Public reports pack
Argyll and Bute Council · 25 April 2024
Back to Argyll and Bute Council — 25 April 2024 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 18 April 2024 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, 25 APRIL 2024 at 10:30 AM, which you are requested to attend. Douglas Hendry Executive Director BUSINESS 1. APOLOGIES FOR ABSENCE 2. DECLARATIONS OF INTEREST (IF ANY) 3. APPOINT DEPUTE PROVOST 4. APPOINT DEPUTE LEADER 5. MINUTES (a) Argyll and Bute Council held on 22 February 2024 (Pages 5 - 28) (b) Special Argyll and Bute Council held on 25 March 2024 (Pages 29 - 30) (c) Special Argyll and Bute Council held on 4 April 2024 (Pages 31 - 34) (d) Special Argyll and Bute Council held on 15 April 2024 (Pages 35 - 38) 6. MINUTES OF COMMITTEES (a) Community Services Committee held on 7 March 2024 (Pages 39 - 46) (b) Environment, Development and Infrastructure Committee held on 21 March 2024 (Pages 47 - 52) 7. POLITICAL MANAGEMENT ARRANGEMENTS (a) Report by Executive Director with responsibility for Legal and Regulatory Support (Pages 53 - 58) (b) Appointment of Policy Leads (Appendix A) (Pages 59 - 62) Public Document Pack
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(c) Appointment to Committees (Appendix B) (Pages 63 - 70) (d) Appointment of Area Committee Chairs and Vice Chairs (Appendix C) (Pages 71 - 72) (e) Appointment to Statutory Boards/Joint Committees (Appendix D) (Pages 73 - 80) (f) Appointments of the Licensing Board (Appendix E) (Pages 81 - 82) (g) Appointments to COSLA (Appendix F) (Pages 83 - 84) (h) Appointments to Outside Bodies (Appendix G) (Pages 85 - 96) (i) Appointments to Area Committee Outside Bodies (Appendix H) (Pages 97 - 106) (j) Appointments of Employee Joint Consultative Committee (Appendix I) (Pages 107 - 108) (k) Appointments to Local Negotiating Committee for Teachers (Appendix J) (Pages 109 - 110) (l) Appointments to other positions (Appendix K) (Pages 111 - 112) (m) Councillors Remuneration (Appendix L) (Pages 113 - 114) 8. NHS HIGHLAND DIRECTOR OF PUBLIC HEALTH ANNUAL REPORT 2023 (Pages 115 - 178) Report by Director of Public Health and Policy 9. LEARNING ESTATE INVESTMENT PROGRAMME (LEIP): MULL CAMPUS UPDATE (Pages 179 - 194) Joint report by Executive Director with responsibility for Commercial Services and Education; and Executive Director with Responsibility for Financial Services / Section 95 Officer 10. LEVELLING UP PARTNERSHIP PROCESS (Pages 195 - 204) Report by Executive Director with responsibility for Development and Economic Growth 11. SCOTTISH GOVERNMENT ADDRESSING DEPOPULATION ACTION PLAN (Pages 205 - 212) Report by Executive Director with responsibility for Development and Economic Growth 12. UK SHARED PROSPERITY FUND - VIBRANT & LIVING SPACES GRANT FUND - ALLOCATION OF FUNDING - TO FOLLOW Report by Executive Director with responsibility for Development and Economic Growth 13. PROPOSED LOCAL DEVELOPMENT PLAN 3: DEVELOPMENT PLAN SCHEME (Pages 213 - 242) Report by Executive Director with responsibility for Development and Economic Growth 14. HOUSING EMERGENCY - STRATEGIC HOUSING FUND APPLICATION: ISLAND OF ULVA (Pages 243 - 248) Report by Executive Director with responsibility for Development and Economic Growth
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15. HOUSING EMERGENCY - COLONSAY AFFORDABLE HOUSING UPDATE (Pages 249 - 256) Report by Executive Director with responsibility for Development and Economic Growth 16. CAPITAL CONTRACT INCREASES FUND - REQUEST FOR SPEND (Pages 257 - 260) Report by Executive Director with responsibility for Roads and Infrastructure Services 17. PUBLIC CONSULTATION FOR ISLANDS CONNECTIVITY PLAN (Pages 261 - 286) Report by Executive Director with responsibility for Roads and Infrastructure Services 18. OCTOBER 2023 WEATHER EVENT - UPDATE (Pages 287 - 292) Report by Executive Director with responsibility for Roads and Infrastructure Services 19. CONSUMPTION OF ALCOHOL IN DESIGNATED PLACES BYELAWS (Pages 293 - 296) Recommendation from the meeting of the Planning, Protective Services and Licensing Committee held on 18 October 2023 20. NOTICE OF MOTION UNDER STANDING ORDER 13 Argyll and Bute Council recognises the huge contribution made by our farmers, crofters, growers and fishermen to our local economy, environment and wider rural communities. Consequently, Argyll and Bute Council commits to maintaining and where possible enhancing our working relationships with local arable, livestock, crofting, dairy farmers and fishermen by: a) Where possible, ensuring that food and drinks provided at Council organised events includes items sourced from local suppliers; to always include where possible meat, dairy and fish produce, alongside arable produce. b) As part of tackling the environmental priorities for Argyll and Bute Council; The Council will consider ways to encourage residents, where possible, to shop locally taking advantage of our Love Local marketing work, and taking advantage of home-grown, affordable and nutritious produce, including meat, dairy, fish and arable options. Thus reducing food miles to our tables and boosting the local economy. c) To continue to advocate to the Scottish and UK Governments the importance of supporting Argyll and Bute’s Food and Drink sector to our economy and way of life. Moved by Councillor Alastair Redman, seconded by Councillor Liz McCabe. Argyll and Bute Council Contact: Hazel MacInnes 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, 22 FEBRUARY 2024 Present: Councillor Maurice Corry (Chair) Councillor John Armour Councillor Gordon Blair Councillor Jan Brown Councillor Math Campbell-Sturgess Councillor Garret Corner Councillor Robin Currie Councillor Audrey Forrest Councillor Kieron Green Councillor Amanda Hampsey Councillor Daniel Hampsey Councillor Graham Hardie Councillor Fiona Howard Councillor Willie Hume Councillor Mark Irvine Councillor Jennifer Kelly Councillor Andrew Kain Councillor Paul Donald Kennedy Councillor Reeni Kennedy-Boyle Councillor Jim Lynch Councillor Luna Martin Councillor Tommy MacPherson Councillor Ian MacQuire Councillor Liz McCabe Councillor Dougie McFadzean Councillor Julie McKenzie Councillor Yvonne McNeilly Councillor Ross Moreland Councillor Gary Mulvaney Councillor Iain Paterson Councillor Gemma Penfold Councillor Dougie Philand Councillor Alastair Redman Councillor William Sinclair Councillor Peter Wallace Councillor Andrew Vennard Lorna Stewart Attending: Pippa Milne, Chief Executive Douglas Hendry, Executive Director Kirsty Flanagan, Executive Director Fiona Davies, Chief Officer – Health and Social Care Partnership Anne Blue, Head of Financial Services David Logan, Head of Legal and Regulatory Support Ross McLaughlin, Head of Commercial Services Fergus Murray, Head of Development and Economic Growth Shona Barton, Governance Manager Tracy Mayo, on behalf of Mull Community Angus Williams, on behalf of Mull Community Emily Fenwick, on behalf of Mull Community 1. APOLOGIES FOR ABSENCE Apologies for absence were received from Margaret Anderson, Church representative. DEPUTATION The 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. It was unanimously agreed to hear this Deputation. The Council heard a deputation from Ms Tracy Mayo, Miss Emily Fenwick and Mr Angus Williams on behalf of community members on Mull, including Parent Council Page 5 Agenda Item 5a
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representatives, in relation to the Learning Estate Investment Programme (LEIP) – Mull Campus which would be dealt with under item 5 of the agenda (Budgeting Pack 2024/25). The Provost thanked the presenters and advised that their submission would be considered under item 5 of the agenda (Budgeting Pack 2024/25). 2. DECLARATIONS OF INTEREST There were no declarations of interest intimated. 3. MINUTES The Minutes of the meeting of Argyll and Bute Council held on 23 November 2023 were approved as a correct record. 4. MINUTES OF COMMITTEES (a) Environment, Development and Infrastructure Committee held on 30 November 2023 The Minutes of the meeting of the Environment, Development and Infrastructure Committee held on 30 November 2023 were noted. (b) Policy and Resources Committee held on 7 December 2023 The Minutes of the meeting of the Policy and Resources Committee held on 7 December 2023 were noted. Arising from item 4 of these Minutes (Financial Reports Monitoring Pack – 31 October 2023) the Council agreed the recommendation to approve the revenue virements over £0.200m during September and October 2023. Arising from item 5 of these Minutes (Budget Outlook 2024-25 to 2028-29) the Council agreed the following recommendations - 1. that the utilities budgets are right sized by utilising £0.936m of the £1.4m contingency that was set aside for inflationary increases as part of the 2023-24 budget setting process; and 2. that the shortfall in the teachers’ pay award funding is met by utilising £0.080m of the £1.4m contingency that was set aside for inflationary increases as part of the 2023-24 budget setting process; Arising from item 7 of these Minutes (2024/2025 Annual Review – Procurement Strategy 2022/25 and Sustainable Procurement Policy 2022/25) the Council agreed the recommendation to approve the final revised Procurement Strategy 2022/25 and Sustainable Procurement Policy 2022/25. (c) Community Services Committee held on 14 December 2023 The Minutes of the meeting of the Community Services Committee held on 14 December 2023 were noted. Page 6
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(d) Policy and Resources Committee held on 15 February 2024 The Minutes of the meeting of the Policy and Resources Committee held on 15 February 2024 were noted. Arising from item 4 of these Minutes (Financial Reports Monitoring Pack – 31 October 2023) the Council agreed the recommendation to approve the revenue virements over £0.200m during November and December 2023. Arising from item 5 of these Minutes (Budgeting Pack 2024-2025) the Council agreed that this item would be dealt with under item 5 of the agenda (Budgeting Pack 2024/25). Arising from item 6 of these Minutes (Treasury Management Strategy and Annual Investment Strategy) the Council agreed that this would be dealt with under item 6 of the agenda (Treasury Management Strategy and Annual Investment Strategy). Arising from item 7 of these Minutes (Scottish Welfare Fund – Financial Position) the Council agreed that consideration of a cost pressure amounting to £250,000 would be dealt with under item 5 of the agenda (Budgeting Pack 2024/25). Arising from item 8 of this Minute (Strategic Events and Festivals Fund – Round 6 2024/2025) the Council agreed the recommendations to – 1. Agree that the consideration of £90,000 base funding for Strategic Events and Festivals in order that the application process can commence during 2025/26 (Round 7), and that this fund be augmented by any underspend in Round 5 (23/24); will be dealt with under item 5 of the agenda (Budgeting Pack 2024/25); and 2. Agree that that any underspend from SEF Round 6 is earmarked and used to augment a future SEF round. 5. BUDGETING PACK 2024/25 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 15 February 2024, considered such other appropriate resolutions in relation to these papers and fixed the Council Tax for the year to 31 March 2025. Motion The Motion moved by the Administration is attached at Appendix 1 to this Minute. Moved by Councillor Robin Currie, seconded by Councillor Gary Mulvaney. Amendment The Amendment moved by the Strategic Opposition Partnership is attached at Appendix 2 to this Minute. Moved by Councillor Jim Lynch, seconded by Councillor Dougie Philand. Page 7
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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. The Provost ruled and the Council agreed to take a 10 minute comfort break at this point. The Council reconvened with all those Members present as per the Sederunt. 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 Garret Corner Cllr John Armour Cllr Tommy MacPherson Cllr Maurice Corry Cllr Gordon Blair Cllr Robin Currie Cllr Jan Brown Cllr Kieron Green Cllr Math Campbell Sturgess Cllr Amanda Hampsey Cllr Audrey Forrest Cllr Daniel Hampsey Cllr Fiona Howard Cllr Graham Hardie Cllr Willie Hume Cllr Andrew Kain Cllr Mark Irvine Cllr Paul Kennedy Cllr Jennifer Kelly Cllr Liz McCabe Cllr Reeni Kennedy Boyle Cllr Yvonne McNeilly Cllr Jim Lynch Cllr Ross Moreland Cllr Luna Martin Cllr Gary Mulvaney Cllr Ian McQuire Cllr Gemma Penfold Cllr Dougie McFadzean Cllr Alastair Redman Cllr Julie McKenzie Cllr William Sinclair Cllr Dougie Philand Cllr Andrew Vennard Cllr Peter Wallace Decision The Motion was carried by 18 votes to 16 and the Council resolved accordingly. (Reference: Budgeting Pack 2024/25 dated 15 February 2024, submitted; Motion by Councillor Robin Currie, seconded by Councillor Gary Mulvaney, tabled; and Amendment by Councillor Jim Lynch, seconded by Councillor Dougie Philand, tabled) 6. TREASURY MANAGEMENT STRATEGY AND ANNUAL INVESTMENT STRATEGY 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 2024-25 which had been referred without recommendation by the Policy and Resources Committee held on 15 February 2024. Decision The Council – Page 8
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1. approved the proposed Treasury Management Strategy Statement and Annual Investment Strategy and the indicators contained within; noting that the figures within the Strategy would be updated to reflect the budget decisions agreed at Council; 2. approved the continued use of the asset life method for the repayment of loan fund advances using a 5.1% annuity interest rate, with the exception of spend to save schemes where the funding/income profile method could be used; 3. approved the proposed asset repayment periods as detailed within section 2.7 of the Treasury Management Strategy Statement; and 4. approved the ability to continue to use countries with a sovereign rating of AA- and above, as recommended by the Council’s external treasury management advisors. (Reference: Report by Section 95 Officer dated 6 February 2024, submitted) The Provost ruled and the Council agreed to adjourn the meeting at this point for a 30 minute lunch break. The Council reconvened at 2.10pm with all those Members present as per the Sederunt. 7. ANNUAL ACCOUNTS 2022-23 UPDATE The Council gave consideration to a report providing an update on the audit of the accounts for 2022/23 which had still to be completed by external auditor’s Mazars. The report expressed the dissatisfaction by officers with the situation which had been reported to both Mazars and Audit Scotland. Decision The Council noted the content of the submitted report. (Reference: Report by Section 95 Officer dated 5 February 2024, submitted) 8. POLITICAL MANAGEMENT ARRANGEMENTS The Council gave consideration to a report advising of a vacancy that had arisen on the Live Argyll Board; and to a request from Glasgow City Council to appoint a Trustee to the Blindcraft Trust Fund. Decision The Council – 1. agreed to appoint Councillor Fiona Howard as an Argyll and Bute Council representative on the Live Argyll Board; and 2. agreed to appoint Councillor Graham Archibald Hardie as a Trustee to the Blindcraft Trust Fund. (Reference: Report by Executive Director with responsibility for Legal and Regulatory Support dated 19 January 2024, submitted) Page 9
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Councillor Iain Shonny Paterson left the meeting during the consideration of the following item of business. 9. APPOINTMENT OF INDEPENDENT AUDIT AND SCRUTINY CHAIRPERSON The Council gave consideration to a report outlining the process that had been undertaken in terms of the appointment of an Independent Chairperson for the Audit and Scrutiny Committee; and seeking agreement to the appointment of Mrs Janice Wason Hall to that position. Decision The Council agreed the appointment of Mrs Janice Wason Hall to the post of Independent Chairperson of the Audit and Scrutiny Committee for an initial period of 2 years until 21 February 2026. (Reference: Report by Executive Director with responsibility for Legal and Regulatory Support dated 31 January 2024, submitted) 10. DEMOCRACY MATTERS 2 - CONSULTATION RESPONSE The Council gave consideration to a report providing a proposed response to the Democracy Matters 2 consultation. Decision The Council - 1. agreed the proposed response to the Democracy Matters 2 consultation; and 2. agreed that the draft response be submitted to the Scottish Government by the 28 February 2024 deadline. (Reference: Report by Executive Director with responsibility for Legal and Regulatory Support dated 23 January 2024, submitted) 11. PROPOSED LOCAL DEVELOPMENT PLAN 2 SCOTTISH GOVERNMENT DIRECTION The Council gave consideration to a report advising that the proposed Local Development Plan 2 (as modified) had been considered by Scottish Ministers and as such a direction had been issued on 15 December 2023 requiring further modifications to the Plan before it could be adopted to take into account new policies, regulations and targets. Decision The Council – 1. noted the further modifications proposed to Proposed Local Development Plan 2 by the Scottish Ministers in their direction, as contained at Appendix 1 to the submitted report; Page 10
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2. agreed to the proposed modifications to Proposed Local Development Plan 2 and to proceed to adoption; and 3. agreed that officers notify Scottish Ministers that the modifications be made and that Local Development Plan 2 would be adopted on confirmation from Scottish Ministers that they are satisfied the modifications had been duly made. (Reference: Report by Executive Director with responsibility for Development and Economic Growth dated 22 February 2024, submitted) 12. HOUSING EMERGENCY WORKER ACCOMMODATION PROPOSALS The Council gave consideration to a report providing information on worker accommodation proposals in areas of Argyll and Bute to enable essential services to be delivered to our communities and to request Strategic Housing Fund grants to support these proposals. The report confirmed the requirement for the Council to work with partners to improve innovative housing solutions on Coll, Tiree, Mull and in the Lorn area. Decision The Council – 1. approved a grant of £100,000 from the Strategic Housing Fund to enable 2 NHS properties on Coll to be brought back into use for HSCP staff delivering health and social care services on the island; 2. approved a grant of £160,000 from the Strategic Housing Fund to enable a Council owned property on Tiree to be brought back into use for HSCP staff delivering health and social care services on the island; 3. approved a contingency of up to £250,000 from the Strategic Housing Fund to enable the important first phase of delivering worker accommodation properties at Tobermory on Mull; 4. approved a grant or loan of £200,000 from the Strategic Housing Fund to enable the refurbishment of an ACHA owned 4 bedroom property in Lorn and enable accommodation for HSCP staff and staff contracted by the HSCP to deliver care to households in the community; and 5. delegated to the Executive Director with responsibility for Development and Economic Growth, in consultation with the Executive Director with responsibility for Legal and Regulatory Support, the terms and conditions to be attached to any grant and / or loan agreement required as a consequence of this report. (Reference: Report by Executive Director with responsibility for Development and Economic Growth dated February 2024, submitted) 13. COUNCIL ANNUAL REPORT 2022/2023 A report presenting the Council Annual Report 2022/23 was before the Council for noting. Decision Page 11
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The Council noted the content of the Council Annual Report 2022/23 and the wide ranging examples of exceptional service delivery prior to publishing on the website. (Reference: Report by Executive Director with responsibility for Customer Support Services dated 22 February 2024, submitted) 14. SCOTTISH GOVERNMENT CALL FOR NEW NATIONAL PARK NOMINATIONS A report advising of a Scottish Government intention to designate a new National Park during 2026 was before the Council for noting. Decision The Council – 1. noted the information contained within the submitted report; and 2. noted that should a National park within Argyll and Bute be proposed as part of the nominations process, the Council will get opportunity to express its views on such a proposal as part of the assessment process. (Reference: Report by Executive Director with responsibility for Development and Economic Growth dated 10 January 2024, submitted) The Provost, on behalf of the Council, advised that Fiona Davies, Chief Officer – Health and Social Care Partnership was moving on to take up a new role as Chief Executive of NHS Highland; he thanked her for all her work and wished her well for the future. Page 12
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Appendix 1 Argyll and Bute Council: a) Approves the revenue budget for 2024/25 as set out in the Revenue Budget Overview Report, subject to the decisions outlined below and in the Administration Revenue Budget Model provided at Appendix 1 (A) to this motion. b) Approves the revenue estimates for 2024/25 and consequently that the local tax requirement estimated at £69.458m is funded from Council Tax. Approves the following rates and charges for the year 2024/25: (i) Council Tax to be paid in respect of a chargeable dwelling in Band ‘D’ of £1,627.12, representing a 10% increase. (ii) 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. (iii) Business Rates as determined by Scottish Ministers. c) In respect of the gain received from the reduction in the Strathclyde Pension Employer’s Contribution rate between 17.5% and 6.5% over 2024/25 and 2025/26: (i) Notes that £2m is proposed to be used towards the Council Revenue Budget each year over the next three years (see management/operational savings) with £2m for 2027/28 as noted in the budget pack, now allocated as part of the measures to balance the Capital Plan budget, as set out in the Administration Capital Budget Model provided at Appendix 1(B) to this motion. (ii) Agrees that the balance remaining attributable to all Council employees is transferred to the General Fund and set aside for transformation/spend to save projects. (iii) Agrees that Health and Social Care Partnership projects that fit the criteria at point (ii) above, or if the HSCP needs any funds to balance its budget within 2024/25 and 2025/26, be eligible for funding up to the value of £6.106m, with the release of any funding delegated to the Chief Executive and the Executive Directors of the Council in consultation with the Council Leader, Depute Leader, Policy Lead for Health and Social Care and the Leader of the Largest Opposition Group. (iv) Notes that reports on the drawdowns from the General Fund balance will be submitted to the Policy and Resources Committee as part of the monitoring pack. d) Approves a base allocation to the Health and Social Care Partnership of £78.611m for 2024/25. Approves indicative base allocations of £78.611m for 2025/26 and £81.664m for 2026/27. 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. e) Endorses the new management/operational savings totalling £3.950m as outlined in Appendix 5 of the Revenue Budget Overview Report and approves policy savings options totalling £685k as outlined in Appendix 6 of the Revenue Budget Overview Report but with the exception of the following: Page 13
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(i) Rejects in full proposal 202425-010 – proposed phased reduction of Strategic Events and Festivals, Third Sector (Education) and Community Grant funding, £299k. (ii) In respect of proposal 202425-011, rightsizes the Positive Starts Support Scheme budget from £100k to £60k delivering a saving of £40k. f) Agrees and notes the following: (i) Agrees to allocate £45k to augment area-based Environmental Warden service levels through provision of a dedicated warden for the Mid Argyll, Kintyre and the Islands area in line with other localities. (ii) Notes that the total investment in roads repair and maintenance for 2024/25 will be £8m following an increased allocation of £4.588m at the 2023 budget meeting to safeguard this year’s programme. g) Agrees the following in relation to external funding requests, including those set out within Appendix 8 of the Revenue Budget Overview Report: (i) International Eight Metre Association World Cup - £10k (ii) Argyll and the Isles Tourism Co-operative - £75k (iii) CHARTs (Culture, Heritage and Arts Assembly) - £75k (iv) Screen Machine - £28k (v) Mid Argyll Community Pool - £30k (vi) Mactaggart Leisure – Islay Pool - £30k h) Notes that officers have advised that there is a £57,453 underspend from the Scotland Loves Local scheme and agrees to allocate these resources to support measures to help with the costs of living by funding member organisations of the Community Food Forum, ALIEnergy, Argyll and Bute Citizens Advice Bureau and Bute Advice Centre, with detailed proposals to be agreed by the Executive Director with responsibility for Finance, in consultation with the Leader, Depute Leader and Leader of the Largest Opposition Group. Details of the agreed spend are to be reported to elected members. i) Approves the following in relation to fees and charges with effect from 1st April 2024 unless otherwise noted: (i) Approves the proposals for the fees and charges inflationary increase of 6% and approves the charges that are over and above inflation. Notes that this would generate additional income of £0.385m in total. (ii) Approves no increase to school meal charges in 2024/25 as detailed in section 3.6.2 of the Fees and Charges Report. (iii) Approves the changes proposed to the Social Work fees and charges. (iv) Approves that fees for all Civic Government licences be increased as set out at Appendix 2 of the Fees and Charges report. (v) Approves that licences currently subject to a fixed three-year period and due for renewal in June 2024 continue to be granted on that basis. (vi) Approves all other charges as noted within the Fees and Charges schedule. Page 14
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j) Notes the financial risks analysis. k) Approves the contingency level for the General Fund balance at a level of 2% of net expenditure, equivalent to £6.038m and notes the report on reserves and balances, subject to the decisions set out in the Administration Capital Budget Model at Appendix 1(B). l) Approves the capital plan as set out in Appendix 3 of the Capital Plan Summary Report and agrees to address the £29.384m gap through transfers to the Capital Plan as set out in the Administration Capital Budget Model provided at Appendix 1(B) to this motion. m) In respect of the Learning Estate Investment Programme (LEIP): (i) Notes the successful award of a major funding bid. (ii) Notes that the funding provided by the Scottish Government is not a capital grant for the full cost of the project and that, while the Scottish Government has indicated that it may provide up to 50% of eligible costs over a 25-year period, that contribution to the overall project could in fact be as low as 35%, with the Council required to make up the balance. The Council will be required to fund the total cost in advance. (iii) Notes that due to the one-year time delay in the Scottish Government’s LEIP announcement, the requirement to open the new campus by December 2027 (which was the original timescale) cannot now be met and is now forecast for October 2028 at the earliest. (iv) Notes the updated timescale programme forecast at outlined at Appendix A and B of the report. (v) Agrees that, in the light of the update on funding, that no decision as to whether or not to proceed be taken at this time and that officers prepare a further report with more detail regarding the financial aspects and affordability of LEIP, to be the subject of a Members Seminar and then brought to the Council meeting in April 2024 for members’ consideration. n) In respect of Rothesay Pavilion, after consideration of updates on the Stage 1 works, the progress of the Lobby Group and the latest position on anticipated final costs, the Council: (i) Agrees to make provision for an allocation of £8.859m towards the completion of the capital project, this sum being subject to: a) Receipt of affordable tenders due on 26th April 2024. b) Securing the estimated additional funding of £2.7m from external partners. c) Confirmation of a successful Treasury 5 Business Case in relation to the £9m funding from the Rural Growth Deal. d) Further scrutiny of the business plan from the Rothesay Pavilion Charity. o) Approves the Corporate Asset Management Strategy and Plan including the Asset Group Summaries. p) Agrees that proposals for use of the additional funding confirmed by the Scottish Government in the late stages of the budget development process, will be determined at a future date once it has been confirmed after the UK Government Spring Budget. Page 15
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Proposed by: Councillor Robin Currie, Leader Seconded by: Councillor Gary Mulvaney, Depute Leader Page 16
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Appendix 1 – Administration Budget Model Reconciliation (A) Revenue Budget 2024/25 £000 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 Budget Gap as Per Budget Pack (prior to savings) (10,167) (17,755) (26,140) (33,181) (39,471) Previously Agreed Savings 93 376 852 1,488 1,957 Fees and Charges Increases 385 771 1,156 1,541 1,927 New Management/Operational Savings 3,950 2,256 2,138 2,138 138 New Policy Savings 1,024 1,024 1,024 1,024 1,024 Council Tax on Second Homes 4,000 4,120 4,244 4,371 4,502 Council Tax 3% in future years 0 1,888 3,835 5,851 7,936 Budget Gap as Per Budget Pack (after Measures to Balance Budget) (715) (7,320) (12,891) (16,768) (21,987) Reduction to Funding as per Supplementary Report (65) (65) (65) (65) (65) Revised Budget Gap as Per Budget Pack (after Measures to Balance Budget) (780) (7,385) (12,956) (16,833) (22,052) Page 17
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Council Tax Increase to 10% 3,059 3,163 3,255 3,350 3,447 Policy Savings Rejected : 202425-10 Grants (299) (299) (299) (299) (299) 202425-11 Right Size Positive Starts (60) (60) (60) (60) (60) Use SPF Gain for Capital Plan (2,000) New Warden Post in MAKI (45) (45) (45) (45) (45) Fund Borrowing to pay for weather incident costs 0 (282) (282) (282) (282) Transfer surplus to Unallocated General Fund and Capital Plan (1,875) Revised Budget Gap 0 (4,908) (10,387) (16,169) (19,291) Page 18
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(B) Capital Budget and Other Funds Capital Plan £000 Unallocated General Fund £000 Priority Investment Fund £000 Capital Contract Increases Earmark £000 SPF Gain (Council) £000 Asset Management Fund £000 Balances as Per Budget Pack (29,843) 2,220 6,150 2,703 5,750 2,070 Defer Decision of LEIP School until April Council 11,560 Use of SPF Gain from 2027-28 Revenue for Capital Plan 2,000 Transfer £3.750m from SPF Gain to Capital Plan 3,750 (3,750) Transfer Asset Management Fund to Capital Plan 2,070 (2,070) Use Earmarked Reserves Released for Capital Budget - as per Budget Pack 2,212 (2,212) Transfer £1.028m from Priorities Investment Fund to Capital Plan 1,028 (1,028) Use £500k Crown Estate Funding in 500 Page 19
