats (thankfully no one was injured) and Campbeltown. 25 buildings required assessment to determine whether they posed a risk to public safety. Action was taken in all instances, which in some cases required road closures, restricting access to the area or for two buildings, evacuation. Owners were contacted to carry out the necessary works. In six cases, the Council instructed works to remove the danger and these costs will be recharged to the property owners. This response involved team leaders and surveyors working during the weekend to protect the public and my thanks to them for meeting the demands imposed by the challenging circumstances. Building Standards Surveyors continue to work with property owners to ensure public safety. Over the last few months this has included properties in Helensburgh and Tighnabruaich. Where necessary, dangerous or defective buildings notices are issued to prompt remedial work to be carried out. Scottish Government proposals for a Building Levy have been outlined. This will be applied to owners/developers on issue of building completion certificate. It is intended that this levy will be collected by Revenue Scotland and used to fund repairs and replacement of cladding materials nationally. Further information is awaited on how this may impact on small developments in rural areas. Page 88
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Despite a downturn in warrant numbers and loss of commercial income, it is anticipated that building warrant income for 24/25 will be above budget projections. This has been due to several larger applications being submitted and the 14% increase in fees that was applied in April 2024. The loss of commercial income from other local authorities is projected to continue into 25/26. This budget pressure of £100k will be offset by the increase in fees in 25/26 and the measures already outlined in the Building Standards Investment Plan 24-27, of: • Increasing capacity within the team, and developing the workforce and competencies • Reducing dependency on commercialisation with resource directed to increase inspections during construction • Retaining performance and customers focus, and making better use of digital services. However a budget pressure exists for 25/26 due to a £26k reduction in Building Standards funding received as part of GAE from the Scottish Government. 9.4 Regulatory Services: There continues to be resourcing challenges within environmental health due to the national shortage of qualified Environmental Health Officers (EHO) and Regulatory Services Officers (RSO), and difficulty attracting suitable candidates to other posts. This is impacting on workload capacity and the service is targeting resources on a risk-based approach. The service has been innovative and creative in developing “career pathways” for a range of posts, created new temporary Authorised Officer posts and have short-term agency staff. Notwithstanding, there are currently 3.5 EHO and one RSO posts vacant. There are ongoing food alerts relating to recall of products including products containing mustard that may be contaminated with peanut butter and Environmental Health took action to protect public health. As a result of the recent confirmed case of Foot and Mouth Disease (FMD) in Germany, from 15th January 2025 it is not permitted to bring 2kg of products from susceptible species, such as sheep, pigs and cows, from Germany into Great Britain for personal consumption. Due to further spread of the disease this has since been extended to cover imports from Austria, Hungary and Slovakia. Continued vigilance is required around avian influenza with confirmed cases in Yorkshire, and one report of a case in a wild bird in Argyll and Bute. The risk to the general public avian influenza continues to be Page 89
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classed as very low, although advice to not handle wild bird carcasses remains in effect. Amending legislation removes the 16-week limit on the length of time packs of Class A eggs can continue to be marked as “free-range” where the laying hens’ daytime access to open-air runs has been subject to restrictions. A watching brief is continuing around Bluetongue, with cases identified in England last year. The Food Control general food program has now recommenced. The Council’s Regulatory Services Manager, Alan Morrison has had the honour of been elected as President of the Royal Environmental Health Institute of Scotland. This is the professional accreditation qualification body, and aims to promote the advancement of Environmental Health. A historic land use database, mapping all historic industrial land in Argyll and Bute has been created. With over 5,000 areas this will streamline and support work carried out by development management and environmental health. The Scottish Government is seeking to further regulate non-surgical cosmetic procedures. They are seeking a model of regulation which protects the public while being proportionate and providing a framework where potential clients can undergo procedures with confidence, and responsible, safe providers can continue offering them. 9.4 Short Term Lets: A total of 3,462 short-term let licences have been submitted to the Council, with 1,166 applications still to be determined. Overall this means that 66% of applications have been determined compared to the Scottish average of 67%. Delays have been due to various factors including the new licensing scheme, lack of resources and absence of documentation in some applications. The team continue to receive between 20 and 30 new applications per month. With there being a nine-month limit for determinations this means resources must be maintained to progressing these applications. As of March first checks were being carried out on new applications received on 20th February 2025, and second checks for those received on 15th January 2025. Page 90
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For existing applications the team are currently carrying out second checks on those received up to 21st September 2023. The team have started the process of issuing deemed grant licences for those applications which cannot be fully processed to a 3-year licence, in these cases deemed grant licences are being issued for a period of one year. Preparation is underway for renewals for those hosts who are deemed granted or for early approvals. Work includes development of processes, consideration of fees and changes to our ICT systems. Maintaining resources on new applications is to be progressed to ensure they do not go out with processing timescales. Currently there are six full time and two part time licensing assistants carrying out work on new and existing applications. These complement the two licensing officers who concentrate on objections, enquiries and inspections, variations, and transfer of licences. An audit of processes being carried out by the team has taken place and was positive. 10. POLICY LEAD FOR ROADS, TRANSPORT AND AMENITY SERVICES – Cllr John Armour 10.1 Introduction: Since my last report to November 2024 Council, 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 Storm Eowyn: I have been reflecting on all of the different things that the Council has done during what was a pretty stressful and anxious time for a lot of people across Argyll and Bute with the red weather warning in January. Since the day of the storm, I have received a number of positive comments from residents and communities regarding the efforts and commitment from staff in helping clear up the aftermath, and those efforts being carried out in what were quite often challenging times for staff to be out working in. Page 91
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I was out and about myself shortly after the warning was lifted and witnessed first-hand the aftermath and the efforts from staff. It’s safe to say I am sure some of our staff will have had their fair share of issues at home as a result of the storm as well and I just want to ensure that my sincerest thanks are passed on to all staff who were instrumental in making sure that our residents were able to get back to some form of normality. The hard work and dedication of staff is very much appreciated and their efforts have not gone unnoticed so a sincere thank you to each and every one of them. We cannot underestimate the effect climate change will have on weather systems in years to come. Storm Eowyn had a devastating effect on communities across Argyll and Bute - power cuts, cancelled ferries, damage to property, blocked roads and localised tidal flooding. We are still picking up the pieces. In the recent budget, we agreed to set aside funding for future emergencies, like October 2023 and Storm Eowyn, so we can get back on our feet as quickly as possible. However, we would also like to work with the Scottish Government to find the best way of funding storm damage and finding ways to mitigate against the impact of climate change on this type of event across diverse, rural communities such as ours. 10.3 Roads Reconstruction Programme: The Administration’s February budget included an £8m uplift to the Roads Reconstruction Programme. The annual roads reconstruction programme plays a vital role in making Argyll and Bute’s road network more resilient, less susceptible to damage and so requiring fewer reactive repairs such as filling potholes or jet patching. Page 92
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It takes sustained funding at adequate levels to ensure that the network can be maintained in the long-term. Realistically, it would take £122m to bring all Argyll and Bute’s roads up to A1 standard. Most Councils are in a similar position, albeit with varying backlogs. However, the £80m investment the Council has made over the past decade has had a positive effect on the network conditions. The new programme of work will include surface dressing and bituminous surfacing inlays and overlays. Included within the schemes are improvements to culverts and ditches, to prevent water running across roads, will in turn prevent future damage to the structure of roads in winter. Argyll and Bute’s roads keep our communities connected and drive our economy. The Council recognises their strategic importance and so chose to increase the roads reconstruction budget for 2025/26 from £2m to £10m in its budget. Maintaining our roads is challenging, nearly one third of our network is made up of unclassified roads, over 80% of the network is in rural areas and 24% are over peat, which costs more for construction and maintenance. That’s why it takes considerable investment and we will continue to invest wisely, and where it will make the most difference. You can read more about the programme of works in the March Environment, Development and Infrastructure Committee papers. 10.4 Waste Transfer Station: At the Environment, Development and Infrastructure Committee in March, Members took the decision not to proceed with a new Waste Transfer Station, in Helensburgh. A review of the project undertaken by officers indicated that it was not value for money and not the best solution to provide Biodegradable Municipal Waste (BMW) Ban compliant waste disposal arrangements for Helensburgh and Lomond. This makes a saving of £3 million which will be used to address cost pressures within the waste service. Page 93
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The original plan was to build a Waste Transfer Station that would enable the Council to become compliant with the new waste regulations. However, after the project was started, the Council’s waste off-taker for the area withdrew from the market. The alternative arrangements made, with a firm in Linwood, are already compliant with the BMW ban. After modelling the costs to finance the build and running costs of a new waste transfer station, it was clear that continuing with the arrangements with the third party waste management company provided better value for money at this point in time. This decision shows how the Council can adapt when circumstances and new opportunities present. Our duty is to manage public money prudently, and at the moment this money can be better used on other waste projects. However, should circumstances change in the future, there are plans and permissions in place for a waste transfer station that can be actioned swiftly so the Council are a in a good position to meet any future requirements. 10.5 Pavement Parking Ban: On 11th December 2023, the Scottish Government brought part 6 of its Transport (Scotland) Act 2019. This introduced three new parking prohibitions: • Pavement parking • Double parking • Dropped footway parking The Council agreed to enforce these restrictions from Monday 3rd March 2025. It is important to remember that the legislation was designed to make things safer for pedestrians who should not be forced onto busy roads because the pavement or dropped kerb is blocked by a vehicle. The creation of two new warden posts was agreed by Committee; one based in Mid Argyll, Kintyre and the Islands, and one based in Helensburgh and Lomond, to support both the enforcement of the new prohibitions but also to enhance the capacity to enforce restrictions under the Decriminalised Parking Enforcement (DPE) regime. Officers within the service are preparing information to share with Elected Members and members of the public which aims to provide guidance on the assessment and implementation of Exemption Orders, the signing and lining requirements and the enforcement of the prohibitions (including the issue and processing of Penalty Charge Notices) – please do keep an eye out for this helpful guidance. Page 94
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Have a look at the FAQs on Pavement Parking which can be found on the Council’s website Pavement Parking prohibition FAQs | Argyll and Bute Council 10.6 20mph Speed Limits: The Environment, Development and Infrastructure Committee in December 2024 heard how Transport Scotland has provided funding to identify suitable areas to introduce 20mph restrictions locally, for a trial period, to make streets safer and encourage active travel choices. The project is in response to a Scottish Government commitment to create a healthier, greener and safer Scotland and that the introduction of 20 mph restrictions can help create a safer street environment that can be shared more equally between different road users. Currently the default speed limit on restricted roads (generally where there are street lights) is 30mph. In December 2023, the Scottish Government advised that it would follow its 20mph project locally through traffic regulation orders rather than a using a default 20mph speed limit on all restricted roads. Monitoring and evaluation before and after the trial will inform whether or not limits have achieved appropriate speed reductions. If not, and without funding for physical measures like signage, chicanes and speed bumps, the speed limits may revert to existing levels. Our roads are used more than they have ever been, in different ways, so we have to make sure they are safe and work for everyone. I welcome this Scottish Government funding because it will help us gather enough data to make informed decisions we can use going forward. We are not deciding to implement any restrictions right at this moment – we will have more detail to consider at a future meeting. The 20mph zones might not be right in every instance, but this is our chance to find the right speed for the right place. If asked for your views, I would encourage you to feedback. I do feel there is some confusion and would want to clarify that there is no consultation on 20mph zones at the moment, what we have is Scottish Government funding to allow the Council to obtain extra resource required to deliver the project, to identify suitable areas to introduce 20mph restrictions locally, for a trial period. Monitoring and evaluation before and after the trial will inform whether or not limits have achieved appropriate speed reductions. It is estimated that the project will take up to two years to complete and you can read about the key stages in the report which went to the Page 95
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Council’s Environment, Development and Infrastructure Committee in December 2024:- Agenda for Environment, Development and Infrastructure Committee on Thursday, 19 December 2024, 11:00 am - Argyll and Bute Council (item 10) Feedback from everyone is welcome and I would encourage to speak to your local members regarding your area to allow them to feed into the discussions. 10.7 Roads and Infrastructure Service Review (RIS Review): The Environment, Development and Infrastructure Committee in March were provided with an update on progress and next steps in relation to the Roads and Infrastructure Service Review (RIS Review). The previous update in December 2024 set out that a review of the Stage 1 recommendations had been completed and that the work required to conclude Stage 2 of the review process would be completed shortly and result in the development of a set of priority improvement actions with the intention of delivering change in a phased and prioritised manner. The March report noted that Stage 2 of the RIS Review had now been completed resulting in a programme of 12 priority improvement actions that have been grouped into thematic workstreams – further information on these priority improvement actions can be found in the link below. REVIEW OF ROADS AND INFRASTRUCTURE SERVICES - UPDATE.pdf 10.8 Active Travel: There are a number of active travel activities underway, including the Lochgilphead Front Green to Crinan Canal Active Travel Route – the Council has been asking for views on the latest design drawings for a walking, wheeling and cycling route between Lochgilphead Front Green and the Crinan Canal, this consultation closed on 15th April 2025. I would want to remind everyone that this work is being fully funded through Transport Scotland’s Local Authority Direct Award Scheme. This funding scheme was formerly known as Cycling Walking Safer Streets and can only be used for active travel projects. The Council cannot use this funding for other related activities – I often see comments on social media about why the Council are pursing active travel projects and that this money should be spend on other activities. That simply cannot happen, this funding is ring fenced. Without officers being successful in gathering this funding, a number of the active travel schemes that have been implemented and are in progress would simply not be able to happen. Page 96
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Further in relation to Active Travel, at the December Environment, Development and Infrastructure Committee, Members agreed the draft Active Travel Strategy and agreed to put it out for public consultation. The Scottish Government has committed to national funding for active travel to speed up the delivery of new active travel infrastructure and behaviour change projects. However, opportunities to secure a share of this funding require local authorities to demonstrate a relevant and up-to- date Active Travel Strategy and delivery plan as one of the key criteria. We strive to provide a network of high-quality routes suitable for safe cycling and walking within each of our main towns that link people to places of employment and education, shopping areas, leisure centres, hospitals and other prime hubs. Over the last five years, the council has secured £9.4 million of external funding to develop some of these networks across Argyll and Bute, many of which are now in operation and are being well used by local communities. In addition, we have successfully secured highly competitive external funding to fund the staff costs of the active travel team doing the work to progress these plans. A key part of developing viable active travel routes, however, is listening to what our communities, residents and businesses need, and I would urge as many people as possible to let us know their views on the draft strategy by taking part in our consultation when it is launched this year. 10.9 Dog Fouling: Back in 2021, the Council undertook a campaign in a bid to encourage the public to pick up after their dogs – again, we are calling for dog owners to be responsible and pick up after their pups. We know most people clean up after their dogs, however we want to remind the small minority of people who don’t that this just isn’t acceptable, particularly when they let their dogs foul in areas where children play. It’s a potential health hazard, and it can be particularly unpleasant for wheelchair users and other people with disabilities. I’m sure if more people considered the effect not picking up after their dog has on others, they would be more considerate. And remember, bagging it then leaving the bag on a tree or a bush is not acceptable either. The Council’s website has lots of information about how to be a responsible dog owner, including information on dog fouling and its consequences. There are also posters you can download and use on community notice boards and farms to remind people they are responsible for their dogs. Under the Dog Fouling (Scotland) Act, people responsible for a dog who do not move to clear up after the animal can be fined £80 on the spot. The Page 97
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fines can be handed out by the environment wardens, some other Council officers and the Police. I know communities feel really strongly about this issue. We want to do something about it but we all need to act together. The Council has limited resources so we need to target them effectively – knowing where and when to send out our wardens would be helpful. If we have the evidence we need to take appropriate action, we will. I was pleased to see on social media the Tarbert Academy Primary and Early Level pupils campaign where they prepared an appeal to the community for people to stop allowing their dogs to use the football pitches – pupils did very well in their promotion of this campaign and are clearly very proud of their area and want to be able to use all of the facilities – this is the type of issue that irresponsible dog owners impact. To help us tackle the problem, and report instances of dog fouling, please call 01546 605514 or visit the Council website. 10.10 Strathclyde Concessionary Travel Scheme fares increase: Argyll and Bute Council’s strategic Environment, Development and Infrastructure Committee, for which I’m the Chair, at its meeting in December 2024, resolved unanimously to request that I write to the First Minister of Scotland to express our concerns about the disproportionately negative impact of the above on the elderly and vulnerable people living in our rural and island communities. I have expressed my concern to the First Minister that the new fare structure approved by the Strathclyde Concessionary Travel Scheme (SCTS) Joint Committee will mean that those vulnerable and elderly transport users face an increase of 165% for rural train and ferry journeys. The latter is particularly concerning given that many of this particular user group will often have to travel frequently to access health and social care services on the mainland where there are no local options available to them. An increase of this level, 165%, is deeply concerning especially in the context of vulnerable people with no other alternatives and when it applies to lifeline ferry services. People living in Argyll and Bute’s rural and island communities are demonstrably exposed to higher overall living costs and more likely to experience additional pressures like fuel poverty. It will be very challenging indeed for vulnerable and elderly people to have to find ways to cope with significantly increased costs for essential travel. The risks if Page 98