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2024-25 for Capital Plan Use £500k Crown Estate Funding in 2025-26 for Capital Plan 500 Borrowing to Fund weather incident costs including repair and reinstatement of roads and bridges and new permanent route at A816, which are not claimable via Bellwin 4,348 Funding Ask - 8metre World Cup Championship (10) Funding Ask - Charts (75) Funding Ask - AITC (fund from Staycation Earmarking) Funding Ask - Screen Machine (28) Funding Ask - MACPool (30) Funding Ask - MacTaggart Leisure Centre (30) Transferred from Revenue Surplus 1,875 Increase Capital Contract Earmarking to £3m to protect current capital projects in plan (297) 297 Adjustment to 2% Contingency Required as a result of budget decisions 82 Transfer £380k from Priorities Investment Fund to Unallocated 380 (380) Page 20
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General Fund Revised Balances 0 0 4,742 3,000 2,000 0 The budget detailed above: • Balances the revenue budget in 2024-25 and reduces the gap in future years by £3m as a result of the increase in Council Tax by 10%. • Removes the gap in the capital plan by investing £18.283m into the capital plan. The decision on LEIP – Mull Campus is deferred until April. • Uses the Unallocated General Fund noting that there remains £6.038m (equivalent to 2% of the budget) within contingency. • Maintains £4.742m within the Priorities Investment Fund to support delivery of the Council Priorities 2022 to 2027. • Increases the Capital Contract Increases Earmarking to £3m to protect against contract rises for projects already committed to within our Capital Plan. • Keeps £2.0m of the Strathclyde Pension Fund Gain to be directed towards transformation and projects that will save revenue in the future. Page 21
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Appendix 2 Argyll and Bute Council: 1) Approves the revenue budget for 2024/25 as set out in the Revenue Budget Overview Report and subject to the decisions outlined below and set out in Appendix 1 below. 2) Approves a base allocation to the Health and Social Care Partnership of £78.611m for 2024/25 Approves indicative base allocations for 2025/26 £78.611m and 2026/27 to be £81.664m 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. 3) Approves the 10% reduction to the Live Argyll Management Fee of £0.363m resulting in a management fee in 2024-25 of £3.266m. 4) a) Rejects the following savings options totalling £0.399 m 202425 010 Strategic Events and Festivals, Community and Third Sector (Education) Grants 202425011 Positive starts b) Accepts all other policy savings options proposals, set out in Appendix 6 of the Revenue Budget Overview report, totalling £0.625m c) Endorses the management/operational savings, set out in Appendix 5 of the Revenue Budget Overview report, totalling £3.950m. 5) Agrees the following additional investments, as set out in the table below and also in the Budget Model at Appendix 1. Page 22
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Investing in Argyll and Bute’s Amenities Services £0.045 m One-off or Recurring Funded From £0.045m Environmental Warden to cover the Mid Argyll Kintyre and the Isles area. Makes provision for the employment of an Environment Warden based in the Mid Argyll Kintyre and the Isles area. Recurring (to be baselined) Revenue Budget Cost of living Crisis support £0.350 m £0.050m Argyll and Bute CAB In recognition of the substantial increase in demand during the current Cost of living Crisis One off Unallocated General Fund £0.050m Bute Advice Centre In recognition of the substantial increase in demand during the current Cost of living Crisis One off Unallocated General Fund £0.050m Alienergy In recognition of the substantial increase in demand during the current Cost of living Crisis One off Unallocated General Fund £0.050m Rape Crisis Centre Argyll and Bute To enable the centre to continue to provide much needed support against a background of rising running costs. One off Unallocated General Fund £0.050m Foodbank Contingency Fund Each Area Committee to be allocated £12.5k to provide emergency support in 2024/25 to recognised Food banks and warm space providers who demonstrate they are experiencing financial difficulties. One off Unallocated General Fund £0.100 Cost of Living Contingency Fund Funding earmarked for 25/26. Officers to develop eligibility criteria and means of dispersal for the 25/26 year. One off Unallocated General Fund Page 23
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Supporting our Partners and Businesses - £0.248m £0.075m CHArts (Culture, Heritage and Arts ) Agree to the request to provide investment for 2024/25 to support the organisation in delivering targeted support, in communities, to the culture, arts and heritage sector as part of its plans to contribute to overall economic recovery. One-off Unallocated General Fund £0.030m Mid Argyll Community Pool MACPool Agree additional sum of £30k to address increasing utility costs and property repairs. One off Unallocated General Fund £0.030m IJCE MacTaggart Leisure Centre Agree additional funding to support ongoing increases in utility costs One off Unallocated General Fund £0.075 AITC Agree additional funding to support marketing activities. One off Existing Staycation & Marketing Earmarked Reserve £0.010m 8M WORLD CUP Agree funding to support hosting the International Yachting event. One Off Unallocated General Fund £0.028m Screen Machine Agree additional funding to address inflationary cost pressures. One off Unallocated General Fund Total investment in Argyll and Bute Priorities - £0.643 m 6) Approves the following in relation to fees and charges with effect from 1st April 2024 unless otherwise noted: a) Freezing ferry fares on the four Argyll and Bute Council-operated ferry services (Jura, Cuan, Lismore, Easdale) until 31st March 2025 – total financial impact £0.038m. b) Reject the proposal for the fees and charges inflationary increase of 6% and instead propose an increase of 8% and approve the charges that are over and above inflation. Note that this would generate additional income in excess of the 6% contained within the budget pack of £0.078m taking the increased fees and charges for 2024/25 to £0.463m in total. c) Approve the changes proposed to the Social Work fees and charges. d) Approve the recommendation from Planning, Protective Services and Licensing Committee on 24 January 2024: i)that fees for all Civic Government licences be increased as detailed in Appendix 2 of the Fees and charges report; and ii) that licences currently subject to a fixed three year period and due for renewal in June 2024 continue to be granted on that basis. e) Approve all other charges as noted within the Fees and Charges Schedule 7) Notes the financial risks analysis. 8) Approves the contingency level for the General Fund balance at a level of 2% of net expenditure, equivalent to £6.038m and note the report on reserves and balances. Page 24
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9) Approves the revenue estimates for 2024/25 and that consequently the local tax requirement estimated at £66.399m is funded from Council Tax. Approve the following rates and charges for the year, 2024/25: a) Council Tax to be paid in respect of a chargeable dwelling in Band “D” of £1,479.20 representing no increase from 2023-24. b) 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. c) Business Rates as determined by Scottish Ministers 10) In respect of the gain received from the reduction in the Strathclyde Pension Employer’s Contribution rate between 17.5% and 6.5% over 2024-25 and 2025-26: a) Approve the use of £2m to be used towards the Council revenue budget each year over the next 4 years. b) From the remaining balance attributable to all Council employees amounting to £5.750m, transfer £2m to the Capital Plan and transfer £3.750m to the Unallocated General Fund. c) Transfer £3.106m of the HSCP gain to the Capital Plan. This leaves £3m for the HSCP to utilise with the release of any funding delegated to the Chief Executive and Directors of the Council in consultation with the Leader, Depute Leader, Leader of the largest Opposition and the Policy Lead for Health and Social Care. 11) Approves the capital plan as set out in Appendix 3 of the capital plan summary report, and agrees to address the £29.384m gap as detailed in Appendix 1 below. 12) Approve the recommendation to defer the decision on LEIP until the Council meeting in April remaining fully committed to a new school campus and not a refurbishment. 13) Make provision to allocate £8.859m towards the completion of the capital project at Rothesay Pavilion, noting that a final decision will be taken at Policy and Resources Committee on 9 May 2024 as to whether the project should proceed and on what basis. 14) Approves the Corporate Asset Management Strategy. 15) Notes the Corporate Asset Management plan and the Asset Group Summaries. 16) Notes that the Unallocated General Fund Balance after the proposals contained within this motion is £1.664m. Moved by Cllr Jim Lynch Seconded by Cllr Douglas Philand Page 25
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Appendix 1 Revenue Position 2024/25 £000 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 Budget Surplus / (Gap) as per Budget Pack based on Council Tax Freeze (715) (7,320) (12,891) (16,768) (21,987) Reduction in Funding as a result of Local Government Finance Order (65) (65) (65) (65) (65) Fees and Charges Amendments: Increase in Fees and Charges above/below 6% already built in (2%) 78 78 78 78 78 Ferry charges freeze (38) (38) (38) (38) (38) Rejected Policy Savings: Grants gradually reduces over 3 years (299) (299) (299) (299) (299) Positive Starts Community Childminding (100) (100) (100) (100) (100) Funding for Environmental Warden in MAKI ( recurring ) (45) (45) (45) (45) (45) Transfer from General Fund 1,184 0 0 0 0 Revised Budget Position 0 (7,789) (13,360) (17,237) (22,456) Page 26
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Capital Budget Position/Other Funding Streams Capital Budget £000 Unallocated General Fund £000 Council SPF Gain £000 HSCP SPF Gain £000 Crown Estates £000 Asset Management Fund £000 Capital Contract Increases EMR £000 Priority Investment Fund £000 As per Budget Pack (29,843) 2,220 5,750 6,106 2,000 2,070 2,703 6,150 Postpone decision re LEIP until April 11,560 Tfr from Crown Estates 2,000 (2,000) Tfr from Capital Contract Increases 820 (820) Tfr from Asset Management Fund 2,070 (2,070) Tfr from Priority Investment Fund 5,606 (5,606) From HSCP One off Pension Fund Gain 3,106 (3,106) Transferred to Capital Budget 2,681 (2,681) Tf from Council SPF Gain to Capital Plan 2,000 (2,000) Tfr from Council SPF Gain to General Fund 3,750 (3,750) CAB (50) Rape Crisis (50) Money Advice (50) AliEnergy (50) Food Bank Contingency Fund (50) Cost of Living Support – Earmarking (100) CHARTS (75) Screen Machine (28) International 8m Association World Cup (Yachting) (10) MAC pool (30) IJCE MacTaggart Leisure Centre (30) Transferred to Revenue Budget (1,184) Adjustment to retain 2% contingency 82 Revised Position 0 1,664 0 3,000 0 0 1,883 544 Page 27
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MINUTES of SPECIAL MEETING of ARGYLL AND BUTE COUNCIL held BY MICROSOFT TEAMS on MONDAY, 25 MARCH 2024 Present: Councillor Maurice Corry (Chair) Councillor John Armour Councillor Gordon Blair Councillor Jan Brown Councillor Math Campbell-Sturgess Councillor Garret Corner Councillor Robin Currie Councillor Audrey Forrest Councillor Kieron Green Councillor Amanda Hampsey Councillor Daniel Hampsey Councillor Graham Hardie Councillor Fiona Howard Councillor Willie Hume Councillor Mark Irvine Councillor Andrew Kain Councillor Jennifer Kelly Councillor Paul Donald Kennedy Councillor Jim Lynch Councillor Luna Martin Councillor Tommy MacPherson Councillor Ian MacQuire Councillor Dougie McFadzean Councillor Julie McKenzie Councillor Yvonne McNeilly Councillor Ross Moreland Councillor Gemma Penfold Councillor Dougie Philand Councillor Alastair Redman Councillor William Sinclair Councillor Andrew Vennard Councillor Peter Wallace Attending: Pippa Milne, Chief Executive Douglas Hendry, Executive Director Kirsty Flanagan, Executive Director / Section 95 Officer David Logan, Head of Legal and Regulatory Support Anne Blue, Head of Financial Services Shona Barton, Governance Manager 1. APOLOGIES FOR ABSENCE Apologies for absence were received from Councillors Reeni Kennedy-Boyle, Gary Mulvaney and Iain Shonny Paterson. 2. DECLARATIONS OF INTEREST There were no declarations of interest intimated. 3. 2022-23 AUDITED ANNUAL ACCOUNTS The Council gave consideration to a report providing an update on the external audit of the Annual Accounts for the Council for the year ended 31 March 2023. There had been a significant delay in the completion of the audit. The audit of the accounts for 2022-23 was complete and Mazars had issued an unqualified opinion. Decision Argyll and Bute Council – 1. noted that the audit was complete and Mazars had issued an unqualified opinion on the Council’s Accounts for the year ended 31 March 2023; Page 29 Agenda Item 5b
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2. approved for signature the Council’s audited annual accounts for 2022-23; 3. noted Mazars Annual Audit Report and follow up letter for 2022-23; 4. approved for signature the ISA 580 letter of representation; and 5. noted that the Audit of the Charitable Trusts was expected to be completed in April and the Charitable Trust Accounts would be submitted to Council and Audit and Scrutiny Committee thereafter. (Reference: Report by Section 95 Officer dated 18 March 2024, submitted) Page 30
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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 THURSDAY, 4 APRIL 2024 Present: Councillor Maurice Corry (Chair for items 1 to 3) and Councillor Dougie Philand (Chair for items 4 and 5) Councillor John Armour Councillor Gordon Blair Councillor Jan Brown Councillor Math Campbell-Sturgess Councillor Garret Corner Councillor Robin Currie Councillor Audrey Forrest Councillor Kieron Green Councillor Amanda Hampsey Councillor Daniel Hampsey Councillor Graham Hardie Councillor Fiona Howard Councillor Willie Hume Councillor Mark Irvine Councillor Andrew Kain Councillor Jennifer Kelly Councillor Paul Donald Kennedy Councillor Reeni Kennedy-Boyle Councillor Jim Lynch Councillor Luna Martin Councillor Tommy MacPherson Councillor Ian MacQuire Councillor Liz McCabe Councillor Dougie McFadzean Councillor Julie McKenzie Councillor Yvonne McNeilly Councillor Ross Moreland Councillor Gary Mulvaney Councillor Iain Paterson Councillor Gemma Penfold Councillor Alastair Redman Councillor William Sinclair Councillor Andrew Vennard Councillor Peter Wallace Attending: Pippa Milne, Chief Executive Douglas Hendry, Executive Director Kirsty Flanagan, Executive Director David Logan, Head of Legal and Regulatory Support Shona Barton, Governance Manager 1. APOLOGIES FOR ABSENCE There were no apologies for absence intimated. 2. DECLARATIONS OF INTEREST There were no declarations of interest intimated. Councillor Luna Martin joined the meeting during the consideration of the following item of Business. 3. ELECT PROVOST OF THE COUNCIL The Provost invited nominations for the position of Provost of the Council. Motion To nominate Councillor Dougie Philand to the position of Provost of the Council. Moved by Councillor Jim Lynch, seconded by Councillor Audrey Forrest. Page 31 Agenda Item 5c
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Amendment The Council agrees that Councillor Maurice Corry remains as Provost of Argyll and Bute. Moved by Councillor Robin Currie, seconded by Councillor Gary Mulvaney. 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 Councillor John Armour Councillor Garret Corner Councillor Gordon Blair Councillor Maurice Corry Councillor Jan Brown Councillor Robin Currie Councillor Math Campbell-Sturgess Councillor Kieron Green Councillor Audrey Forrest Councillor Amanda Hampsey Councillor Fiona Howard Councillor Daniel Hampsey Councillor Willie Hume Councillor Graham Hardie Councillor Mark Irvine Councillor Andrew Kain Councillor Jennifer Kelly Councillor Paul Donald Kennedy Councillor Reeni Kennedy-Boyle Councillor Liz McCabe Councillor Jim Lynch Councillor Yvonne McNeilly Councillor Luna Martin Councillor Ross Moreland Councillor Tommy MacPherson Councillor Gary Mulvaney Councillor Ian James McQuire Councillor Gemma Penfold Councillor Dougie McFadzean Councillor Alastair Redman Councillor Julie McKenzie Councillor William Sinclair Councillor Iain Shonny Paterson Councillor Andrew Vennard Councillor Dougie Philand Councillor Peter Wallace The roll call vote returned an equality of votes with 18 votes for the Motion and 18 votes for the Amendment. Decision The Head of Legal and Regulatory Support advised that, in terms of Standing Order 11.4, as this was an appointment to a political position the decision would require to be determined by Lot. Councillor Dougie Philand, on cutting the cards, showed the highest card and was duly elected as Provost of the Council. Councillor Dougie Philand assumed the Chair as Provost of the Council. The Provost recorded his thanks to Councillor Maurice Corry for his contribution over the previous 2 years as Provost of the Council. Councillor Maurice Corry recorded his congratulations to Councillor Dougie Philand in his election as Provost of the Council. Page 32
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4. ELECT THE LEADER OF THE COUNCIL The Provost invited nominations for the position of Leader of the Council. Motion To nominate Councillor Jim Lynch to the position of Leader of the Council. Moved by Councillor Audrey Forrest, seconded by Councillor John Armour. Amendment The Council agrees that Councillor Robin Currie remains as Council Leader. Moved by Councillor Gary Mulvaney, seconded by Councillor Yvonne McNeilly. 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 Councillor John Armour Councillor Garret Corner Councillor Gordon Blair Councillor Maurice Corry Councillor Jan Brown Councillor Robin Currie Councillor Math Campbell-Sturgess Councillor Kieron Green Councillor Audrey Forrest Councillor Amanda Hampsey Councillor Fiona Howard Councillor Daniel Hampsey Councillor Willie Hume Councillor Graham Hardie Councillor Mark Irvine Councillor Andrew Kain Councillor Jennifer Kelly Councillor Paul Donald Kennedy Councillor Reeni Kennedy-Boyle Councillor Liz McCabe Councillor Jim Lynch Councillor Yvonne McNeilly Councillor Luna Martin Councillor Ross Moreland Councillor Tommy MacPherson Councillor Gary Mulvaney Councillor Ian James McQuire Councillor Gemma Penfold Councillor Dougie McFadzean Councillor Alastair Redman Councillor Julie McKenzie Councillor William Sinclair Councillor Iain Shonny Paterson Councillor Andrew Vennard Councillor Dougie Philand Councillor Peter Wallace The roll call vote returned an equality of votes, with 18 votes for the Motion and 18 votes for the Amendment. Decision The Head of Legal and Regulatory Support advised that, in terms of Standing Order 11.4, as this was an appointment to a political position, the decision would require to be determined by Lot. Councillor Jim Lynch, on cutting the cards, showed the highest card and was duly elected as Leader of the Council. Councillor Lynch paid tribute to Councillor Currie for his work as Leader of the Council. Page 33
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The Provost ruled, and the Council agreed to adjourn the meeting for 5 minutes at this point. The meeting reconvened at 11.50am with all those present as per the sederunt. 5. POLITICAL MANAGEMENT APPOINTMENTS The Council gave consideration to the proposal that, other than the Provost and Leader positions elected at this meeting, all Political management appointments, including Depute Provost and Depute Leader will become vacant and removal of existing appointees will be with immediate effect with replacements to be agreed at the Full Council meeting of 25th April 2024. Decision The Council agreed that, other than the Provost and Leader positions elected at this meeting, all Political management appointments including Depute Provost and Depute Leader would become vacant and removal of existing appointees would be with immediate effect with replacements to be agreed at the Full Council meeting of 25th April 2024. Page 34
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MINUTES of SPECIAL MEETING of ARGYLL AND BUTE COUNCIL held BY MICROSOFT TEAMS on MONDAY, 15 APRIL 2024 Present: Councillor Dougie Philand (Chair) Councillor John Armour Councillor Gordon Blair Councillor Jan Brown Councillor Math Campbell-Sturgess Councillor Garret Corner Councillor Maurice Corry Councillor Robin Currie Councillor Audrey Forrest Councillor Kieron Green Councillor Amanda Hampsey Councillor Daniel Hampsey Councillor Graham Hardie Councillor Fiona Howard Councillor Willie Hume Councillor Mark Irvine Councillor Andrew Kain Councillor Jennifer Kelly 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 Alastair Redman Councillor William Sinclair Councillor Andrew Vennard Councillor Peter Wallace Attending: Pippa Milne, Chief Executive Douglas Hendry, Executive Director Kirsty Flanagan, Executive Director David Logan, Head of Legal and Regulatory Support Shona Barton, Governance Manager 1. APOLOGIES FOR ABSENCE There were no apologies for absence intimated. 2. DECLARATIONS OF INTEREST There were no declarations of interest intimated. 3. UPDATE TO COUNCIL FUNDING FOR 2024-25 The Council gave consideration to a report providing information on additional funding for financial year 2024-25 provided by the Scottish Government, and as a result, inviting the Council to re-consider the previous decision in relation to Council Tax rates for 2024-25. Motion Agree the recommendations in paragraphs 3.1.(a) to (d), note the advice from the Chief Financial Officer in regard to the level of Council Tax for 2025-26 and agree that advice, updated as appropriate in the course of this financial year will be part of Members’ considerations in setting the Revenue Budget and Council Tax for 2025-26. Page 35 Agenda Item 5d
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Moved by Councillor Jim Lynch, seconded by Councillor Audrey Forrest. Amendment Agree the recommendations at a) to d) per the report with the addition of the following: e) Note the financial modelling in the report and request that officers continue to develop budget outlook and projections for 2025/2026 and beyond, using a range of scenarios and estimates for income (including council tax) and expenditure, with members regularly updated. f) Commends the dedication, hard work and resilience of the former Council Leader, Robin Currie and his ‘TALIG’ administration in successfully securing extra money from the Scottish Government. g) Request the new Council Leader write to the First Minister in the following terms: i) To thank his government and ministers for their engagement post 22 February 2024 and the subsequent additional money provided to Argyll and Bute Council, allowing us to freeze the council tax today. ii) To reiterate our support that the Verity House agreement be upheld and respected by the Scottish Government, in that there is mutual respect between national and local government; the default position is no ringfencing of resources; and that council budgets and council tax are determined by local government. iii) That the Scottish Government engages with COSLA to ensure there is full funding for local government services that are communities rely upon, and there is no further unilateral council tax freeze or caps applied in the life of this parliament. Moved by Councillor Gary Mulvaney, seconded by Councillor Yvonne McNeilly. As the meeting was being held on a remote basis, the vote required to be taken by calling the roll, and Members voted as follows – Motion Amendment Councillor John Armour Councillor Garret Corner Councillor Gordon Blair Councillor Maurice Corry Councillor Jan Brown Councillor Robin Currie Councillor Math Campbell Sturgess Councillor Amanda Hampsey Councillor Audrey Forrest Councillor Daniel Hampsey Councillor Kieron Green Councillor Graham Hardie Councillor Fiona Howard Councillor Paul Donald Kennedy Councillor Willie Hume Councillor Liz McCabe Councillor Mark Irvine Councillor Yvonne McNeilly Councillor Andrew Kain Councillor Ross Moreland Councillor Jennifer Kelly Councillor Gary Mulvaney Councillor Reeni Kennedy Boyle Councillor Gemma Penfold Councillor Jim Lynch Councillor Alastair Redman Councillor Luna Martin Councillor Willaim Sinclair Councillor Tommy MacPherson Councillor Andrew Vennard Councillor Ian James McQuire Councillor Peter Wallace Councillor Dougie McFadzean Page 36
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Councillor Julie McKenzie Councillor Ian Shonny Paterson Councillor Dougie Philand Decision The Motion was carried by 20 votes to 16 and the Council resolved accordingly. (Reference: Report by Section 95 Officer dated 8 April 2024, submitted) Page 37
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MINUTES of MEETING of COMMUNITY SERVICES COMMITTEE held in the ON A HYBRID BASIS IN THE COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD AND BY MICROSOFT TEAMS on THURSDAY, 7 MARCH 2024 Present: Councillor Audrey Forrest (Chair) Councillor Gordon Blair Councillor Garret Corner Councillor Andrew Kain Councillor Paul Donald Kennedy Councillor Liz McCabe Councillor Dougie McFadzean Councillor Julie McKenzie Councillor Iain Paterson Councillor Gemma Penfold Councillor Dougie Philand Margaret Anderson Lorna Stewart Daniel Semple Also Present: Attending: Councillor Kieron Green Councillor Tommy MacPherson Councillor Jan Brown Douglas Hendry, Executive Director Fiona Davies, Chief Officer – Health and Social Care Partnership Jen Crocket, Head of Education: Wellbeing, Inclusion and Achievement Wendy Brownlie, Head of Education: Performance and Improvement Charlotte Craig, Business Improvement Manager Stuart McLean, Committee Manager Graeme McMillan, Transformation Programme Manager Chief Superintendent Lynn Ratcliff, Police Scotland Group Commander Fraser Grant, Scottish Fire and Rescue Service Colin Buchanan, on behalf of Luing Community Trust and Luing Community Council Camille Annan, Lochgilphead High School Eva Bonetti, Oban High School Having noted the apologies of the Chair, Councillor Yvonne McNeilly, and the Vice-Chair Councillor Daniel Hampsey, the Committee Manager invited those Members present to elect a Chair for the meeting. It was agreed that Councillor Audrey Forrest would assume the role of Chair for this meeting. 1. APOLOGIES FOR ABSENCE Apologies for absence were intimated from Councillors Math Campbell-Sturgess, Amanda Hampsey, Daniel Hampsey, Graham Hardie and Yvonne McNeilly. DEPUTATION The Chair intimated that a request for a deputation to be heard by the Committee had been received from Colin Buchanan on behalf of Luing Community Trust and Luing Community Council. It was unanimously agreed to hear from this deputation. Page 39 Agenda Item 6a
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The Committee heard from Colin Buchanan, Chair of the Luing Community Trust and member of Luing Community Council, in relation to Luing Primary School which would be dealt with at Item 7D of the Agenda. The Chair thanked Colin Buchanan and advised that the submission would be considered under item 7D of the Agenda (Luing Primary School). The Chair intimated that Councillor Kieron Green had notified the Executive Director that he wished, in terms of Standing Order 22.1, to speak but not vote on items 7C and 7D of the Agenda. The Chair confirmed that she would exercise her discretion to allow Councillor Green to speak but not vote on items 7C and 7D of this Minute. 2. DECLARATIONS OF INTEREST There were no declarations of interest intimated. 3. MINUTE The Minute of the Community Services Committee held on 14 December 2023 was approved as a correct record. 4. POLICE SCOTLAND - ARGYLL & BUTE PERFORMANCE SUMMARY REPORT - REPORTING PERIOD: Q3 APRIL - DECEMBER 2023 Chief Superintendent Lynn Ratcliff presented the Argyll & Bute Performance Summary Report of Police Scotland’s Policing Priorities for Q3 April – December 2023 and responded to questions asked. Decision The Committee reviewed and noted the contents of the report. (Reference: Report for Quarter 3 2023 by Divisional Commander for Argyll and Bute West Dunbartonshire Division, Police Scotland, submitted) 5. SCOTTISH FIRE AND RESCUE SERVICE - ARGYLL & BUTE PERFORMANCE REPORT Q3 - 1 OCTOBER - 31 DECEMBER 2023 With the aid of power point slides, Commander Fraser Grant presented a report highlighting Scottish Fire and Rescue Service’s review of local performance within Argyll and Bute for Q3 1 October – 31 December and responded to a number of questions asked. Decision The Committee reviewed and noted the contents of the report. (Reference: Q3 2023 Report by Local Senior Officer, Scottish Fire and Rescue Service, submitted) Page 40
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6. ARGYLL & BUTE HEALTH & SOCIAL CARE PARTNERSHIP - PERFORMANCE REPORT - FQ2 2023/24 A report detailing performance for FQ2 (July – September) 2023/24 for Argyll & Bute Health & Social Care Partnership was considered. The Chair thanked Fiona Davies for all her assistance to the Committee and wished her all the best in her new role. Decision The Committee: 1. Acknowledged performance for FQ2 (July - September 2023/24) and improvement against the previous quarter, which is the second full quarter of data for the Integrated Performance Management Framework (IPMF). 2. Acknowledged supporting performance commentary from Heads of Service and Service Leads. 3. Acknowledged performance update on the National Health & Wellbeing Outcomes and Ministerial Steering Group Integration Indicators contained within Appendix 1 of the report. 4. Noted System Pressure Report for August 2023 contained within Appendix 2 of the report. 5. Noted Delayed Discharge Sitrep for August 2023 contained within Appendix 3 of the report. (Reference: Report by Head of Strategic Planning, Performance and Technology, Argyll & Bute HSCP dated 7 March 2024, submitted) 7. SCHOOLS (CONSULTATION) (SCOTLAND) ACT 2010 (a) MINARD PRIMARY SCHOOL A report providing details of a draft proposal for Minard Primary School formulated in accordance with the requirements of the Schools (Consultation) (Scotland) Act 2010, as amended (the 2010 Act), was considered. Decision The Committee agreed to: a) note the contents of the Consultation Report contained within Appendix A; and b) approve the implementation of the following alternative to the Proposal as consulted on: i. education provision at Minard Primary School be permanently discontinued with effect from 31 May 2024; and ii. the delineated catchment area of Furnace Primary School shall be extended to subsume the whole delineated catchment area of Minard Page 41
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Primary School from 31 May 2024. (Reference: Report by Executive Director with responsibility for Education dated 13 February 2024, submitted) (b) SOUTHEND PRIMARY SCHOOL A report providing details of a draft proposal for Southend Primary School formulated in accordance with the requirements of the Schools (Consultation) (Scotland) Act 2010, as amended (the 2010 Act), was considered. Decision The Committee agreed to: a) note the contents of the Consultation Report contained within Appendix A; and b) approve the implementation of the following alternative to the Proposal as consulted on: i. education provision at Southend Primary School be permanently discontinued with effect from 31 May 2024; and ii. the delineated catchment area of Castlehill Primary School shall be extended to subsume the whole delineated catchment area of Southend Primary School from 31 May 2024. (Reference: Report by Executive Director with responsibility for Education dated 13 February 2024, submitted) (c) ACHALEVEN PRIMARY SCHOOL A report providing details of a draft proposal for Achaleven Primary School formulated in accordance with the requirements of the Schools (Consultation) (Scotland) Act 2010, as amended (the 2010 Act), was considered. Decision The Committee agreed to: a) note the contents of the Consultation Report contained within Appendix A; and b) approve the implementation of the following alternative to the Proposal as consulted on: i. education provision at Achaleven Primary School be permanently discontinued with effect from 31 May 2024; and ii. the delineated catchment area of Lochnell Primary School shall be extended to subsume the whole delineated catchment area of Achaleven Primary School from 31 May 2024. Page 42