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they feel unable to travel due to unaffordability are serious in terms of overall health, wellbeing, isolation and more. We are mindful of the pressures on all public agencies at the moment, but this cannot be at the risk of the wellbeing of our most vulnerable residents nor indeed on our already fragile local communities who depend on transport links that are accessible at all levels, including that of cost. We are asking that the Scottish Government explores scope to provide additional funding for the Strathclyde Concessionary Travel Scheme which will first and foremost support older and vulnerable people to be able to afford the travel they need, but which would also allow a phased approach to pricing rather than the immediate imposition of such a steep increase. 10.11 Winter Plans and moving into Spring/Summer: I would also like to thank our hard-working staff on the ground who, year in year out, come to work in difficult conditions, to make sure the rest of us can get to our daily commitments as safely as possible. You will now see staff carrying out grass cutting and other maintenance works across the area as we head into Spring. 10.12 Highlands and Islands Airports (HIAL) and HiTRANS: I am having regular meetings with HIAL and HiTRANS in my role as Policy Lead – I am on a learning curve in terms of learning more about the great services that they deliver and have been enjoying the journey so far, I find these meetings really informative. It has been great to see the HIAL set up forums for each of our airports, and I attended the first meeting of Campbeltown Airport, it was great to see a good turnout at the meeting. 10.13 Surveys and Reviews: Bus Travel Survey: The Council are looking to hear about your experiences of travelling by bus, your views on local bus services, what would make bus travel more appealing and therefore make the bus services more sustainable in the future – please do take the time to look at the survey and have your say – the survey closes on 30th April 2025 Bus travel survey | Argyll and Bute Council Second Domestic Bin Review: At the December EDI Committee, the Council committed to carry out a consultation exercise regarding second bins and the criteria that should be considered for these. The Council is seeking your views on what you think about current arrangements for second green bins, and any changes we could make in the future to help us recycle more. The consultation is live on the Council’s website until 15th May and I would encourage everyone to take some time to respond. Consultation on second green bin collections | Argyll and Bute Council Page 99
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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 – 11th April 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 Page 100
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1 Argyll and Bute Council Date of Meeting: 24th April 2025 Title of Report: NHS Highland Director of Public Health Annual Report 2024 Presented by: Dr Tim Allison, Director of Public Health & Policy Argyll and Bute Council is asked to: • Note the Director of Public Health Annual Report • Support the recommendations laid out in the report 1. EXECUTIVE SUMMARY Directors of Public Health are required to produce an annual report concerning the state of health of their local population. There is no set format for the report and in recent years the reports have tended to focus on individual themes rather than acting as a repository for population health intelligence. The report for 2024 is presented to the Argyll and Bute Council. The report sets out information about the health and wellbeing of people in Highland and Argyll and Bute and focuses on health inequalities. It starts with information about the overall health of the population including people’s life expectancy and how things have changed over several years. Then there is a chapter about health inequalities, what they are and how they affect local people. This is followed by a section about ways of tackling health inequalities. The remainder of the report consists of chapters looking at different groups of people or different factors that relate to health inequalities including chapters on children, on vaccination, on the effects of alcohol and on under-represented groups. The report is not a comprehensive review of health inequalities but is intended to generate action which will tackle this important priority for NHS Highland and its partners. There are recommendations for action which are designed to help all agencies work to reduce inequality. 2. INTRODUCTION The Annual Report of the Director of Public Health for 2024 is presented. 3. DETAIL OF REPORT As in the online report: Page 101 Agenda Item 7
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2 Director of Public Health annual reports | NHS Highland 4. CONTRIBUTION TO STRATEGIC PRIORITIES This report provides information that will contribute in some way to all strategic objectives but particularly to the priority to: • Promote health and wellbeing across all communities and age groups 5. GOVERNANCE IMPLICATIONS 5.1 Financial Impact There are no direct financial implications from the paper. Some issues covered in the report will have indirect costs but others indirect savings. 5.2 Staff Governance There are no specific workforce implications from this paper, but a focus on the themes highlighted will affect work undertaken and will also improve the health of the workforce. 5.3 Clinical Governance Addressing health inequalities is an important aspect of clinical governance. 6. EQUALITY & DIVERSITY IMPLICATIONS The report addresses equality issues. 7. RISK ASSESSMENT Risks are managed in line with NHS Highlands policy. 8. PUBLIC & USER INVOLVEMENT & ENGAGEMENT This is an independent report from the Director of Public Health. 9. CONCLUSIONS Members are asked to note and comment on the report. Author Name: Dr Tim Allison, Director of Public health Email: Tim.Allison@nhs.scot Page 102
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ARGYLL AND BUTE COUNCIL COUNCIL CHIEF EXECUTIVE 24 APRIL 2025 ARGYLL AND BUTE COUNCIL BEST VALUE AUDIT REPORT 2025 1.0 INTRODUCTION 1.1 The Accounts Commission in Scotland is an independent body that holds councils and other local government bodies to account. Through its Best Value Audits, it provides independent assurance on the financial sustainability of councils and helps drive forward improvements in council services and functions. This helps to improve the services that we deliver as a council for our communities. 1.2 This month, the Accounts Commission has published the most recent Argyll and Bute Council Best Value Report. The report prior to this was in 2020. 1.3 The Report advises that there are currently no significant areas of concern about the council and highlights positive achievements by the council in areas including financial reporting and management, delivery of savings, collaboration, innovation and our embracing of digital technology to deliver services. The Accounts Commission reports that it is pleased to see that improvement actions from previous Best Value reports have been completed. The report identifies important pieces of work that are currently in the pipeline and looks forward to seeing those delivered. There are also recommended improvement actions in the report, including longer term transformation planning based on priorities, and these will be built into a forthcoming Corporate Improvement Plan. 2.0 RECOMMENDATIONS It is recommended that Council 2.1 Note the positive overall findings of the Accounts Commission’s Best Value Audit Report 2025. Page 103 Agenda Item 8
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2.2 Agree that a Corporate Improvement Plan, incorporating the actions identified in the report, will be brought forward to June Council. 3.0 DETAIL 3.1 The Accounts Commission considers that its Best Value Reports are now more important than ever, given the ongoing financial challenges impacting councils in Scotland. It is a statutory requirement for local authorities to deliver Best Value and it is the Accounts Commission’s responsibility to scrutinise this and report on whether councils are delivering on this duty. 3.2 The Best Value Report for Argyll and Bute was published in March and considered by the Accounts Commission at their meeting on 13th March in public session. The Council’s external auditors, Forvis Mazars LLC, had carried out a fact-finding process with officers to develop a draft report and then they, and the Controller of Audit, were scrutinised by Accounts Commission members through questioning at the meeting. 3.3 The best Value Report presents a broadly positive assessment of the Council’s progress. The Deputy Chair of the Accounts Commission said: ‘Argyll and Bute Council has tackled the challenges if faces with innovation and collaboration, including embracing new technology to deliver services. In many ways this is a council that is ahead of the game in its use of digital technology to deliver services to its rural and island communities’. 3.4 The report recognises that the council has delivered significant, recurring savings at a time when all councils are facing pressures from rising demand and increasing costs. The report recognises that the council also has a long-standing culture of innovation and that we now have a real opportunity to harness this as we face up to the challenges of future budget challenges. 3.5 There is clear direction from the report in relation to our new Corporate Plan, streamlined performance indicators and public performance reporting, all of which are in the pipeline. Whilst recognising our long-standing culture of innovation, the report recommends that we evidence a more strategic approach to transformation. 3.6 The report is positive in describing the council’s management and reporting of financial matters and budget setting as comprehensive whilst also saying that it expects to see a more strategic approach adopted to savings planning, driven by corporate priorities. 3.7 Engaging with communities is identified as increasingly important and our newly adopted Community Engagement Framework provides officers with support and guidance in delivering on this. 3.8 The Accounts Commission commends the council on our approach to workforce planning, including around agile working. Our approach is well embedded and Page 104
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supported by effective digital networks and devices as well as remote and agile working policies. We will continue to update our workforce planning to reflect the corporate plan and strategic priorities and will also take action to reduce the number of temporary posts that were highlighted in the report. 4.0 CONCLUSION 4.1 This report marks an improvement from the previous Best Value Report published in 2020, highlighting areas of strong performance with no areas of concern. 4.2 Officers will now prepare a Corporate Improvement Plan to bring forward to Council in June that addresses the recommended improvements from this report. 5.0 IMPLICATIONS 5.1 Policy – No implications directly from the report. 5.2 Financial – The report highlights that the Council has sound financial arrangements in place. 5.3 Legal – The report gives assurance on the council continuing to meet its duty to deliver Best Value 5.4 HR – The report commends the councils approach to workforce planning and agile working. 5.5 Fairer Scotland Duty: 6.5.1 Equalities - protected characteristics – no impact assessment required 6.5.2 Socio-economic Duty – no impact assessment required 6.5.3 Islands – No impact assessment required 6.6 Climate Change – No implications directly from this report. 6.7 Risk – The report highlights that the council is low risk in terms of meeting its statutory duty to deliver best value. 6.8 Customer Service – No implications directly from this report. 6.9 The Rights of the Child (UNCRC) – no assessment required Chief Executive April 2025 For further information contact: Jane Fowler, Head of Customer Support Services APPENDICES Appendix 1 Controller of Audit Report into Best Value – Argyll and Bute Council 2025 Page 105
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Best Value Argyll and Bute Council Prepared by the Controller of Audit April 2025 Page 107
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2Best Value: Argyll and Bute Council Contents Key facts 3 Commission findings 4 Controller of Audit report 6 Appendix 1 13 Appendix 2 14 Accessibility You can find out more and read this report using assistive technology on our website www.audit.scot/accessibility. Page 108
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3Key facts Key facts 2,667 Square miles 87,810 Population 4,679 Workforce (3,911 FTE) 36 Elected members: 12 SNP, 9 Conservative, 9 Independent, 4 Liberal Democrats, 1 Labour, and 1 Green Party (Coalition administration excluding 9 Conservative and 4 Independent councillors) £28.6m Cumulative revenue budget gap, five years 2025/26 – 2029/30 £284.5m Net revenue budget/expenditure 2023/24 £33.2m Capital budget 2023/24 Page 109
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4 1. Chapter title Commission findings Commission findings The Accounts Commission endorses the Controller of Audit’s report on Best Value in Argyll and Bute Council (presented at page 6) and the recommendations made by the auditors. Following consideration of these reports at its meeting on 13 March, the Commission has made the findings presented below: 1 Based on the audit evidence presented, the Commission concludes that there are currently no significant areas of concern and is pleased to see improvement actions from previous Best Value reports completed. Following the change in political leadership last year, we recognise the council now has many critical pieces of work in the pipeline, including a new corporate plan, and look forward to seeing how this plan sets a strategic direction for ensuring financial sustainability and meeting the needs of service users across Argyll and Bute. 2 The council must now ensure that its new corporate plan maintains a clarity of vision, that supporting strategies and policies are aligned to it, and that the plan is underpinned by more streamlined and focused performance reporting and key performance indicators to drive continuous improvement. Recognising the council’s mixed performance, we would encourage the council to progress with developing its corporate improvement plan and want to see evidence of more coherent and transparent public performance reporting, aligned to the Statutory Performance Information Direction. 3 Given its remote and rural characteristics, the council is ahead of the game in terms of achieving efficiencies, including through its use of digital technology, with exciting examples of innovation within service areas. However, the potential for further management efficiency savings may now be limited. In line with our forthcoming Best Value reporting on transformation, we will expect the council to build on its culture of innovation and provide evidence of a more strategic approach to transformation and service redesign, aligned to its new corporate priorities and required savings. 4 The council has comprehensive structures for managing and reporting financial matters and for budget-setting, and a strong track record of delivering recurring savings. However, given the budget gap projected over the next five years, we Page 110
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Commission findings 5 expect the council to adopt a more strategic approach to savings planning, driven by its new corporate priorities – and difficult decisions may now start to test its collaborative working arrangements. 5 As savings options become more challenging to identify, engaging with communities is increasingly important. The council’s community engagement strategy should support this critical dialogue and needs to be embedded across the organisation. 6 The council’s approach to workforce planning, including around agile working, is to be commended and should be shared with others. It will be important to ensure that strategic and operational workforce plans remain aligned to the new corporate plan. As a Commission, we will watch with interest as to whether the plan to introduce more hybrid and flexible working arrangements and promote more permanent positions addresses underlying workforce issues and would encourage the council to regularly monitor and report on progress and impact. Page 111
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6Controller of Audit report Controller of Audit report Introduction 1. This report is made by the Controller of Audit to the Commission under Section 102(1) of the amended Local Government (Scotland) Act 1973. It is based on evidence collected in the 2022/23 and 2023/24 annual audits of the council, with the latter reported in December 2024. Appendix 1 includes links to the 2022/23 and 2023/24 Annual Audit Reports (AAR) and Appendix 2 includes a link to the Best Value Statutory Guidance. 2. The reporting of Best Value is undertaken through the annual audit of each council and includes detailed work focusing on a Scotland-wide theme. The Best Value theme for 2022/23 was councils’ leadership of the development of new local strategic priorities while the 2023/24 theme focused on workforce innovation. Pace of continuous improvement 3. Argyll and Bute Council (the council) has made good progress with previous improvement recommendations and remains committed to the principles of Best Value. A change in political leadership at the council in 2024 has led to a period of policy review. It will be important for this review to be completed on a timely basis and for plans to remain aligned. Best Value Assurance Report (BVAR) follow-up 4. The last full BVAR was published in May 2020 following work undertaken before the Covid-19 pandemic. The Accounts Commission welcomed the progress made by the council since a series of statutory Commission reports in October 2013, July 2014, and December 2015. In particular, the Accounts Commission welcomed the significantly improved relationships among elected members and between members and officers, providing a sound basis for tackling future challenges. 5. The May 2020 report did find, however, that the council was not yet in a position to demonstrate the achievement of all aspects of Best Value. In some key areas the pace of improvement had been slow and there was limited evidence of the council using performance information to drive improvement. 6. In total there were seven recommendations made across a number of areas including transformation, performance reporting, engagement with staff and communities, elected member training and assessing the contribution of economic development activity. Page 112
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Controller of Audit report 7 7. A Best Value Improvement Action Plan was agreed, with updates on progress taken to the Audit and Scrutiny Committee. Reports demonstrated good progress in 2021/22 with all improvement actions marked as complete in March 2023. Leadership thematic review 8. Following the local government local elections in May 2022, officers and elected members worked effectively to agree a new approach to strategic planning and performance reporting. An updated Corporate Plan 2023–27 was approved. This set out a continued commitment to the vision of a ‘successful, vibrant Argyll and Bute with a growing population and thriving economy’. 9. An Annual Business Plan underpins the Corporate Plan which sets out actions for all services and demonstrates how they align with Corporate Plan priorities and the Local Outcomes Improvement Plan. An annual progress report on the business plan is taken to the council. 10. The council’s priorities include a focus on reducing inequalities and ensuring the council distributes its resources fairly and equitably. Tackling climate change is also a priority for the council with a climate action plan setting out how it will support the Scottish Government’s climate change targets. 11. Following the change in political leadership in April 2024, the Corporate Plan, along with other policy documents and the Performance Improvement Framework, have been going through a process of review (scheduled for completion by March 2025). Community engagement 12. The council carries out regular satisfaction surveys through its customer service centre and has also committed to develop eight locality action plans due for publication in July 2025. Annual budget consultations are undertaken and considered as part of budget-setting. In 2023/24, the council trialled the use of a budget simulator tool in its consultation process which received approximately 400 responses. In 2024/25, the council received 261 responses. 13. The council has established a Community Engagement Strategy Group to develop a community engagement framework and tools for use in engagement activities. This is due in early 2025. Effectiveness of performance reporting 14. The council’s Annual Report forms a key part of its public performance reporting duties. The 2023/24 report was taken to committee in December 2024 and approved by the council on Page 113
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Controller of Audit report 8 27 February 2025. The report was not available to the auditors at the time they produced their annual audit report. 15. The council’s Annual Report sets out performance against corporate plan priorities and is based on information gathered in more detailed service annual performance reviews (not published). 16. The council’s Corporate Plan is supplemented by an annual business plan and progress against the business plan is reported to committee and noted by the council on an annual basis. 17. There are also well-established arrangements for reporting at area committee level with Quarterly Area Committee Performance Reports for the council’s four administrative areas. Each of the Area Committee Performance Reports link with and assess corporate outcomes laid out in the Corporate Plan, showing clear links to overall strategy. 18. The auditor has, however, identified scope for the improved use of key performance indicators linked to targets in the council’s plans and reports, and the council is actively taking this forward. The auditor has also highlighted the ongoing development activity on a new corporate improvement plan (originally due in autumn 2024). The previous corporate improvement plan ended in 2022. 19. The corporate improvement plan will identify corporate thematic improvements. Evidence for needed improvement will come from a range of sources including audits, self-assessment activities, feedback from employees or customers, previous improvement activity undertaken through accredited bodies and benchmarking. 20. The council has committed to a review of its approach to self- assessment including how it uses the Local Government Benchmarking Framework (LGBF) indicators. Reported performance 21. The council’s Annual Report 2023/24 includes a review of its performance via seven high-level corporate outcomes and a series of 47 corporate outcome indicators (COIs). Of the 47 COI indicators, 26 were assessed as on track/above target/no target with improving performance, and 21 were classed as off track/under target/no data. 22. Corporate outcome: ‘Children and young people have the best possible start’ is the best performing with 75 per cent (6 out of 8) of indicators on track. Corporate outcome: ‘Education, skills and training maximise opportunities for all’ is the worst performer with 14 per cent (1 out of 7) on track. 23. A review of the LGBF performance indicators shows that 64 of 107 available indicators had improved since the base year. Performance was improved or maintained, as compared to last year, in the areas of Tackling climate change, Financial sustainability, Satisfaction, Culture and leisure Page 114