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(Reference: Report by Executive Director with responsibility for Education dated 13 February 2024, submitted) (d) LUING PRIMARY SCHOOL A report providing details of a draft proposal for Luing Primary School formulated in accordance with the requirements of the Schools (Consultation) (Scotland) Act 2010, as amended (the 2010 Act), was considered. Motion The Committee agrees to: a) note the contents of the Consultation Report contained within Appendix A; and b) approve the implementation of the following alternative to the Proposal as consulted on: i. education provision at Luing Primary School be permanently discontinued with effect from 31 May 2024; and ii. the delineated catchment area of Easdale Primary School shall be extended to subsume the whole delineated catchment area of Luing Primary School from 31 May 2024. Moved by Councillor Liz McCabe, seconded by Councillor Gemma Penfold. Amendment The Community Services Committee: (a) note the contents of the Consultation Report contained within Appendix A of the report; and (b) agrees to continue mothballing Luing Primary School for a further year to allow the community adequate time to demonstrate the sustainability of the school long term. Moved by Councillor Audrey Forrest, seconded by Councillor Julie McKenzie 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 Garret Corner Cllr Gordon Blair Margaret Anderson Cllr Paul Kennedy Cllr Audrey Forrest Cllr Liz McCabe Cllr Andrew Kain Cllr Gemma Penfold Cllr Dougie McFadzen Cllr Julie McKenzie Cllr Iain Paterson Page 43
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Cllr Dougie Philand Decision The Amendment was carried by 7 votes to 4, and the Committee resolved accordingly. (Reference: Report by Executive Director with responsibility for Education dated 13 February 2024, submitted) The Chair ruled and the Committee agreed to take a 10 minute comfort break at this point. The Committee reconvened at 1.00pm. Councillors Paul Kennedy and Andrew Kain left the meeting at this point. 8. FINAL ATTAINMENT AND ACHIEVEMENT REPORT - SESSION 2022-2023 Following the release on 28 February 2024 of data on the Scottish Government’s Insight tool, a report updating Members on final attainment, across all Argyll and Bute Secondary Schools for session 2022-2023 was considered. The Committee also heard from Camille Annan from Lochgilphead High School and Eva Bonetti from Oban High School on their academic and attainment pathways. The Chair, on behalf of the Committee thanked Camille and Eva and wished them both well in their next steps. Decision The Committee: 1. considered the information in the report, particularly as it relates 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; and 3. noted that the information contained in the report constitutes 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. (Reference: Report by Executive Director with responsibility for Education dated 7 March 2024, submitted) 9. EXTERNAL EDUCATION ESTABLISHMENT INSPECTION REPORT A report providing details of all external establishment inspection reports received across Argyll and Bute Education Service during the period October 2023 to January 2024 was before the committee for consideration. Decision The Committee noted: Page 44
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a) the contents of the report; b) 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 c) 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 January 2024, submitted) 10. COMMUNITY SERVICES COMMITTEE WORK PLAN 2023/2024 The Community Services Committee work plan for 2023-2024 was before the Committee for information. Decision The Committee noted the contents of the work plan. (Reference: Community Services Committee Work Plan 2023-2024, submitted) Page 45
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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, 21 MARCH 2024 Present: Councillor Robin Currie (Chair) Councillor John Armour Councillor Jan Brown Councillor Garret Corner Councillor Graham Hardie Councillor Andrew Kain Councillor Jim Lynch Councillor Tommy MacPherson Councillor Ian MacQuire Councillor Ross Moreland Councillor William Sinclair Councillor Andrew Vennard Councillor Peter Wallace Also Present: Councillor Yvonne McNeilly Attending: Kirsty Flanagan, Executive Director Jim Smith, Head of Roads and Infrastructure Services Fergus Murray, Head of Development and Economic Growth Stuart McLean, Committee Manager 1. APOLOGIES FOR ABSENCE Apologies for absence were received from Councillors Mark Irvine and Gary Mulvaney. 2. DECLARATIONS OF INTEREST There were no declarations of interest intimated. 3. MINUTES The Minutes of the meeting of the Environment, Development and Infrastructure Committee held on 30 November 2023 were approved as a correct record. 4. CEMETERY ASSET - UPDATE REPORT OUTLINING PROCEDURES IN PLACE TO PROTECT REMAINING LAIR SPACE IN CEMETERIES The Committee gave consideration to a report outlining the approach to protect the sale of lairs on some islands, in more rural areas and locations where officers were finding it difficult to extend the cemetery site or purchase new land. Decision The Environment, Development and Infrastructure Committee agreed that the measures listed in Appendix 1 to the submitted report be endorsed to further protect the sale of lairs in cemeteries which have a rural/island location, as well as having limited scope for extension and/or a new site locally to build on. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated March 2024, submitted) Page 47 Agenda Item 6b
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5. WASTE UPDATE The Committee gave consideration to a report providing an update on the Council’s request to the Scottish Government for a derogation for the Council’s PPP contract and that the existing third party off taker for the Helensburgh and Lomond area would cease to trade from 31 March 2024, meaning that new arrangements would have to be put in place. Decision The Environment, Development and Infrastructure Committee – 1. noted the update regarding meetings held with Scottish Government on the Waste PPP contract; and further noted the update relating to the derogation and the drop date set with Scottish Government of 5 April 2024; 2. noted that the third party off taker for Helensburgh and Lomond had given notice that they would cease trading on 31 March 2024; and 3. noted that a further update report would be made available to the Committee in June. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated February 2024, submitted) 6. ELECTRIC VEHICLE CHARGING STRATEGY UPDATE The Committee gave consideration to a report providing an update on the increased Electric Vehicle Charger (EVC) network in the area and plans for future expansion. Decision The Environment, Development and Infrastructure Committee – 1. noted the ongoing work to develop and manage the EVC network; 2. agreed that officers should continue to engage with Transport Scotland on future funding options through the new Electric Vehicle Infrastructure Fund and that a specific Member Seminar would be arranged on EVC when there was clarity on how that fund would operate and be allocated; and 3. agreed that a report be brought to a future meeting of the Committee regarding Argyll and Bute EVC tariffs. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated February 2024, submitted) 7. ANNUAL STATUS AND OPTIONS REPORT 2024 The Committee gave consideration to a report introducing the Annual Status and Options Report which made an analytical assessment of the condition of the Council’s road network and associated infrastructure as well as setting out projected conditions based on varying levels of investment. Decision Page 48
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The Environment, Development and Infrastructure Committee - 1. endorsed the Annual Status and Options Report and the positive analytical feedback it provided; and 2. agreed to use the information for future budget setting. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated February 2024, submitted) 8. TRANSPORT (SCOTLAND) ACT 2019 - PAVEMENT, DOUBLE & DROPPED KERB PARKING STANDARDS The Committee gave consideration to a report highlighting changes in legislation in relation to inconsiderate and obstructive parking and detailing additional parking enforcement which the Council would be able to carry out as part of its Decriminalised Parking Enforcement activity. Decision The Environment, Development and Infrastructure Committee – 1. noted the changes in legislation; and 2. noted that the implementation date for Argyll and Bute was yet to be finalised; and 3. noted that a report would be provided to a future Committee once more information became available, including details of the legislative framework, enforcement options and any additional resource which may be required to discharge these additional powers. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated February 2024, submitted) 9. SECOND DOMESTIC BIN REVIEW 2024 The Committee gave consideration to a report proposing that a review of the existing policy for second domestic bins (green bins which take general waste) be undertaken. Decision The Environment, Development and Infrastructure Committee agreed to a review being progressed; with further information regarding publicity and a timeframe being reported back to the June Committee. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated 5 February 2024, submitted) The Chair ruled and the Committee agreed to adjourn the meeting for a 10 minute comfort break for at this point. The Committee reconvened at 12.55pm. Page 49
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10. LOCAL BRIDGE MAINTENANCE FUND The Committee gave consideration to a report providing an update on the £5.450M of funding secured through a highly competitive bid process from the Scottish Government’s £32M Local Bridge Maintenance Fund. Decision The Environment, Development and Infrastructure Committee – 1. noted the content of the submitted report; 2. noted that officers would be engaging with Scottish Government regarding the increased costs; and 3. agreed to a Members Seminar being arranged for all Members outline the bridge inspection process. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated February 2024, submitted) 11. ROUTE OPTIMISATION UPDATE The Committee gave consideration to a report providing an update on the Route Optimisation project which was scheduled to be rolled out in August 2024 following system building and testing. The Route Optimisation system would enable existing cyclical activities such as bin collection, grass cutting and gritting, to be tested for efficiency and, where possible, routes remodelled to be more efficient and effective. Decision The Environment, Development and Infrastructure Committee – 1. noted the progress with the Route Optimisation project; 2. agreed to a seminar being arranged for all Members following the summer recess to demonstrate the functionality and opportunities available through the system; and 3. noted that a further update report would be brought back to the December 2024 Committee meeting. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated March 2024, submitted) 12. ROADS CAPITAL RECONSTRUCTION PROGRAMME 2024/25 The Committee gave consideration to a report providing details of the proposed roads reconstruction programme for 2024/25. The Programme was based on the 2024/25 allocation of a total of £8.0M. Decision The Environment, Development and Infrastructure Committee – Page 50
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1. endorsed the proposed programme of capital works for 2024/25; and 2. agreed that details of each Area Committee’s programme would be forwarded on to individual Elected Members. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated February 2024, submitted) Councillor Tommy MacPherson left the meeting at this point. 13. FILM IN ARGYLL - SCREEN INDUSTRIES UPDATE REPORT The Committee gave consideration to a report providing an update of 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 opportunities to promote and market the area. The report covered the period January 2023 to January 2024. Decision The Environment, Development and Infrastructure Committee – 1. noted the content of the submitted report; and 2. noted the continued positive economic impact the screen industry had on Argyll and Bute. (Reference: Report by Executive Director with responsibility for Development and Economic Growth dated 5 February 2024, submitted) 14. TRANSFORMATIONAL PROJECTS AND REGENERATION TEAM - LARGE SCALE PROJECT UPDATE REPORT The Committee gave consideration to a report providing an update on the progress of the large-scale, externally funded project work of the Transformational Projects and Regeneration Team; and highlighting key issues that could have an impact on the successful delivery of projects. Decision The Environment, Development and Infrastructure Committee noted the progress contained within the submitted report. (Reference: Report by Executive Director with responsibility for Development and Economic Growth dated February 2024, submitted) In respect of the previous item of Business, the Head of Development and Economic Growth advised that Audrey Martin, Transformation Projects and Regeneration Manager would be retiring from the Council after 37 years’ service. The Committee recorded their thanks to Audrey for her work during this time and wished her well for the future. Page 51
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15. ARGYLL AND BUTE COUNCIL'S ECONOMIC STRATEGY REFRESH: 2024- 2034 The Committee gave consideration to a report providing a refreshed Argyll and Bute Council Economic Strategy covering the period 2024 – 2034. Decision The Environment, Development and Infrastructure Committee – 1. noted the refreshed Argyll and Bute Council Economic Strategy as outlined in Appendix 1 to the submitted report; and 2. endorsed the refreshed Economic Strategy, with an associated Action Plan to be considered at the next meeting of the Committee in June 2024. (Reference: Report by Executive Director with responsibility for Development and Economic Growth dated 14 February 2024, submitted) 16. ARGYLL AND BUTE HOUSING EMERGENCY - PROGRESS REPORT In June 2023, the Committee declared a Housing Emergency due to a consistent reduction in supply of housing, a steady increase in demand for housing across all tenures and increasing levels of unaffordability. The Committee had approved a range of actions and considered a report providing an update on progress towards these intentions to tackle the Housing Emergency. Decision The Environment, Development and Infrastructure Committee noted the activity and progress that was ongoing in pursuing the Committee approved intentions and generally seeking to address the Housing Emergency. (Reference: Report by Executive Director with responsibility for Development and Economic Growth dated February 2024, submitted) 17. ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE WORKPLAN The Environment, Development and Infrastructure Committee work plan 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 work plan as at March 2024, submitted) Page 52
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ARGYLL AND BUTE COUNCIL COUNCIL LEGAL AND REGULATORY SUPPORT 25 APRIL 2024 POLITICAL MANAGEMENT ARRANGEMENTS 1.0 EXECUTIVE SUMMARY At the Special Meeting of Argyll and Bute Council held on Thursday 4th April 2024, the Council agreed that, other than the Provost and Leader positions elected at this meeting, all Political management appointments including Depute Provost and Depute Leader would become vacant and removal of existing appointees would be with immediate effect with replacements to be agreed at the Full Council meeting of 25th April 2024 This report sets out the resulting vacancies from that decision and asks Council to consider making appointments to those vacancies. Page 53 Agenda Item 7a
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ARGYLL AND BUTE COUNCIL COUNCIL LEGAL AND REGULATORY SUPPORT 25 APRIL 2024 POLITICAL MANAGEMENT ARRANGMENTS 2.0 INTRODUCTION 2.1 This report asks Council to consider making appointments to those vacant positions as a result of the decision taken at the Special Meeting of Council held on Thursday 4th April 2024. 3.0 RECOMMENDATIONS 3.1 Council is asked to consider making appointments to:- a. Policy Leads and Depute Policy Leads b. Committees of the Council c. Area Committee Chairs and Vice Chairs d. Statutory Boards and Joint Committees e. The Argyll and Bute Licensing Board f. The Convention of Scottish Local Authorities (COSLA) g. Outside Bodies h. Area Committee Outside Bodies i. The Employee Joint Consultative Committee j. The Local Negotiating Committee for Teachers k. Other Appointments 4.0 DETAIL 4.1 At the Special Meeting held on Thursday 4th April 2024, the Council agreed that, other than the Provost and Leader positions elected at this meeting, all Political management appointments including Depute Provost and Depute Leader would become vacant and removal of existing appointees would be with immediate effect with replacements to be agreed at the Full Council meeting of 25th April 2024. Page 54
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4.2 This decision meant that all existing Political appointments became vacant as of 4th April including Policy Lead positions, Committee appointments and all outside organisation and body appointments. The appointments to NHS Highland Board and The Loch Lomond and Trossachs National Park Authority were the only which remained as these are Ministerial appointments with the Council making nomination. 4.3 The detail on the resulting vacancies is as follows:- Policy Lead Appointments 4.4 The previous Administration had made appointments to 9 Policy Lead and Depute Policy Lead positions. Policy Lead positions are made at the nomination of the Leader and are agreed by Council – detail of the current vacant positions is provided at Appendix A. Policy Lead positions would normally attract a Special Responsibility Allowance which would be agreed by Council. Detail of the previous remuneration paid to Senior Councillors is attached at Appendix L. Membership of Committees 4.5 The Council is asked to consider the appointments to the various Council Committees as detailed at Appendix B. The Council is also asked to appoint Chair and Vice Chair to each of these Committees. Appointments to Committees should reflect the political balance of the Council which is provided at Appendix B. Area Committee Chairs and Vice-Chairs 4.6 The Council has 4 Area Committees, one for each of the administrative areas. The Council is asked to consider the appointment of 4 Area Committee Chairs and Vice-Chairs as detailed at Appendix C. Practice has been that Area Committee Chairs would be paid a Special Responsibility Allowance which would be agreed by Council – again details of the previous remuneration paid for these positions is attached at Appendix L. Statutory Boards/Joint Committees 4.7 The Council is asked to consider making appointments to the Statutory Boards and Joint Committees which are detailed in Appendix D. Appointments to the Licensing Board 4.8 The Council is asked to consider making appointments to the Licensing Board, having regard to the provisions outlined at Appendix E. Convention of Scottish Local Authorities (COSLA) 4.9 The Council is asked to consider making appointments to the Convention of Scottish Local Authorities (COSLA). Detail on the COSLA Vacancies are provided at Appendix F. Page 55
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Appointments to Outside Bodies 4.9 The Council is asked to consider making appointments to the Outside Bodies which are detailed in Appendix G. Appointments to Area Committee Outside Bodies 4.10 Appointments to outside bodies on an area level are normally considered by each Area Committee. In order to minimise disruption, Council is asked to consider making appointments to the Area Based Outside Bodies as detailed at Appendix H. Appointments to Employee Joint Consultative Committee 4.11 The Council is invited to appoint Members to the Employee Joint Consultative Committee in line with the Constitution which is attached as Appendix I. Appointments to Local Negotiating Committee for Teachers 4.12 The Council is invited to appoint Members to the Local Negotiating Committee for Teachers in line with the Terms of Reference which are attached as Appendix J. Other Appointments 4.13 There are a number of miscellaneous appointments which are also now vacant. Council is invited to make appointments to these as detailed in Appendix K. Included in this list are the appointments to the Oban Common Good Fund. 4.14 Since the introduction of Multi-Member Wards in 2011, in respect of Oban where the 2 multi member awards Oban South and the Isles and Oban North and Lorn both have an interest in the former Burgh of Oban, the Council, since January 2011, have appointed 2 members from Oban South and the Isles and 2 members from Oban, North and Lorn wards to serve as the decision making panel for Oban Common Good Fund applications. 4.15 In respect of Campbeltown, Dunoon, Rothesay and Lochgilphead, the multi member ward which covers the former Burgh area comprises of 3 Councillors and these Councillors have been identified as the decision making body for common good applications in respect of each of those Common Good Funds so these are not included in the list of appointments. 5.0 CONCLUSION 5.1 Following the decision made at the Special Council Meeting held on Thursday 4th April 2024, the Council is asked to consider making appointments to the vacancies as outlined in this report noting the detail at the appropriate appendices. 6.0 IMPLICATIONS 6.1 Policy – ensures that Committees are able to operate to take forward policy decisions. Page 56
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6.2 Financial – some costs associated with Members attending appropriate meetings within the Scheme of Approved Duties. 6.3 Legal – the Council is required to make appointments to some bodies such as the Licensing Board. 6.4 HR - none 6.5 Fairer Scotland Duty: 6.5.1 Equalities - protected characteristics - none 6.5.2 Socio-economic Duty - none 6.5.3 Islands – appointments to relevant island related bodies/organisations/boards ensures this is a focus for the Council. 6.6 Climate Change - none 6.7 Risk – if appointments are not made then the Council could be in a position of not being able to make decisions. 6.8 Customer Service - none 6.9 The Rights of the Child (UNCRC) – some appointments to bodies and committees may have direct involvement with this. Douglas Hendry Executive Director with responsibility for Legal and Regulatory Support 9th April 2024 For further information contact: Shona Barton, Governance Manager (01436) 657605 APPENDICES Appendix A – Appointment of Policy Leads Appendix B – Appointment to Committees Appendix C – Appointments to Area Committee Chairs and Vice Chairs Appendix D - Appointment to Statutory Boards/Joint Committees Appendix E – Appointments to the Licensing Board Appendix F – COSLA Appendix G – Appointments to Outside Bodies Appendix H – Appointments to Area Committee Outside Bodies Page 57
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Appendix I – Appointment to Employee Joint Consultative Committee Appendix J – Appointment to Local Negotiating Committee for Teachers Appendix K – Other Appointments Appendix L – Councillors Remuneration Page 58
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Policy Lead Appointments Appendix A Policy Lead/Depute Role Remit Details Policy Lead for Strategic Development Depute Policy Lead for Strategic Development Strategic/Major Regeneration Funding including Rural Growth Deal and Levelling Up Place Based Investment including Crown Estate Funding Financial Inclusion/Advice/Welfare Rights Cost of Living and Energy Costs Crisis Refugee Resettlement Gaelic Policy Lead for Finance and Commercial Services Depute Policy Lead for Finance and Commercial Services Internal Audit Strategic Finance Treasury Management Revenues and Benefits Creditors Property Services Catering and Cleaning Estates and Property Development Energy and Building Services Shared Services and Partnerships Major Project Management Commercial Business Development Asset Transfers (Community Empowerment) Policy Lead for Planning and Regulatory Services Depute Policy Lead for Planning and Regulatory Services Planning Policy Building Standards Environmental Health Development Management Biodiversity Access Rights Community Safety Trading Standards Page 59 Agenda Item 7b
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Policy Lead/Depute Role Remit Details Policy Lead for Care Services Depute Policy Lead for Care Services Children, Families, Criminal Justice Adult Services (ALL) Strategic Planning and Performance HSCP Finance and Transformation Policy Lead for Roads and Transport Depute Policy Lead for Roads and Transport Fleet School and Public Transport Roads Management/Maintenance Infrastructure Design Marine Services Integrated Transport Strategic Transportation Airports Policy Lead for Climate Change and Environment Services Depute Policy Lead for Climate Change and Environment Services Waste Management Amenity Services Climate Change Policy Lead for Education Depute Policy Lead for Education Early Learning and Childcare Additional Support Needs Developing Young Workforce Youth and Adult Services Education Psychology Curriculum 2-18 Leadership Development Performance, Improvement, Collaboration Gaelic Education Policy Lead for Islands and Business Development Islands CARS/THI Programmes Business Gateway Page 60
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Policy Lead/Depute Role Remit Details Depute Policy Lead for Islands and Business Development Employability Film and Creative Digital Islands Infrastructure Funding Policy Lead for Economic Growth, Communities and Corporate Depute Policy Lead for Economic Growth, Communities and Corporate Services Services Economic Growth Projects, Renewables, Regeneration Community Wealth Building Community Planning Community Development Social Enterprise Team ICT HR Organisational Development Corporate Communications Customer Service Centre Registration Services Governance Legal Services Procurement, Commissioning, Contracts Governance, Risk and Safety Civil Contingencies Health and Safety Page 61
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Committee Appointments Appendix B Committee Number of Appointments and any details Previous Appointments Community Services 16 (9 administration, 7 opposition) All Members on the Community Services Committee require to have an up to date Disclosure Scotland Certificate. Councillor Gordon Blair Councillor Math Campbell-Sturgess Councillor Garret Corner Councillor Audrey Forrest Councillor Amanda Hampsey Councillor Daniel Hampsey Councillor Graham Hardie Councillor Andrew Kain Councillor Paul Donald Kennedy Councillor Liz McCabe Councillor Dougie McFadzean Councillor Julie McKenzie Councillor Yvonne McNeilly Councillor Iain Paterson Councillor Gemma Penfold Councillor Dougie Philand Page 63 Agenda Item 7c
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Committee Number of Appointments and any details Previous Appointments Environment, Development and Infrastructure 16 (9 Administration, 7 Opposition) Councillor John Armour Councillor Jan Brown Councillor Garret Corner Councillor Robin Currie Councillor Graham Hardie Councillor Mark Irvine Councillor Andrew Kain Councillor Jim Lynch Councillor Tommy MacPherson Councillor Ian MacQuire Councillor Luna Martin Councillor Ross Moreland Councillor William Sinclair Councillor Andrew Vennard Councillor Peter Wallace Councillor Gary Mulvaney Page 64
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Committee Number of Appointments and any details Previous Appointments Policy and Resources 16 (9 Administration, 7 Opposition) Councillor Gordon Blair Councillor Robin Currie Councillor Audrey Forrest Councillor Kieron Green Councillor Amanda Hampsey Councillor Fiona Howard Councillor Willie Hume Councillor Andrew Kain Councillor Reeni Kennedy-Boyle Councillor Jim Lynch Councillor Liz McCabe Councillor Yvonne McNeilly Councillor Ross Moreland Councillor Gary Mulvaney Councillor Dougie Philand Councillor Alastair Redman Page 65
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Committee Number of Appointments and any details Previous Appointments PPSL 15 Members of the PPSL are appointed to the Regulatory Cohort and must undergo appropriate training. Councillor John Armour Councillor Gordon Blair Councillor Jan Brown Councillor Audrey Forrest Councillor Kieron Green Councillor Amanda Hampsey Councillor Daniel Hampsey Councillor Graham Hardie Councillor Mark Irvine Councillor Andrew Kain Councillor Paul Donald Kennedy Councillor Liz McCabe Councillor Dougie Philand Councillor Peter Wallace Vacancy Page 66
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Committee Number of Appointments and any details Previous Appointments Audit and Scrutiny 6 (3 Administration, 3 Opposition – none of which can be a Policy Lead) Members of the Audit and Scrutiny Committee will be required to undertake appropriate training. Councillor Daniel Hampsey Councillor Graham Hardie Councillor Reeni Kennedy-Boyle Councillor Jim Lynch Councillor Dougie McFadzean Councillor Andrew Vennard Argyll and Bute Harbour Board 8 (5 Administration, 3 Opposition) Members of the Harbour Board are required to undertake appropriate training. Councillor Fiona Howard Councillor John Armour Councillor Garret Corner Councillor Andrew Kain Councillor Jim Lynch Councillor Ross Moreland Councillor Andrew Vennard Vacancy Argyll Islands Sounding Board 10 (6 Administration, 4 Opposition – all Island Councillors) Councillor Robin Currie Councillor Kieron Green Page 67
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Committee Number of Appointments and any details Previous Appointments Councillor Amanda Hampsey Councillor Andrew Kain Councillor Reeni Kennedy-Boyle Councillor Jim Lynch Councillor Liz McCabe Councillor Dougie McFadzean Councillor Julie McKenzie Councillor Peter Wallace Page 68
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Area Committees Appendix C Area Committee Bute and Cowal Helensburgh and Lomond Mid Argyll, Kintyre and the Islands Oban, Lorn and the Isles Page 71 Agenda Item 7d