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Controller of Audit report 9 services, Corporate services, Economic development and Environmental services. Performance declined as compared to last year, in the areas of Children’s services and Adult and social work services. The council compares positively when compared to family group members. Workforce planning 24. The council has recently introduced a Strategic Workforce Plan for 2024-28 which is clearly aligned to the council’s People Strategy 2024- 28. Both are based upon the Connect for Success model established within the council’s Corporate Plan. Both documents have annual delivery plans, with the first intelligence due in March 2025. 25. At operational level, workforce planning reviews are performed (and feed into a Workforce Planning Risk Matrix) at managerial level. This ongoing process enables operational managers to highlight potential workforce planning risks. The Workforce Planning Risk Matrix highlights key concerns and suggestions and is informed by workforce data, adopting a Red/Amber/Green status for categories. The matrix has been shared with other councils as an example of good practice in workforce planning. 26. The council is developing the capability of its workforce and is implementing modern agile work policies to enhance the capacity and skills of its workforce. The Agile Workforce Plan is still in an early phase of implementation and the intention is to monitor and review it alongside the Hybrid and Flexible Working Policy on an annual basis. Therefore, the effectiveness of these arrangements in changing the workforce trend cannot be fully determined. 27. Quarterly Health of the Organisation reports are used to monitor and inform workforce planning, with a specific section in the report relating to the delivery of the Workforce Plan and any associated actions. These contain key metrics and quantitative statistics for the chosen department/ directorate compared to the council as a whole, including payroll data, age profiling, staff turnover, employment type. 28. There remains a risk that the ongoing review of council priorities could impact workforce planning. The council should ensure that regular reviews and monitoring of workforce plans are performed so it is consistently aligned with its overall strategy. 29. The council released a Hybrid and Flexible Work Policy in 2023/24. Feedback was gathered from trade union and employee discussions and a first-year review of the policy is ongoing (originally scheduled for release in December 2024). 30. Recent workforce trends show an increase in temporary and agency staff, now making up about 16 per cent of the workforce. Around 60 per cent of these temporary staff leave before their contracts end. A high turnover and reliance on agency recruitment may lead to Page 115
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Controller of Audit report 10 higher costs and reduced quality of services. To address this, the Agile Workforce Plan aims to introduce more hybrid and flexible working arrangements and promote more permanent positions across the organisation. 31. The council introduced initiatives such as ‘Growing Our Own’ to assist with recruitment and to support a pipeline of talent into the workforce. It includes development via work experience, student sponsorship, trainees, apprenticeships etc. 32. The council participates in joint training and service delivery alongside other local government bodies in Scotland. Financial management and sustainability 33. The auditors concluded that the council has effective financial planning, with budget monitoring and reporting arrangements in place and a Medium-Term Financial Plan (MTFP) for the four-year period 2025/26 to 2029/30. 34. The auditor’s review of previously issued MTFPs at the council provides assurance that forecasts are based on prudent assumptions including the council’s latest understanding of future government funding arrangements, local revenue assumptions, service demand and other costs pressures. 35. The council has a good track record of delivering planned savings with 92 per cent and 98 per cent of savings delivered in 2022/23 and 2023/24. Around 73 per cent of new savings approved for 2023/24 were recurring and 27 per cent one off. 36. Overall budget underspends of £7.9 million and £4.9 million (before earmarking adjustments) were reported, for 2022/23 and 2023/24, with significant underspends on loans fund budgets. However, there was a £1 million overspend on services in 2023/24 due in part to unanticipated weather-related incident costs of £0.8 million. 37. Loans fund underspends were achieved after the application of Scottish Government financial flexibilities enabling the reprofiling of debt repayments on service concession arrangements. Flexibilities were applied in 2023/24 with a one-off retrospective gain/cost deferral of £36 million and an in-year gain/cost deferral of £4.8 million. The council applied £5.4 million of the retrospective amount to cover principal repayments in 2022/23, earmarking the remaining £30.6 million for capital investment in priorities for Argyll and Bute. There was also a one- off gain of £0.9 million in 2023/24 from the early redemption of external borrowing. 38. Following earmarking adjustments, the council drew on £9.7 million of General Fund balances in 2022/23 before contributing £29.4 million to increase them in 2023/24. The uncommitted General Fund balance Page 116
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Controller of Audit report 11 increased by £1.4 million to £8.3 million in 2023/24, remaining above the council’s two per cent policy intention. Key financial information is included in Exhibit 1. Budget-setting 2022/23 (£m) 2023/24 (£m) 2024/25 (£m) Budget gap 2.2 13.1 10.2 Planned to be met via: • Savings 3 9.5 4.6 • Increase in fees and charges 0.4 (3%) 0.8 (6%) 0.4 • Use of (contribution to) reserves (2.8) 0 1.2 • Increase in Council Tax income 1.6 (3%) 2.8 (5%) 4 (second homes) Actual Savings delivered 92% 98% - Reserves Total usable reserves carried forward 93.8 121.7 General Fund 86.4 115.7 Earmarked 79.5 107.4 Uncommitted 6.9 8.3 Exhibit 1. Argyll and Bute Council – key financial information Source: Council accounts and committee papers 39. After additional funding to support a council tax freeze, and the application of £2 million of reduced employer pension contributions, there remained a £10.2 million budget gap for 2024/25. This gap was closed and a balanced budget set after the approval of £4.6 million of savings; £4 million of additional income from council tax increases on second homes; £0.4 million additional income from increased fees and charges; and the use of £1.2 million reserves. 40. The council took advantage of the latest positive valuation of Strathclyde pension fund and elected to pay reduced employer pension contributions in 2024/25 and 2025/26. Of the £13.75 million reduced contributions they approved the use of £6 million to support budgets at £2 million a year for three years including 2026/27, with the balance being earmarked to support the capital plan and spend to save initiatives. Page 117
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Controller of Audit report 12 41. The 2024/25 revenue budget monitoring report for the end of October 2024 forecast an overspend on services of £4.6 million. Although £2 million of this relates to health and social care and would fall to be met by the IJB from reserve balances, and £0.8 million would fall to be funded by Crown Estate funding. The narrative to the report also indicates a potential underspend on the loans fund which is not quantified. 42. Budget estimates after the revised assumptions in October 2024 give an anticipated in-year budget gap of £9.1 million for 2025/26, and a cumulative budget gap of £28.6 million by the end of 2029/30, based on a ‘mid-range’ scenario. The council’s ‘worst case’ scenario highlights a potential £93.2 million cumulative budget gap by the end of 2029/30. 43. While the council has managed to make savings in the past, it does not have a dedicated savings plan document. These are only drawn up at an operational level and do not feed in to aggregated savings plans. The council should look to take a more strategic approach to considering a range of savings options to ensure effective monitoring of savings and to support councillors and officers to continue working together to make difficult decisions. Delivery of the capital programme 44. The council experienced significant slippage on the delivery of its capital programme in 2022/23. While there was over-delivery of £4.7 million against the £33.2 million 2023/24 programme, cumulative slippage remained at £23.1 million at 31 March 2024. 45. The council reports that elements of capital slippage can be attributed to incorrect profiling of spend as opposed to delays in the programme. The auditors concluded that there were no significant weaknesses in arrangements. 46. General Capital Grant received from the Scottish Government has fallen by £3.4 million from the £12.3 million received in 2019-20, impacting the council’s capital programme. When the capital programme for 2024/25 was set, a cumulative three-year gap of £29.8 million was closed by the deferral of £11.6 million of expenditure and the use of earmarked reserves. In total, £18.4 million of prudential borrowing was included in the financing for the three years to 2026/27. Levels of debt/capital financing requirement 47. The council’s Capital Financing Requirement increased from £291.8 million to £332.4 million in 2023/24 due to the use of financial flexibilities and the write back of historic amounts relating to service concession arrangement debt. There had been a reduction in the capital financing requirement of £15.3 million in 2022/23. Page 118
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13Appendix 1 Appendix 1 2022/23 Annual Audit Report Argyll and Bute Council March 2024 Annual Audit Report Argyll and Bute Council – Year ended 31 March 2023 March 2024 2023/24 Annual Audit Report Argyll and Bute Council December 2024 Annual Audit Report Argyll and Bute Council – year ended 31 March 2024 December 2024 2022/23 and 2023/24 Annual Audit Reports These reports summarise the findings from the 2022/23 and 2023/24 annual audits of Argyll and Bute Council. Each Annual Audit Report comprises: • significant matters arising from the audit of the council’s Annual Accounts • conclusions on the council’s performance in meeting its Best Value duties • conclusions on the following wider scope areas that frame public audit as set out in the Code of Audit Practice 2021: – Financial management – Financial sustainability – Vision, leadership, and governance – Use of resources to improve outcomes. Page 119
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14Appendix 2 Appendix 2 Best Value Statutory Guidance The Local Government in Scotland Act 2003 introduced a statutory framework for Best Value for local authorities. The Best Value duties set out in the Act are: • to make arrangements to secure continuous improvement in performance (while maintaining an appropriate balance between quality and cost); and, in making those arrangements and securing that balance, to have regard to economy, efficiency, effectiveness, the equal opportunities requirement and to contribute to the achievement of sustainable development • to achieve break-even trading accounts, subject to mandatory disclosure • to observe proper accounting practices • to make arrangements for the reporting to the public of the outcome of the performance of functions. Page 120
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Best Value Argyll and Bute Council Audit Scotland, 4th Floor, 102 West Port, Edinburgh EH3 9DN Phone: 0131 625 1500 Email: info@audit.scot www.audit.scot ISBN 978 1 915839 67 1 Page 121
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ARGYLL AND BUTE COUNCIL COUNCIL LEGAL AND REGULATORY SUPPORT 24 APRIL 2025 POLITICAL MANAGEMENT ARRANGEMENTS 1.0 INTRODUCTION 1.1 Councillor Jim Lynch has advised of his resignation from the Oban Common Good Fund with immediate effect. The Council is asked to consider the appointment of a replacement Member. 2.0 RECOMMENDATIONS 2.1 The Council is asked to consider the appointment of a replacement Member to the Oban Common Good Fund. 3.0 DETAIL 3.1 Councillor Jim Lynch has advised of his resignation from the Oban Common Good Fund with immediate effect. 3.2 Since January 2011, the Council has appointed 2 members from Oban South and the Isles (Ward 4) and 2 members from Oban, North and Lorn (Ward 5) to serve as the decision making panel for Oban Common Good Fund applications as both wards have an interest in the former Burgh of Oban. 3.3 The current membership of the Oban Common Good Fund is as follows:- Councillor Kieron Green (Ward 5) Councillor Amanda Hampsey (Ward 4) Councillor Julie McKenzie (Ward 5) 4.0 CONCLUSION 4.1 This report asks Council to consider the appointment of a Member to Oban Common Good Fund. Page 123 Agenda Item 9
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5.0 IMPLICATIONS 5.1 Policy 5.2 Financial 5.3 Legal 5.4 HR 5.5 Fairer Scotland Duty: 5.5.1 Equalities - protected characteristics 5.5.2 Socio-economic Duty 5.5.3 Islands 5.6 Climate Change 5.7 Risk 5.8 Customer Service 5.9 The Rights of the Child (UNCRC) Douglas Hendry Executive Director with responsibility for Legal and Regulatory Support Policy Lead - Mark Irvine 10th April 2025 For further information contact: Shona Barton, Governance Manager (01436) 657605 Page 124
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ARGYLL AND BUTE COUNCIL COUNCIL LEGAL AND REGULATORY SUPPORT 24TH APRIL 2025 REVIEW OF THE HEALTH AND SOCIAL CARE INTEGRATION SCHEME 2025 1.0 EXECUTIVE SUMMARY 1.1 The purpose of this report is to advise Members of the requirement to review the Health and Social Care Integration Scheme (the Scheme) and the proposed steps to achieve this. 1.2 In line with the provisions of section 44 of the Public Bodies (Joint Working) (Scotland) Act 2014 a review of the Integration Scheme between Argyll and Bute Council and NHS Highland requires to be completed and ready for submission to Scottish Ministers no later than 23rd March 2026, or a decision taken by the partner bodies that no changes are necessary to the current scheme by that date. 1.3 It is recommended that Members:- • Note the requirement for a review of the current Integration Scheme to be carried out by 23rd March 2026. • Endorse the proposed steps in respect of carrying out the review, including the formation of a working group. • Note that further updates in respect of the review will be prepared for future meetings of the Council, IJB and NHS Highland Board. Page 125 Agenda Item 10
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ARGYLL AND BUTE COUNCIL COUNCIL LEGAL AND REGULATORY SUPPORT 24TH APRIL 2025 REVIEW OF THE HEALTH AND SOCIAL CARE INTEGRATION SCHEME 2025 2.0 INTRODUCTION 2.1 The purpose of this report is to advise Members of the requirement to review the current Integration Scheme and the proposed steps to achieve this. 2.2.1 In line with the provisions of section 44 of the Public Bodies (Joint Working) (Scotland) Act 2014 a review of the Integration Scheme between Argyll and Bute Council and NHS Highland requires to be completed and ready for submission to Scottish Ministers no later than 23rd March 2026, or a decision taken by the partner bodies that no changes are necessary to the current scheme by that date. 3.0 RECOMMENDATIONS It is recommended that Members:- 3.1 Note the requirement for a review of the current Integration Scheme to be carried out by 23rd March 2026. 3.2 Endorse the proposed steps in respect of carrying out the review, including the formation of a working group. 3.3 Note that further updates in respect of the review will be prepared for future meetings of the Council, IJB and NHS Highland Board. 4.0 DETAIL 4.1 The legal requirement to complete a review of an Integration Scheme is set out in Section 44 of the Public Bodies (Joint Working) (Scotland) Act 2014 (the Act). The Scheme must be reviewed each subsequent period of 5 years beginning with the day on which the Scheme was approved, in this case 23rd March 2021. 4.2 On this basis a review of the Scheme is required by law to be completed by 23rd March 2026. The statutory responsibility to review the Scheme sits with the Board of NHS Highland and Argyll and Bute Council. Page 126
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4.3 Drawing on the approach adopted for the previous review of the Scheme, which was undertaken in 2019/20, a Working Group has been established to determine and agree any revisions required to the Scheme. The Working Group includes Senior Officer representation from across the Council, Argyll and Bute HSCP, and NHS Highland. An initial meeting was held on 11 March 2025 and the Group have begun the process of identifying potential areas for change. 4.4 Once the Working Group have completed their review of the Scheme over the coming months, a further report will be prepared for the Council, IJB and NHS Highland Board to seek agreement on any proposed changes put forward. If both partner bodies are agreeable to any proposed amendments, there is then a requirement to undertake a formal consultation exercise in accordance with Section 46(4) of the Public Bodies (Joint Working) (Scotland) Act 2014. The Council and the Health Board must jointly consult with groups and individuals, to include prescribed stakeholders, and any others deemed appropriate. 4.5 In the event that a formal consultation exercise is required, the Working Group will develop, as part of their remit, a draft consultation and engagement strategy, for consideration and approval by the partner bodies at future meetings of the Council and NHS Highland Board. This will include details of the proposed consultation period/timetable, key consultees and methods of consultation/engagement. 5.0 CONCLUSION 5.1 In line with the provisions of section 44 of the Public Bodies (Joint Working) (Scotland) Act 2014 a review of the current Integration requires to be completed and ready for submission to Scottish Ministers no later than 23rd March 2026. This report advises Members of the proposed steps to fulfil this requirement, including the creation of a Working Group. 6.0 IMPLICATIONS 6.1 Policy – in line with Scottish Government statutory guidance/policy on improving health and social care outcomes 6.2 Financial – non arising from this report 6.3 Legal - meets the requirements of the Public Bodies (Joint Working) (Scotland) Act 2014 6.4 HR – none arising from this report 6.5 Fairer Scotland Duty: 6.5.1 Equalities - protected characteristics – none arising from this report 6.5.2 Socio-economic Duty – non arising from this report 6.5.3 Islands – non arising from this report Page 127
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6.6 Climate Change - none 6.7 Risk – non-compliance with statutory measures under the Public Bodies (Joint Working) (Scotland) Act 2014 6.8 Customer Service - improved outcomes for all customers at core of legislation 6.9 The Rights of the Child (UNCRC) - improved outcomes for all customers at core of legislation Douglas Hendry Executive Director with responsibility for Legal and Regulatory Support Policy Lead for Care Services – Councillor Dougie McFadzean 25th February 2025 For further information contact: Laura Blackwood Directorate Support Officer 01546 604325 Page 128
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ARGYLL AND BUTE COUNCIL COUNCIL CHIEF EXECUTIVE 24TH APRIL 2025 SINGLE AUTHORITY MODEL - UPDATE 1.0 EXECUTIVE SUMMARY 1.1 Following on from the previous seminars, briefings and reports in respect of the development of alternative governance arrangements such as a Single Authority Model (SAM) for Argyll and Bute, this report provides Members with an overview of the activity that has taken place to date, including the introduction of a series of Ministerial led meetings to progress this work. 1.2 Given the increasing frequency of meetings being held at a national level and the ongoing pace of development, there is a need to put in place arrangements to allow Council officers to effectively engage and contribute to these meetings on an agile and flexible basis. To this end it is proposed that a Short Life Working Group is established, in line with section 2.6, Part C, of the Council Constitution. 1.3 It is recommended that Members • Note the work that has been undertaken to date regarding the development of SAMs, at both a local and national level; • Agree that a SAM SLWG is established, with the terms of reference as set out at paragraph 4.3; • Agree the political membership of the SAM SLWG, who will be supported by officers as appropriate; and • Appoint a Chair and Vice Chair who will be elected members. Page 129 Agenda Item 11
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ARGYLL AND BUTE COUNCIL COUNCIL CHIEF EXECUTIVE 24TH APRIL 2025 SINGLE AUTHORITY MODEL - UPDATE 2.0 INTRODUCTION 2.1 Following on from the previous seminars, briefings and reports in respect of the development of alternative governance arrangements such as a Single Authority Model (SAM) for Argyll and Bute, this report provides Members with an overview of the activity that has taken place to date, including the introduction of a series of Ministerial led meetings to progress this work. 2.2 Given the increasing frequency of meetings being held at a national level and the ongoing pace of development, there is a need to put in place arrangements to allow Council officers to effectively engage and contribute to these meetings on an agile and flexible basis. To this end it is proposed that a Short Life Working Group is established, in line with section 2.6, Part C, of the Council Constitution. 3.0 RECOMMENDATIONS 3.1 It is recommended that Members • Note the work that has been undertaken to date regarding the development of SAMs, at both a local and national level; • Agree that a SAM SLWG is established, with the terms of reference as set out at paragraph 4.3; • Agree the political membership of the SAM SLWG, who will be supported by officers as appropriate; and • Appoint a Chair and Vice Chair who will be elected members. 4.0 DETAIL 4.1 Background /Context 4.1.1 The Local Governance Review was launched jointly by COSLA and the Scottish Government (SG) in December 2017 with the aim of exploring how power, responsibilities and resources might by shared between local and national government, and with communities. Page 130