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APPOINTMENTS TO STATUTORY BOARDS/JOINT COMMITTEES APPENDIX D OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTMENTS PREVIOUS APPOINTMENTS COMMENTS Scotland Excel Elaine Currie, Snr Committee Officer, Scotland Excel, Renfrewshire House, Cotton Street, Paisley, PA1 1TR Tel: 0141 618 7111 Elaine.currie@renfrewshire. gov.uk 1 rep 1 Sub Cllr W Sinclair Cllr G Mulvaney No Payment Scotland Excel is the centre of procurement enterprise for the local government sector. Is a leading non-profit shared service funded by local authorities. Dunbartonshire & Argyll and Bute Valuation Joint Board Clerk to the Valuation Joint Board, c/o West Dunbartonshire Council Municipal Buildings College Street Dumbarton G82 1NR 01389 737220 Scott.Kelly@west- dunbarton.gov.uk committee.admin@west- dunbarton.gov.uk 5 reps & up to 5 subs Substantive Reps Cllr G Hardie Cllr P D Kennedy Cllr P Wallace Cllr I Paterson Cllr I MacQuire Subs Cllr D Hampsey Cllr G Corner Cllr Y McNeilly Cllr G Blair Cllr M Campbell- Sturgess Payment made to the Convenor/Vice- Convenor only. At present, the guidance issued by SLARC in respect of allowances for elected members is mandatory for councils i.e. the payment levels determined by SLARC cannot be exceeded. The guidance specifies the amount to be VJB is an independent local authority which was established in 1995. They professionally compile and maintain the valuation roll, council tax lists and the register of electors for Argyll and Bute. Page 73 Agenda Item 7e
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OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTMENTS PREVIOUS APPOINTMENTS COMMENTS paid to the Council Leader, Provost and ordinary Councillors. It also specifies the parameters for paying additional sums to Senior Councillors. The arrangements in place in DAB VJB are that the relevant local authority will bear the cost of senior councillor allowance paid to the VJB Convenor. The amount of senior councillor allowance payable is in accordance with Page 74
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OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTMENTS PREVIOUS APPOINTMENTS COMMENTS the SLARC guidance for that Council. The Convenor of the Joint Board therefore receives the difference between an ‘ordinary’ councillor and a senior councillor as remuneration in respect of his/her duties in that role. Note that practice/conventi on has been that the post of Convenor and Vice-Convenor rotate round the three constituent councils. Page 75
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OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTMENTS PREVIOUS APPOINTMENTS COMMENTS HITRANS Highlands and Islands Transport Partnership Ranald Robertson, Director 2nd Floor Rear, 7 Ardross Terrace, Inverness, IV3 5NQ 01463 719 002 info@hitrans.org.uk Tel. 01667 460464 Katy.Cunningham@hitrans.o rg.uk 1 rep 1 sub Cllr A Kain Cllr R Currie No payment Is one of seven Regional Transport Partnerships in Scotland established in 2005. Established to strengthen the planning and delivery of regional transport so it better serves the needs of people and businesses. Strathclyde Concessionary Travel Scheme Joint Committee Strathclyde Partnership for Transport 131 St Vincent Street Glasgow G2 5JF Telephone: 0141 332 6811 Email: enquiry@spt.co.uk Pamella.Lawrence@spt.co.u k 1 rep 1 sub Cllr W Sinclair Cllr G Hardie No payment Comprises the 12 councils within the west of Scotland and oversees the operation of the concessionary fares scheme for public transport within the area. Strathclyde Partnership for Transport and Strathclyde Strathclyde Partnership for Transport 131 St Vincent Street Glasgow 1 rep 1 sub Cllr W Sinclair Cllr G Hardie No payment Is a passenger transport executive responsible for planning and co- Page 76
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OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTMENTS PREVIOUS APPOINTMENTS COMMENTS Passenger Transport Authority G2 5JF Telephone: 0141 332 6811 Email: enquiry@spt.co.uk Pamella.Lawrence@spt.co.u k Valerie.Davidson@spt.co.uk 0141 333 3298 ordinating regional transport, especially the public transport system in the Strathclyde Region of the West of Scotland. West of Scotland European Forum Malcolm Leitch Glasgow City Council Development & Regeneration Svs 231 George Street, Glasgow, G1 1RX 01412876093 Malcolm.leitch@glasgow.go v.uk 1 rep 1 sub Cllr W Sinclair Vacant No Payment Joint body of the 12 local authorities in the (ex Strathclyde) region plus Strathclyde Partnership for Transport. The Forum meets on a minimum of two occasions per year and is supported by an officer group drawn from all member Page 77
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OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTMENTS PREVIOUS APPOINTMENTS COMMENTS authorities. The aims of the Forum are: • To identify EU/Brexit issues of relevance to Forum member authorities; • To monitor and make representatio ns on replacements for EU Funding in the region, especially in relation to economic and social regeneration; and Page 78
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OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTMENTS PREVIOUS APPOINTMENTS COMMENTS • To work with other networks/organisati ons with compatible objectives Argyll and Bute Health and Social Care Integration Joint Board (IJB) Argyll & Bute Integration Joint Board Kilmory Lochgilphead PA318RT c/o charlotte.craig@argyll- bute.gov.uk irene.luke@nhs.scot 01436 658839/ 01546 790059 4 reps Cllr K Green Cllr G Mulvaney Cllr A Hampsey Cllr D Philand The Integration Joint Board is the new governance Board of Argyll and Bute Health and Social Care Partnership (HSCP) and has responsibility for the planning, resourcing and overseeing of the operational delivery of integrated health and social care services. The membership of the IJB comprises 4 elected Councillors from Argyll and Bute Council, 4 NHS Highland Board members and a Page 79
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OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTMENTS PREVIOUS APPOINTMENTS COMMENTS number of other members from a range of sectors and stakeholder groups including the Third Sector, Independent Sector, patients/service users, staff and carers. Conveners and Vice Conveners of the Board receive a remuneration based on SLARC guidance. Page 80
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Argyll and Bute Licensing Board APPENDIX E Argyll and Bute Licensing Board Previous Appointments 10 Members suitably trained from the regulatory cohort Councillor Jan Brown Councillor Audrey Forrest Councillor Kieron Green Councillor Amanda Hampsey Councillor Graham Hardie Councillor Mark Irvine Councillor Paul Donald Kennedy Councillor Liz McCabe Councillor Dougie Philand Vacancy The administration and regulation of liquor licensing is the responsibility of a Licensing Board which is a completely separate and distinct entity from the Council. It is the responsibility of the Council to appoint Members to the Licensing Board. The Licensing (Scotland) Act 2005 requires this Council to appoint Members to a Licensing Board. Since 2007 there has been one Licensing Board covering the whole of the Argyll and Bute area and ten Members have been appointed to this Board from the Members of the Regulatory Cohort. Schedule 1 of the 2005 Act provides that a Licensing Board must consist of at least five, and not more than ten members. The Council must have regard to the following when giving consideration to appointment to a Licensing Board. A Councillor is disqualified from being a member of a Board if the Councillor is (a) The holder of a licence (b) An employee of a licence holder and works as such in licensed premises (c) Whether alone or in partnership with another person, is engaged in the business of producing or selling alcohol (d) A Director or other Officer of a company so engaged, or (e) An employee of any person so engaged and works as such in that business. Page 81 Agenda Item 7f
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Convention of Scottish Local Authorities APPENDIX F COSLA Body Detail COSLA Convention 3 nominees COSLA Groups Environment and Policy Board Community Wellbeing Board Children and Young People Board Health and Social Care Board COSLA – Scottish Joint Council for Local Government Employees Nominations Page 83 Agenda Item 7g
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1 APPOINTMENTS TO OUTSIDE BODIES/ORGANISATIONS APPENDIX G OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTS PREVIOUS APPOINTMENT COMMENTS DESCRIPTION HEALTH AGE SCOTLAND Older People’s Champion Age Scotland – Brian Sloan, Chief Executive at policy@agescotland.or g.uk – CC Rob Snodgrass, Regional Ambassador Age Scotland, rless@live.co.uk 1 rep Cllr Liz McCabe Age Scotland has written to the Leader of the Council asking that Argyll and Bute Council considers joining several other Scottish local authorities in appointing an Older People’s Champion. Age Scotland considers that the group of council Older People’s Champions could, working together, be an authoritative collective voice for the older people of Scotland. Appointed Champions have previously met together on a virtual basis, initially twice a year but with some Champions keen to explore scope for more frequent meetings. Appointing a Champion who participates in a wider group of this nature provides an opportunity to voice local issues on a national level, to exchange ideas, and to be a go-to group when the Scottish Government wishes to consult older people, or on older people’s issues. Trustee to the Blindcraft Trust Fund Wendy Shannon Governance Project Support Manager Corporate and Property Law Section Glasgow City Council wendy.shannon@glas gow.gov.uk 1 nomination Cllr Graham Archibald Hardie No payment 2 meetings per annum. Appointment on ex-officio basis until next Local Governent elections. The Blindcraft Trust was established in order to carry out the testamentary wishes of John Leitch by a private Act of Parliament in 1825 which established an Asylum for the Blind in the City of Glasgow - Act George IV CAD44 (private). EDUCATION University of the Highlands and Islands Foundation Committee Dr Jen Vanderhoven (Vice-Principal Engagement) University of the Highlands and Islands Executive Office 1 rep Cllr Y McNeilly No Payment The University of Highlands and Islands Project was established in 1992 with the aim of creating a University which would reach the smallest communities in remote regions. In 2001 the project was designated as a higher education institute and currently has in the region of 5000 students Page 85 Agenda Item 7h
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2 OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTS PREVIOUS APPOINTMENT COMMENTS DESCRIPTION Ness Walk Inverness IV3 5SQ Christine Shaw Christine.shaw@uhi.ac. uk +44 1847 889380 throughout the Highlands and Islands offering in excess of 100 Undergraduate and Postgraduate courses. SOILLSE National Network for Gaelic Research – Consultative Committee Professor Clive Mulholland Principal and Vice- Chancellor University of the Highlands and Islands, Executive Office, Ness Walk, Inverness IV3 5SQ Christine.shaw@uhi.ac. uk +44 1847 889380 1 rep Cllr R Currie No Payment Recently established project which aims to provide an enhanced research capacity to inform public policy towards the maintenance and revitalisation of the Gaelic language and culture. Committee will meet once per year. Ionad Chaluim Chille Ìle (ICCI), the Gaelic Centre based in Islay. Neil Woodrow – Manager Ionad Chaluim Chille Ìle Islay Gaelic Centre, Gartnatra, Bowmore, Isle of islay PA43 7LN Nw.smo@uhi.ac.uk 01496810818 1 rep Cllr R Currie No Payment Ionad Chaluim Chille Ìle (ICCI), which is the Gaelic Centre based in Islay. Our Board of Directors has recently been undertaken a view of its constitution, governance and activities as required by OSCR. The Board are of the opinion that as we are delivering Gaelic classes throughout Argyll, including classes for Council staff, it would be appropriate for us to strengthen links with the Council and to invite the Council to be formally represented on our Board by nominating one of its members as a Director of ICCI. ENTERPRISE/ECONOMY PA23 BID – Board PA23 BID Ltd t/a Dunoon Presents C/o Stewart and Bennett 82 Argyll Street Dunoon PA23 7NJ 1 rep (director) Cllr Ross Moreland In accordance with PA23 BID proposal and BID Business Plan. 1 Director to be an elected member nominated from Argyll and Bute Council, 10 directors elected by businesses in Dunoon; plus Strathclyde Police but only as observer with no voting rights. Page 86
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3 OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTS PREVIOUS APPOINTMENT COMMENTS DESCRIPTION 01369702885 07765 770858 emacdonald@stewartbe nnett.com info@pa23.org.uk Isle of Bute BID - Board the Isle of Bute BID, 43 Montague Street, Rothesay, Isle of Bute PA20 0BU Tel. No. 01700 503971 or E-mail to info@butebid.com 1 rep Cllr Reeni Kennedy- Boyle In accordance with the Isle of Bute BID proposal and BID Business Plan. The Board will include two representatives from Argyll & Bute Council, one Elected Member and one Officer. RURAL AND ENVIRONMENTAL Nadair Trust (Scottish Natural Heritage) Scottish Natural Heritage | Cameron House | Albany Street | Oban | PA34 4AE 0300 244 9360 Colin.MacFarlane@natu re.scot 1 rep Cllr Kieron Green No payment The Council has received an invitation from Scottish Natural Heritage to appoint a representative to the re- established Nadair Trust. Last appointment was 2012 (L Scoullar). The Nadair Trust, limited company and charity (Company No. SC206844), was the delivery vehicle for the 2 phases of National Heritage Memorial Fund (NHMF) projects focused on the Argyll Islands. The projects were completed to in 2008. They would like to work with former Partner Members to put appropriate governance in place, confirm legacy commitments and decide what to do with the remaining funds. Argyll & Bute Local Biodiversity Partnership ABC Kim.deBuiteleir@argyll- bute.gov.uk 1 rep Cllr Kieron Green No Payment This has a membership of 31 organisations and a number of individuals which monitors the Local Biodiversity Action Plan. The plan seeks to manage and conserve our wealth of habitats and species which are under threat Argyll, Lomond and The Islands Energy Agency – Management Board enquiries@alienergy.org .uk ALIenergy, Lorn House, Albany Street, Oban PA34 4AR 01631 565183 2 nominees Cllr Garret Corner Cllr Ross Moreland No payment Alienergy dedicated to both increasing energy efficiency and the energy derived from renewable resources. A non profit making organisation which offers free and impartial energy advice to all sectors within the area. Page 87
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4 OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTS PREVIOUS APPOINTMENT COMMENTS DESCRIPTION Argyll and Bute Renewables Alliance (ABRA) ABC Audrey Martin Development & Infrastructure 1 rep Cllr Robin Currie No payment Brings together key public and private sector partners to ensure greater awareness of issues around renewable development in the area, and to assist in the delivery of the Renewable Energy Action Plan Argyll and the Isles Coast and Countryside Trust ABC ACT@Blarbuie, Blarbuie Road, Lochgilphead, Argyll PA31 8LE or Julie Young ACT Development Manager julie@act-now.org.uk 01546602755 07920083857 www.act-now.org.uk 1 rep 1 sub Cllr Ross Moreland Cllr Peter Wallace No payment ACT was set up in 2013 as a community led Scottish charitable incorporated organisation with a vision to maintain, enhance and promote the coast and countryside of Argyll so that it can be enjoyed by residents and visitors forever. ACT works with Argyll’s people to make the most of our environment. Our objectives are: • To care for and enhance our unique natural environment. • To give people opportunities to experience, learn in and be inspired by nature. • To encourage investment in Argyll’s natural capital to support our economy. • To increase opportunities for employment, skills development and volunteering in our environment. KIMO (Kommuners International Kiljorganisation) KIMO Co-ordinator - Arabelle.Bentley@shetl and.gov.uk KIMO International, 8 North Ness Business Park, Lerwick, Shetland, ZE1 0LZ, UK T: +44 1595 744807 | E: info@kimo.s hetland.org 1 rep Cllr Luna Martin Campaigns on marine pollution issues affecting coastal communities, exchanging information on effective pollution prevention, clean up operations and sustainable development. It currently has 128 members from 10 European communities and lobbies national Governments, the European Commission and others to take effective actions on issues affecting Northern Seas. Scottish Councils Committee on Scottish Councils Committee on 1 rep Cllr Ross Moreland No payment Aims to give factual advice to Scottish Local Governments on radiation and radioactive waste Page 88
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5 OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTS PREVIOUS APPOINTMENT COMMENTS DESCRIPTION Radioactive Substances Radioactive Substances (SCCORS), Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1TR elaine.currie@renfrewsh ire.gov.uk 0141 6187111 matters. West of Scotland Archaeology Service Joint Committee Maureen Hughes Committee Services Section, Glasgow City Council, 4th Floor, 40 John Street Glasgow, G2 1DU 01412874377 Maureen.hughes@glasg ow.gov.uk 1 rep 1 sub Cllr Ross Moreland Sub Peter Wallace No payment The Service provides information and advice to the Planning Departments and other services of the twelve WoSAS Councils Clyde Marine Planning Partnership ABC Mark Steward, Marine & Coastal Manager, Argyll & Bute Council Lorn House Albany Street Oban Fergus Murray D&I 1 rep Cllr Kieron Green No payment Formally established on 10 Feb 2016 by the Firth of Clyde Forum. Set up to develop a statutory Regional Marine Plan for the Firth of Clyde. Local Plan Flood Districts Clyde and Lomond Local Plan District – carol.jack@glasgow.gov .uk Customer and Business Services – Committee Services City Chambers 40 John Street Glasgow G2 1DU 0141 2873534 1 rep for each Cllr Daniel Hampsey Cllr Andrew Kain The Flood Risk Management (Scotland) Act 2009 supersedes the previous Acts most notably the Flood Prevention (Scotland) Act 1961. It places various duties on Councils, including preparing maps of, and assessing bodies of water, recording of flooding events and publishing proposed measures including the Local Flood Risk Management Plan every 6 years. The Act requires a Plan led approach to sustainable flood risk management, with an emphasis on joint working and agreement between local authorities, Scottish Water and SEPA. SEPA have a strategic coordinating role. Page 89
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6 OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTS PREVIOUS APPOINTMENT COMMENTS DESCRIPTION Highland / Argyll – Alan.Fraser@highland.g ov.uk or frm@highland.gov.uk The Highland Council Project Design Unit Council Offices Dingwall IV15 9QN 01349 868812 / 800 Arthur McCulloch (ABC) SOCIAL(INCLUDING ARTS AND LEISURE) Argyll & Bute Care & Repair Agency Steve Clarkson Co-ordinator Argyll & Bute Care & Repair Agency 120 George Street Oban PA34 5NT Tel. 01631 567780 enquiries@abcarerep air.co.uk 2 reps Cllr Graham Hardie Cllr Garret Corner Argyll & Bute Care & Repair (ABCR) is part of a nationwide network of organisations to help the elderly and/or disabled in the private sector remain in their homes in the community by helping with repair, maintenance, improvement or adaptation. Fyne Homes Management Committee Fyne Homes Ltd 81-89 Victoria Street Rothesay Isle of Bute PA20 0AP postmaster@fynehom es.co.uk 01700501629 03456077117 1 rep Peter Wallace No Payment Is a charitable registered social landlord across Argyll and Bute managing in excess of 1450 properties. Registered Social Landlord operating in Bute, Cowal, Mid Argyll and Kintyre providing rental, shared ownership and shared equity properties Argyll Community Housing Association (ACHA) ACHA Menzies House, Glenshellach Business Park, Oban PA34 4RY 01546605970 or 07876397502 2 substantive reps Cllr Jan Brown Cllr Alastair Redman No payment ACHA is a community led housing association that will manage all 5,800 Council properties across Argyll and Bute as well as delivering associated housing services. Page 90
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7 OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTS PREVIOUS APPOINTMENT COMMENTS DESCRIPTION Careen.hendry@acha. co.uk Argyll and Bute Area Support Team Children’s Hearings Scotland, Third Floor, Thistle House, 91 Haymarket Terrace Edinburgh EH12 5HE information@chs.gsi.g ov.uk Catherine.goodfellow @chs.gov.scot 1 rep Cllr Amanda Hampsey (Waiting on confirmation from CHS on no of reps required for new structure) No payment Rep has overview of Children’s Hearings System and Children’s Panel in Argyll and Bute Area. Children’s Hearings Scotland recruit, train and support volunteer Panel Members, who make legal decisions with and for children and young people in children’s hearings, and volunteer Area Support Teams, who provide support and guidance to Panel Members locally. Argyll and Bute Culture and Heritage Assembly (CHArts) ABC Kirsty Flanagan Cllr Ross Moreland No payment Set up by the Council to promote culture and heritage. The objective of CHArts is to be a regional development network for arts, culture and heritage. The development of CHArts is currently funded by Creative Scotland’s Place Partnership Programme and the Argyll and the Islands 2014-2020 LEADER Programme, and is managed by Economic Development’s Transformation Projects and Regeneration Team. Members agreed to the request received from the Culture Heritage Arts (CHArts) steering group to nominate a councillor representation on to the board of CHArts which is in the process of becoming a Scottish Charitable Incorporated Organisation (SCIO) for the sector. Councillor Currie is currently the council nominated representative on the steering group, which is seeking to become a constituted organisation. Live Argyll Board (Argyll and Bute Leisure and Libraries Trust) ABC Kirsty Flanagan Cllr Maurice Corry William Sinclair Fiona Howard No payment Set up by the Council as a charitable trust to deliver leisure and library services in Argyll and Bute. STRATEGIC/FINANCE The Convention of the Highlands and Convention Secretariat Enterprise Networks 1 rep Cllr Robin Currie The Convention is a meeting between the Executive and its main partner agencies, represented by the Page 91
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8 OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTS PREVIOUS APPOINTMENT COMMENTS DESCRIPTION Islands Division Enterprise, Transport & Lifelong Learning Dept, Bank House High Street Cromarty IV11 8UZ Email: COHIMailbox@ gov.scot Phone: 0300 244 1169 Mobile: 07900 737 332 Chairperson of each organisation. It is currently held twice yearly, and is hosted by a different local authority each time with the location alternating between a mainland and an island. The Convention is intended to strengthen co-ordination between member organisations, the Executive and other representative bodies to better inform the development and realisation of strategic economic, environmental, cultural and social justice objectives Programme Monitoring Committee (Highlands and Islands) Dennis Malone Programme Director Highlands & Islands Partnership Programme, Ness Walk Inverness 1 rep Vacant Leader/Conv eners automatically become members of the Committee – Notify Dennis Malone of any changes in leadership. Following the success of the 1994-99 Objective 1 Programme, the economy of the Highlands & Islands has improved to such an extent that the region is no longer eligible for Objective 1. However, in recognition of the difficulties still being faced by this large, peripheral area, a special transitional programme has been put in place. The Programme Monitoring Committee was established to oversee the strategic implementation of the programme, and includes representatives from the regional bodies, the social partners, the Scottish Executive and the European Commission. Highlands and Islands Territorial Committee and PMC Robert Buntin, Evaluation Manager European Structural Funds and State Aid Division 3rd Floor, 5 Atlantic Quay 150 Broomielaw Glasgow G2 8LU Robert.buntin@gov.sc ot 1 rep Vacant No information Highlands and Islands European Angus MacLeod, Policy Officer 1 rep Vacant No information Page 92
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9 OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTS PREVIOUS APPOINTMENT COMMENTS DESCRIPTION Partnership (e-mail 7 April 2022 – no longer continuing in current format – mo rep required) The Highland Council Glenurquhart Road Inverness IV3 5PB Angus.MacLeod3@hig hland.gov.uk Scottish Islands Federation ABC Ishabel Bremner Economic Development Manager 2 reps Cllr Liz McCabe Cllr Dougie McFadzean The aim of the Scottish Islands Federation is to promote, publicise and advance the interests of Scotland's islands. Islands Strategic Group Darren Dickson, Scottish Government, St. Andrews House, Regent Road, Edinburgh EH1 3DG 01312440402 Darren.dickson@gov.s cot 1 rep Cllr Robin Currie No Payment Established in 2016 in light of the Scottish Government Islands Bill. Scottish Government Forum Against Poverty Graham Kerr, Co- ordinator c/o East Renfrewshire Council, 3/1 18 Newburgh Street Glasgow G43 2XR 1 rep Cllr Graham Hardie Forum operating since 1996 and is a cross party network of Scottish local authority elected Members with a specific interest in anti-poverty, inequality and social justice and to develop and shore “good practice” in anti-poverty strategy development amongst its Members. Meets 6 times per year. Cost to Councils of annual membership to the Forum is £10 per 1,000 people within local pop up to a max of £3,750. Association for Public Service Excellence (APSE) APSE Brandon House Business Centre, Unit 18-20, 20-25 Brandon Street, Hamilton ML3 6DA Tel: 01698 459051 E: lmelville@apse.org.uk lmoffat@apse.org.uk 1 rep Cllr Andrew Kain Chair gets £1,100 remuneration Is a not for profit local government body working with over 300 councils throughout the UK. It promotes excellence in public services and is the foremost specialist in local authority front line services, hosing a network for front line service providers in areas such as waste and refuse collection, parks and environmental services, leisure, school meals, cleaning, housing and building maintenance. Page 93
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10 OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTS PREVIOUS APPOINTMENT COMMENTS DESCRIPTION TRANSPORT A83 Taskforce Transport Scotland, A83 Taskforce Buchanan House 58 Port Dundas Road Glasgow G4 0HF Gordon.Ramsay@tran sport.gov.scot 01412727260 5 reps Cllr Robin Currie Cllr Andrew Kain Cllr Maurice Corry Cllr Iain Paterson Cllr Donald Kelly Cllr William Sinclair No payment Set up in August 2012 to provide leadership and direction, and ensure the delivery of an emergency diversion route and the wider study into the permanent solution to landslides at the Rest and be Thankful. Clyde, Kintyre and Islands Ferry Stakeholder Group Mr Ranald Robertson HITRANS 2nd Floor Rear, 7 Ardross Terrace, Inverness IV3 5NQ Tel. 01463 719002 info@hitrans.org.uk 4 reps Cllr Robin Currie Cllr Liz McCabe Cllr Dougie McFadzean Cllr John Armour No payment These groups deal with operational and some strategic issues arising from the ferry services operating in these areas. Argyll, Lochaber, Skye and Small Isles Ferry Stakeholder Group HITRANS (as above) info@hitrans.org.uk Katy.Cunningham@hit rans.org.uk 01463719002 3 reps Cllr Andrew Kain Cllr Jim Lynch Cllr Julie McKenzie No payment As above Northern Roads Collaboration Committee.services@ aberdeenshire.gov.uk 01467-535544 Head of Transportation Aberdeenshire Council Infrastructure Services Woodhill House Westburn Road Aberdeen AB16 5GB 2 reps Cllr Andrew Kain Peter Wallace No payment Policy Lead and Depute Policy Lead Forum is considered a precursor to forming a Joint Committee to support formal sharing/collaboration across roads services. Established a Joint Committee in terms of Section 56 and 57 of the Local Government (Scotland) Act 1973 with Aberdeen City Council, Aberdeenshire Council, Angus Council, Argyll and Bute Council, Comhairle nan Eilean Siar and The Moray Council to be known as The Northern Roads Collaboration Joint Committee; MISC Trustee to the COSLA 1 nomin. to Cllr Maurice Corry No payment Was established by Royal Charter to commemorate Page 94
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11 OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTS PREVIOUS APPOINTMENT COMMENTS DESCRIPTION Scottish National War Memorial Verity House 19 Haymarket Terrace Edinburgh EH12 5BH info@cosla.gov.uk megan@cosla.gov.uk COSLA the sacrifice of scots in the Great War, Second World War and subsequent conflicts. Page 95
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AREA COMMITTEE OUTSIDE BODIES APPENDIX H OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTS PREVIOUS APPOINTMENT COMMENTS DESCRIPTION BUTE AND COWAL Bute and Cowal Area Community Planning Group 3 Cllr L McCabe Cllr Y McNeilly Cllr G Blair Ideally to reflect the geographica l spread of the area – Historically the Chair and Vice- Chair of the Area Committee have been appointed and 1 Member from the other ward not represented. Responsible for local Community Planning, reporting to the CPP Management Committee. Bute and Cowal Locality Group Planning Group Charlotte Craig Charlotte.Craig@argyll- bute.gov.uk Minimum of 1 Elected Member/Maximu m of 2 Cllr A Forrest Four model locality planning group arrangement to replace the previous nine LPG structure. Cruach Mhor Windfarm Trust David Eaglesham deaglesham@btinternet.com 1 Elected Member as per the constitution of the group. Cllr G Blair To deal with applications to the community fund from appropriate local organisations. Clachan Flats Windfarm Iain Lynsey 1 Elected Cllr W Sinclair To deal with applications to Page 97 Agenda Item 7i
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OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTS PREVIOUS APPOINTMENT COMMENTS DESCRIPTION Trust iainlindsay1972@gmail.com Member as per the constitution of the group the fund from appropriate local organisations Cowal Transport Forum 1 Elected Member Cllr D Hampsey AC agreed in June 2022 to appoint Cllr W Sinclair to support the Chair as required. Council administered group looking at transport issues in the Cowal area. Historic Kilmun / Argyll Mausoleum info@historickilmun.org 1 Elected Member Cllr R Moreland To protect and preserve the heritage of the site of Historic Kilmun and ensure it is open to the local community and beyond. Benmore and Kilmun Community Development Trust David McKenzie djmck@benmorekilmun.org 1 Elected Member Cllr W Sinclair The development trust covers the geographical area of the Kilmun Community Council, the district of Kilmun. We exist to develop social, educational and economic benefit to the people of the District. Rothesay Pavilion Charity Julie Tait julie@rothesaypavilion.co.uk 1 Elected Member Cllr L McCabe Appointmen t made from Isle of Bute ward members. Rothesay Pavilion Charity is the charity set up to take on the operation on completion of the restoration of the Pavilion – which is set to be the cultural and creative industries hub on the island, a focal point for the community, top ten visitor attraction in Scotland and a key player in the economic Page 98