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4.1.2 The 2024-25 Programme for Government included a commitment to ‘continue to make progress towards concluding the joint review of local governance by the end of this parliamentary session’ and this includes developing single authority models (SAMs) with local government and health partners to strengthen and streamline local decision making, and support a shift towards more preventative public services. 4.1.3 SAMs are a key part of a wider package of local governance reform which will transform democratic decision making at community level. SAMs will be designed in a way that supports these ambitions and will be of particular benefit to remote and rural areas such as Argyll and Bute where our communities are dispersed and creative/bespoke approaches to service delivery are required. 4.1.4 From the work undertaken so far, including engagement with HSCP and NHS Highland colleagues, it is envisaged that there are a wide range of benefits to be realised from a SAM, helping to address the key challenges faced by the area and ultimately provide better outcomes for residents. For example:- • Building on recent successes, expand the volume of co-produced services and collaborative working, resulting in innovative approaches to service delivery • Local specific solutions – development of bespoke, place based models (not one size fits all), tailored to the unique needs and circumstances of each area. Move away from implementation of national policies that don’t necessarily fit/work for an area like Argyll and Bute. • Development of clinical care pathways • Influential decision making - a SAM would provide the opportunity to expand the democracy and accountability which is inherent in local government to include all services providing within a SAM, or by agencies with accountability to the SAM • Local planning and delivery of services under a SAM would provide a vehicle of opportunity for significantly expanded democratic participation in the key decisions affecting communities. • Aligned vision, values and priorities for Argyll and Bute as a whole, across all bodies within the scope of a SAM, resulting in strong strategic planning in partnership and better outcomes for the people of Argyll and Bute. • Better and more efficient use of declining revenue and capital budgets – opportunity to pool resources from across all partners within scope of a SAM, including utilisation of assets, creating a more coordinated approach / integrated budget management across all services. • Streamline duplication across organisational structures and functions, creating consistency of approach. SAM is not about losing vital jobs within the public sector, which are essential to population retention and growth, but there are likely to be crossovers in those functions that could produce efficiencies and provide better value for money at a time of continuing financial challenge. Page 131
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4.2 Overview of activity to date 4.2.1 Officers have been working in partnership with colleagues from the SG, COSLA, Argyll and Bute HSCP, NHS Highland, and other local authorities, such as Western Isles and Orkney, over a period of time to explore the potential benefits and opportunities of alternative governance arrangements, such as a SAM. Detailed below is a summary of the key activity undertaken to date, by way of a reminder of the journey so far. 11 May 2023 Report to Policy and Resources (P&R) Committee, where it was agreed that:- ➢ There is further exploration of the option for a Single Authority Model for Argyll and Bute. ➢ Exploratory discussions with the Scottish Government (SG) are commenced and that the Chief Executive seek inclusion in the SIA meetings already in train Aug 2023 Discussion paper sent to SG outlining current position in Argyll and Bute Sept 2023 Letter from Director of Public Service Reform confirming that Ministers welcome our involvement in discussions on SAMs Nov 2023 Elected Member Seminar 1 on SAM (inc. 5 options being explored) / Democracy Matters 7 Dec 2023 Update report to P&R 12 Dec 2023 Chief Executive led workshop with HSCP/NHS Highland senior colleagues to explore principles, potential key benefits and improved outcomes of a SAM for Argyll and Bute Jan – May 2024 Informal discussions with Communities and Local Government Direcorate 12 June 2024 Official start up meeting with SG/COSLA to discuss local drivers for reform and current options being considered for Argyll and Bute 12 July 2024 Presentation to Policy Leads / Executive Leadership Team 29th July 2024 Minister for Public Finance visit to Lochgilphead – discussion on SAM proposals and showcase of current integration/ partnership working 30th July 2024 Briefing for Political Leadership 24th Sept 2024 Elected Member Seminar 2 10th Oct 2024 Update report to P&R 5th Dec 2024 Initial Ministerial meeting – see para 4.2.2 for more detail 15th April 2025 Members Seminar 3 scheduled 2023 - present Regular updates and discussion has taken place at a range of other forums including IJB, HSCP Leadership Meetings, and NHS Highland Board Development Session. 2024 - present Ongoing engagement with Western Isles Council 2024 - present A number of engagement meetings have been held with UHI / UHI Argyll and ACHA to advise of the SAM work and to explore potential scope / inclusion of wider partners Page 132
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4.2.2 In addition to the above activity, the Scottish Government are facilitating Joint Ministerial Meetings to drive forward this strand of reform. The first of these meetings took place in December 2024, chaired by Ivan McKee and Neil Gray, and bring together Scottish Government officials, local partners (Health Board Chairs, Council Leaders and Council Officers from Argyll and Bute and the Western Isles), and other relevant interests to explore the possibility of a SAM, in conjunction with the Scottish Government’s Local Governance Review work. 4.2.3 The most recent Ministerial meeting took place on 20th March 2025 and further sessions have been scheduled for June, September and December this year, with Officer led meetings taking place in between. 4.2.4 A draft national workplan and timeline have also been developed. In terms of key milestones within this, it is envisaged that a preferred model is identified by June 2025, with formal engagement with the relevant staff groups, and partners, across the Council, HSCP, and NHSH penciled in to take place from August 2025. It is recognised that these timelines are challenging and will require partners to work collaboratively and efficiently to meet them. 4.3 Short Life Working Group 4.3.1 Given the increasing frequency of meetings being held at a national level and the ongoing pace of development, there is a need to put in place arrangements to allow Council officers to effectively engage and contribute to these meetings on an agile and flexible basis and to facilitate ongoing dialogue with elected members outwith the formal committee structure. To this end it is proposed that a SAM Short Life Working Group (SLWG) is established, which is permissible in terms of the Council’s Political Management Arrangements (Constitution, Part C, section 2.6) as follows:- Membership Core membership will be minimum of 6 elected members (to be appointed by Council, along with the positions of Chair/Vice Chair who will be Councillors), Chief Executive, and the Executive Director with responsibility for Legal and Regulatory Services (supported by other officers as appropriate). Purpose / Role of the Group The purpose of the SAM SLWG is to undertake the development of a preferred option(s) for a SAM for Argyll and Bute, to include, amongst other things:- • Act as a sounding board / provide advice to the Council’s representatives engaged at a national level, to enable them to effectively engage with and take forward work arising from the national workplan and timescales • Examine and assess the current options identified • Development of an engagement and consultation strategy/programme for key stakeholders • Commentary and recommendations on all reports going to Policy and Resources Committee and Council Page 133
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Meetings and Reporting An agreed series of SAM SLWG meetings and reporting requirements as follows:- • The SLWG will provide update reports to the Policy and Resources Committee • Recommendations will be made by the Policy and Resources Committee to the full Council in respect of any decision on the identification of a preferred option. • Initial meetings of the SLWG to take place in May/early June to progress a review of current options • In line with draft national workplan/timeframe – a report to full Council on 26th June with regard to identifying a preferred model at that point in time. Terms The Terms of Reference are effective from the Council meeting held on 24th April and will be ongoing until the SAM SLWG has concluded its work, or by the Policy and Resources Committee. 4.4 Options/Models under consideration 4.4.1 From the outset of this process, Officers have reported on 5 potential options in respect of the development of a SAM for Argyll and Bute. An analysis of each model (including a brief description, and high-level statements of anticipated advantages and disadvantages) is set out below. 4.4.2 At this stage, it is important to note that the outline of potential models below is a very high level articulation of what a deeper partnership between the Council and NHS Highland might look like. To progress any further there is a need for additional organisational and technical analysis to fully explore the pros and cons of each option, prior to arriving at a preferred option and embarking on meaningful engagement and consultation with stakeholders. This is an area of work that will be supported by the national workplan and Ministerial meetings in situ, as well as close partnership working at a locality level between the Council, HSCP and NHS Highland colleagues. Option 1 – Status Quo 4.4.3 This option would be a continuation of current structures with the retention of the Health and Social Care Partnership with governance through the Integrated Joint Board. Advantages Disadvantages There would be continuity as nothing would need to be changed (no transfer of staff and Limited options for shared services and efficiency savings. Only health and social care are covered by the Page 134
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no change to governance/ organisational structures). current arrangements under the Public Bodies (Joint Working) (Scotland) Act 2014. Doesn’t offer any change from the present situation and the difficulties being encountered by partners. Continuing issues around burden of governance and delivery of services. Option 2 – Community Planning Plus 4.4.4 This model would be based on the current Community Planning Model and would maintain separate organisations. It would give the opportunity to pool budgets and share resources, but employees and structures would remain separate. It would build upon the provisions of the Community Empowerment (Scotland) Act 2015. Advantages Disadvantages Options for pooling of budgets and sharing of resources. Organisations would remain separate and would have their own governance structures. Can build on the provisions of the Community Empowerment (Scotland) Act 2015. Integration would likely be very specific and limited – lacks key decision-making and resource allocation capacity. Given the number of organisations involved, there would be a high probability of procedural dispute. Any developments could be delayed if one or more partners were not on board. Option 3 - A New Integrated Authority 4.4.5 This model would establish a new elected single legal entity which would have fully integrated service budgets (with opportunity for resource efficiencies and more shared services) and would be empowered by locally elected status to give clear and accountable leadership. The Authority would create specific Boards or Committees which would provide the governance and decision- making structures required to ensure that resources and services are managed effectively. 4.4.6 Under this model, the Council would no longer exist and Council staff (as well as the staff from other partner organisations falling under the umbrella) would need to be moved over to the employment of the new Integrated Authority. This type of model would require a significant change to structures across most, if not all, Page 135
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public bodies. It would also require a new scheme of public sector primary legislation to implement the model. Advantages Disadvantages Fully integrated service budgets with opportunity for resource efficiencies and more shared services. The Council would no longer exist and staff would be moved to the new Integrated Authority Clear democratic accountability in relation to the strategic oversight of functions via locally elected status of the Authority members. Would require significant change to structures across all affected public bodies Opportunity for governance structures to be tailored to best fit the needs of the Authority – can build on the need for local accountability, and/or take a place-based approach. Uncertainty for staff transferring to the Integrated Authority in terms of employment status, terms and conditions, etc. Scope to simplify the delivery of functions, streamline structures, and reduce bureaucracy. A new scheme of public sector primary legislation would be required in order to implement this model. Notwithstanding that a new primary legislation will be required to put this model in place, Scottish Government colleagues (via ongoing SAM discussions) have been encouraging of local partners to be ambitious in terms of any proposed models, acknowledging that primary legislation will be required for most, if not all models. As staff would be transferring over to the new public body as their employer, there may be concerns around the loss of identity – particularly amongst NHS staff. A wide scope of public sector functions could fall within the remit of the new Integrated Authority, including: existing Council functions, health and social care, housing and higher/further education. Potential for more effective and collaborative delivery of public sector functions if those services are all being delivered under the same organisation, with greater potential for the strategic alignment of priorities. Page 136
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Option 4 - Further Empowered Local Boards 4.4.7 The starting point for this model would be through strengthening the Integration Joint Board (IJB) and the functions delegated to it by the partners (i.e. the Council and NHS Highland), under the Public Bodies (Joint Working) (Scotland) Act 2014. It could initially build on the existing synergies and effective partnership working that has been demonstrated thus far between the Council and NHS Highland. 4.4.8 However, in an Argyll and Bute context, it should be noted that the maximum functions permissible under the 2014 Act have already been delegated to the IJB. As such, in order to build upon the existing successes of integration in the area, and to go any further, the 2014 Act would have to be amended to expand the functions that could be delegated to the IJB to build upon the current level of partnership working. 4.4.9 In order to go to the next stage in an Argyll and Bute context, it might be possible either through amendment to the 2014 Act, or the enactment of new primary legislation, to open up the public bodies and public functions that can be integrated wider than just health and social care (but with similar governance structures to the HSCP/IJB) – for example, a statutory Housing Partnership, Further Education Partnership, Enterprise Partnership, etc. However, if new statutory partnerships and boards are created for all of those service areas, it is appreciated that this might result in a complex landscape of statutory partnerships/boards which could be difficult for those working within the public sector, and the wider public, to navigate. Advantages Disadvantages Possibility of building upon the existing legislative framework (Public Bodies (Joint Working) (Scotland) Act 2014 to implement the model. Given that the statutory basis has already been laid, this could shorten the timeframe for implementation of such a model. Under the current Integration arrangements, the Council and NHS Highland are the partner bodies. However, many of the patient pathways for Argyll and Bute residents is to the Greater Glasgow and Clyde Health Board. Can build upon examples of successful partnership working locally as a starting point. Given some of the political sensitivities which could come into play, in order to advance discussion of this model, certain guarantees would be required to be provided in advance – particularly around the presence and viability of NHS services in the area, so as not to erode the public’s confidence. User focused approach if the partnership organisations are more aligned in their strategic priorities. If the scope and functions of the Partnership is to be increased beyond health and social care, amendments to the 2014 Act, or Page 137
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new primary legislation will be required. This model can retain local accountability, decision-making structures, and knowledge to allow the circumstances and issues particular to Argyll and Bute to be addressed at a local level – according to the priorities and needs expressed by our local communities. A governance model of this nature and comprising change to this degree is unlikely to achieve political support locally or nationally without active consultation with a range of stakeholders – up to and including senior Scottish Government Ministers. Under the current framework, the IJB has its own set of statutory responsibilities to engage the public. The IJB is also required by law to preside over locality planning arrangements, which prescribe further devolution of power to local professional and community groups, to ensure that services develop in line with local need and circumstances. These functions could be mirrored in any other statutory boards that would be established under this model, to ensure consistency of approach. Implementation of this model (going further than health and social care) has potential to result in a complex landscape of statutory partnerships/boards - which could be difficult for those working within the public sector, and the wider public, to navigate. Confusion could be generated as to where certain roles, responsibilities and powers lie. It may also appear that additional layers of bureaucracy have been created. No apparent requirement for transfer of staff from their current employers. Mitigates concerns that staff may have regarding loss of identity (particularly in the NHS context). This option provides the opportunity to build on the successes achieved from the current delegation of fully integrated services in Argyll and Bute. Option 5 – A Single Authority Partnership 4.4.10 A change of the delivery model under the 2014 Act from the current IJB structure to a Lead Agency arrangement in Argyll and Bute, with NHS Highland as the Lead Agency, would have the same benefit (as discussed in the context of other models) of whole system planning. However, it would not satisfy the aspiration of local elected members to hardwire local accountability into the system of governance. This was also a key aspect of the Council’s objection to the National Care Service (Scotland) Bill. Alternatively, the Council could become the Lead Agency. However, in these circumstances there is arguably a greater risk of fragmentation with secondary care, loss of NHS identity as an agency, employer and clinical network. To that end, a traditional Lead Agency arrangement (as currently envisaged within the 2014 Act) is potentially highly problematic. Page 138
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4.4.11 An alternative option could be to consider a variant of the Lead Agency arrangement under the banner of a Single Authority Partnership. This could take effect by conducting a review of the current Integration Scheme (Under Section 45 of the 2014 Act), preparing a new Integration Scheme (under Section 47 of the 2014 Act), and subsequently through the use of Directions (issued under the 2014 Act). 4.4.12 Under such a Strategic Lead Agency arrangement, there would be no transfer of staff – only functions and resources. Under these terms, the Health Board would delegate all functions and resources to the Council (as Lead Agency) which could then: • redesign back office and business functions to secure maximum efficiency through a process of aggregation (e.g. the two asset management services coming together); • provide direction back to the Health Board to deliver its functions in accordance with a Strategic Plan conceived to deliver maximum functional integration alongside Council services; and • provide direction to the Health Board to devise operational arrangements that promote a single delivery agency. 4.4.13 In practice, under such a Single Authority Partnership (SAP) arrangement, the existing process for local government elections and political representation is acknowledged as being tried and tested, and would offer a suitable foundation for development to fit the particular requirements of Argyll and Bute. A Health and Social Care Board, or Committee – forming part of the SAP could act as the engine room of health and social care delivery. This could be populated in a way which is sympathetic to the principle of shared accountability – with local Elected Members, NHS Non-Executive Directors, professional leads, carers, third sector, etc. – a similar group to the membership of the IJB at present. In effect, the Board would become responsible for the strategic development of services. 4.4.14 The Health Board would accordingly play a different role under this governance arrangement. It would still be accountable to central Government for use of public funds, and it would retain its obligations as an employer and for clinical governance, but strategic matters would pass to the Health and Social Care Committee and the SAP. 4.4.15 The Chief Executive of NHS Highland would maintain oversight of all health services. They would continue to have a line of sight to the Chief Executive of NHS Scotland, but would also be accountable to the SAP for the delivery of services undertaken by Council employees and the strategic development of all health and social care services. Their relationship with the Health Board would be unchanged. 4.4.16 The Chief Executive of the Council would in effect function as the principal advisor to the SAP. They would not have a hierarchical or line management relationship with the Chief Executive of the NHS Board. They would ultimately be responsible, however, for ensuring discharge of functions and deployment of resources delegated through the Integration Scheme. Page 139
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Advantages Disadvantages It appears possible to implement this model by way of existing legislation. This could initially take effect by reviewing the current Scheme of Integration, preparation of a new Integration Scheme, and subsequently through the use of Directions. Under the current Integration arrangements, the Council and NHS Highland are the partner bodies. However, many of the patient pathways for Argyll and Bute residents are to the Greater Glasgow and Clyde Health Board. Potential to improve collaborative working and more effective resource allocation between the partners. Given some of the political sensitivities which could come into play, in order to advance discussion of this model, certain guarantees would be required to be provided in advance – particularly around the presence and viability of NHS services in the area, so as not to erode the public’s confidence. This model protects the concept of strong local accountability. Retaining local accountability, decision-making structures, and knowledge allow the circumstances and issues particular to Argyll and Bute to be addressed at a local level – according to the priorities and needs expressed by our local communities. If the scope and functions of the Partnership is to be increased beyond health and social care, amendments to the 2014 Act, or new legislation may be required. Under the current framework, the IJB has its own set of statutory responsibilities to engage the public. The IJB is also required by law to preside over locality planning arrangements, which prescribe further devolution of power to local professional and community groups, to ensure that services develop in line with local need and circumstances. These functions would be transferred to the new decision-making Board under this model. A governance model of this nature and comprising change to this degree is unlikely to achieve political support locally or nationally without active consultation with a range of stakeholders – up to and including senior Scottish Government Ministers. No requirement for transfer of staff from their current employers. Both the Council and NHS Highland would retain their identities. Whilst this model would involve a lesser degree of structural and legislative change in comparison to other models outlined herein, the scope of this model is limited to health and social care only. Primary legislation would be Page 140
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required if the scope of the model is to be subsequently widened. Continuing with the current IJB arrangement retains an additional third public body to sit between the NHS Board and Council, and as such, an additional bureaucratic layer. Moving to the strategic lead agency model as described above moves the decision- making functions to a Board within the Council (as the lead agency). It is noted that a number of successes have been achieved via the fully integrated services in an Argyll and Bute context. However, the Argyll and Bute HSCP have reached the current limits of the 2014 Act in that regard. Implementation of this model would therefore result in a change of structures, as opposed to the scope of public sector functions/services that may fall under the model. This option builds upon the Lead Agency model as set out in the 2014 Act. Notwithstanding the fact that the structural reform as envisaged within the National Care Service (Scotland) Bill, will not progress any further, there remains uncertainty as to the future of the Lead Agency model given that Highland (the only authority in Scotland who adopted that model) are also in the process of moving away from it. As this option builds upon the Lead Agency model as its starting point, clarity is needed as to the future of that integration model to further explore the feasibility of this option. 5.0 CONCLUSION 5.1 This report provides Members with an update on the continuing work to explore alternative governance arrangements for Argyll and Bute, as part of the wider public service reform agenda. 5.2 Having regard to the increased workload and pace of change on this work it is recommended that a SAM SLWG is established to act as a sounding board to Council representative engaged at a national level and to progress towards identifying a preferred model for the area. Page 141
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6.0 IMPLICATIONS 6.1 Policy; currently none but with the potential for significant implications due to emerging national policies. 6.2 Financial; none at present - exploration of a SAM will consider any financial implications arising. 6.3 Legal; a review of all relevant legislation will be undertaken as part of the development of any options for a SAM. Depending on the preferred model identified, new legislation may be required. 6.4 HR; none at present – as the proposals develop there may be a requirement for additional resource to support this work. 6.5 Fairer Scotland Duty: none 6.5.1 Equalities - protected characteristics; none arising from this report 6.5.2 Socio-economic Duty; none arising from this report 6.5.3 Islands; none arising from this report 6.6. Climate Change; none. 6.7 Risk; failure to explore options for the best model for our communities and influence the national development of reforms. 6.8 Customer Service; none arising from this report 6.9 The Rights of the Child (UNCRC); none arising from this report Pippa Milne - Chief Executive Councillor Jim Lynch – Leader of the Council 25th March 2025 For further information contact: Laura Blackwood Directorate Support Officer 01546 604325 Page 142
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ARGYLL AND BUTE COUNCIL COUNCIL 24th APRIL 2025 FREEDOM OF ARGYLL AND BUTE – THE ROYAL REGIMENT OF SCOTLAND 1. INTRODUCTION 1.1 The Provost of Argyll and Bute has received a request from the Lieutenancy of Argyll and Bute to give consideration to awarding the Freedom of Argyll and Bute upon the Royal Regiment of Scotland. 1.2 The Royal Regiment of Scotland (SCOTS) was formed in March 2006 and included the amalgamation of the Argyll and Sutherland Highlanders (ASH). There are strong links with the ASH across Argyll and Bute and that regiment was itself previously awarded the Freedom in its own right. Agreeing to confer the Freedom on the Royal Regiment of Scotland would continue this legacy and help to maintain strong links between the regiment and the region. 1.3 A number of Scottish councils have already awarded the Freedom of their local authority area to SCOTS and should Argyll and Bute Council agree to follow suit, it is considered that this would be an appropriate recognition of the regiment’s national and local support and dedication. 2. RECOMMENDATIONS 2.1 The Council is invited to consider awarding the Freedom of Argyll and Bute to the Royal Regiment of Scotland (SCOTS) in recognition of its ongoing contribution, service, dedication and support at both national and local levels. 3. DETAIL 3.1 The Lieutenancy of Argyll and Bute has written to the Provost to formally request that the Council gives consideration to awarding the Freedom of Argyll and Bute to the Royal Regiment of Scotland (SCOTS) in recognition of its heritage and longstanding connection to the region, as well as its ongoing commitment to service at a national and local level. Page 143 Agenda Item 12
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3.2 The Royal Regiment of Scotland was formed on 28th March 2006 through the amalgamation of the country’s six historic infantry regiments, including the Argyll and Sutherland Highlanders (ASH). The ASH formed in 1881 and have a deep-rooted and historic association with Argyll and Bute. The regiment was itself granted the Freedom of Argyll and Bute in 1979 by the then-Argyll and Bute District Council, and this was subsequently reconferred by the unitary authority in 2010. The ASH legacy continues to be honoured within SCOTS today. 3.3 SCOTS maintains a strong relationship with the people of Argyll and Bute through various community engagement efforts, including involvement in local events, educational initiatives, and support for local veterans and their families. 3.4 Conferring the Freedom of the county is one of the highest honours that a council can bestow, signifying mutual respect and recognition of exceptional service. The Lieutenancy, in its submission to the Provost, cites the values embodied by SCOTS of dedication, courage and community spirit, and notes that should the Council agree to grant the Freedom, it would be acknowledging both the regiment’s historical significance and its current and continuing contributions to communities across the area. A number of Scottish councils have already agreed to confer the Freedom of their own local authority areas upon the regiment in recent years. 3.5 Section 206 of the Local Government (Scotland) Act 1973 makes provision for the admission of honorary freeman of the area of persons of distinction or any persons who have rendered eminent service to the area and its communities. Should Council agree to proceed, the award of Freedom would require to take place at a Special Meeting of the Council which specifies the proposal as an item of business and the resolution passed by not less than two-thirds of the voting members at the meeting. 3.6 The Council maintains a roll containing the names of those awarded the Freedom of Argyll and Bute in accordance with the above section of the Act. 4. CONCLUSION 4.1 The Council has received a formal request to consider awarding the Freedom of Argyll and Bute to the Royal Regiment of Scotland. It is considered that doing so would honour the longstanding connections with the regiment since its inception and through the tradition which began with the Argyll and Sutherland Highlanders. The award of Freedom would signal appreciation for the service and commitment made by the regiment Page 144
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at both national and local level and would help to strengthen the existing connections between the Royal Regiment of Scotland and the county of Argyll and Bute. 5. IMPLICATIONS 5.1 Policy - none 5.2 Financial – there may be some costs associated with any arrangements provided in relation to the Freedom award ceremony. 5.3 Legal - none 5.4 HR - none 5.5 Fairer Scotland Duty: - none 5.5.1 Equalities – protected characteristics 5.5.2 Socio-economic duty 5.5.3 Islands 5.6 Climate Change – none 5.7 Risk – none 5.8 Customer Service – strengthening partnership working between the Council, the Lieutenancy of Argyll and Bute and the Royal Regiment of Scotland. 5.9 The Rights of the Child (UNRC) – none Douglas Hendry Executive Director with responsibility for Legal and Regulatory Support Councillor Mark Irvine Policy Lead for Corporate Services and Community Planning 19th March 2025 For further information please contact Shona Barton, Governance Manager, telephone 01436 657605 or email shona.barton@argyll-bute.gov.uk Page 145
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ARGYLL AND BUTE COUNCIL COUNCIL DEVELOPMENT AND ECONOMIC GROWTH 25 APRIL 2025 SECTION 72 SCHEME OF ASSISTANCE REVIEW 1.0 EXECUTIVE SUMMARY 1.1. This report is to seek Council approval for the revised Scheme of Assistance for private sector housing. Section 72 of the Housing (Scotland) Act 2006 requires that a local authority prepare and make publicly available a Scheme of Assistance for private sector home owners to adapt their homes and repair private housing. 1.2. There is a requirement that the Scheme of Assistance is periodically reviewed. The Council previously approved the Scheme of Assistance in 2015. This revised version, takes account of the Public Bodies (Joint Working) (Scotland) Act 2014 which requires Health Boards and Local Authorities to integrate health and social care services; updated Scottish Government guidance; good practice; our ageing population; the condition of private sector housing in Argyll and Bute; and the economic climate. 1.3 This report summarises the changes from the existing scheme. It provides updated information and advice priorities; proposes changes to the financial assistance available and clarifies the Council’s position on enforcement action. RECOMMENDATION Members are asked to consider the contents of the paper and approve the revised Scheme of Assistance at Appendix 1. Page 147 Agenda Item 13
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1 ARGYLL AND BUTE COUNCIL COUNCIL DEVELOPMENT AND ECONOMIC GROWTH 25 APRIL 2025 SECTION 72 SCHEME OF ASSISTANCE REVIEW 2.0 EXECUTIVE SUMMARY 2.1. This report is to seek Council approval for the revised Scheme of Assistance for private sector housing. Section 72 of the Housing (Scotland) Act 2006 requires that a local authority prepare and make publicly available a Scheme of Assistance for private sector home owners to adapt and repair private housing. 2.2 There is a requirement that the Scheme of Assistance is periodically reviewed; the Council previously approved the Scheme of Assistance in 2015. 2.3 Legislative requirements. Section 72 of the Housing (Scotland) Act requires that a local authority prepare and make publicly available a Scheme of Assistance for private sector home owners. Section 85 of the Housing (Scotland) Act 1987 states that it is the duty of every local authority to ensure that all houses in their district which do not meet the tolerable standard are closed, demolished or brought up to the tolerable standard within such period as is reasonable in all the circumstances. 2.4 The Public Bodies (Joint Working) (Scotland) Act 2014 which requires Health Boards and Local Authorities to integrate health and social care services incorporates provisions with responsibility for adaptations to the Integrated Body. 3.0 RECOMMENDATIONS 3.1 Members are asked to consider the contents of the paper and approve the revised Scheme of Assistance at Appendix 1. 4.0 DETAIL 4.1 The current Scheme of assistance was last approved and published in 2015 and is now due for review. 4.2 Strategic Fit - The proposed revisions to the Scheme of Assistance take into account the strategic vision agreed for the Local Housing Strategy 2022 – 2027 together with the four key outcomes: “Everyone in Argyll & Bute has access to a suitable, high quality home which is affordable and located within a vibrant, sustainable and connected community” Outcome 1: Housing Supply and Place-making Page 148
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2 Outcome 2: House Condition, Energy Efficiency and Poverty Outcome 3: Specialist Provision and Independent Living Outcome 4: Housing Options, Information and Support 4.3 Whilst there has been no change to legislative requirements set out in Housing (Scotland) Act 2006, the Scottish Government issued new ‘Guidance on the Provision of equipment and adaptations’ in January 2023. Key Points Of the new guidance are: • Housing Solutions to be embedded into process; • Early intervention with full exploration of rehousing opportunities taking into account short, medium and long-term needs; • Better planning for the delivery of barrier-free housing and an inclusive design/living approach; • Robust joint governance, which provides a clear strategic direction and supports priority setting; • Equity in the system, applying a ‘tenure neutral’ approach; • To provide 100% funding for the assessed adaptations; • Maximising procurement and recycling benefits to help deliver efficiencies; • Occupational Therapists (O.T.) apply the baseline assessment tool. 4.4 Summary of Proposed Revised Scheme of Assistance - The following paragraphs summarises the content of the revised Scheme of Assistance, highlighting specifically where changes have been made. 4.5 Part 1 – Adaptation of Properties The provision of Adaptations enables households with health conditions to remain safely at home and makes the best use of existing stock. 4.6 Tenure – The Scheme of Assistance only applies to privately owned and rented properties. Registered Social Landlords are responsible for meeting needs of their tenants. 4.7 Assessing the Need for Adaptations – Occupational Therapists are responsible for assessing the health needs of the household and discussing housing solutions at an early stage in the process. A Prioritisation of Needs framework is in place to guide the allocation of resources to those in greatest need. 4.8 Practical Assistance – Argyll and Bute Council Housing Improvement Officers support households with advice and assistance. Care & Repair can assist to develop and sustain bespoke solutions for disabled clients. 4.9 Mandatory Adaptation Grants – the Housing (Scotland) Act 2006 sets out requirement to provide mandatory grants for adaptations to allow private households to remain safely in their homes. This includes minor, moderate and major adaptations but excludes living accommodation extensions, which are discretionary. The legislation currently states that we must provide 80% mandatory grant and means test for the remainder 20%. This has been cited Page 149
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3 as one of the main barriers for households not taking forward Adaptation Grants due to affordability. • In line with revised Scottish Government guidance, the revised Scheme of Assistance includes an increase to mandatory adaptation grants from 80% to 100% for all applicants, not just those on qualifying benefits. 4.10 Discretionary Adaptation Grants - In exceptional circumstances, a discretionary grant of up to 80%, may be considered to assist disabled owner- occupier households with adaptations that include living accommodation extensions and creation of ground floor bedrooms when all other alternative housing options have been taken into account. 4.11 Discretionary Adaptation Feasibility Planning - The Council can provide disabled households requiring major adaptations with a discretionary grant to help meet the costs of preparatory work. • The revised Scheme of Assistance contains an increase of 50% to grant level from £450 to £675. The proposed increase is in line with the increase in feasibility cost submissions received by Housing Services since the last agreed levels in 2015. 4.12 Repeat Grants – A further application for a disabled adaptation grant within a ten-year period, will only be considered where a condition has worsened leading to the existing adapted accommodation no longer meeting the needs of a disabled person and conditions are met. 4.13 Part 2 – Improving Property Condition Private homeowners are primarily responsible for the repair and maintenance of their own property under their title deeds. A key aim of the Scheme of Assistance is to encourage homeowners to act responsibly and to plan for the maintenance and upkeep of their property. 4.14 Advice and Assistance –Whilst private homes are, the responsibility of private owners the Council is required to address housing needs and demand in the Local Housing Strategy. Unsuitability of the private stock can have a negative impact by increasing demand for alternative housing. The provision of high quality information and advice is fundamental and there is a range of communication methods adopted to try to maximise access to information and advice. 4.15 Discretionary Financial Assistance for private owners - There is discretionary grant funding available to assist private owners to improve tenement property condition, the amenity of the area, or to bring empty homes back into use. All discretionary grants are subject to qualifying conditions. • Tenement Feasibility Study - The revised Scheme of Assistance includes an increase to the grant level from £250 to £500. The increase Page 150
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4 is in line with the increase in feasibility cost submissions received by Housing Services since the last agreed levels in 2015. • Common Repair Grant - The revised Scheme of Assistance includes an increase of 20% to grant levels. Owner-occupiers increase from £10,000 to £12,000. Private Landlords/Commercial from £7,500 to £9,000. The 20% increase is based on the increase of work and material costs since the last agreed levels in 2015, and to address high levels of tenement disrepair in the area. • Amenity Grant - The revised Scheme of Assistance includes an increase of 20% to grant levels from £1,000 to £1,200. The 20% increase is based on the increase of work and material costs since the last agreed levels in 2015. • Empty Homes Grant - The revised Scheme of Assistance includes an increase of 20% to grant levels for owner occupied and private rented projects. Owner-occupiers increase from £10,000 to £12,000. Private Landlords from £7,500 to £9,000. The 20% increase is based on the increase of work and material costs since the last agreed levels in 2015. • Empty Homes Qualifying Criteria – To support the housing emergency and depopulation of the area, the criteria has been revised to allow owners outwith Argyll and Bute to qualify. This will apply where the property is brought back into use in conjunction with a Registered Social Landlord (RSL) or a Development Trust; or where the property will be privately rented as affordable housing. 4.16 Enforcement Action - The Housing (Scotland) Act 2006 includes various statutory powers that the Council may use where it is apparent that owners are failing to maintain or repair their properties. In addition, powers remain from the Housing (Scotland) Act 1987. When considering enforcement action there is a need to balance the need to maintain housing conditions and assist owners with common repair responsibilities against risk for the Council. Enforcement of works is set out as an action of last resort. 4.17 Grant Conditions - All mandatory and discretionary adaptation and repair grants are recorded on the title deed of properties for period of ten years. Failure to comply with the grant conditions for ten years from completion of works will result in the grant being reclaimed, with interest. 4.18 Revised Scheme of Assistance Financial Changes The revised Scheme of Assistance has taken into account the current Legislation; revised Adaptation Guidance from the Scottish Government; Equality Act; benchmarking with other Local Authorities; barriers to households for applying; as well as taking into account the increased costs of materials and contractors to undertake works since the Scheme was last approved in 2015. Page 151
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5 4.19 The proposed financial changes to grant funding levels will be met within the current Scheme of Assistance budget which is part of the overall Private Sector Housing Grant (PSHG) budget. Empty Homes Grant/Loans are funded from the Strategic Housing Fund and there will therefore be no additional budget implications from the proposed changes for the Council. 5.0 CONCLUSION 5.1 Argyll and Bute has an increasingly older demographic. Ensuring homes are adapted to meet the health needs of the population and that the built environment adds to the attractiveness of Argyll and Bute as a place to live, work, and invest, is a key part of the Local Housing Strategy. 5.2 There are considerable challenges to ensure the private tenement stock continues to provide suitable housing for our population and is not lost through disrepair and dilapidation, or that it creates blight in our towns and villages, or adds pressure on Council resources by other statutory interventions e.g. work having to be carried out to a dangerous building. 5.3 The revised Scheme of Assistance takes into account these aspects and provides a robust practical approach to addressing property condition across Argyll and Bute. 6.0 IMPLICATIONS 6.1 Policy: An up to date comprehensive Scheme of Assistance for private sector housing. 6.2 Financial: No new funding required. Revised proposals will be met within existing budgets. 6.3 Legal: Provisions for the Scheme of Assistance and the accompanying actions are set out in the Housing (Scotland) Act 2006 and associated legislation. 6.4 HR: None. 6.5 Fairer Scotland Duty: 6.5.1 Equalities - protected characteristics: The revised proposals for adaptations provide more a more equitable approach to financial assessment. The proposals are consistent with aims and objectives set out in the Local Housing Strategy, which has been subject to an EQIA. 6.5.2 Socio-economic Duty – None. 6.5.3 Islands – None. 6.6 Climate Change: None. Provision of advice and assistance will help improve energy efficiency of buildings. 6.7 Risk: None. 6.8 Customer Service: The revisions will simplify and clarify services to the public. Page 152