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OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTS PREVIOUS APPOINTMENT COMMENTS DESCRIPTION regeneration, health and vitality of Bute. Gourock-Dunoon Infrastructure and Vessels Project - Reference Group Ruairidh Campbell Ruairidh.Campbell@cmassets.co .uk 1 Elected Member - It is recommended that this member be from the Cowal ward. A separate member will be appointed at the Helensburgh and Lomand Area Committee to represent Rosneath/ Kilcreggan. Cllr R Moreland A project to deliver a modern, reliable and resilient lifeline passenger ferry services between Gourock, Dunoon and Kilcreggan. The Gourock Harbour Infrastructure & Vessels Project, a partnership between Transport Scotland, Caledonian Maritime Assets Limited (CMAL), CalMac and Argyll & Bute Council, has been established to manage and progress the project. Dunoon Community Development Trust Anne Campbell ann@dunooncdt.org 1 Elected Member Cllr A Forrest The Dunoon Community Development Trust main purpose is consistent with furthering the achievement of sustainable development. Glasgow Airport Consultative Committee gacc@glasgowairport.com jennifer@treemain.com Carol.Davidson@glasgowairport. com 2 (1 substitute member from B&C) Cllr L McCabe To represent A&B Council on the Glasgow Airport Consultative Committee - Quarterly meetings at Glasgow Airport. HELENSBURGH AND LOMOND Cardross Trust Gail Thomas secretary- cardrosstrust@hotmail.com 1 Councillor Paul Donald Kennedy Historically from Ward 11 To support worthy causes which improve the quality of life of the Cardross village inhabitants. Page 99
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OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTS PREVIOUS APPOINTMENT COMMENTS DESCRIPTION Dunbritton Housing Association Dunbritton Housing Association 1 Hatters Lane Dumbarton G82 1AW admin@dunbritton.org.uk 1 Councillor Gary Mulvaney Registered Social Landlord providing housing in the Helensburgh and Lomond area. Dunbartonshire Educational Trust Grants Administrator Resources Service West Dunbartonshire Council 16 Church Street Dumbarton G82 1QL Trusts.specificgrants@west- dunbarton.gov.uk 1 Councillor Math Cambpell- Sturgess Responsible for the distribution of grants to young people over 16 in further or higher education who live in the former county area of Dumbarton district. Helensburgh and Lomond Area Community Planning Group 3 Councillor Gemma Penfold Councillor Mark Irvine Councillor Fiona Howard Ideally to reflect the geographica l spread of the area – Historically the Chair and Vice- Chair of the Area Committee have been appointed and 1 Member from the other ward not represented. Responsible for local Community Planning, reporting to the CPP Management Committee. Glasgow Airport Consultative Committee gacc@glasgowairport.com jennifer@treemain.com 2 (1 from H&L) Councillor Graham Historically have To represent A&B Council on the Glasgow Airport Page 100
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OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTS PREVIOUS APPOINTMENT COMMENTS DESCRIPTION Carol.Davidson@glasgowairport. com Archibald Hardie appointed 2 Elected Members, 1 from H&L and one from B&C. Consultative Committee - Quarterly meetings at Glasgow Airport. Helensburgh and Lomond Locality Planning Group Charlotte Craig Charlotte.Craig@argyll- bute.gov.uk 1 Councillor Graham Archibald Hardie Four model locality planning group arrangement to replace the previous nine LPG structure. Gourock, Dunoon and Kilcreggan Harbour Reference Group Ruairidh Campbell Ruairidh.Campbell@cmassets.co .uk 1 Councillor Maurice Corry Member of Ward 9, other members are appointed from B&C. A project to deliver a modern, reliable and resilient lifeline passenger ferry services between Gourock, Dunoon and Kilcreggan. The Gourock Harbour Infrastructure & Vessels Project, a partnership between Transport Scotland, Caledonian Maritime Assets Limited (CMAL), CalMac and Argyll & Bute Council, has been established to manage and progress the project. MID ARGYLL, KINTYRE AND THE ISLANDS West Highland Housing Association West Highland Housing Association Crannog Lane Oban PA34 4HB mail@westhighlandha.co.uk 1 Councillor Dougie McFadzean Historically from Ward 2 Registered Social Landlord providing affordable housing in Oban, Lorn and the Isles and Islay, Colonsay and Jura. Mid Argyll, Kintyre and the Islands Community 3 Councillor John Armour Ideally to reflect the Responsible for local Community Page 101
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OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTS PREVIOUS APPOINTMENT COMMENTS DESCRIPTION Planning Group Councillor Dougie McFadzean Councillor Jan Brown geographica l spread of the area – Historically the Chair and Vice Chair of the Area Committee have been appointed and 1 Member from the other ward not represented. Planning, reporting to the CPP Management Committee. Tarbert and Skipness Community Trust Jane Cowen Tarbert and Skipness Community Trust Old Surgery School Road Tarbert Argyll PA29 6TW info@tsct.org.uk 1 Councillor Dougie McFadzean Ward 2 To distribute funds from the Srondoire Windfarm and further community benefits from the Freasdail Wind Farm Islay and Jura Community Enterprise Ltd Islay and Jura Community Enterprise Ltd Mactaggart Leisure Centre School Street Bowmore Isle of Islay 1 Councillor Dougie McFadzean Ward 2 To provide a range of educational, social, sporting and leisure activities/services for the communities of Islay and Jura Page 102
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OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTS PREVIOUS APPOINTMENT COMMENTS DESCRIPTION PA43 7JS info@mactaggartleisurecentre.c o.uk Urras Achadh An Droighinn/The Auchindrain Trust Urras Achadh An Droighinn/ The Auchindrain Trust Auchindrain Inveraray PA32 8WD info@auchindrain.org.uk 1 Councillor Dougie Philand Museum and historical site preservation and provision of work experience. Kintyre Youth Fund Committee Services Team (Iona Campbell) commongoodfunds@argyll- bute.gov.uk 4 Councillor John Armour Councillor Tommy Macpherson Councillor Donald Kelly Councillor Dougie McFadzean Ward 1 and Ward 2 Members (historically the Common Good Trustees have administere d this Fund). To distribute grants to assist with education for young people who live in Kintyre. Argyll and Bute Renewables trust (formerly Windfarm Trust) Committee Services Team (Lynsey Innis) 2 Councillor Dougie McFadzean Councillor Jan Brown The management and oversight of windfarm benefits which are paid to the Council and managed by Community Councils across the MAKI area. Campbeltown Ferry Committee TBC 2 Councillor John Armour Councillor Donald Kelly Committee Services stopped supporting this meeting This Committee was set up following the introduction of the Campbeltown to Ardrossan Ferry Page 103
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OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTS PREVIOUS APPOINTMENT COMMENTS DESCRIPTION in Oct 17, Cllrs Armour/Hor n now provide their own support for the meetings. service. Is the formal consultee in terms of timetabling and operation of this service and has membership from a variety of partners in the Campbeltown/Kintyre area. Mid Argyll, Kintyre and the Islands Locality Planning Group Charlotte Craig Charlotte.Craig@argyll- bute.gov.uk 1 Councillor Jan Brown Four model locality planning group arrangement to replace the previous nine LPG structure. OBAN, LORN AND THE ISLES Oban, Lorn and the Isles Area Community Planning Group 3 Cllr A Kain Cllr K Green Cllr A Vennard Ideally to reflect the geographic al spread of the area – Historically the Chair and Vice- Chair of the Area Committee have been appointed and 1 Member from the other ward Responsible for local Community Planning, reporting to the CPP Management Committee. Page 104
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OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTS PREVIOUS APPOINTMENT COMMENTS DESCRIPTION not represente d. Oban, Lorn and the Isles Area Locality Group Planning Group Charlotte Craig Charlotte.Craig@argyll- bute.gov.uk 2 Cllr J Lynch Cllr J McKenzie Four model locality planning group arrangement to replace the previous nine LPG structure. Atlantis Leisure Nick Wesley nick.wesley@atlantisleisure.c o.uk 1 Cllr A Vennard Charity who deliver key services to the local community. Incorporated in July 1992 and run a centre with facilities including a 4 lane 25 metre swimming pool, small pool, 2 squash courts, 3 tennis courts, 2 outdoor pitches, climbing wall, 3 tier soft play, two dance studios, 35 station gym, meeting rooms, cafe, beauty therapy room and a 6 court sports hall. Within these facilities we run sporting and non-sporting events (National/Regional/Commu nity), group fitness classes. Bid 4 Oban Ltd Andrew Spence Andrew.spence@bid4oban.co .uk 1 Cllr J Lynch A business improvement project. A not for profit organisation whose aim is to improve the links between business, Local Page 105
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OUTSIDE BODY/ ORGANISATION CONTACT NAME AND ADDRESS NO OF APPOINTS PREVIOUS APPOINTMENT COMMENTS DESCRIPTION Authority and community Catherine McCaig’s Trust Samantha Taylor sam@monteithsolicitors.com 3 Cllr A Hampsey Cllr W Hume Cllr J McKenzie Trust which is administered by a local solicitor and distributes funds. Page 106
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Employee Joint Consultative Committee APPENDIX I Extract from Constitution of EJCC MEMBERSHIP (a) The EJCC will consist of up to 10 Councillors appointed by the Council, being the Leader of the Council who will be the Chair of the EJCC, the Leader of the Opposition and up to eight Policy Lead Councillors. (b) The EJCC will also consist of 15 employees of the Council to be appointed by the employee organisations represented on the Scottish Councils of the various National Joint Councils for Local Authorities’ Services in the proportions detailed below and, where this membership of any one organisation is not sufficient to qualify this organisation to appoint a representative it may combine with one or more organisations for this purpose. (i) Teaching Staff 5 representatives (ii) (ii) Other Local Government Employees 10 representatives Employee Joint Consultative Committee 10 Councillors Leader of the Council Up to 8 Policy Lead Councillors Leader of the largest opposition group Page 107 Agenda Item 7j
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Local Negotiating Committee for Teachers (LNCT) APPENDIX J Extract from LNCT – Local Framework and Recognition Procedure Agreement Argyll and Bute Council is required to have an operating Local Negotiating Committee for Teachers (LNCT) as part of the Scottish Negotiating Committee for Teachers (SNCT) conditions. The Composition of the Management side is:- • Policy Lead for Education • Depute Policy Lead for Education • Policy Lead with responsibility for H.R. • Head of Education Service • Representative from School Leaders Scotland • Representative from the Association of Head Teachers and Deputes in Scotland The Teachers’ side are responsible for their own representation and this should not exceed six members. Local Negotiating Committee for Teachers 3 (Policy Lead for Education, Depute Policy Lead for Education, Policy Lead for HR) Page 109 Agenda Item 7k
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Other Appointments APPENDIX K Organisation/Committee Number of Appointments Previous Appointments Armed Forces Champion 1 Cllr M Corry Children’s Champions 1 for each area B&C – Cllr A Forrest H&L – Cllr G Hardie MAKI – Cllr D McFadzean OLI – Cllr A Hampsey CPP Management Committee 2 (Leader of the Council and Policy Lead for Community Planning) Cllr R Currie Cllr A Redman Oban Common Good Fund 4 Members 2 Members from Ward 4 (Oban South and the Isles) 2 Members from Ward 5 (Oban North and Lorn) Cllr A Kain Cllr J Lynch Cllr K Green Cllr L Martin Page 111 Agenda Item 7l
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Councillors Remuneration APPENDIX L Grading of councillors for remuneration arrangements There are 4 grades of councillor in each local authority for the purposes of payment of remuneration to councillors, being:- (a) The Leader of the Council (b) The Civic Head (c) Senior Councillors (d) Councillors The Leader of the Councillor and the Civic Head cannot be the same person, for the purposes of payment of remuneration. The Local Governance (Scotland) Act 2004 (Remuneration) Amendment Regulations 2024 (legislation.gov.uk) Total Amount Payable to Senior Councillors The total amount payable is determined by the following formula Where A is the yearly remuneration of a Leader of the Council of the local authority as provided in regulation 6; B is the yearly remuneration of a Councillor as provided in regulation 10; and C is the maximum number of Senior Councillors of the local authority to which remuneration may be paid, as provided in regulation 8(2). No local authority shall pay its Senior Councillors any amount of remuneration as a Councillor. Calculation for 2024-25 A Council Leader 42,698 B Councillor 21,345 C Number of Senior Councillors 14 Maximum Payable 373,580 Page 113 Agenda Item 7m
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Previous Remuneration Amounts paid. Position Detail Salary Leader of the Council Salary set by SLARC £42,698 Provost Salary set as % of Leader (not more than 75%) £32,024 Policy Lead Positions £32,024 Area Committee Chairs £25,574 Leader of the Opposition £25,574 Basic Councillor Salary £21,345 Page 114
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1 Argyll and Bute Council Agenda item : Date of Meeting: 25th April 2024 Title of Report: NHS Highland Director of Public Health Annual Report 2023 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 2023 is presented to the Argyll and Bute Council. The theme for the report is medication and public health; the key discussion point is about doing the right thing. Public Health challenges cannot be solved simply by prescribing medication. There are areas of public health where medication plays a huge role in improving health but conversely it is important to be aware and to act where medication causes harm such as impacts on the environment. 2. INTRODUCTION The Annual Report of the Director of Public Health for 2023 is presented. 3. DETAIL OF REPORT As in the online report: The Annual Report of the Director of Public Health 2023 - Medication and Public Health - Do the Right Thing - Dr Tim Allison (scot.nhs.uk) 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: Page 115 Agenda Item 8
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2 • 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 Appropriate use of medication 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 116
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The Annual Report of the Director of Public Health Medication and Public Health – Do the Right Thing 2023 Page 117
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Director of Public Health Annual Report 2023 2 Acknowledgements and list of contributors Thanks are due to the following colleagues for their contributions to this year’s report: Alison McGrory Barry Collard Carolyn Hunter-Rowe Cathy Steer Eilidh Moir Elisabeth Smart Ewen Mackay Jenny Wares Karen MacKay Karen Stockdale Katy Allanson Lydia Niemi Nicola Schinaia Noelle O’Neill Padraig Lyons Pip Farman Rory Munro Samantha Campbell Sandra MacAllister Sara Huc Sharon Pfleger Susan Birse Tracy Beauchamp Thanks also go to Medical Illustration, NHS Highland for their help with the design and production of the report. Page 118
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3Director of Public Health Annual Report 2023 Contents Introduction .......................................................................................................................................................................................................... Summary and Key Findings ...................................................................................................................................................................... Recommendations ......................................................................................................................................................................................... Progress on recommendations from the 2022 report ........................................................................................................... Chapter 1: Demography and health inequalities ................................................................................................................ Chapter 2: The Environment: How medication can make our environment sicker ...................................... Chapter 3: Hepatitis C: How medication is transforming treatment and prevention ................................ Chapter 4: Social prescribing: How an alternative to medication can work .................................................... Chapter 5: Prescriptions for Pain: How medication can have long-lasting effects on public health ............................................................................................................................................... Chapter 6: Case study – How medication and other measures can work together to improve health ....................................................................................................................................... References ............................................................................................................................................................................................................ 4 6 8 9 10 19 27 31 41 48 55 3 Director of Public Health Annual Report 2023 Page 119
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Director of Public Health Annual Report 2023 4 Introduction “Medication and Public Health” is the subject that I chose for the Public Health Report this year. We cannot solve public health challenges simply by prescribing medication for them. However, there are areas of public health where medication is a crucial if we want to deliver the most effective overall approach. Medication has transformed how we deal with infections, and it is hard to imagine the time before antibiotics. Yet we are now faced with the spectre of antibiotic resistance and the environmental impact of medication. Our overall health is affected both in good ways and in bad ways by medication. I did originally think of tying this into an overall theme for the report of the good, the bad and the ugly. The idea was to pick up on the title of the 1966 spaghetti Western and look at different aspects of medication and public health, some good, some bad and some ugly. However, I was reluctantly persuaded that this was style over substance. I have though chosen the title of another film, one I saw when I was spending a couple of months as a student in Chicago – Do the Right Thing. The film focuses on varying perceptions from different groups of people; audiences sometimes had different responses depending on their background and experiences. When we look at medication and its different effects on public health we come from different backgrounds and experiences. We will have varying perceptions about the power of medication to change lives or the influence of powerful pharmaceutical companies. We will also all want to do the right thing and I hope that this report will help to give further information and insight to help us judge what are the right things to do for the people of Highland and Argyll and Bute. Dr Tim Allison MD MRCP FFPH Director of Public Health and Health Policy, NHS Highland Stiùriche na Slàinte Phoblach, Bòrd Slàinte na Gàidhealtachd Page 120
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5 Director of Public Health Annual Report 2023 Structure of this Report The report presents information about the health of the population of NHS Highland then gives examples of how medication affects public health. There are many ways in which medication affects public health. Some of these effects, such as antibiotic resistance, are of great significant and have received considerable attention. The areas selected for this report are not intended to provide a comprehensive picture of the relationship between medication and public health but rather serve as examples of wider themes. The Environment: How medication can make our environment sicker Hepatitis C: How medication is transforming treatment and prevention Social Prescribing: How an alternative to medication can work Prescriptions for Pain: How medication can have long-lasting effects on public health Case Study: How medication and other measures can work together to improve health Page 121
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Director of Public Health Annual Report 2023 6 Summary and Key Findings Demography and health inequalities Information on NHS Highland’s population is essential for planning health and care services across the life course. An ageing population is increasing the demand on health and care services as more people are living with one or more long-term health conditions and with increasingly complex needs. Population data from Scotland’s Census 2022 will provide a detailed picture of the characteristics of our people and communities, including information on: ethnic group, armed forces veterans, sexual orientation and trans status or history; health, disability and unpaid care. Improving the health of our population requires a fundamental shift towards prevention and mitigating the underlying issues that can impact on health, such as poverty and deprivation. The Environment: How medication can make our environment sicker There is growing evidence of the negative effects of medicines on our environment. When medicines are excreted from our body or flushed down toilets or sinks, they can end up in our water environment and soils. Hepatitis C: How medication is transforming treatment and prevention Hepatitis C (HCV) is a blood borne virus (BBV) which can lead to cirrhosis of the liver and hepatocellular carcinoma. The management of HCV has been revolutionised in recent years by the introduction of new therapies. This development has played a significant role in the increase in treatment initiatives and the potential across Scotland to achieve HCV elimination. The availability of effective treatment that can be taken over a short period of time with few side effects should encourage more people to come forward for testing for Hepatitis C and provide a major step towards elimination of the virus. They can have negative effects on aquatic organisms and end up in the crops we eat. NHS Highland is at the forefront of research and action to reduce the impact of the medicines we use on the environment and is a co-founder of the One Health Breakthrough Partnership (https://ohbp.org/). There is something that everyone can do to help reduce pollution of our environment with medicines. Page 122
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7 Director of Public Health Annual Report 2023 Social Prescribing: How an alternative to medication can work It is estimated that 20% of people visit their GP with non-medical needs and up to one fifth of GPs’ time is spent on issues related to social needs. Social prescribing provides an evidence- based potential to complement management of a wide range of health conditions through providing a holistic person-centred model of care to improve health and wellbeing and reduce reliance on medication and health services. The social determinants of health play an important role in the development of risk factors for a range of diseases and the health outcomes that people experience throughout life. Supporting people with wider social and environmental issues is important for improving health and wellbeing and reducing demand on health and care services. There is promising evidence that social prescribing provides a positive return on investment from between £2.30 and £7.08 for every £1 invested. Analgesics and Opioids: How medication can have long lasting effects on public health There is little doubt that analgesics and opioid use can bring great benefits to individual but there are serious disadvantages as well. There are negative impacts of opioid prescribing, particularly the management of chronic pain. Alternatives are available such as social prescribing programmes, psychologically based interventions and physical therapies. Leadership and support for the continued implementation of the Medicines Assisted Treatment Standards, and in particular the use of Opioid Substitution Therapy, is vital in assisting individuals with problematic drug use to turn their lives around. Page 123
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Director of Public Health Annual Report 2023 8 Recommendations NHS Highland and its partners should ensure that planning addresses the change in demography and ageing population. NHS Highland and its partners should prioritise tackling health inequalities and the causes of those inequalities. NHS Highland and those prescribing medicines should prioritise actions which will reduce the impact of medicines on the environment. Citizens should take up actions which will reduce the impact of medicines on the environment. NHS Highland work to eliminate Hepatitis C should promote the effectiveness of new medication and so encourage more people to be tested and successfully treated. NHS Highland should increase the number of health and social care staff who are aware of social prescribing by developing and promoting a social prescribing network and a Directory of Services and by creating targeted messaging through staff and service newsletters, bulletins and social media. NHS Highland and partners should improve the knowledge and skills of health and social care staff in relation to social prescribing by providing learning and development opportunities. NHS Highland and partners should improve the infrastructure and availability of social prescribing by embedding link workers in a range of health and social care services and increasing use of the community benefits gateway through public sector procurement and commissioning processes. Alcohol and Drug Partnership members should support further work relating to opioid and analgesic prescription, including needs assessment and development of alternative programmes for chronic pain. Alcohol and Drug Partnership members should continue to support the delivery of the Medicines Assisted Treatment standards and the increased choices offered to individuals through the Opioid Substitution Therapy programme. Page 124
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9 Director of Public Health Annual Report 2023 Progress on recommendations from the 2022 report Last year’s report focused on the importance of prevention and the need to give more attention to activities that promote good health in addition to those that tackle poor health. Since the publication of the report there have been the following developments: • The overall approach to prevention has been reviewed within NHS Highland and new arrangements are being put in place designed to increase preventative activity and links in patient pathways. • The Highland Community Planning Partnership Board has highlighted prevention and health inequalities work and how to build on existing work. • The new Living Well programme has been launched in Argyll and Bute, supporting people to improve their physical mental emotional and social wellbeing. • NHS Highland has developed its plan as an anchor institution, helping to address the wider determinants of health. • Infant feeding activity in Highland and Argyll and Bute has developed well and received positive external assessment. • Work to address the harmful effects of tobacco and alcohol has progressed steadily, but plans are in place for significant development. • Immunisation rates have been largely in line with past trends, but the steady slow decline in uptake needs to be tackled and uptake increased. Page 125
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Chapter 1: Demography and health inequalities Director of Public Health Annual Report 2023 10 Page 126
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11 Director of Public Health Annual Report 2023 Demographic trends Demographic changes in the population of NHS Highland are having a significant and increasing impact on the provision of health and care services in the region. At the recent Scotland’s Census 2022, the population of NHS Highland was estimated to be 321,500 people. This was an increase of 1,200 people (0.4%) since the previous census in 2011. Population growth was seen in the Highland council area (up 1.4%) but Argyll and Bute council area saw a decrease (down 2.4%). The population is continuing to age, with many more people in the older age groups than previously recorded. Figure 1.1 shows the changing number of people living in NHS Highland by age group between 2011 and 2022. There are now over 79,000 people aged 65 and over (24.6%) compared with 46,400 people under 15 (14.4%). Increasingly the population structure includes a smaller and older workforce and fewer children and young people. The proportion of people in older age groups varies across council areas. Argyll and Bute council area had a higher proportion of people aged 65 and over (27.2%) compared with the Highland council area (23.7%). Figure 1.1 - Number of people resident in NHS Highland by age group, 2011 and 2022 Source: National Records of Scotland, Scotland’s Census 1,2 Chapter 1: Demography and health inequalities This is also seen in the changing shape of the population pyramid shown in Figure 1.2. The bars show the population of NHS Highland by five-year age groups and sex from the 2022 census and the lines show population data from the 2011 census. 0 20,000 40,000 60,000 80,000 100,000 120,000 0 to 14 15 to 24 25 to 44 45 to 64 65 to 74 75 and over Number of people Age group 2011 2022 Page 127
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Director of Public Health Annual Report 2023 12 Figure 1.2 - The structure of NHS Highland’s population by age group and sex in 2011 and 2022 Information showing the rise in the population of older people in NHS Highland is not new and has been set out in previous years3. However, the extent of the increase is still considerable. Information on NHS Highland’s population is essential for planning health and care services across the life course. Population data from Scotland’s Census 2022 will provide a detailed picture of the characteristics of our people and communities, including information on: ethnic group, armed forces veterans, sexual orientation and trans status or history; health, disability and unpaid care. Source: National Records of Scotland, Scotland’s Census 1,2 15,000 10,000 5,000 0 5,000 10,000 15,000 0 to 4 5 to 9 10 to 14 15 to 19 20 to 24 25 to 29 30 to 34 35 to 39 40 to 44 45 to 49 50 to 54 55 to 59 60 to 64 65 to 69 70 to 74 75 to 79 80 to 84 85 to 89 90 and over Number of people Female, 2022 Male, 2022 Female, 2011 Male, 2011 Page 128
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13 Director of Public Health Annual Report 2023 Life expectancy People are living longer lives than in previous generations. Life expectancy in NHS Highland has increased over time for both males and females, with only minor variation from year to year. However, following the pattern in Scotland, average life expectancy has stopped improving. Recent trends show life expectancy in NHS Highland has decreased for both males and females as shown in Figure 1.3. Figure 1.3 - Life expectancy at birth, NHS Highland and Scotland, from 1981-1983 to 2020-2023 Source: National Records of Scotland, Life expectancy in Scotland4, Scottish Public Health Observatory, Online Profiles Tool5 Notes: y-axis scale does not start at zero Gaps in life expectancy between the most and least deprived areas of NHS Highland highlight significant health inequalities. People in our poorest neighbourhoods are dying younger than their peers. In 2016-2020, the gap in life expectancy between the most deprived and least deprived areas of NHS Highland was 8.3 years for males and 4.8 years for females. Gaps in life expectancy have increased over time for both sexes and highlight widening inequalities in society (Figure 1.4). 60 65 70 75 80 85 1981-1983 1984-1986 1987-1989 1990-1992 1993-1995 1996-1998 1999-2001 2002-2004 2005-2007 2008-2010 2011-2013 2014-2016 2017-2019 2020-2022 Number of years Years Females NHS Highland Females Scotland Males NHS Highland Males Scotland Page 129