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6 6.9 The Rights of the Child (UNCRC): None. Kirsty Flanagan, Executive Director with responsibility for Development & Economic Growth Councillor Jim Lynch Policy Lead for Economic Development, Islands, Rural Communities and Housing March 2025 For further information contact: Fergus Murray, Head of Development and Economic Growth fergus.murray@argyll-bute.gov.uk Matt Mulderrig, Development Policy and Housing Manager matt.mulderrig@argyll-bute.gov.uk Douglas Whyte, Team Lead Housing Strategy douglas.whyte@argyll-bute.gov.uk APPENDICES Appendix 1 – Scheme of Assistance 2025 Page 153
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7 Argyll and Bute Scheme of Assistance 2025 For Private Owners and the Private Rented Sector to Adapt and Repair Housing Page 154
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8 Contents 1. Purpose of the Scheme of Assistance 2. Strategic Context and Vision 3. Resourcing the Scheme of Assistance 4. Adaptation of Properties – Part One 5. Improving Property Condition – Part Two 6. Statutory Action, Enforcement and Default 7. Grant conditions 8. Review and Monitoring Scheme of Assistance 9. Contact Information 10. Further Information Appendices Appendix 1: Adaptation Approval Process Appendix 2: Financial Assessment relating to Living Accommodation Extension Appendix 3: Assessment Matrix for Enforcement of Works Appendix 4: Empty Homes Funding Page 155
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9 1. Purpose of the Scheme of Assistance The Scheme of Assistance is the Council’s plan on how to improve the quality and suitability of private sector housing across Argyll and Bute. Section 72 of the Housing (Scotland) Act 2006 requires a Local Authority to prepare and make publicly available a Scheme of Assistance for private sector housing. The guiding principles for the Scheme of Assistance are in accordance with the Scottish Government’s view expressed in the Housing (Scotland) Act 2006 and accompanying guidance, including: • Information, advice, and practical assistance should be the first step in an Authority’s strategy; • Owners of private dwelling houses are responsible for the maintenance and repair of their own properties, and should be more pro-active in undertaking works to ensure they have a sustainable future; • Grant assistance should be primarily directed at needs assessed adaptations to enable disabled persons to remain independently in their own homes; • A cultural change to housing quality in private sector, the use of grant for the general subsidisation of repair and improvement works by owners is discouraged to remove the reliance on grant funding. The Scheme of Assistance takes account of The Public Bodies (Joint Working) (Scotland) Act 2014 which requires Health Boards and Local Authorities to integrate planning for, and delivery of, certain adult health and social care services. Under this legislation there is a requirement that the following ‘housing functions’ must be delegated to Integration Authorities: • Section 71 (1) (b) Housing (Scotland) Act 2006 (assistance for housing purposes) only in so far as it relates to an aid or adaptation. • Section 92 Housing (Scotland) Act 2001 (assistance for housing purposes) only in so far as it relates to an aid or adaptation. The Council works closely with the Argyll and Bute Health & Social Care Partnership (HSCP) at all levels. The HSCP’s current three-year Joint Strategic Plan was launched in 2022, incorporating a revised and updated Housing Contribution Statement (HCS) which outlines the essential role that housing plays in supporting and maintaining independent living and the health and wellbeing of residents. A copy of the Strategic Plan and contribution statement can be found here: Publications | NHS Highland (scot.nhs.uk) A dedicated Housing Occupational Therapist (OT) facilitates the close partnership between the Council, Registered Social Landlords, and the HSCP. This includes reviewing the circumstances and requirements of households with particular needs and facilitating early interventions, with a focus on adaptations and design. Page 156
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10 The Scottish Government published revised ‘Guidance on the Provision of equipment and adaptations’ in January 2023 which covers the responsibilities of NHS Scotland and Local Authorities, Integration Authorities, and their Housing and Education partners for the provision of equipment and adaptations. The guidance is to support partnerships, to deliver a more equitable and accessible approach to the provision of equipment and adaptations. The overall aims of the new guidance are to: • Remove barriers in the systems promoting seamless pathways which are consistent and equitable across the country; • Ensure services evidence that the service user, and unpaid carer (and family members providing support and care, but who may not identify as a carer), are at the centre of provision; • Enable choice and control for service users and unpaid carers as partners in the process of assessment and support planning; • Focus service provision on supporting the achievement of successful outcomes for the individual, and where relevant, their unpaid carer; • Endorse a consistent approach to the assessment for, and provision of, equipment and adaptations, which promotes prevention and early intervention, and supports self-management; • Ensure that service users and unpaid carers have access to up to date and relevant information on equipment and adaptations; • Promote good practice and effective partnership working in relation to equipment and adaptation provision. Over-arching principles 1. Explicit person-centred approach to identifying and meeting needs; 2. Early intervention and avoidance of ‘crisis’ response; 3. Minimum intervention to maximise independence, and self-management; 4. Promotion and full exploration of rehousing opportunities as a first stage in any engagement about people’s difficulties within their environment The Council’s Scheme of Assistance supports the over-arching principles of the new guidance and recognises the importance of housing in terms of people’s overall health and well-being. The Scheme of Assistance is set out in two parts: Part One: To meet the assessed needs of people with long term life limiting conditions, who are living in the private sector and require adaptations to allow them to live in their homes as independently as possible for as long as they choose to do so, and Part Two: To address disrepair in private sector homes by encouraging homeowners to recognise that they have the primary responsibility for maintaining their properties. Page 157
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11 2. Strategic Context and Vision The Scheme of Assistance sits within a hierarchy of aims, objectives and frameworks at both national and local level. 2.1 National Outcomes Framework The Scottish Governments national framework for all of Scotland sets out their purpose, values, and outcomes that they aim to achieve. They aim to create a more successful country; give opportunities to all people living in Scotland; increase the wellbeing of people living in Scotland; create sustainable and inclusive growth; reduce inequalities and give equal importance to economic, environmental, and social progress. The values guide their approach to treat all our people with kindness, dignity and compassion; respect the rule of law; and act in an open and transparent way. To help achieve its purpose, the ‘National Outcomes’ are that, people: • grow up loved, safe and respected so that they realise their full potential; • live in communities that are inclusive, empowered, resilient and safe; • are creative and their vibrant and diverse cultures are expressed and enjoyed widely; • have a globally competitive, entrepreneurial, inclusive, and sustainable economy; • are well educated, skilled and able to contribute to society; • value, enjoy, protect, and enhance their environment; • have thriving and innovative businesses, with quality jobs and fair work for everyone; • are healthy and active; • respect, protect and fulfil human rights and live free from discrimination; • are open, connected and make a positive contribution internationally; • tackle poverty by sharing opportunities, wealth, and power more equally. 2.2 Housing to 2040 The Scottish Governments housing ambition set out in Housing to 2040 strategy is: “That everyone in Scotland should have access to a warm, safe, affordable and energy efficient home that meets their needs, in a community they feel part of and proud of” Housing to 2040 is Scotland’s first long-term national housing strategy and sets out the Scottish Governments vision for housing in Scotland to 2040. It aims to deliver their ambition for everyone to have a safe, good quality and affordable home that meets their needs in the place they want to be. The vision and principles, outline what the Scottish Government wants housing and communities to look and feel like, for the people of Scotland, with actions on how to achieve this. Page 158
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12 The strategy includes plans for a new legal requirement for all homes to meet the same standards. The new proposed, tenure neutral Housing Standard, will create a single set of quality and accessibility standards, and the proposals will also review Housing for Varying Needs. The Housing to 20240 vision also emphasises the importance and need for homes that effectively meet the needs of people of all ages, including children, with the requirement for responsive provision of equipment and adaptations, and technology. 2.3 National Health and Wellbeing Outcomes The availability of good quality housing and housing services is recognised as making an important contribution to improving health and wellbeing outcomes and to the success of integrated health and social care. Being able to live safely and comfortably at home is important to those who want to live independently and be able to stay in their own home for as long as possible. Outcome 2 of the ‘National Health and Wellbeing Outcomes’ acknowledges the significant role which housing plays in people’s lives: “People, including those with disabilities, long term conditions, or who are frail, are able to live, as far as reasonably practicable, independently and at home or in a homely setting in their community.” 2.4 The Equality Act 2010 The Equality Act 2010 places a legal duty on all landlords to make reasonable adjustments to provisions or practice that puts a disabled tenant at a disadvantage due to their disability. Whilst the physical features of a property are not covered, the regulations list adjustments that are treated as physical permanent features such as replacement taps, handrails, door handles, and temporary ramps. The Equality Act 2010 (section 37) provides Scottish Ministers with the powers to make regulations that will allow disabled people to make relevant adjustments to the common parts of residential properties. The Relevant Adjustments to Common Parts (Disabled Persons) (Scotland) Regulations 2020 (section 4) outlines changes to the permissions required for adaptations to common parts. The updated regulations allow adjustments to be made to common parts, with the consent of majority of owners; previously, a disabled person would require the consent of all owners prior to making relevant adjustments to common parts. 2.5 Local framework - Vision and Priorities At a local level, the Scheme of Assistance contributes to the vision of the Argyll and Bute Local Housing Strategy 2022-2027 and the four key priorities: “Everyone in Argyll & Bute has access to a suitable, high-quality home which is affordable and located within a vibrant, sustainable and connected community” The four key priorities underpinning the vision: Page 159
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13 1. Housing Supply & Placemaking: To facilitate access to sufficient, suitable, and affordable housing across all tenures; 2. House Condition, Energy Efficiency & Poverty: To regenerate communities by improving the quality, condition, and energy efficiency of housing and by tackling fuel poverty; 3. Specialist Provision & Independent Living: To enable people with particular needs to live independently in their own homes and to remain in their communities; 4. Housing Options, Information & Support: To promote individual housing options to meet housing need and ensure everyone has access to appropriate, accurate and timeous information, advice, and assistance. 2.6 Achieving the Vision and Aims The vision and aims of the Scheme of Assistance will be achieved by offering the following types of assistance: Advice and Information The Council will ensure that advice and information on home repairs, maintenance, improvements, and adaptations is available to anyone who resides in Argyll and Bute. Practical Assistance The Council will provide, along with key partners, a range of services which offer practical help relating to the adaptation, repair, and maintenance of homes in the private sector. Financial Assistance Mandatory financial assistance will be provided to cover some (or all) of the costs of eligible disabled adaptations to private properties. Discretionary financial assistance may be provided to improve the condition of residential property in circumstances set out in section 5. 2.7 Equal Opportunities and Customer Service Charter In achieving the aims and objectives of the Scheme of Assistance we will make accessing information as easy as possible for everyone. Equality and Fairness As a Council we believe in the principle of equality and opportunity: everyone should have the chance to succeed. We recognise our responsibilities as a service provider to encourage the fair treatment of all individuals and to tackle inequalities. Further information on our commitment and approach can be found here: Equality and Fairness | Argyll and Bute Council (argyll-bute.gov.uk) Customer Service Charter All assistance will be provided in line with the Council’s ‘Customer Service Charter’. Further information on the Charter can be found here: Customer Service Charter and Strategy | Argyll and Bute Council (argyll-bute.gov.uk) Page 160
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14 3. Resourcing the Scheme of Assistance Argyll and Bute Council’s Housing Service will deliver both Parts 1 and 2 of the Scheme. We will be accountable to the Health and Social Care Integrated Board for Part 1 and to the Council for Part 2. Incorporated within Part 1 is the management of the contract for Argyll and Bute Care and Repair Services relating to adaptations. The Housing team has staff appointed to act as specialist advisors on a range of housing options including the provision of information and advice to homeowners and the private rented sector. Information and advice is delivered along with the following key partners in their relevant area of expertise. • Occupational Therapist Service are the lead partners for housing need assessments and recommendations for adaptations • Argyll & Bute Care & Repair will be the lead partner for elderly and/or disabled householders; • Home Energy Scotland, ALIenergy and local energy advice agencies will be the lead partners for home energy efficiency & fuel poverty; • Mediation Argyll and Bute will be the lead partner for neighbour, landlord/tenant and multi ownership disputes. Argyll and Bute Council’s Housing Service will: • Provide advice and assistance to applicants; • Create a resource of printed materials to use for public information; • Ensure health and social networks used by disabled and elderly households are aware of adaptation grants and assistance; • Ensure repair advice is available and updated on our website and in the HOMEArgyll Housing Options module; • Promote the Home Energy Scotland 0808 808 2282 freephone number for households to obtain home energy/ fuel poverty advice; • Work with the network of local energy advice organisations to ensure advice is available in all communities across Argyll and Bute; • Work with Registered Social Landlord (RSL) partners and private owners to address shared responsibilities in mixed tenure tenements; • Target information and advice to empty homeowners to bring such property back into productive housing use; • Hold housing information events across the Council area. Page 161
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15 The table below summarises the types of help available and eligibility. Table 1: Assistance available for homeowners, private sector landlords, and tenants 4. Adaptation of Properties – Part One This section outlines the services that are available to people living in the private sector that may need an adaptation within their home, this includes homeowners and private tenants. Home adaptations can help persons who are older or who are disabled to live independently in their own homes. Type of assistance Private Tenant Private Landlord Home Owner Advice and assistance from the Council’s Housing Service to help owners with their repair responsibilities √ √ √ Information and advice from the Council’s website √ √ √ Mandatory financial assistance to carry out essential adaptations to a home if you are a person with a disability and have been assessed by health and social care √ √ Independent advice from Argyll and Bute Care and Repair including a small repairs service to assist older people or people with a disability √ √ Use of enforcement powers to improve housing that is in extremely poor condition but this is subject to a risk assessment √ √ √ Provision of advice when a statutory notice has been served on a property √ √ √ Establish Tenement Owners Associations √ √ Home Energy and Fuel Poverty advice √ √ √ Page 162
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16 The Health and Social Care Integrated Body has a responsibility to assess a person's needs and to arrange appropriate services and adaptations. The Regulations define an aid or adaptation as: An “aid or adaptation” means any alteration or addition to the structure, access, layout or fixtures of accommodation, and any equipment or fittings installed or provided for use in accommodation, for the purpose of allowing a person to occupy, or to continue to occupy, the accommodation as their sole or main residence. Local Authority functions relevant to this include those contained in Housing (Scotland) Act 2001 section 92, and Housing (Scotland) Act 2006 section 71(1) (b). Section 7 of the Scheme of Assistance details the Grant Conditions that are applied. 4.1 Tenure The Scheme of Assistance is available to people living in the private sector. Due to the numerous different tenures across housing, this section details who can qualify via Scheme of Assistance. We are unable to support applications for Adaptations to temporary units such as Chalets and Caravans. Private Home Owners – May be entitled to financial assistance under the Scheme of Assistance, to adapt their home following ‘needs assessment’ undertaken by Argyll and Bute Health and Care Partnership (HSCP). Shared Ownership Properties - There are different types of shared ownership properties. ➢ Shared Equity – The Scottish Government consider this as you own the home outright. Applications will be assessed in the same way as ‘private home owners’. ➢ Shared Ownership – This is where a housing association still owns part of the home and charges you a fee (i.e. Rent) to live in it. Consent is required from the Registered Social Landlord (RSL) to adapt property. Applications will be assessed in the same way as ‘private home owners’ and evidence should be provided that RSL permission has been sought. Private Rented Tenants – In private rented accommodation, assistance to adapt a property is provided to the tenant, and not the landlord/property owner, as it the tenants needs that are being met. The tenant should obtain consent from the Private Landlord (property owner) to adapt their property. The Housing (Scotland) Act 2006, sections 52 and 53 set out that Private Landlords cannot reasonably refuse permission for an adaptation to be undertaken; this excludes works to common parts. Applications will be assessed in the same way as ‘private home owners’ and evidence should be provided that permission has been sought from the property owner. Social Rented Tenants – Please contact your Registered Social Landlord (RSL) for further information and support if you require an adaptation. New Build - In these instances, there would be an expectation that the owner would design and build the property to meet their current and future needs of the household. Page 163
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17 4.2 Assessing Need for Adaptations The need for adaptations can be identified by the person themselves, a health professional, through housing services, social work, or other agency involvement. Where a homeowner or private sector tenant has been identified as in need of adaptation/s, they will be referred to Occupational Therapist who will arrange to visit and undertake an assessment of need as outlined below. As funds can be limited, we need to ensure that we prioritise people in the greatest need. To assist us to do this we have developed an assessment process and associated eligibility criteria. Housing Solutions The first step is to have an initial conversation with the local Occupational Therapist team about your current housing situation and how this is impacting on your ability to live independently in your home. This will include considering longer-term housing solutions to determine if your home will be adequate to meet current and future housing needs. Contact details for area teams are available at Section 9. Needs Assessment To assess the need for adaptations, a ‘needs assessment’ will be undertaken by Argyll and Bute Health and Care Partnership (HSCP). A ‘needs assessment’ is where an Occupational Therapist helps to establish in discussion with the client: the best way to resolve any difficulties; meet their current needs; and support clients to live independently. The ‘needs assessment’ will look at the principal areas of need which can have an impact on your independence, including the health and safety of yourself and others, and your ability to manage personal care and daily routines. If an adaptation to the home is the agreed solution, the Occupational Therapy service will confirm the applicant’s needs, proposed works, and level of priority to the Housing Service. Any adaptation work proposed will consider anticipatory approaches and how your needs may change and evolve over the medium to longer term. A key element to the adaptation approval process is the importance of joint working between relevant services such as Occupational Therapy Service and Housing Service staff. This ensures that all options to meet a person’s needs are considered at the earliest opportunity, including the suitability of the property to meet their medium to long-term needs and the options for rehousing. Self-Assessment Tool - AskSARA Before contacting the Occupational Therapist team, you may wish to undertake an independent self-assessment. Argyll and Bute HSCP are members of the AskSARA independent guide for households. The AskSARA is an online self-help guide co- ordinated by ‘Disabled Living Foundation’ providing expert advice and information on products and equipment for older and disabled people. The service is easy to use, select which subject you would like help and support with, answer some questions about yourself and your environment and AskSARA will produce a free personalised report providing: Page 164