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Director of Public Health Annual Report 2023 14 Figure 1.4 - Life expectancy at birth by deprivation quintile in NHS Highland between 2001-2005 and 2016-2020 Source: National Records of Scotland, Life expectancy in Scotland4, Scottish Public Health Obser- vatory, Online Profiles Tool5 Health status Despite overall improvements in life expectancy, healthy life expectancy has been decreasing in Scotland in the last decade6. Figure 1.5 shows the difference in the average number of years lived in good health compared to the average number of years lived in poor for the NHS Highland and Scotland population. It is now estimated that in NHS Highland the average proportion of life spent in poor health is 18.6% (14.4 years) for males and 19.9% (16.3 years) for females. Inequalities in healthy life expectancy between more wealthy and poorer areas are also particularly stark. 65 70 75 80 85 90 Number of years Least deprived 20% NHS Highland average Most deprived 20% Male life expectancy at birth Female life expectancy at birth Page 130
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15 Director of Public Health Annual Report 2023 Figure 1.5 - Estimated number of years spent in good health and poor health in NHS Highland and Scotland in 2019-2021 Source: National Records of Scotland, Healthy Life Expectancy (HLE) in Scotland 2019-20216 The leading causes of poor health in NHS Highland are summarised in Figure 1.6. Disability adjusted life years (DALYs) are a measure of the number of years of healthy life lost to physical and mental ill-health, disability and early death7. These estimates show the proportionate impact of different causes of ill health and mortality on population health. This can help inform priorities for disease prevention and planning for health and care services. Cardiovascular diseases (such as ischaemic heart disease and cerebrovascular disease) make the biggest contribution to health loss, followed by Alzheimer’s disease and other dementias. Cancer is also an important cause of ill health and mortality. These conditions are linked to risk factors including smoking, poor diet, and physical inactivity. In addition, mental health conditions such as anxiety and depression and injuries associated with self- harm and interpersonal violence substantially contribute to poor health in the NHS Highland population. 63.2 60.4 65.6 61.1 14.4 16.1 16.3 19.7 0 20 40 60 80 100 NHS Highland Scotland NHS Highland Scotland Number of years Years in good health Years in poor health Page 131
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Director of Public Health Annual Report 2023 16 Figure 1.6 - Leading 15 causes of population health loss in NHS Highland in 2019 Source: Scottish Burden of Disease Study, Public Health Scotland8 Notes: Number of Disability adjusted life years (DALYs), all ages, both sexes Health inequalities Health inequalities are the “systematic, avoidable and unfair differences in health outcomes that can be observed between populations, between social groups within the same population or as a gradient across a population ranked by social position”9. In NHS Highland, as in other areas, the levels of health experienced by different groups of people are not equal. The level of health inequalities across NHS Highland can be calculated and shown by summarising health outcomes in five groups based on levels of area deprivation. Figure 1.7 highlights the difference between the 20% most deprived and 20% least deprived areas of NHS Highland for four health outcomes: early deaths from coronary heart disease, deaths in people aged 15 to 44 years, deaths from suicide and drug related deaths. The gap in death rates between the most deprived and least deprived neighbourhoods has widened, highlighting the extent of growing health inequalities in NHS Highland. 0 2,000 4,000 6,000 8,000 10,000 Ischaemic heart disease Alzheimer's disease and other dementias Cerebrovascular disease Lung cancer Other cancers Low back and neck pain Chronic obstructive pulmonary disease Depression Self-harm and interpersonal violence Headache disorders Other cardiovascular and circulatory diseases Diabetes mellitus Anxiety disorders Colorectal cancer Drug use disorders Number of DALYs, 2019 Page 132
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17 Director of Public Health Annual Report 2023 Figure 1.7 - Trends in health inequalities for selected health outcomes in NHS Highland Source: Scottish Public Health Observatory, Public Health Scotland Notes: Based on Scottish Index of Multiple Deprivation (SIMD) 2020 local quintiles EASR: European age-sex standardised rate, directly standardised to the 2013 European Standard Population Health inequalities are largely a consequence of differences in people’s living conditions and experiences through life. Inequalities in power, money and resources at a local and national level can make people’s daily lives more challenging and more vulnerable to poor health10. Evidence shows factors driving these health outcomes include long-term health implications of economic recession, austerity policies, a stagnation of living standards and people experiencing multiple disadvantage11,12. The rising cost-of-living will disproportionately affect low-income populations, disabled people, older people, minority ethnic people and rural populations with long term effects on children11. Page 133
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Director of Public Health Annual Report 2023 18 Summary The health concerns facing our region are common in Scotland and in other countries. An ageing population is increasing demand on health and care services as more people are living with one or more long-term health conditions and with increasingly complex needs. Research has shown that by 2043, the level of illness in Scotland is expected to increase by over 20%, with cancers, cardiovascular disease and neurological conditions contributing the most to poor health13. The causes of ill-health are complex and longstanding economic and social inequalities are impacting on the health of individuals and communities in NHS Highland. As previously reported, improving the health of our population requires a fundamental shift towards prevention and mitigating the underlying issues that can impact on health, such as poverty and deprivation14. Page 134
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Chapter 2: The Environment: How medication can make our environment sicker 19 Director of Public Health Annual Report 2023 Page 135
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Director of Public Health Annual Report 2023 20 Chapter 2: The Environment: How medication can make our environment sicker Medicines are used extensively in everyday life, whether prescribed or bought over-the- counter. This is mainly due to an ageing population, new technological advances and a “pill for every ill” culture where people tend to turn to a medicine first to make them better. However, medicines can have negative effects on the environment. They account for 25% of the NHS total carbon footprint and contribute to pollution of the environment and are now classed as emerging environmental contaminants15 . This section of the report focuses on pharmaceuticals in the environment (PiE) and groundbreaking work taking place in NHS Highland. How do medicines enter the environment? There are three ways in which human medicines can enter the environment. 1. Pharmaceutical manufacturing processes including industrial wastewater discharge and solid waste disposal. 2. Incorrect disposal by users - many people flush medicines down the toilet or pour them down the sink thinking this is the safest thing to do but this means that unmetabolised, active medicines are directly entering the wastewater system16. Putting them in household waste means they enter landfill and can leach into the soil eventually ending up in groundwater, surface water bodies and in crops. 3. Excretion by users - between 30 to 100% of an oral dose of medicine will be excreted as the parent pharmaceutical or a metabolite in urine or faeces into toilets and enter wastewater treatment plants or septic tanks. Pharmaceuticals are present in hospital and domestic wastewater. Excretion by patients via discharge of treated or untreated wastewater from domestic households is the main route for human pharmaceuticals entering the aquatic environment. Page 136
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21 Director of Public Health Annual Report 2023 Figure 2.1 - Major pathways of release of human and veterinary medicines into the environment Source: OECD (2019) 17 Why is PiE an issue? Wastewater treatment plants (WWTPs) were never designed to remove small, complex chemical molecules18. They were designed to remove biological solids, pathogens, organic and inorganic material rather than removal of modern chemicals at low concentrations19. Therefore, depending on several variables such as the pharmaceutical or the amount of rain, pharmaceuticals will be present in the effluent (the treated wastewater coming out of the WWTP) in unchanged form or as transformation products and be pumped into rivers and oceans. WWTPs are thought to be the main source of human pharmaceuticals entering the environment, although landfill sites, septic tanks and manufacturing sites also contrib- ute20. Page 137
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Director of Public Health Annual Report 2023 22 Figure 2.2 - How do pharmaceuticals get into the environment Source: Niemi (2020)15 1. Active pharmaceutical ingredients (APIs) are designed to interact with a living system and have a biological effect at extremely low doses. They can do this across a range of organisms20 such as fish, frogs, duckweed, for example, and then unintentional harmful effects may occur. 2. Pharmaceuticals are designed to be stable (persistent) to reach and interact with their target molecules21. Persistent substances which can withstand natural degradation increase the potential for long-term effects in the environment22. Even if a pharmaceutical is degradable, a high volume of use means that it is “pseudo persistent” as it is continuously entering the environment. Examples of such pharmaceuticals include paracetamol and ibuprofen because the rate at which they are used and enter the environment is greater than the environmental degradation rate23. 3. Pharmaceuticals can be bioaccumulative which means that they are incorporated into living tissue without being properly excreted or degraded, remaining within the organism. This has implications for the human food chain. 4. Pharmaceuticals can be toxic to humans or ecosystems and their transformation products can be more toxic than the parent compound24. Why should we care about pharmaceuticals in the environment? Pharmaceuticals have a direct pathway into the environment via wastewater processes. More than 630 pharmaceuticals have been found in rivers, lochs, seas and estuaries across the world with antibiotics, anti-inflammatories and painkillers topping the list25. Page 138
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23 Director of Public Health Annual Report 2023 Figure 2.3 - The number of pharmaceuticals detected in surface water, groundwater or drinking water globally Source: aus der Beek et al. (2016)25 The most recent and largest study of pharmaceutical pollution of the world’s rivers across all continents found that over 25% of rivers tested pose a threat to environmental and/or human health. The river Clyde in Glasgow rated 26th highest out of 137 river catchments for concentration of pharmaceuticals. There is growing evidence of the negative effects on ecological and human health. Behavioural changes in aquatic species have been reported such as: altered salmon migration in the presence of anti-anxiety medicines26; impaired development of frogs exposed to anti-depressants27; population collapse in fish exposed to estrogen hormones28; near extinction of vulture populations in India resulting in 47,000 human deaths from rabies, since vulture loss led to an in increase in feral dogs and their bites29. Future projections on pharmaceuticals in the environment Pharmaceutical consumption has grown rapidly over the last decade due to aging populations, epidemiological changes, technological advances and changes in clinical practice30. This trend is expected to continue. In addition, climate change is likely to affect the amounts and types of medicines used and released to water bodies. Non-communicable diseases such as cardiovascular disease and mental illness, respiratory, water-borne and vector-borne disease are expected to become more common31,32. This will lead to an increase in associated medicine usage and increased pollution of the environment. Many other aspects of climate change will also affect the fate and transport of medicines in the environment, for example heavy rainfall will trigger storm overflows bypassing WWTPs, while lower rainfall and increased water scarcity will reduce the dilution of pharmaceuticals. Page 139
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Director of Public Health Annual Report 2023 24 It is therefore essential that public health interventions such as health improvement and social prescribing are employed to ensure as healthy and resilient a population as possible as climate change begins to increase its impact on human health. Healthy humans depend on a healthy planet. What is NHS Highland doing to reduce the impact of PiE? NHS Highland is a founding member of the One Health Breakthrough Partnership (https://ohbp.org), a collaboration between the Scottish Environment Protection Agency (SEPA), Scottish Water, Scotland’s Centre of Expertise for Waters (CREW) and the Environmental Research Institute (part of UHI). Formed in 2017, the OHBP has brought together key regional and national stakeholders across the environment, healthcare, and water sectors with a commitment to generate positive One Health outcomes and create a ‘non-toxic’ environment. The OHBP mission is closely aligned with the Scottish Government’s Hydro Nation agenda, recognising that Scotland has internationally significant and high- quality water resources, which are of vital importance to its economy and the health of its population. OHBP recognises One Health to be an integrated, unifying approach that aims to sustainably balance and optimize the health of people, animals and ecosystems. It works across organisational and disciplinary boundaries, collectively and collaboratively, to ensure optimal outcomes for the health of humans, domestic and wild animals, plants, and the wider environment (including ecosystems). To date, the focus of work has been on sustainable medicines and addressing anti-microbial resistance. Impacts and achievements so far include: • achieving a world first in Water Stewardship at Caithness General Hospital (https://a4ws.org/ download/aws-case-study-caithness-general-hospital/) • developing an action plan to substitute environmentally harmful medicines with less toxic ones • engaging >6000 clinicians across the world on the environmental impact of pharmaceuticals • developing a database of pharmaceuticals in the water environment (2021) and visualisation tool to compare environmental data with prescribing data in Scotland – the first of its kind in the world (https://ohbp.org/2022/06/13/pharmaceuticals-in-the-water-environment-new- data-tool-launched-by-sepa/) • publications in international, peer-reviewed scientific journals e.g. First, do no harm: time for a systems approach to address the problem of health-care-derived pharmaceutical pollution - The Lancet Planetary Health (https://www.thelancet.com/journals/lanplh/article/PIIS2542- 5196(22)00309-6/fulltext) Page 140
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25 Director of Public Health Annual Report 2023 Summary and potential for action The presence of pharmaceuticals in the environment has been gaining recognition over the past decade. Whilst evidence on human and environmental health is still being developed, drinking water regulators and providers, governments, healthcare professionals and the public are raising concerns. The German Environment Agency (UBA) estimate that 10% of pharmaceutical products indicate potential environmental risk with hormones, antibiotics, painkillers, antidepressants and anti-cancer medicines being of greatest concern33. Scotland has a vested interest in the Hydro Nation and One Health agendas, which are multi-sector strategies to effectively manage the water environment and improve public health (respectively). These concepts recognise that human health and environmental health are closely interconnected, and that water quality is a central and significant factor to the wellbeing of both. Many parts of the private and public sectors across Scotland and the UK may be affected by pharmaceutical pollution and have an interest in addressing this issue. This includes pharmaceutical manufacturers and the healthcare sector, the food and drink sector (including agriculture and fisheries), and public organisations including water regulators, environmental protection bodies, healthcare, researchers/academics, and policymakers. The OHBP is providing leadership in this area driving research, innovation and policy change. Whilst more evidence is developed there are many things that healthcare professionals and the public can do to reduce the impact of pharmaceuticals on the environment. • launching a website in Aug 2021, viewed in >30 countries (https://ohbp.org), Twitter/ X @ OneHealthBP and a Twitter conference #OHBP2023 • developing and evaluating a free to use public education video on antibiotics and the environment: https://www.youtube.com/watch?v=VBJztG31jRs • promoting public awareness e.g. BBC Radio Brainwaves programme, BBC Alba television programme • contributing to an international online course ‘Water, Soil, and Health” with experts from Grenada, Jamaica, Kenya, and Scotland on sustainable environmental change • promotion at national and international conferences (e.g., COP26, Planetary Health Alliance and NHS Scotland sustainability conference) • helped developed a Policy Brief for the House of Lords (https://ohbp.org/2023/07/28/new- policy-recommendations-launched-for-eco-directed-and-sustainable-prescribing-of- pharmaceuticals-at-uk-parliament/) • won several awards including VIBES (https://vibes.org.uk/) Page 141
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Director of Public Health Annual Report 2023 26 How the public can help • Stay healthy with exercise and a balanced diet. • Accept invitations for screening and vaccinations to prevent ill health. • Use good respiratory hygiene to prevent spread of viruses such as coughs, colds and flu. • Ask your prescriber about the risks and benefits of medicines and whether there is any alternative. • Only order what you need for repeat medicines and do not stockpile. • Ask your prescriber or community pharmacist how to get the best out of your medicine. • If you use an inhaler ask your pharmacist to check your technique. • Return any unused, unwanted or out of date medicines to your community pharmacy or GP practice for safe disposal. How healthcare professionals can help • Ask the patient what matters most to them. It may not be getting a medicine. • Explain the risks and benefits of a medicine, whether there is an alternative and why it might be best to do nothing. • Consider social prescribing rather than a pharmacological intervention. • Always prescribe the lowest dose and smallest quantity when starting a new medicine to avoid waste should side effects occur. • Plan in a medicines review to check whether the expected clinical outcomes are being achieved. • Advise patients to return unwanted medicines to their community pharmacy or GP practice for safe disposal. • Learn more about PiE. Page 142
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Chapter 3: Hepatitis C: How medication is transforming treatment and prevention 27 Director of Public Health Annual Report 2023 Page 143
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Director of Public Health Annual Report 2023 28 Chapter 3: Hepatitis C: How medication is transforming treatment and prevention Background NHS Board data on the prevalent number of people diagnosed with hepatitis C virus (HCV) in Scotland and last known to have chronic infection, up to August 2023 NHS Board of Residence Estimated number diagnosed and living with chronic HCV Distribution by NHS Board NHS Ayrshire & Arran 376 9.3% NHS Borders 69 1.7% NHS Dumfries & Galloway 73 1.8% NHS Fife 279 6.9% NHS Forth Valley 257 6.4% NHS Grampian 460 11.4% NHS Greater Glasgow & Clyde 1055 26.1% NHS Highland 102 2.5% NHS Lanarkshire 495 12.3% NHS Lothian 641 15.9% Island health boards (Orkney, Shetland and Western Isles) 20 0.5% NHS Tayside 209 5.2% Total 4036 100% Hepatitis C virus (HCV) is a blood borne virus (BBV), spread through contact with blood or body fluids from an infected individual, which can lead to cirrhosis of the liver and hepatocellular carcinoma. HCV is a significant issue across the world with around 1.5 million new infections and 290,000 deaths each year globally according to data for 201934. The Scottish Government’s Hepatitis C Action Plan and the subsequent Sexual Health and Blood Borne Virus (SHBBV) Strategic Framework provided a world leading structure for the prevention, diagnosis, treatment and care of HCV. The management of HCV has progressed enormously over recent years with current treatment options providing the potential to cure more than 90% of those infected with HCV. This has led to the global ambition to eliminate viral hepatitis as a public health threat through effective treatment and prevention of transmission by 2030. Within Scotland, the Scottish Government has made a commitment to treat more people with hepatitis C with the aim of eliminating HCV infection and HCV related severe disease and death as a major public health concern in Scotland by 2024. This is an ambitious target which seeks to achieve elimination six years ahead of the target set by the World Health Organization. The latest surveillance data has identified that there are just over 4,000 individuals who are estimated to be diagnosed and living with chronic HCV infection in Scotland. A breakdown by NHS Board of residence is shown in the table below35. Page 144
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29 Director of Public Health Annual Report 2023 Development of new Direct Acting Antiviral (DAA) therapies One aspect which has revolutionised the management of HCV has been the development of Direct Acting Antiviral (DAA) therapies. These pharmaceutical developments have significantly increased the efficacy of antiviral treatments which eradicate HCV infection as detailed in the table. The efficacy of antiviral treatments over time36 Year Treatment Sustained Viral Response % (Genotype 1)* 1994 Interferon 7-11 1998 Interferon + Ribavirin 28-31 2001 Pegylated Interferon + Ribavirin 42-46 (note 70-80% for G3) 2011 Pegylated Interferon + Ribavirin + First Generation Direct Acting Antivirals (DAAs) 67-75 2014/15 Interferon-free Direct Acting Antiviral Therapy (especially for genotype 1 but increasingly for other genotypes) 93-100 *Clinical trial data Whilst the early Direct Acting Antivirals (DAAs) were particularly focussed on one type of the virus, genotype 1, these treatments are now increasingly covering all types. In addition to the increased efficacy, the new all-oral DAA regimes provided a safe treatment with far fewer side-effects and of relatively short duration compared with the interferon-based therapies. This development has played a significant role in the increase in treatment initiatives and also the ability across Scotland to achieve HCV elimination. Despite the ever-expanding treatment options, a significant proportion of HCV cases remain undiagnosed. The high proportion of undiagnosed cases, combined with the increasing range of HCV therapeutics underlies the need for effective approaches to awareness raising, HCV case-finding, re-engagement and scale-up of treatment and care. A national Short-Life Working Group (SLWG) was convened in 2018 to review approaches to each of these aspects of HCV prevention and treatment. As a result of this, 18 recommendations were developed in order to support the aim of eliminating HCV-related disease as a major public health concern. Page 145
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Director of Public Health Annual Report 2023 30 The COVID-19 pandemic had a significant impact on the ability of boards to progress action towards elimination as planned. This arose due to a number of factors including more limited capacity for professionals to support this agenda due to the need to respond to the pandemic but also a change in the way that some services were provided. However, there has been a renewed emphasis on this elimination commitment in addition to refreshed HCV treatment targets for NHS Boards. NHS Highland’s Blood Borne Virus Managed Clinical Network (BBV MCN) is committed towards the ambition of eliminating HCV in Scotland. A local elimination strategy details the range of activities pertaining to case-finding, testing, awareness raising and access to care that are being undertaken in support of this aim. Effective detection of those who have been infected with HCV combined with the provision of accessible treatment options enables more of our patients to be treated as early as possible and prior to progression to advanced liver disease which improves health outcomes. In addition to the health benefits for the patients, eliminating HCV will also result in cost-savings to the NHS in the longer term. Effective treatment also has wider public health benefits due to the reduction in onward transmission of hepatitis C. Scotland’s commitment to eliminate HCV is an exciting opportunity and one to which NHS Highland’s BBV MCN is fully committed. This is an excellent example of where new medication has the potential to improve public health. The availability of effective treatment that can be taken over a short period of time with few side effects should encourage more people to come forward for testing for Hepatitis C and provide a major step towards elimination of the virus. Page 146
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Chapter 4: Social prescribing: How an alternative to medication can work 31 Director of Public Health Annual Report 2023 Page 147
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Director of Public Health Annual Report 2023 32 Chapter 4: Social prescribing: How an alternative to medication can work Introduction What is social prescribing? There are many definitions of social prescribing currently used but the core common principles of Social Prescribing are to support person-centred care and shared decision making, and to encourage a non-clinical approach to address aspects of health and wellbeing37. In 2022, the Scottish Social Prescribing Network was invited by the Global Social Prescribing Alliance to take part in a research study to find an internationally accepted definition of social prescribing. This definition was agreed on by 48 experts from 26 different countries, including Scotland, and has recently been accepted by the BMJ. Social determinants such as poverty, isolation, employment and housing have a substantial effect on people’s health38,39. It is estimated that 20% of people visit a GP with non-medical needs40 and up to one fifth of GPs’ time is spent on issues related to social needs rather than issues best solved by medical interventions such as medication. In areas of high deprivation, many GPs report that they spend significant amounts of time dealing with the consequences of poor housing, debt, relationships, and loneliness41. Supporting people with wider social and environmental challenges is therefore important to improve their health and reduce demand on health services. Furthermore, it has been shown that the effectiveness of some medication can be reduced if people are facing adversity in their everyday lives, for example depression medication has been shown to be less effective if a person has employment or housing issues42. Inappropriate pharmaceutical prescribing, particularly for older people and those experiencing inequality was highlighted as a contributory factor for increased drug reactions and hospitalisation in up to 1 in 5 people in the over 65-year age group43. Social prescribing is increasingly being recognised as one potential solution for a proportion of people who attend health care services with non-medical needs. Page 148
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33 Director of Public Health Annual Report 2023 Social prescribing is “a means for trusted individuals in clinical and community settings to identify that a person has non-medical, health-related social needs and to subsequently connect them to non-clinical supports and services within the community by co-producing a social prescription – a non-medical prescription, to improve health and wellbeing and to strengthen community connections.” Source: Muhl et al. (2023)44 Social prescribing can take place within clinical and community settings but will have a focus on the social determinants of health. The overall aim of social prescribing is to improve health and wellbeing and can be more than just signposting. For maximum impact, it is likely to involve a link worker who will work with people to co-create a social prescription based on individual need. The link worker will help to remove barriers to individuals accessing support. Use of medicines and social prescribing Realistic Medicine advocates a shared decision-making approach which supports people and families using healthcare services to discuss their treatment through a personalised approach to care. This approach provides opportunities to develop social prescribing through focusing on non- clinical, non-pharmacological interventions which can improve health and wellbeing through reducing medication use and environmental harms45. Social prescribing effective medication in a number of areas of mental health45 More research is needed to demonstrate that social prescribing is effective at reducing medicine prescribing but there is a growing recognition that a social prescription can be as effective as medication in several areas including managing mental health and wellbeing45. The Royal College of Psychiatrists and the Royal College of Occupational Therapists have published a joint position statement advocating for social prescribing. Page 149
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Director of Public Health Annual Report 2023 34 Figure 4.1 – Spectrum of definitions of social prescribing Source: Adapted with permission from Lejac (2021)37 Example of broad, medium, and specific social prescribing approaches are described below Broad social prescribing can be where a conversation identifies the need for non- medical support and an individual is told about support services or where an individual recognises, they need help and is able to access it for themselves. Medium social prescribing can be where a health professional or a support worker recognises an individual needs support and actively directs them or signposts them to services or an organisation that could help. For example, a referral to an exercise programme where there is a single issue and support is targeted primarily to that issue. This may also involve additional signposting if appropriate but is not part of the planned intervention. Specific - involves a referral to a dedicated link worker who will work with individuals to identify what is important to them, co-produce a social prescription and support them to access the right non-medical services or community support. The link worker will also help remove barriers to accessing services or support and is likely to work with an individual over an extended period of time. APPROACHES TO SOCIAL PRESCRIBING Broad Individuals access non- clinical support through whatever means (including self-referral) Medium Individuals are referred to non-clinical support, either through a health care professional (e.g. GP) or by another source (e.g. voluntary organisation or community connector) Specific Individuals are referred to non-clinical support by a health care professional (e.g. GP)/other professional and have support from a dedicated link worker Page 150
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35 Director of Public Health Annual Report 2023 Evidence suggests that on an individual level social prescribing can have a positive impact on health and wellbeing and complement medication prescribing to manage a wide range of health conditions. The following table outlines some of the impacts that social prescribing can have on individuals and health services: Evidence Impact of social prescribing approaches on the individual Increased confidence and reduced social isolation43,46 Physical activity referrals from a link worker can result in the following: • Improvements in physical health such as the lowering of BMI and blood pressure47 • Improvements in mental health such as a reduction in anxiety and depression and increased sense of wellbeing47. Reduction in use of health services47. Improvement in quality of life and mental well-being through addressing practical issues such as housing, care and finances48,49. Improved glycaemic control for certain age groups with type 2 diabetes50. Referral to activities such as the Arts, cultural activities including attending museums and music related activities has demonstrated: • Increased social interaction and decreased stress51. • Improvements in employment and enhancement of skills, and economic development51. Nature-based interventions can positively impact health and wellbeing through: • reducing social isolation and fostering a connection to nature52. • reducing postoperative complications and has been shown to reduce cardiovascular risk53. Impact of social prescribing approaches on health and care services A 14% decrease in admissions to emergency inpatient services54. Reduction in the number of hospital admissions and outpatient appointments. One study found a 75% decrease in non-elective inpatient episodes among those who had accessed support through Social Prescribing55. Reduced demand for GP appointments by an average of 28% (range 2% to 70%) and A&E referrals by an average of 24%56. A 40% reduction in GP appointments for participants at a 3-month follow-up, compared to those who did not use a Social Prescribing service57. Page 151
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Director of Public Health Annual Report 2023 36 Opportunities and Challenges There are opportunities to develop and embed social prescribing approaches in health and care services as an alternative to or alongside medicines prescriptions. Two recent events to explore how social prescribing could be developed in Highland identified a number of local enablers and barriers to embedding this approach in health and social care services. These included: Key Enablers Enablers identified from the Highland events 2023 Capacity of primary healthcare services and a shift in ethos towards person-centred care43 Social prescribing to be recognised across Highland as an integral part of Health and Social Care where clinicians are encouraged and supported to move away from a ‘medicalised’ model of health. Link worker practice and developing trust through co-produced services47,58 Local multi-agency working in Highland with a shared understanding of Social Prescribing best practice to promote more consistent and coordinated practice across all sectors. Peer training and providing support to use new technologies58 Standardised training to upskill staff and consider the remote and rural nature of Highland, especially when developing digital and technological solutions. Key Barriers Barriers identified from the Highland events 2023 Resources43 For statutory and community organisations there is a lack of long-term, consistent funding and link worker capacity’ across Highland. Awareness43 Lack of awareness of what social prescribing is amongst those delivering, supporting, and accessing it. Particularly in smaller communities. Issues such as stigma relating to financial problems, particularly in smaller communities. Knowledge43 Shared knowledge of local assets, organisations and connections across Highland requiring development of a Directory of Community Services. Page 152
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37 Director of Public Health Annual Report 2023 Social Return on Investment Social return on investment (SROI) is a method of assigning monetary values to social value as well as traditional assets and offers one way of evaluating social prescribing initiatives. It is recognised that this is an area that would benefit from more research but a range of studies that explored SROI for Social Prescribing initiatives found positive financial returns on investment: • For every £1 invested the social return on investment ranged from £2.30 to £7.0859 Currently, the University of the Highland’s and Islands is undertaking an evaluation of the Highland Community Link Worker Programme including exploring SROI in the context of delivering a Community Link Worker service in remote and rural areas. This will provide valuable information to inform future development of Link Worker services across Highland and Argyll and Bute. A study exploring the economic benefits following a social prescribing intervention for patients who were frequent attenders and frequent non-attenders at primary care found a cost saving for frequent attenders of £78.37 and a reduction in health care usage suggesting that social prescribing interventions be targeted at this group for maximum cost benefit60. Examples of social prescribing initiatives in NHS Highland Third Sector Interface (TSI) Community Directory Argyll and Bute Health and Social Care Partnership (HSCP) supported development of the Third Sector Interface (TSI) Community Directory. The directory is a website which provides details of many of the third sector organisations that provide community-based support throughout Argyll and Bute – available at www.abcd.scot. The directory is a single source of regularly updated service information for referring agencies, or those making a self-referral. The Public Health Team have collaborated with the TSI to develop the content of the site. The directory is widely promoted to HSCP staff, particularly allied health professionals, to support active signposting to community resources that can support individuals with their health and wellbeing. Page 153
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Director of Public Health Annual Report 2023 38 Figure 4.2 – Argyll & Bute Third Sector Interface (TSI) Community Directory The Active Health project was set up in April 2019, funded by NHS Highland and Paths for All. Active Health is a free and confidential service for people (aged 16+) living in the Highland area who would like to become more active to help their physical and/or mental health. The project engages individuals in one-on-one conversations and additional follow-up discussions to assist them in developing a healthier and more active lifestyle. The service offers support to anyone registered with a GP practice in Highland who would benefit from being more physically active. Individuals can be referred by their GP, other health professional or self-refer. From March 2019 to Sept 2023 there were 1042 people referred to the project with 772 people engaging (74%) with the service. Active Health Project Page 154
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39Director of Public Health Annual Report 2023 Figure 4.3 – Impacts of the Active Health Project on physical activity and well-being Source: Active Health Link Workers Study, UHI Research Team, UHI Prescribe Heritage Highland Building on the Prescribe Culture initiative developed by Edinburgh University Museums, Prescribe Heritage Highland is a pilot project that aims to support health and wellbeing through heritage-based activities offered by local museums and heritage facilities. A partnership between High Life Highland, University of Highland and Islands, Edinburgh University, NHS Highland and Museums Heritage Highland, Prescribe Heritage Highland aimed to explore whether, and how, the approach developed in Edinburgh could be scaled up in rural areas. Five local museums devised a programme of hands-on activities delivered over six weeks for participants to attend. Referrals came from a range of sources including health care professionals and 3rd sector support workers. Currently the project is seeking funds to expand and develop the initiative. For more information on the pilot project, click the following link https://vimeo. com/868658211/02bd10c902?share=copy Page 155
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Director of Public Health Annual Report 2023 40 Community Link Workers NHS Highland has commissioned third sector organisations in Highland and Argyll and Bute to deliver inequalities focussed Community Link Worker Services in Primary Care as part of the national programme of work on Primary Care modernisation. The aim of the service is to support people to live well through strengthening connections between community resources and primary care and developing pathways to community and third sector services and activities. Community Link Workers provide a person-centred service that is responsive to the needs and interests of patients registered with GP Practices in socio-economically deprived areas of NHS Highland. They work with people who face multiple and complex challenges: mental health, social isolation, loneliness, poor housing conditions, unhealthy relationships, poor physical health, financial worries, long term conditions, bereavement and more. Community Link Worker’s follow a social prescribing model and are embedded in the work of GP practices. They aim to address socio-economic and personal circumstances that affect health and wellbeing to improve the outcomes for patients and reduce pressure on GPs time. Scan QR Code for video about Highland Community Link Workers or click ‘Watch Video’ button https://vimeo. com/863137735/191292a64c?share=copy%20 Watch Video Page 156
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Chapter 5: Prescriptions for Pain: How medication can have long-lasting effects on public health 41 Director of Public Health Annual Report 2023 Page 157
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Director of Public Health Annual Report 2023 42 Chapter 5: Prescriptions for Pain: How medication can have long-lasting effects on public health Be analgesic and opioid aware This section is about the use of medication for pain - analgesics and opioids. There is little doubt that analgesics and opioid use can bring great benefits to individual but there are serious disadvantages as well. Analgesics are widely available, for example paracetamol, by prescription or over the counter. Opioids and synthetic opioids are regulated and available by prescription or lower strength through a pharmacy. The latter has an illegal market. Tackling drug related deaths is a Scottish national mission61, so this chapter will also describe analgesics and opioids within the context of drug related deaths. What are analgesics and opioids?62 An analgesic is a medicine that relieves pain. Analgesics are widely available through pharmacy over the counter and by prescription. There are three main types of analgesic: non-opioid analgesics, opioid analgesics and compound analgesics that combine the previous two forms. Most non-opioid analgesics work by reducing inflammation at the site of pain and opioid analgesics work by stimulating opioid receptors on neurons, which inhibit the release of chemicals (neurotransmitters) that transmit pain signals. Opioids have analgesic and sedative effects, and medicines such as morphine, codeine and fentanyl are commonly used for the management of pain. The term ‘opioids’ includes compounds that are extracted from the poppy plant as well as semi-synthetic and synthetic compounds with similar properties. In the UK opioids are controlled and available on prescription because of the possible side effects including physical and psychological dependence. Opioids can be obtained illegally and increasingly from internet suppliers. Prescribing and use of illegal drugs There is a large body of evidence, including randomised controlled trials and systematic reviews, that concluded opioids may reduce pain for some patients in the short and medium term (less than 12 weeks). Opioid use in acute pain and for pain at the end of life is well established. There is, however, a lack of consistent good quality evidence to support a strong clinical recommendation for the long-term use of opioids for patients with chronic pain63. Opioid dependence is one of a number of side effects although estimates of prevalence vary. Sign guideline 13: Management of Chronic Pain64, cites from a systematic review opioid dependence ranged from 3% to 26% who were using opioids for chronic pain. The guideline also includes alternatives such as supported self-management, psychological based interventions and physical therapies. This is an area where social prescribing can play a significant role. Page 158
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43 Director of Public Health Annual Report 2023 It is difficult to estimate how many people take opioids and analgesics that are not prescribed by a doctor. Estimates of prevalence can be derived from surveys, police seizure records or drug testing in prisons. Intelligence gathered from surveys suggests that most people obtain prescribed drugs from a friend or relative, from drug dealers and buy online. All of these sources carry risks and include not knowing the strength of the substance or what the chemicals ingredients are. In 2018-20, 9.7% of respondents to the Scottish Crime and Justice Survey (aged 16 years and over) had used illicit drugs compared with 7.4% in 2017-1865. The report does not separate out opioids and analgesics. The Scottish Drug Misuse Database (SDMB) recorded for NHS Highland in 2020/21, 230 individuals and of these 82% reported illicit drug use66. The Scottish percentage for the same time period was 75%. Drug Deaths in Highland Across Scotland, reducing drug related deaths was declared as a national mission in 2018. There were 55 drug-related deaths registered in NHS Highland in 202267. This was the highest number ever recorded and an increase of 11 deaths from 2021. Of these deaths, 42 were recorded in the Highland council area and 13 in the Argyll and Bute council area. The five- year average number of deaths shows an increasing trend and has more than doubled over the last ten years. Source: National Records of Scotland, Drug related deaths in Scotland 2022; Scottish Public Health Observatory Figure 5.1 - Number of drug related deaths registered in NHS Highland between 2002 and 2022 Information from the drug death review process is available and toxicology reports show what drugs had been taken at the time of death. 0 10 20 30 40 50 60 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 2022 Number of drug misuse deaths Year of registration Annual deaths 5-year average Page 159
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Director of Public Health Annual Report 2023 44 Figure 5.2 - Drugs implicated in drug related deaths registered in NHS Highland and Scotland in 2018 – 2022 Source: National Records of Scotland, Drug related deaths in Scotland 2022 The drugs implicated in drug related deaths in NHS Highland and Scotland between 2018 and 2022 are shown in Figure 5.2. Opioids or opiates were recorded in 69% of deaths in NHS Highland, followed by benzodiazepines in 40% of deaths and cocaine in 35% of deaths. Most drug related deaths are of people who took more than one substance. The benefits of prescribing – Opioid Substitution Therapy People who experience problematic opioid use may benefit from being prescribed Opioid Substitution Therapy (OST). The aims of OST are to decrease or stop the use of illicit opioids, as well as reduce the risk of other serious consequences of drug use. As mentioned earlier, drug related deaths became a national mission and the Scottish Government’s key policy was the implementation of the Medicines Assisted Treatment (MAT)68 Standards. These standards include the increased choice of treatments such as opioid substitution therapy, earlier access and increased support. Data on OST prescriptions dispensed in the community are recorded in the Prescribing Information System (PIS)69. Current OST prescribed in Scotland include: • methadone hydrochloride, • buprenorphine, • buprenorphine, • naloxone and • long-acting buprenorphine (including Buvidal© slow-release formulations) 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Any opiate or opioid Heroin / morphine Methadone Benzodiazepines Cocaine Ecstasy type Amphetamines Alcohol Percentage of deaths Drugs implicated in death NHS Highland Scotland Page 160
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45 Director of Public Health Annual Report 2023 Figure 5.3 - Number of methadone paid items dispensed in NHS Highland between 2020 and 2022 Opioid Substitution Therapy (OST) can be a lifeline for individuals who have problematic drug use (such as heroin). Methadone has been commonly prescribed and is a synthetic opioid agonist; it is taken daily and comes as a powder, liquid or tablet. The treatment focuses on maintenance and harm reduction and enables individuals to manage and stabilise their lives, for example, successfully engage in work. The impact of OST can extend to families and children who often experience the negative impacts of someone with problematic drug use in the family. Figure 5.3 shows the number of paid methadone items dispensed within NHS Highland between 2020 and 2022 and shows a downward trend. Source: Prescribing Information System In contrast the number of prescriptions of Buvidal has increased. Buvidal, an OST, is a medicine used to treat dependence on opioid drugs such as hereon or morphine. It is long-acting buprenorphine and isn’t suitable for all individuals with problematic drug use but for those who meet the prescribing criteria it can be transformational. Buvidal, is a subcutaneous injection administered weekly or monthly by a health care worker. The benefits include reduced visits to a pharmacy and anecdotally individuals describe the process as liberating. Figure 5.4 shows the number of Buvidal injections paid items dispensed within NHS Highland between 2020 and 2022. The sharp rise in paid items dispensed in 2021 and 2022 is due to the implementation of the Medicines Assisted Treatment68 programme because it includes a wider choice of medication. Within a prison setting the change from prescribing methadone to Buvidal cuts down on daily visits to the dispensing pharmacy and avoids the need for prisoner escorts. This potentially saves prison officer time as well as being of value to the person in the care of the prison. 0 500 1,000 1,500 2,000 2,500 3,000 3,500 2020 Q1 2020 Q2 2020 Q3 2020 Q4 2021 Q1 2021 Q2 2021 Q3 2021 Q4 2022 Q1 2022 Q2 2022 Q3 2022 Q4 Paid items Financial Year and Quarter Methadone solution 1mg/ml Page 161
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Director of Public Health Annual Report 2023 46 A recent budget70 analysis of the introduction of buprenorphine over a year in a defined population concluded a decrease in costs for care of those with an opioid use disorder. Cost savings were attributed to the indirect costs of lower crime rate, reduced supervision, avoidance of other infections and reduced hospital admissions. Figure 5.4 - Number of buvidal injection paid items dispensed in NHS Highland between 2020 and 2022 Source: Prescribing Information System Naloxone is another opioid antagonist. It is a medication used to reverse or reduce the effects of opioids and used to counter decreased breathing in opioid overdose. Effects begin within two minutes when given intravenously, five minutes when injected into a muscle, and ten minutes as a nasal spray. Throughout Highland, naloxone kits along with training, have been made available to individuals, friends and family where a risk harm has been identified. Figure 5.5 shows the numbers of kits have increased each year since 201971. In the calendar year 2022, 518 kits were issued by services based in the community and 11 kits were issued by HMP Inverness. 0 50 100 150 200 250 300 350 400 450 2020 Q3 2021 Q1 2021 Q2 2021 Q3 2021 Q4 2022 Q1 2022 Q2 2022 Q3 2022 Q4 Paid items Financial Year and Quarter Buvidal Injections Page 162
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47Director of Public Health Annual Report 2023 Figure 5.5 - Number of Take Home Naloxone (THN) kits issued by type of kit in Highland between 2019-2020 and 2022-2023 Source: National Naloxone Programme Scotland, Public Health Scotland From a population-based approach the interface of substance use (both legal and illegal) and medication presents a complex picture There is analgesic and opioid medication that is prescribed for pain, which can result in dependence and where long-term use may have limited benefit. This medication also has the potential to be used illicitly. Drug related deaths is a significant challenge across Scotland. However, medication in the form of opiate substitution therapy may offer great help in reducing the serious consequences of illicit drug use. 0 100 200 300 400 500 600 2019/20 2020/21 2021/22 2022/23 Number of THN kits Financial Year Intranasal Nyxoid Intramuscular Prenoxad Page 163
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49 Director of Public Health Annual Report 2023 Chapter 6: Case study – How medication and other measures can work together to improve health Introduction to case study Risk factors leading to heart disease (more technically cardiovascular disease) are often lifestyle based, such as eating unhealthy food and lacking physical activity. There is also consistent evidence that the social determinants of health including economic, social, environmental and psychosocial factors play a significant role in the development of cardiovascular disease risk factors72. It is recognised that people with established heart disease are very likely to require medication to manage their condition. However, there are other approaches that might be beneficial to an individual’s health and wellbeing that can be used alongside medication prescribing and that has potential to reduce the use of medication and health care services. In this chapter, we explore how a pharmacological (traditional) approach to managing such conditions can work alongside a social prescribing approach. What is cardiovascular disease? Cardiovascular diseases (CVDs) are a group of conditions affecting the heart or circulatory system. They include coronary heart disease, cerebrovascular disease (stroke), atrial fibrillation and peripheral arterial disease. Cardiovascular risk factors include high blood cholesterol, high blood pressure, diabetes and psychosocial factors such as anxiety, depression and social isolation. Other known risk factors include smoking, physical inactivity, alcohol consumption and poor diet73. Research indicates a strong relationship between social deprivation and cardiovascular disease risks74. The risk of CVD is greater in men and in people aged over 50 years. Risk increases with age, with those aged 85 years and over at particularly high risk. Treatment of CVD involves reducing modifiable risk factors and drug management. Cardiovascular diseases are among the most common causes of health loss in NHS Highland, contributing to ill health and early deaths75. The scale of cardiovascular disease in NHS Highland is summarised below. Page 165
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Director of Public Health Annual Report 2023 50 The scale of cardiovascular disease in NHS Highland • Cardiovascular disease in one of the leading causes of death and disability, accounting for 1,070 deaths (26%) in 202276. • Overall, it is estimated that around 18% of men and 16% of women are living with a cardiovascular condition77. • In the past ten years, more than 12,000 people have been newly diagnosed with coronary heart disease78 and around 8,500 people have been newly diagnosed with cerebrovascular disease79. • There were around 5,700 hospital admissions related to coronary heart disease or cerebrovascular disease in 2021-2022. • More than 32,000 people in NHS Highland are recorded on general practice disease registers with atrial fibrillation, coronary heart disease, heart failure and stroke or transient ischaemic attack (TIA)80. • The number of patients prescribed drugs for the cardiovascular system, and cost of prescribing, has increased over the last ten years. Common medications include statins and antihypertensive drug treatment. Description of example case studies Case study 1 - Bill Bill is a 59-year-old man with a family history of cardiovascular disease as his father had died from a heart attack aged 65 and his brother had suffered a heart attack aged 55. Bill was diagnosed with type 2 diabetes when he was 46 years old, high cholesterol when he was 49 years old and high blood pressure when he was 52 years old. He has been on oral glucose lowering medicines since he was diagnosed with diabetes. Bill smokes 30 cigarettes per day and has smoked since he was 15 years old. Bill is overweight and takes little exercise. He reports suffering regularly from breathlessness and fatigue. He lives with his wife who has multiple health conditions and he is her main carer. He is currently unemployed, finding it difficult to get work that he can do given his various health conditions and his caring responsibilities. He meets up with friends once a week at the local social club and drinks alcohol socially but admits that he worries about money and thinks it will be difficult to keep this going given rising costs of energy and everyday essential items. Case study 2 - Isobel Isobel is a 58-year-old woman who was diagnosed with angina when she was aged 56. She has a history of anxiety and depression that was diagnosed in early adulthood and has been on medication to deal with this since she was in her early 20’s. Isobel works part time as a secretary in a local builder’s firm. Page 166
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51 Director of Public Health Annual Report 2023 She lives alone and does not venture out much apart from going to work. Isobel admits to a lonely lifestyle and regularly uses alcohol to cope with her low mood. Isobel is overweight and takes little exercise outside of her short walk to work. She regularly attends her GP for support with her anxiety and depression which has worsened in recent months as well as regularly having her angina medication reviewed. Isobel has been struggling to stay at work recently, feeling overwhelmed by her circumstances. She is sometimes not sure if the physical symptoms she experiences relate to her angina or anxiety and she is finding that she has started taking her angina medication more regularly but is not sure if it is making a difference. A medicinal approach to supporting people like Bill or Isobel Medication prescribed could include the following: • aspirin 75mg daily, • atorvastatin 40mg daily, • ramipril 10mg daily, • bisoprolol 2.5mg daily, • metformin 500mg twice a day, • omeprazole 20mg daily. This is a large number of drugs, that need to be taken more than once every day. They are aimed at controlling high blood pressure, elevated blood glucose (leading to type 2 diabetes), raised blood lipids (like cholesterol), as well as a drug to protect the stomach lining from being harmed by these drugs. Like other licensed medication, these have been rigorously tested and evaluated for evidence of effectiveness in tackling the symptoms of heart disease and helping to prevent worsening disease. If for either person angina is the main clinical feature, the following could be prescribed: • aspirin 75mg daily, • bisoprolol 5mg daily, • clopidogrel 50mg daily, • ramipril 10mg daily, • atorvastatin 40mg daily, • nicorandil 10mg daily, • Glyceryl trinitrate (GTN) spray (Isosorbide mononitrate 20mg twice a day for an acute attack). This approach with medication has been shown to improve health and lengthen life, so it is important that people take the medication when it is prescribed for them. However, it cannot reverse changes that have already happened to the body. It also has a major impact on an individual’s life, for example, repeat monitoring visits to the GP and the need for regular medicine reviews. Page 167
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Director of Public Health Annual Report 2023 52 Use of a social prescribing approach alongside medication management to support people with cardiovascular disease Social prescribing is a means of enabling health and care professionals to refer people to a range of local, non-clinical services. Recognising that people’s health is determined primarily by a range of social, economic and environmental factors, social prescribing seeks to address people’s needs in a holistic way. It also aims to support individuals to take greater control of their own health. Case study 1 – Bill During a recent visit to his GP practice, Bill’s GP noticed that he was more down than usual and that his physical health although relatively stable, was not improving despite being given lifestyle advise about healthy eating, physical activity and stopping smoking. Bill’s GP noted that he had gained additional weight and that his diabetes medication needed to be increased to control his blood glucose levels. Bill’s GP offered to refer him to the practice Community Link Worker. The Link Worker arranged to meet Bill, discussed how he had been feeling and helped him to identify what was important to him and what changes he would like to make to improve his wellbeing. The Link Worker helped Bill to identify how he could improve his health and wellbeing, what barriers there might be and how he could overcome these. Bill identified that he was struggling with his caring responsibilities, feeling increasingly that he was unable to leave his wife on her own and was becoming more and more concerned about money as he was unable to get work that would allow him to still look after his wife. Bill stated that he would like to stop smoking but wasn’t ready to. He felt that he would benefit from being more active but was concerned about how that would affect his caring commitments. The Link Worker was able to identify a carers organisation, an online carer peer support group and a disability activities group in the area. The Link Worker was able to link Bill with the carers’ organisation, complete a carer’s assessment and get a carer support plan in place. They were able to identify some befriending volunteers to help free up some of Bill’s time to leave the house. The Link Worker also arranged for the local disabilities’ activity group leader to contact Bill and talk about activities that were available at the local community centre. The Link Worker identified the Money Advice service that was offered by Bill’s GP practice, the local authority benefits advice service and the local Citizens Advice Bureau as options to support Bill explore his financial worries. Bill was a regular attendee at his GP practice and identified the practice-based service as the best option for him. The Link Worker made an appointment for Bill with the service and at Bill’s request attended the appointment to support him. The Money Advice adviser was able to complete a financial assessment and identify several benefits that Bill was entitled to that he had not claimed. As a result, Bill was able to claim benefits to boost the household income and help him reduce his anxiety about his financial situation. Page 168