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18 • Clear, tailored advice written by experts on ways to help with daily activities and staying independent in your home; • An impartial list of products and equipment, specific to your needs, with information on where to get them; • Further help and contacts for more information; • An option to save your report and share it with family, friends, and care workers. For further information, or to undertake an assessment please access the website: Disabled Living Foundation - AskSARA (livingmadeeasy.org.uk) Argyll and Bute Care and Repair (ABCR) Practical advice and assistance can be provided by Argyll & Bute Care & Repair to assist households aged over 60 or households with a resident disabled person. Housing Services currently contract with ABCR to develop and sustain bespoke solutions for disabled clients. ABCR will target services in accordance with the Health and Social Care: Prioritisation of Needs Framework. ABCR clients can be assisted to: • Plan for aids and adaptations to suit additional needs; • In preparing works schedules, plans and drawings; • In the appointment of contractors and organisation of works; • In contacting the relevant Council service to determine whether approval is required in respect of planning or building standards; • In completing application forms for financial assistance; • Help from the Small Repairs Service; • For major adaptations liaise with client, Architects etc Argyll and Bute HSCP - Prioritisation of Needs Framework The Health and Social Care: Prioritisation of Needs Framework has been developed to guide the allocation of resources to those in greatest need. The need for such a framework is a direct response to the increasing gap between assessed need and available resources. Priority 1 - Critical risk where serious harm or loss of life may occur; Priority 2 - Significant risk where harm may occur now, or in the near future; Priority 3 - Moderate risk where harm may occur if action is not taken in the longer term; Priority 4 - Low risk where a person’s quality of life may be affected if needs are not met. Page 165
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19 4.3 GRANT - Mandatory Adaptations The Council will fund the full cost of an adaptation in an existing privately owned or rented property to enable someone to remain in their own home, which is deemed essential as per the ‘needs assessment’ undertaken by Occupational Therapist. The mandatory adaptation grant will cover 100% of the total cost of the adaptation and its associated expenses. This can include minor, moderate, or major adaptations but excludes living accommodation extensions and creation of ground floor bedrooms. The range of adaptations included but not limited to are: • Access - Widening doors • Ramps • Shower/bathroom adaptations • Stair Lifts *owners are responsible for the maintenance and repair • Hoists *owners are responsible for the maintenance and repair 4.4 GRANT - Discretionary Adaptation / Living Accommodation Extensions Grant funding for extensions, which provide additional living space, is not available as a mandatory grant. In exceptional circumstances, a discretionary grant may be considered to assist disabled owner-occupier households with grant assistance for adaptations that include living accommodation extensions and creation of ground floor bedrooms when all other alternative housing options have been considered. An application for discretionary grant will only be considered following a comprehensive shared assessment of needs and best value review by Health and Housing. Subject to an assessment of the needs of the disabled person and the ability of the homeowner to extend the property without grant, (determined by an equity, savings and income assessment), grant may be offered up to 80%. Appendix 2 provides further information on the financial assessment. 4.5 GRANT – Discretionary Adaptation Feasibility Planning The Council can provide disabled owner-occupied and private tenant households requiring major adaptations with a grant to help meet the costs of preparatory work. The feasibility grant can be used to cover the cost of professional fees of Argyll & Bute Care & Repair, or an appointed Agent/Architect to prepare plans and estimate costs of different design options prior to the application for adaptation grant assistance. This is an initial fixed grant up to maximum of £675. In exceptional circumstances, further feasibility planning grants may be available. Page 166
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20 4.6 Repeat Adaptation Grants A further application for a disabled adaptation grant within ten-year period, will only be considered where a condition has worsened leading to the existing adapted accommodation no longer meeting the needs of a disabled person and when the following conditions are met: (a) that the need for the work to which the further application relates was not reasonably foreseeable when the original application was approved; (b) that it would not have been reasonably practicable to carry out that work at the same time as the work to which the original application related; (c) that the work to which the further application relates was not considered by the authority to be eligible for a grant when the original application was approved; (d) the application is made in response to an invitation made by the authority to the applicant under section 90(1). 4.7 Applying for Adaptation Grant An application form for adaptation grant is available from local Housing Improvement Officer or from Care & Repair. Contact details are included in Section 9. The grant applicant or their representative is responsible for ensuring any necessary statutory consents have been obtained prior to any grant works commencing, such as Planning permission, Building Warrants and consent from the property owner if applicable. Please refer to Section 7 for full details of grant conditions. 4.8 Approval Process Appendix 1 outlines the approval process for adaptation grants. 5. Improving Property Condition – Part Two A key aim of the Scheme of Assistance is to encourage homeowners to act responsibly and to plan for the maintenance and upkeep of their property. Homeowners are primarily responsible for the repair and maintenance of their own property under their title deeds. Local Authorities have statutory powers to maintain and improve the general condition of private sector housing in their area. The Scheme of Assistance allows Local Authorities broad discretionary powers to provide assistance. This assistance can be provided through advice and guidance; practical help; or through financial assistance by way of grants or loans. It is for the local authority to determine what kinds of assistance is available based on local priorities and budgets. Local Authorities must assist owners who have been served a statutory work notice requiring them to bring a house into a reasonable state of repair. Page 167
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21 5.1 Advice and Assistance The provision of high quality information and advice for householders is fundamental and there is a range of communication methods adopted to try to maximise access to information and advice: ➢ Housing Improvement Officers ➢ Online via the Council website including wider Housing Options advice and links to national information resources; ➢ Information leaflets; ➢ Maintenance events. 5.2 Practical Assistance Common Repairs If work is required to the common parts of building, all the owners who share legal responsibility for the maintenance and repair of the building need to work together. We recognise that reaching agreement between owners can present difficulties. The Housing Service will provide impartial advice and support to establish Owners Associations to deal with these matters. Owners Associations Our Housing Improvement Officers can provide impartial support to owners within tenements to work collectively with other owners in relation to repair and maintenance. An ‘Owners Association’ is a formal arrangement between all the owners of the building/tenement, this can include residential and commercial property owners. Owners Associations must have a constitution, which sets out an agreed set of rules and procedures on how your building will be managed and maintained. Independent advice and further information on Owners Associations including a model constitution is also available from Under One Roof website. The Scottish Government have recently consulted on making Owners Associations a legal requirement. Mediation Mediation Services can also be provided where appropriate. Mediation is an informal way of resolving disputes between households, or between landlords and tenants. Argyll and Bute Mediation Service will help those involved in a dispute to come to agreement. The service is free of charge and it does not prevent owners or tenants seeking advice from other agencies, or prevent legal action being taken if necessary. Please contact your local Housing Improvement Officer if you would like a referral to the Mediation Service. Under One Roof Argyll and Bute Council support the work undertaken by Under One Roof to deliver independent advice and assistance to private owners across Scotland. There is a wide range of impartial information and advice for tenement owners on their website, including an online “Ask a Tenement Expert” Information Service. Ask an expert – Under One Roof Empty Homes Page 168
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22 The Council is keen to encourage and support empty homeowners to bring empty properties back into use. Making the best use of existing stock to meet housing needs, improve the condition of stock, and the amenity of areas is a key part of the Local Housing Strategy. Dependent on owner and property circumstances, there may be discretionary financial assistance available to assist with the refurbishment of long-term empty properties. Practical advice and assistance on options to bring properties back into use is available from the Council’s Empty Homes Officer. Amenity The amenity of our communities is important, it helps attract and retain people to the area and can improve property condition. The Council will offer advice and assistance to households and communities who are seeking to improve the amenity of their area. There may be discretionary financial assistance to support amenity works. Energy Efficiency Argyll and Bute Council’s Home Energy Efficiency Team is committed to helping home owners and private-rented tenants in Argyll and Bute improve the energy efficiency of their homes, reduce their fuel bills, and help to ensure they can live in warm, comfortable homes. Through the Scottish Government’s Energy Efficiency - Area Based Scheme (ABS) grants may be available. For all energy efficiency improvement schemes, please contact our referral partner Home Energy Scotland in the first instance. Home Energy Scotland co-ordinates a range of energy efficiency support for households including the area based schemes and can be contacted on 0808 808 2282. Private Water Supplies All private water supplies must be registered with the Council. A private water supply is one that is not provided by Scottish Water. The supply may come from a loch, burn, spring, well, river, pond, borehole, even rainwater collection or a combination of these. There may be a grant available via Environmental Health to help you improve your private water supply. Further information is available on the Council website. 5.3 Discretionary Grant Funding There may be discretionary grant funding available to assist private owners to improve tenement property condition, or the amenity of the area. Grant funding is prioritised for property in common ownership, and empty properties to encourage owner action and catalyse town centre tenement regeneration. Although the Scheme of Assistance sets out the availability of possible grant for repair work, the application and assessment process reflects the guidance. All grants to assist owners to improve property and amenity are discretionary and will be dependent on the resources available. Page 169
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23 ➢ An Owners Association will be required to be in place for any application for discretionary Common Repair or Amenity grants. This includes tenements which are currently Factored; ➢ Owners Associations will be required to appoint a qualified Agent/Project Manager to oversee Common Repair works where grant is awarded; ➢ All grant applicants will be required to provide details of the plan for the on-going repair and maintenance of the building and/or area on completion of works. Table 1: Discretionary Common Repair, Amenity, and Empty Home Grants For further and more detailed information, please refer to our information leaflets on Grants for Private Homes and Empty Homes Grant. Tenement Feasibility Study Discretionary grant for preparatory information and advice for tenements To assist owners in sub-standard tenement buildings to appoint professional advisors to prepare condition reports, feasibility studies and other pre-project planning work; ➢ Grant of up to £500 per unit of shared costs. Common Repair Grant Discretionary grant for common repair work in tenements A grant for owner occupiers of 40% of costs, up to a maximum of £12,000. A grant for private sector landlords and business premises of 30% of costs up to a maximum of £9,000. Empty Homes RSL or Development Trust Grant and/or Loan Discretionary grant and/or loan for empty homes improved and let to a Registered Social Landlord (RSL) See Appendix4 For long term empty homes (registered empty over three years) where the owner has an RSL partner willing to take on the property for 10 years (grant) or 5 years (loan) for mid-market rent. ➢ Grant of up to £20,000 and/or ➢ Loan of up to £20,000 Empty Homes for Owner Occupation or Private Rented Sector Discretionary grant for empty homes to be used for owner occupation or let as private rented accommodation For owners of long-term empty property, registered empty for at least three years before the application, to be used as full time residential accommodation on completion of repair works. ➢ Grant of 40% up to £12,000 for owner occupiers (owners must be resident in Argyll and Bute) ➢ Grant of 30% up to £9,000 for landlord/developers Amenity Grant Discretionary grant to improve the amenity of an area For activity in any clearly defined area (tenement, street, estate) or where a community led initiative will lead to improved amenity to streetscape, open spaces or built environment. ➢ for amenity work up to 30% of costs up to a maximum grant of £1,200 per unit. Page 170
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24 6. Statutory Action, Enforcement and Default The serving of orders and notices is the first stage of a discretionary process which may or may not lead to works being carried out by the Council. Argyll & Bute Council will always strive to work with owners to find solutions to housing problems. The Housing (Scotland) Act 2006 includes various statutory powers that the Council may use where it is apparent that owners are failing to maintain or repair their properties. In addition, powers remain from the Housing (Scotland) Act 1987. Housing (Scotland) Act 2006 Section 1 Housing Renewal Area Housing (Scotland) Act 2006 Section 30 Work Notice Housing (Scotland) Act 2006 Section 33 Demolition Notice Housing (Scotland) Act 2006 Section 42 Maintenance Order Housing (Scotland) Act 1987 Section 114 Closing Order Housing (Scotland) Act 1987 Section 115 Demolition Order 6.1 Housing Quality Standards Different housing quality standards apply to owner-occupied, private rented, and social rented homes. Registered Social Landlords are subject to regulatory framework to ensure that standards for social rented homes are met. The Council has a duty to ensure that all private houses in the area, which do not meet the tolerable standard, are closed, demolished, or brought up to the tolerable standard within such a period as is reasonable in all the circumstances as set out in Housing (Scotland) Act 1987 Section 85. Private landlords must ensure that the property meets the ‘Repairing Standard’ at the start of the tenancy and at all times during the tenancy as per the Housing (Scotland) Act 2006 Section14. Tolerable Standard The Tolerable Standard is the minimum level of repair a property must achieve to be occupied accommodation. A property, which is below tolerable standard, is not acceptable as living accommodation. The Tolerable Standard is set out in the Housing (Scotland) Act 1987 Sections 85-87 and associated updates. The Tolerable Standard defines the elements of a house which are considered fundamental to its functioning as a home and focuses mainly on the building itself, and does not take into account internal decoration, furniture and household appliances. A property meets the Tolerable Standard if it complies with all the criteria. Repairing Standard The Repairing Standard is the minimum level of repair a house must achieve to be used as privately rented accommodation. The Scottish Governments updated Repairing Standard applies from the 1st March 2024. The standard focuses on the building condition but also includes all installations, fittings and furnishings that are provided as part of a tenancy; and requires private landlords to meet elements relating to safety, heating and access to common parts of a tenement. Annex A: Meeting the Tolerable Standard - Repairing Standard: statutory guidance for private landlords - gov.scot (www.gov.scot) Page 171
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25 Argyll and Bute Council will address issues with Housing Quality Standards by: • Advice in relation to below Tolerable Standard properties; • Prioritising below Tolerable Standard properties in the consideration of enforcement action; • Periodic house condition surveys in the private sector; • Random sample surveys of the private rented sector. 6.2 Housing Renewal Areas There are no current intentions to utilise powers for Housing Renewal Areas (HRA). The profile of housing disrepair in Argyll & Bute is such that sub-standard homes are distributed across the whole stock and in all areas. In most cases, including tenement projects, working with small numbers of owners taking ownership of their own housing repair projects will be preferable to larger scale HRA projects. Demolition notices served under Section 33 of the Housing (Scotland) Act 2006 only apply in HRA’s and as such will not be part of this scheme of assistance. The Housing Service participates in area projects, led by Development and Economic Growth, as part of regeneration activities. 6.3 Demolition and Closing Orders The Housing (Scotland) Act 1987, provides legislative powers for Local Authorities to serve demolition and closing orders. These discretionary notices may be served when a property is below the tolerable standard for housing (BTS) and ought to be demolished. Once served the orders prevent occupation of the property and remain in force until the house is either demolished or brought up to the tolerable standard. Closing orders are served on properties, which cannot be demolished because: they are part of a building containing other houses, which do not fail the tolerable standard; they are part of a building containing property other than houses; or they are subject to listing or preservation orders, otherwise demolition orders are served. Demolition and closing orders create empty homes and as such are contrary to the Councils agreed policies on empty homes. There will therefore be a presumption against service unless there are exceptional extenuating circumstances involved. 6.4 Works Notices The Housing (Scotland) Act 2006 provides discretionary powers for Local Authorities to serve notice and carry our works where the legally responsible person fails to engage on a voluntary basis in relation to serious disrepair of property. Works Notices are a discretionary power, once served there is an additional discretionary power on whether or not the notices will be enforced by default action. Default action means the council will carry out work and recover costs from owners. Due to the risk of non- Page 172
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26 recovery of costs, the Council will only exercise these powers when there is no acceptable alternative. Works notices may be served in the following circumstances: • Where there is an emerging possibility of defaulting owners preventing other owners from carrying out necessary common works of repair or renewal; • Where there are serious issues of tolerable standard failure and no indication of remedial works being undertaken; • As part of co-ordinated action. Notices will be preceded by a letter of intent fully informing owners of the consequence of inaction. Enforcing Works Notices Any enforcement of a works notice carries risk for the Council and the owner. Some of the most serious risks are: • owners accrue personal debt which they cannot afford to repay; • the value of properties and ability to sell may be affected; • businesses fail due to high levels of debt for repairs; • may affect any future grant funding application; • public funds committed may not be recovered or may be tied up in a repayment charge for a considerable period of time. Action to enforce notices or orders served will only be taken as a last resort and will be dependent on, the resources available to the Council for enforcement action, and an assessment of the risk to the Council of being able to recover expenditure on private property from private owners. Each case will be assessed on the individual circumstances. The matrix at Appendix 3 will be used to assess when enforcement will be considered. Note: An administration charge of 15% will be levied in all cases where the Council has to instruct work and recover costs, Emergency works to dangerous buildings which will require immediate attention come under the remit of Building Standards. 6.5 Maintenance Orders In exceptional circumstances, the Local Authority may by a Maintenance Order, require the owner of a house to prepare a maintenance plan, for securing the maintenance of the house to a reasonable standard over such period not exceeding five years. Maintenance Orders can be issued when a Works Notice has been served and/or where the Council believes that a property is not being maintained to a reasonable standard, and will require the owners to take action to address the condition of the property. Page 173
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27 6.6 Missing Shares Where the majority of owners have agreed to carry out necessary common repairs and cannot gain the co-operation of a particular owner or owners, the local authority has discretionary power to pay the missing shares under the Housing (Scotland) Act 2006 Section 50, into ‘owners association maintenance account’. We will not routinely pay ‘missing shares’ due to legal obligations for owners to repair and maintain their properties and internal budget constraints. Work Notices would be served as part of the process prior to any missing share procedure being considered. The payment of ‘missing shares’ will only be considered, on the application of any of the consenting owners, where they can evidence that an owner is unable, unwilling, it is unreasonable to ask the owner to pay, or the owner cannot be identified or found after reasonable enquiry. With an individual ‘missing share’ being above £1,000 which may be subject to change. If budget constraints allow the Local Authority may pay the missing share for ‘essential works only’ and would recover costs incurred when paying in a missing share from the relevant owner. This can include the share itself, any administration expenses in relation to making that payment, and interest at a reasonable rate from when it first serves the request for payment. Recovery from owners who do not pay their share will be made via a Repayment Charge, which is attached to the titles to the property. Before paying a missing share, the local authority must satisfy itself that the owners have complied with the correct procedures beforehand. The council can only consider ‘missing share’ payment if: • owners have followed all the proper procedures in setting up repairs; • a majority of owners have agreed to the essential repairs and paid their share of funds into relevant maintenance account; • the majority of owners have notified the non-paying owners that they are in the minority and their payment is required in order for the works to be instructed; • the essential repair work is required and the building will meet relevant ‘housing standards’ on completion of works. The Council would require evidence of proposed essential repair works from a qualified Organisation/surveyor; • each owner is being asked to pay their correct share of costs in accordance with title deeds; • owners have explored alternative options, including reclaiming missing share via Legal action; • work has not yet started. Please note if work has commenced prior to receiving approval of a missing shares application from the Council, assistance will not be available. Independent information on common repairs is available from Under One Roof – Under One Roof – Impartial information on repairs and maintenance for home owners in Scotland Page 174
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28 6.7 Compulsory Purchase Orders A Compulsory Purchase Order (CPO) is an order that gives the Local Authority the legal power to acquire private property or land without the owner’s agreement when it can be evidenced that there is a strategic and/or public benefit. For example, the Local Authority may need to acquire the land or property to, build or widen a road; erect a public building such as a school; make improvements to regenerate an area; or demolish dangerous or substandard buildings. CPO’s can be a useful tool that enable public sector bodies and infrastructure providers to acquire land or premises to enable projects which are in the public interest to proceed, when they would otherwise not. The CPO process includes removal of someone’s rights to property or land. In order to apply to Scottish Ministers to get a CPO, the Local Authority must follow a legal procedure, set in statute and involves the use of certain statutory forms and notices. The Scottish Government CPO guidance is available on their website. Due to the legal and financial implications, the Council will carefully consider the use of CPO powers before pursuing. A cautious approach will be adopted taking into account the benefits of the underlying project balanced against the rights of property/landowners and others with an interest in the property or land. When a CPO be considered The Council will only consider the use of CPO powers in relation to acquiring land or properties where there is no alternative and all attempts to reach legal agreement and negotiate with the owner (if known) have been exhausted. We will consider a CPO: • Where the owner of a problematic empty building or home is unknown or untraceable; • Where no action is being taken by owner to address dangerous buildings; • Where land or property is required to increase the supply of affordable housing; • Where land or property is required for essential infrastructure projects; • Where there is minimal risk to the Council and a back-to-back agreement has been identified as a strategic solution. 6.8 Other Discretionary Assistance / Powers In exceptional circumstances, the Local Authority may exercise their discretionary powers to assist owners of private properties in relation to improving the condition of their home to meet Housing Quality Standards. Page 175
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29 7. Grant Conditions Grant conditions are recorded on title deeds of the property for TEN years and transfer with ownership on the sale of the property (unless repaid in full at point of sale). 7.1 Grant Conditions Grant for repair, improvement or adaptation carries four statutory conditions. A. The house must be used as a private dwelling, but that does not prevent the use of part of the house as a shop or office for business, trade or professional purposes; B. The house must not be occupied by the owner or a member of the owner’s family except as that person’s only or main residence; C. The owner of the land must take all reasonable steps to keep it in a good state of repair; D. The owners of the land or premises must, if required to do so by the local authority, certify that the conditions A to C are, in so far as they apply, being observed. Failure to comply with the Grant Conditions for 10 years from completion of works will result in the grant being reclaimed, with interest. As set out in the Housing (Scotland) Act 2006, the following conditions also apply: 1. A grant may be made only on an application to the local authority; 2. The application must contain full particulars of the work in question, including plans and specifications of the work, the land on or premises in which the work is to be, or is being, carried out, the expenses (including any professional fees) estimated to be incurred in carrying out the work, and such other matters, including information on the matters mentioned in section 77, as may be required by regulations under section 188; 3. Where the application is for an amount of grant representing a proportion of the total expense estimated under subsection (2)(c), the application must specify that proportion; 4. A local authority may require an applicant to provide, within such reasonable period as it may specify, such information as it considers necessary to satisfy itself that the information in the application form is accurate; 5. The authority must disregard any application from an applicant who fails to comply with such a requirement. Any breach of grant conditions will result in the grant awarded having to be repaid in full to the Council. The associated costs incurred by the Council in recovering the grant will be applied to the final balance that is recovered including administration costs and interest. Page 176
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30 7.2 Registering Grant Conditions The council has a statutory obligation to register all grant awards on the title deeds to the property, the cost of which must be paid for by the grant applicant. The cost for registration is set by the Registers of Scotland and may vary, as of 1 April 2024 it is £80. The Council will deduct the registration fee from the sum of grant awarded to an individual. 7.3 Breach of Grant Conditions As set out in section 7.1, there are a number of grant conditions that the applicant must agree to when making an application and accepting an offer of grant. When grant conditions are breached, the rules set out in section 87, of the Housing (Scotland) Act 2006 are applied and require: a. The repayment of the whole amount of the grant in relation to the work in question, and; b. Interest on the grant accruing from the date of its payment or, where it was paid by instalments, from the date of payment of the final instalment is paid. Interest will be compounded at reasonable rate as the local authority determines. 7.4 Appeal Process Where an applicant for assistance is dissatisfied with any decision in relation to their eligibility or entitlement to financial assistance, they may request a review within 14 days of the decision being issued. The request for a review should be addressed to the relevant Head of Service, Kilmory, Lochgilphead PA31 8RT. A Senior Manager who was not involved in the original decision will undertake a review. The applicant will be notified in writing of the decision reached on review within 28 days of the request for review. If an applicant is still dissatisfied following a review as above, they have the right to refer the matter to the Scottish Public Services Ombudsman. 8. Review and Monitoring Scheme of Assistance The impact of the Scheme of Assistance in meeting the Council’s objectives will be monitored as part of the Local Housing Strategy annual monitoring. The Scheme of Assistance will be subject to review and legislative changes. Page 177
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31 9. Contact Information Health & Social Care - Housing Occupational Therapist Services: Bute 01546 60 5517 Cowal 01369 763450 Helensburgh and Lomond 01436 655052 Islay 01546 60 5517 Kintyre 01586 555811 Mid Argyll 01546 703127 Oban, Lorn and the Isles 01546 605517 Housing Services, Housing Improvement Officers: Bute & Cowal: 01700 501375 Helensburgh & Lomond: 01436 658738 Lorn & the Isles: 01631 567935 Mid Argyll and Kintyre: 01586 559013 Private Sector Admin Team Email - pshgadmin@argyll-bute.gov.uk Empty Homes Email - emptyhomes@argyll-bute.gov.uk Argyll and Bute - Care & Repair: Telephone: 01631 567 780 Email: enquiries@abcarerepair.co.uk Home Energy Scotland Telephone: 0808 808 2282 Website: www.homeenergyscotland.org Argyll and Bute Citizens Advice Bureau Telephone: 01546 605550 Website: www.abcab.org.uk Registered Social Landlords Housing Associations | Argyll and Bute Council (argyll-bute.gov.uk) Argyll Community Housing Association (ACHA) 0800 028 2755 Dunbritton 01389 761486 Fyne Homes 0345 607 7117 West Highland Housing Association 0300 323 1170 LINK 0330 303 0124 Bield 0141 270 7200 Trust 0131 444 1200 Under One Roof Email: info@underoneroof.scot Under One Roof – Impartial information on repairs and maintenance for home owners in Scotland Page 178
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32 10. Further information Further information on the legislation and guidance referred to in the Scheme of Assistance is available using the links below: Argyll and Bute Health & Social Care Partnership – Strategic Publications Argyll and Bute HSCP publications | NHS Highland (scot.nhs.uk) Compulsory Purchase Order Legislation and Procedures Compulsory purchase orders: introduction - gov.scot (www.gov.scot) Equality Act 2010 Equality Act 2010 (legislation.gov.uk) Guidance on the Provision of Equipment and Adaptations Equipment and adaptations: guidance on provision - gov.scot (www.gov.scot) Housing (Scotland) Act 2006 / Part 2 Scheme of Assistance page 56 Housing (Scotland) Act 2006 (legislation.gov.uk) Housing to 2040 Housing to 2040 - gov.scot (www.gov.scot) Local Housing Strategy Local Housing Strategy and Housing Need and Demand Assessment | Argyll and Bute Council (argyll-bute.gov.uk) Registers of Scotland Fees Registration fees - RoS Knowledge Base Scottish Government Housing statistics: Scheme of Assistance Housing statistics: Scheme of Assistance - gov.scot (www.gov.scot) Scottish Government National Performance Framework What it is | National Performance Framework The Public Bodies (Joint Working) (Scotland) Act 2014 Public Bodies (Joint Working) (Scotland) Act 2014 (legislation.gov.uk) Page 179
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Appendices Appendix 1 - Adaptation Approval Process Adaptation Type Description Examples Criteria Specification Recommendation / Approval Process Work that involves minor changes to the house or retrofitting Grab rails Bannister Needs not complex and can be resolved with a standard adaptation Standard specification Assessment undertaken by OT/PT/Nurse Teams Does not involve any significant or structural changes. Removal of raised door thresholds Any house type No site survey No formal approval required Low value Works up to maximum of £600 Care & Repair will undertake works Staff authorising will have received "Any Worker" training and have competancy to request simple adaptation. Work that involves permanent changes to the house. Needs not complex and can be resolved with a standard adaptation Standard specification Assessment undertaken by OT service - if a Private property and cost under £600, OT will order works, to be funded from OT budget. Site survey required Do not involve any significant or structural changes. Adaptation meets assessed medium to long term needs May require drawings If costs are over £600 the OT will help household apply for a SOA grant. Property suitable for adaptation and will meet medium to long term needs May require Building Warrant or Planning Consent Curved stair lifts/ permanent ramps Complex needs but can be resolved with a standard adaptation Specialist specification required to meet individual need or specialist assessment required to determine specification Recommended via OT referral and HIO approval - SOA Grant Wet floor shower in existing bathroom (may require layout to be rearranged) Adaptation meets assessed medium to long term needs Site survey and technical assessment required Additional wc or shower Property feasible to adapt and will meet medium to long term needs Architect/ Structural Engineer/ Building HIO will ensure all necessary permissions in place and appoint architect if required. Structural work to facilitate equipment eg Structural work or work that involves other significant and/ or permanent changes to the house. Major Minor Moderate Re-hanging doors Installing sliding door Over bath shower Widening of footpath Widening or creation of steps (4 or less) Blacksmith handrails Page 180
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1 Appendix 2 - Financial Assessment relating to Living Accommodation Extensions In exceptional circumstances, a discretionary grant may be considered to assist disabled owner-occupier households with grant assistance for adaptations that include living accommodation extensions and creation of ground floor bedrooms when all other alternative housing options have been considered. Owners extending houses to provide living accommodation adaptations will be required to consider any available lending options should they be necessary. All alternative housing options will be considered as part of the assessment process. A house being adapted for a living extension should not be recently bought except in exceptional and unforeseen circumstances. Any living accommodation extension must be for accommodation which is not available in the existing house. Three aspects are considered as part of the financial assessment which will determine eligibility for discretionary grant - Equity, Savings and Income. Equity is the value of a house, on completion of works, less any mortgage or other debt held against it. If there is free equity in a house it is expected a percentage should be released by further borrowing before any public funds are invested in the way of discretionary grant assistance. A. Estimated value of improved house (from valuation survey) £ B. Amount outstanding mortgage (verified by lender’s letter) £ C. Amount of free equity (A - B) £ D. Free equity to invest (C x 20%) £ Free equity to invest will be deducted from the total cost of work before calculating any grant. Savings All household income and savings must be declared. Owner savings over £10,000 will be taken into consideration when calculating eligibility for any grant Income This calculation will give a rough estimate of grant rates for living accommodation extensions in terms of a percentage of the cost of works. An exact figure can only be provided on submission of a formal application for a grant. The assessment includes any partner and any joint owners and their partners. A. Earnings, after tax and NI contributions £ B. Occupational and private pensions £ C. Any other significant income (an amount less than £1000 is unlikely to make a difference to this estimate) £ D. Total income: A+B+C £ E. Mortgage or rent payments £ Page 181
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2 F. . Disregarded Income £ • Scottish Child Payment - £26.70 per week (as at April 2024) for each child under 16 or under 21 and in full-time education for the whole year • Child Disability Payment - £75.75 per week (as at April 2024) for each child who has a severe visual disability or is blind and deaf • Adult Disability Payment - £72.65 standard or £108.55 enhanced award (as at April 2024) if you are registered blind or disabled Total applicable income Grant (percentage of cost) £0 to £5,800 80% £5,801 - £7,000 Between 75% and 70% £7001 to £10,000 Between 70% and 60% £10,001 to £13,000 Between 60% and 50% £13,001 to £16,000 Between 50% and 40% £16,001 to £19,000 Between 40% and 30% £19,001 to £24,000 Between 30% and 20% £24,001 to £32,000 Between 20% and 10% Over £32,000 no grant G. Total deductions: E+F £ H. Total applicable income: D-G £ Page 182
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3 Appendix 3 - Assessment Matrix for Enforcement of Works Notices WORK NOTICES Improvements to Housing Risk Factors Higher probability of enforcement • Common repair responsibilities • Serious housing quality failures being remedied or avoided - Structural instability, Considerable dampness, Public safety • Part of SHQS programme and Serious failure of SHQS • Urgent repair needs • Part of a wider regeneration project THI, CARS • Majority of tenement units housing • Majority of private owners agree to and can pay for works • Individual unit default costs <50% estimated equity. • <1/3 all units defaulting • Default costs under £15K per unit. Defaulting owners co-operating but can’t afford • Agreement on extent of works • Agent appointed by owners • Defaulters likely to have funds for immediate one off recovery, e.g. landlords, major businesses • Owners association operating with all owners signed up • Owners signed up to factoring (and up to date with factoring fees) Lower probability of enforcement • Individual repair responsibilities • Work desirable but not affecting internal living conditions • No urgent repair requirement but components reaching end of material life • Majority of units businesses • Minority private owners interested in works • Majority owner HA and no private owners in agreement • Disagreement over extent of works • No co-operation from defaulting owners • Individual unit default costs > 50% equity • Individual default costs over £15K per unit • Shops affected are small traders in fragile retail locations and/or carrying an unrealistic burden of common repairs • Likelihood of stage repayment or recharge orders. • No owners association or limited owner involvement • No factoring Page 183
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5 Appendix 4 - Empty Homes Funding Please refer to Empty Homes Grant/Loan booklet for further information. Utilising empty property to meet housing needs is a key part of the rational and economical use of the existing stock. The Council is keen to encourage the re-use of empty homes to meet housing needs and this is reflected in this Scheme of Assistance. Registered Social Landlords (RSL) / Development Trust Housing Provider Where a RSL or Development Trust is willing to take on the lease of an upgraded empty house and thereafter sub-let at mid-market rent, grant and loan is available at the levels indicated in section 5.3. Houses must meet the requirements of the Scottish Housing Quality Standard and Energy Efficiency Standards for Social Housing as far as is reasonably practicable. Leases must be for 5 years if loan funding is offered and 10 years if grant is awarded. Owner Occupation Empty homes requiring significant upgrades offer a potential low cost option for entry into the housing market. Grant for owner occupation will be considered in all cases but if funding cannot meet demand, it will be targeted; a. Where the property is in an area of high housing needs. b. Where an RSL property is vacated thereby creating both a new home and an RSL social renting opportunity. c. Where a household is entering the owner occupied market for the first time. The targeting criteria apply to people currently resident in Argyll & Bute and to properties which have been registered empty for at least three years prior to application. Private Rented Sector Grant will be considered to bring empty houses into the private rented sector. Landlords must be registered with Argyll and Bute Council and will be required to submit leases, equal opportunities policies, tenant information packs and other housing management documentation for assessment prior to application. Rent levels for grant assisted property will be required to be equal to the Local Housing Allowance. Additional Condition for Empty Homes grants Grants are discretionary and factors which will be taken into consideration include local housing need; available resources and a geographical distribution across Argyll and Bute. Applicants will be eligible to apply for funding for no more than six properties. Major works will require a professional agent to specify, tender and supervise works. If the house is sold or ownership transferred within 5 years of completion of work any grant paid will be reclaimed with interest. The award of grant will be recorded on property titles. Page 185
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Motion: Ban on Political Posters on Council Property and Street Furniture. The Council notes that: • The vast majority of Scottish local authorities - approximately 28 out of 32 - have already prohibited the use of council-owned street furniture, such as lampposts, for political posters and campaign materials. • Allowing political posters on council property can lead to issues such as visual clutter, damage to public infrastructure, and issues associated with removal and clean-up. • Council property is funded by the taxpayer and as such should not be used for political campaign purposes. • Political posters are often not environmentally friendly relying on single use plastics and can fall off/be removed leading to pollution of local communities. • The presence of posters on lampposts and other street furniture can present road safety concerns, particularly if they obstruct sightlines or distract road users. • Alternative methods of political campaigning, including digital outreach, leafleting, canvassing, and designated poster boards, remain available to all candidates and parties. The Council therefore agrees: • To approve that the updated policy in Appendix 1 is adopted, which will have the effect that Argyll & Bute Council no longer permits the display of any campaign related material on any property under the Council’s control. Proposed: Cllr Daniel Hampsey Seconded: Cllr Gary Mulvaney Page 187 Agenda Item 14
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Appendix 1: 1.1. This policy applies to all assets owned or maintained by Argyll & Bute Council. 1.2. No election or referenda poster or campaign materials are authorised to be affixed or displayed by any means, on any property under the Council’s control. The policy will apply to any area adopted or maintained by the Council and any street furniture or apparatus thereon, whether installed by the Council or other bodies. This includes any display of posters within the road boundary, including but not limited to roadside verges, any street furniture, lighting columns or any telecommunications apparatus. 1.3. This policy also applies to parks, open spaces, and Council buildings regardless of whether they are owned or leased by Argyll & Bute Council. Page 189
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