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53 Director of Public Health Annual Report 2023 Case study 2 – Isobel During a visit to her GP practice for a routine review of medication, Isobel spoke to the practice nurse about her low mood and opened up about her use of alcohol as a means of coping with feeling anxious. Recognising that Isobel needed more than just medication to help her maintain or improve her health, the practice nurse referred her to the Community Link Worker. The Link Worker contacted Isobel and spent time with her to unpick her situation and identify the things that were important to her. The Link Worker was able to help Isobel systematically look at the issues that were affecting her health and wellbeing and make a holistic assessment of her situation. This meant looking beyond the initial condition that Isobel was referred for and helping her to identify things that she could do for her wellbeing. The Link Worker encouraged Isobel to think about what was affecting her wellbeing starting from where Isobel felt she was at the time and helped her to identify options for things that could support her to improve her health and wellbeing. The Link Worker was able to identify a range of community-based options including an art group in the local community centre, a local health walks group, a gardening club, a singing group, a book club and a beginners yoga class. Bill had identified improving his levels of physical activity as important. The Link Worker was able to identify a range of community-based options for physical activity including a local walking group, a conservation group at the local nature reserve and a walking football team at the local football club. The Link Worker spent time going over the options with Bill and worked with him to create a social prescription. Bill identified the walking football club as a good option. The Link Worker contacted the coach and arranged for Bill to attend a session and accompanied him to his first session to help him overcome his anxiety about being in a new social situation. One year on and Bill’s life looks very different. Bill regularly attends the walking football club, and the weekly wheelchair bowling club with his wife where he has also taken on a volunteering role to support the running of the club. He is feeling more connected to his community and befriending volunteers allow Bill time to attend activities and have time to himself without worrying about leaving his wife alone. Bill has managed to lose around 10% of his body weight because of being more active and having more energy to prepare meals with fresh ingredients for himself and his wife. He has been able to reduce the dose of his diabetes medication and his blood pressure is more stable allowing him to reduce the medication required to control this. Bill reports that he feels better able to manage his health conditions and as a result has reduced the frequency of visits to his GP practice. He praises social prescribing as an approach to improving health and wellbeing by helping people like him to identify the issues that are affecting their health and wellbeing and supporting them to make positive changes. Page 169
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Director of Public Health Annual Report 2023 54 Final Remarks Personalised care using socially prescribed interventions can be used to support the health of people with cardiovascular disease81. Medication remains an essential part of heart disease management, but additional approaches can work in combination to give considerable synergy and benefits. The Link Worker gave information about the options to Isobel and spent time with her to create the social prescription by helping Isobel to identify the options that best fitted her circumstances. The Link Worker supported Isobel to identify what might get in the way of making any changes to her circumstances and helped her to identify how she could move forward. In Isobel’s case, she was keen to have opportunities that would get her out of the house regularly to do something that she had an interest in. Isobel had enjoyed art at school but had not put brush to canvas since leaving school. Isobel was also keen to increase her levels of physical activity but was concerned that her low levels of fitness would get in the way. The local art group and health walks group were identified as a good fit for Isabel. The Link Worker and Isobel had identified lack of confidence as something that might get in the way of Isobel being able to make changes to her circumstances and the Link Worker arranged to accompany Isobel to her first art session and introduced her to the tutor. The Link Worker also arranged for the local health walk leader to meet Isobel to go over the options that would best suit Isabel’s level of fitness. The Link Worker met with Isobel several times to review progress and continued to help Isobel identify any barriers to change and supported her to overcome them. One year on and Isobel still regularly attends the local art group. She met some like-minded people at the art group and regularly meets up with them for coffee and outings to the cinema. Isobel was also able to identify a weekly walking group that suited her level of fitness and has gradually built up her confidence and fitness to a point where she is now able to walk longer distances and has been successful in reducing her weight. Isobel has reported that she feels less lonely, and the art and walking groups have helped her to focus on something other than her health conditions. As a result, she has felt less anxious, her mood has improved, and she no longer feels like she is struggling to attend work. She has managed to reduce the use of her angina medication as her symptoms have improved and she now recognises that her symptoms were probably related to her anxiety. Isobel now reports that she feels like a functioning member of her community with improved connections and is better able to cope with the stresses of everyday life. She has reduced her use of alcohol and is getting a better quality of sleep. She reports that she does not feel the need to visit her GP as often as she did and the medication she was prescribed for anxiety and depression has reduced as Isobel feels that improved social connections, regular exercise and getting outdoors has helped her to better manage her condition rather than allowing it to manage her. Page 170
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57 Director of Public Health Annual Report 2023 ethynylestradiol causes reproductive failure in fish. Environmental Health Perspectives. 2004;112(17):1725-33. https://doi.org/10.1289/ehp.7209 29. Burfield, I. and Bowden, C. CambridgeCore Blog. South Asian Vultures and diclofenac. Cambridge University Press, Sept 2022. Weblog. https://www.cambridge.org/core/ blog/2022/09/28/south-asian-vultures-and-diclofenac/ 30. Belloni, A., Morgan, D. and Paris, V. Pharmaceutical Expenditure And Policies: Past Trends And Future Challenges. OECD Health Working Papers, No. 87. Paris: OECD Publishing; 2016. https://doi. org/10.1787/5jm0q1f4cdq7-en 31. Redshaw, C., Stahl-Timmins, W., Fleming, L., Davidson, I. and Depledge, M. Potential Changes in Disease Patterns and Pharmaceutical Use in Response to Climate Change. Journal of Toxicology and Environmental Health, Part B. 2013;16(5):285-320. https://doi.org/10.1080/1093740 4.2013.802265 32. MacFadden, D., McGough, S., Fisman, D., Santillana, M. and Brownstein, J. Antibiotic resistance increases with local temperature. Nature Climate Change. 2018;8(6):510-514. https://doi. org/10.1038/s41558-018-0161-6 33. Küster, A. and Adler, N. Pharmaceuticals in the environment: Scientific evidence of risks and its regulation. Philosophical Transactions of the Royal Society B: Biological Sciences. 2014;369(1656):20130587. https://doi.org/10.1098/rstb.2013.0587 34. World Health Organisation. Global progress report on HIV, viral hepatitis and sexually transmitted infections, 2021. Accountability for the global health sector strategies 2016–2021: actions for impact. Geneva: World Health Organization; 2021. ISBN: 978-92-4-002707-7 https:// www.who.int/publications/i/item/9789240027077 35. Public Health Scotland. Statistical Report. Surveillance of hepatitis C in Scotland. Progress on elimination of hepatitis C as a major public health concern: 2023 update. Public Health Scotland. 5th December 2023. https://www.publichealthscotland.scot/publications/surveillance- of-hepatitis-c-in-scotland/surveillance-of-hepatitis-c-in-scotland-progress-on-elimination- of-hepatitis-c-as-a-major-public-health-concern-2023-update/ 36. Health Protection Scotland and The Scottish Government. The Scottish Government Hepatitis C Treatment & Therapies Group Report. The Scottish Government, Revised February 2017. https:// www.gcu.ac.uk/__data/assets/pdf_file/0020/28901/hepc_treatment_report_feb2017.pdf 37. Lejac, B. Support in Mind Scotland. A desk review of social prescribing: from origins to opportunities. Edinburgh: Royal Society of Edinburgh; 2021. Available at: https://www. rsecovidcommission.org.uk/wp-content/uploads/2021/04/A-Desk-Review-of-Social- Prescribing-from-origins-to-opportunities.pdf 38. Marmot, M. Fair society, healthy lives: the Marmot Review: strategic review of health inequalities in England post-2010. (2010) ISBN 9780956487001 https://www.parliament.uk/globalassets/ documents/fair-society-healthy-lives-full-report.pdf 39. Marmot M, Allen J, Boyce T, Goldblatt P, Morrison J. Health Equity in England: The Marmot Review 10 Years On. Institute of Health Equity; 2020. https://www.health.org.uk/publications/reports/ the-marmot-review-10-years-on 40. Parkinson, A. and Butrick, J. The role of advice services in health outcomes: evidence review and mapping study. London: Low Commission; 2015. http://www.lowcommission.org.uk/ dyn/1435582011755/ASA-report_Web.pdf Page 173
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Director of Public Health Annual Report 2023 58 41. Caper, K. and Plunkett, J. A very general practice: How much time do GPs spend on issues other than health? Citizens Advice; 2015. https://www.citizensadvice.org.uk/Global/CitizensAdvice/ Public%20services%20publications/CitizensAdvice_AVeryGeneralPractice_May2015.pdf 42. Buckman, J., Saunders, R. and Stott, J, et al. Socioeconomic indicators of treatment prognosis for adults with depression: a systematic review and individual patient data meta-analysis. JAMA Psychiatry. 2022;79(5):406-416. doi:10.1001/jamapsychiatry.2022.0100 43. Department of Health and Social Care. Good for me, good for you, good for everybody: A plan to reduce overprescribing to make patient care better and safer, support the NHS, and reduce carbon emissions. Department of Health and Social Care; 2021. https://assets.publishing.service. gov.uk/media/614a10fed3bf7f05ab786551/good-for-you-good-for-us-good-for-everybody.pdf 44. Muhl, C., Mulligan, K., Bayoumi, I., Ashcroft, R. and Godfrey, C. Establishing internationally accepted conceptual and operational definitions of social prescribing through expert consensus: a Delphi study. BMJ Open 2023. Available at: https://bmjopen.bmj.com/ content/13/7/e070184 45. Cussans, A., Harvey, G., Kemple, T., Tomson, M. Interventions to Reduce the Environmental Impact of Medicines: A UK perspective. The Journal of Climate Change and Health. 2021;1(4):100079. Available at https://www.sciencedirect.com/science/article/pii/S2667278221000766 46. Social Care Institute for Excellence. SPRING Social Prescribing: Models of Care and Support. Egham: Social Care Institute for Excellence; 2019. Available at: https://www.scie.org.uk/ transforming-care/innovation/community-based-models/models-of-care-and-support/ spring-social-prescribing 47. National Academy for Social Prescribing. Social Prescribing physical activity. London: National Academy for Social Prescribing; 2021. Available at: https://socialprescribingacademy.org.uk/ media/20ngj3sm/nasp-briefing-physical-activity.pdf 48. Bertotti, M., Frostick, C. and Temirov, O. An evaluation of Social Prescribing in the London Borough of Redbridge: final evaluation report. London: London Borough of Redbridge and the Redbridge Clinical Commissioning Group, Health and Well- being Fund (DHSC); 2020 Available at: https://repository.uel.ac.uk/download/ b166f8139440a6183a11e5756431965c13846b3c8716079c07ec309a5d258586/1290254/Final%20 evaluation%20draft%20report%20Redbridge%20SP%20100920%20final.pdf 49. Dayson, C., Painter, J., Bennett, E. Social prescribing for patients of secondary mental health services: emotional, psychological and social well-being outcomes. Journal of Public Mental Health 2020;19(4):271-279. Available at: https://doi.org/10.1108/JPMH-10-2019-0088 50. Wildman, J. and Wildman, J.M. Evaluation of a Community Health Worker Social Prescribing Program Among UK Patients with Type 2 Diabetes. JAMA Network Open. 2021; 4(9):e2126236. Available at: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8411296/ 51. National Academy for Social Prescribing. Social prescribing: arts, heritage, and culture. London: National Academy for Social Prescribing; 2021. Available at: https://socialprescribingacademy. org.uk/media/dxslxrxu/nasp-briefing-arts-culture-heritage.pdf 52. National Academy for Social Prescribing. Social prescribing: the natural environment. London: National Academy for Social Prescribing; 2021. Available at: https://socialprescribingacademy. org.uk/media/dmzbrff1/nasp-briefing-natural-environment.pdf 53. Hald, K., Nielsen, K.M., Nielsen, C.V., et al. Expanded cardiac rehabilitation in socially vulnerable patients with myocardial infarction: a 10-year follow-up study focusing on mortality and non- fatal events. BMJ Open. 2018;8(1):e019307. https://doi.org/10.1136/bmjopen-2017-019307 Page 174
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59 Director of Public Health Annual Report 2023 54. Abel, J., Kingston, H., Scally, A., Hartnoll, J., Hannam, G., Thomson-Moore, A. and Kellehear, A. Reducing emergency hospital admissions: a population health complex intervention of an enhanced model of primary care and compassionate communities. British Journal of General Practice 2018;68(676):803-810. Available at: https://www.ncbi.nlm.nih.gov/pmc/articles/ PMC6193793/pdf/bjgpnov-2018-68-676-e803.pdf 55. British Medical Association. Social Prescribing: Making it work for GPs and patients. London: British Medical Association; 2019. Available at: https://www.bma.org.uk/media/1496/bma- social-prescribing-guidance-2019.pdf 56. Polley, M., Bertotti, M., Kimberlee, R., Pilkington, K. and Refsum, C. A review of the evidence assessing impact of social prescribing on healthcare demand and cost implications. London: University of Westminster; 2017. Available at: https://westminsterresearch.westminster.ac.uk/ download/e18716e6c96cc93153baa8e757f8feb602fe99539fa281433535f89af85fb550/297582/ review-of-evidence-assessing-impact-of-social-prescribing.pdf 57. Polley, M., Seers, H. and Fixsen, A. Evaluation Report of the Social Prescribing Demonstrator Site in Shropshire – Final Report. London: University of Westminster; 2019. Available at: https://www. researchgate.net/publication/339428473 58. National Academy for Social Prescribing. How can social prescribing support older people in poverty? London: National Academy for Social Prescribing; 2021. Available at: https:// socialprescribingacademy.org.uk/media/zhghh13y/nasp-briefing-older-people.pdf 59. Hopkins, G., Winrow, E., Davies, C., and Seddon, D. Beyond social prescribing-The use of social return on investment (SROI) analysis in integrated health and social care interventions in England and Wales: A protocol for a systematic review. PLoS ONE. 2023;18(2):e0277386. Available at: https://doi.org/10.1371/journal.pone.0277386 60. Lynch, M., and Jones, C.R. Social Prescribing for Frequent Attenders in Primary Care: An Economic Analysis. Frontiers in Public Health. 2020;10:902199. https://doi.org/10.3389/fpubh.2022.902199 61. Scottish Government. National Drugs Mission Plan 2022-2026. Scottish Government; 2022. Available from https://www.gov.scot/publications/national-drugs-mission-plan-2022-2026/ [accessed 05.12.2023] 62. NICE. British National Formulary (BNF) Drugs. [Online] 2023. Available from https://bnf.nice.org.uk [accessed 05.12.2023] 63. Faculty of Pain Management. Opioids Aware. Available from https://fpm.ac.uk/opioids-aware [accessed 05.12.2023] 64. Scottish Intercollegiate Guidelines Network (SIGN). Management of Chronic Pain. Edinburgh: SIGN; 2019. (SIGN publication no. 136) Available from https://www.sign.ac.uk/media/2097/ sign136_2019.pdf [accessed 05.12.2023] 65. Scottish Government. Scottish Crime and Justice Survey 2019/20: main findings: Illicit Drug Use. Scottish Government; 2021. Available from https://www.gov.scot/collections/scottish-crime- and-justice-survey/ [accessed 05.12.2023] 66. Public Health Scotland. Scottish Drug Misuse Database Deaths. Available from https://www. isdscotland.org/Health-topics/Drugs-and-alcohol-misuse/Drugs-misuse/Scottish-Drug- Misuse-Database/ [accessed 05.12.2023] 67. National Records of Scotland. Drug Related Deaths in Scotland in 2022. Available from https:// www.nrscotland.gov.uk/statistics-and-data/statistics/statistics-by-theme/vital-events/ deaths/drug-related-deaths-in-scotland [accessed 05.12.2023] 58. Page 175
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Director of Public Health Annual Report 2023 60 68. Scottish Government. Medication Assisted Treatment (MAT) standards: access, choice, support. Scottish Government; 2021. Available from https://www.gov.scot/publications/medication- assisted-treatment-mat-standards-scotland-access-choice-support/ [accessed 05.12.2023] 69. Public health Scotland. Prescribing Information System (PIS) – National Data Catalogue Lifestyle. Available from https://www.ndc.scot.nhs.uk/index.asp [accessed 05.12.2023] 70. Philips-Jackson, H., Hallam, C., Cullen, N., Pearson, T., Gilman, M., Li, L., and Musgrave, P. Budget Impact Analysis of the Introduction of Injectable Prolonged-Release Buprenorphine on Opioid Use Disorder Care Resource Requirements. ClinicoEconomics and Outcomes Research. 2020;12:233-240. https://doi.org/10.2147%2FCEOR.S242984 71. Public Health Scotland. National Naloxone Programme Scotland – Quarterly monitoring bulletin. Public Health Scotland. September 2023. Available from https://publichealthscotland. scot/publications/national-naloxone-programme-scotland-quarterly-monitoring-bulletin [accessed 05.12.2023] 72. Powell-Wiley T, Baumer Y, Baah F, Baez A, Farmer N, Mahlobo C, et.al. Social Determinants of Cardiovascular Disease. Circulation Research. 2022;130:782–799. https://doi.org/10.1161/ CIRCRESAHA.121.319811 73. Scottish Government. Heart Disease Action Plan 2021. Edinburgh: Scottish Government; 2021 74. Wyper G, Fletcher E, Grant I, et al. Inequalities in population health loss by multiple deprivation: COVID-19 and pre-pandemic all-cause disability-adjusted life years (DALYs) in Scotland. Int J Equity Health. 2021;20:214. https://doi.org/10.1186/s12939-021-01547-7 75. Scottish Public Health Observatory. Scottish Burden of Disease Study. https://www.scotpho.org. uk/comparative-health/burden-of-disease/overview/ 76. National Records of Scotland. Vital Events Reference Tables 2022, Section 6: Deaths - Causes Table 6.03. https://www.nrscotland.gov.uk/statistics-and-data/statistics/statistics-by-theme/ vital-events/general-publications/vital-events-reference-tables/2022/list-of-data-tables 77. Scottish Health Survey. Has a cardiovascular condition, 2017-2021. https://scotland.shinyapps.io/ sg-scottish-health-survey/ 78. Public Health Scotland. Scottish Heart Disease Statistics Year ending 31 March 2022. https:// publichealthscotland.scot/publications/scottish-heart-disease-statistics/scottish-heart- disease-statistics-year-ending-31-march-2022/ 79. Public Health Scotland. Scottish Stroke Statistics Year ending 31 March 2022 https:// publichealthscotland.scot/publications/scottish-stroke-statistics/scottish-stroke-statistics- year-ending-31-march-2022/ 80. Public Health Scotland. General practice - disease prevalence data visualisation. https:// publichealthscotland.scot/publications/general-practice-disease-prevalence-data- visualisation/general-practice-disease-prevalence-visualisation-27-june-2023/dashboard/ 81. Howarth M, Lister. C 2019 - Innovation Social prescribing in cardiology: rediscovering the nature within us. British Journal of Cardiac Nursing Vol. 14, no. 8, Published Online: 6 Aug 2019 - https:// doi.org/10.12968/bjca.2019.0036 Page 176
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Any enquiries regarding this publication should be sent to us at Public Health Directorate NHS Highland Larch House Stoneyfield Business Park Inverness IV2 7PA Publication produced and published by NHS Highland Public Health. Any feedback on the report would be welcome. To provide this please use the link: https://www.smartsurvey.co.uk/s/NHSHDPHAR2023/ Medical illustration NC24-00004 Page 178
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1 ARGYLL AND BUTE COUNCIL COUNCIL COMMERCIAL SERVICES, EDUCATION AND FINANCIAL SERVICES 25TH APRIL 2024 LEARNING ESTATE INVESTMENT PROGRAMME (LEIP) MULL CAMPUS UPDATE 1.0 EXECUTIVE SUMMARY 1.1 The purpose of this report is to update Council on the Council’s Learning Estate Investment Programme (LEIP) project to deliver a New Campus on Mull. LEIP is the Scottish Government’s flagship investment programme for Education which was a competitive bidding process, and it was confirmed in October 2023 that Mull had been successful in winning access to the fund. This has created an exciting opportunity to create a once in a generation investment in Education community infrastructure for the island, however the level of financial commitment from the Council is significant and must be carefully considered. Mull was chosen to be the Council’s sole bid to LEIP and number one priority for strategic investment in Education due to being the only secondary school in Argyll and Bute to be graded as ‘Poor’ in terms of learning suitability. 1.2 This report follows on from, and should be considered in conjunction with the associated update reports, discussion and minutes on the same subject matter from Policy & Resources Committee dated 15th February and Council dated 22nd February. It is also noteworthy there was a Deputation made at the Council meeting in February by community members on Mull, including Parent Council representatives in relation to this subject matter. 1.3 At the 22nd February Council meeting it was agreed that no decision, as to whether or not to proceed with the Mull Campus should be taken at that time and that officers were asked to prepare a further report with more detail regarding the financial aspects and affordability of LEIP and hold a Members Seminar. This report aims to fulfil that request and it is confirmed that a Members Seminar took place on 12th April. 1.4 In the context of the additional detail contained here within, Members must now determine whether they consider the LEIP project to be affordable – or not - and require to adequately plan for capital and revenue implications of that preferred outcome. This must be done whilst being aware of the economic, community and educational implications of their decision. Page 179 Agenda Item 9
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2 ARGYLL AND BUTE COUNCIL COUNCIL COMMERCIAL SERVICES, EDUCATION 25TH APRIL 2024 AND FINANCIAL SERVICES LEARNING ESTATE INVESTMENT PROGRAMME (LEIP) MULL CAMPUS UPDATE 2.0 INTRODUCTION 2.1 This report follows on from, and should be considered in conjunction with the associated update reports, and minutes from the Policy & Resources Committee of 15th February and the Council of 22nd February 2024. Members will recall that there was a Deputation heard at the Council meeting on 22nd February by community members on Mull, including Parent Council representatives in relation to LEIP, and it was decided:- “in the light of the update on funding, that no decision as to whether or not to proceed be taken at this time and that officers prepare a further report with more detail regarding the financial aspects and affordability of LEIP, to be the subject of a Members Seminar and then brought to the Council meeting in April 2024 for members’ consideration.” 3.0 RECOMMENDATIONS 3.1 Council are asked to: a) Note the capital and revenue implications of the LEIP / Mull Campus project which are of a strategic financial nature; b) Determine in light of the financial information provided, whether they consider the project to be affordable at this time and if so, agree that up to £5m from the previously earmarked LEIP funding be used to; commence the Business Case, undertake engagement exercises, commence site selection process and establish governance arrangements with updates being brought back to Members at appropriate gateway points; c) Acknowledge that if they consider the LEIP / Mull Campus is unaffordable then an allocation of funding for the refurbishment for the existing Tobermory Campus will be required with details to be brought back to a future meeting of the Policy & Resources Committee for approval; Page 180
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3 d) Note the information provided in regard to the Economic, Community & Educational implications relative to the proposed Mull Campus as outlined in the bid and previous reports and that these will be considered further if the project proceeds to a full business case; and e) Note if Members do proceed with LEIP / Mull Campus Project then capital and revenue budget provision will require to be built into future budget estimates and approved as part of budget setting process. 4.0 DETAIL 4.1 LEIP and Partnership Model Background 4.1.1 Unlike previous and other funding delivery models for new school projects (like Oban High School or Campbeltown Grammar), LEIP is not a grant nor does it address the total cost of a project. This is the third round of LEIP Funding and the first time Argyll & Bute have applied to access the fund and there have been 10 successful projects in this latest round including Orkney, Moray and Shetland. The LEIP funding will cover up to 50% of eligible costs and Scottish Government (SG) will then pay their contribution over 25 years. Given that capital costs are, in effect, split over a period of time by the Council and SG this is referred to as a partnership model where both parties seek to achieve shared outcomes within parameters of a national set of metrics. This means that the total project cost including construction, design, fees, land acquisition (if required) and build costs will require to be met -up front - by the Council with up to 50% being recouped in coming years. The Council is aware of other local authorities in earlier LEIP phases whose settlement rates have been much lower than 50% of overall project costs. This is because their design or circumstances will include a number of ‘non eligible costs’ – which is covered in detail below and at Appendix A. 4.1.2 The LEIP funding model is also predicated on achieving a number of quality, environmental, space, function and condition standards. In effect, this will create a high standard of building that should be sustainable and flexible – this is a higher benchmark standard to any new buildings (including schools) the Council has delivered in recent years. Ensuring the buildings are digitally enabled and support local economic development is also encouraged. The full list of conditions is as follows:- • Internal Environmental Quality -suitable internal environment for building users is vital for their health, wellbeing and learning. • Internal Monitoring (use of sensors to ensure the highest quality internal environment is delivered as a response to Covid 19 in terms of ventilation and CO2 levels) • Zero Emissions Heating • Electrical Vehicle Charging Page 181
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4 • Healthier Learning Environments • Infrastructure Technology 4.1.3 Scottish Government (SG) funding will be available through the Outcomes Based Funding (OBF) model. The outcomes include: • Condition - Local authorities must provide evidence, through their annual returns that the facility is kept in condition A or B for a period of 25 years. Note if it falls below ‘B’ then there is risk that Council will not receive full payment from SG. • Energy Efficiency – Must meet a threshold energy efficiency rating during use throughout life of building with building users active. Note if this standard is not met during building operation there is risk the Council will not receive full payment from SG. • Digitally Enabled Learning – This condition will be achieved at completion of build so funding will be guaranteed. • Economic Growth - This condition will be achieved at completion of build so funding will be guaranteed. • Construction Embodied Carbon - This condition will be achieved at completion of build so funding will be guaranteed. 4.1.4 Building modern schools to high digital and environmental standards comes at a cost premium and this increases significantly when island weighting is applied due to the logistical challenges of getting labour and materials to site. The LEIP funding structure as outlined means if progressed the Mull Campus Project will be one of highest value projects the Council has ever delivered in terms of up- front costs so strong commitment to the project and its resourcing is required. As a comparison Oban High School which was completed in the last 5 years and catering for a roll of 1,300 pupils cost under £40m. Eligible Costs 4.1.5 It should be noted that not all overall project costs are LEIP ‘eligible’. This needs to be considered carefully during the design development phases and in the context of overall affordability because they would not be funded at all by the SG and Council would need to meet 100% of cost or identify another funding source. In summary terms, LEIP eligible costs are educational learning spaces (school rooms / facilities) or ‘like for like’ community styled facilities that already exist at the current Tobermory Campus – for example a community library, college rooms or pitches. Examples of ‘Non-eligible’ costs include purchasing of land (if required), creation of Community Spaces that are not currently present like a swimming pool or Customer Contact Point. School Hostel accommodation is also clearly not eligible expenditure and out of scope of the project at this stage. The cost of borrowing or financing the project is also not an eligible cost and will not be paid for by SG payment. Page 182
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5 4.1.6 LEIP funding will also cover some costs if there are challenging ground conditions once a site has been selected and ground investigations have been undertaken if both parties agree there are ‘excessive abnormal costs’. The maximum SG will underwrite is 50% of these costs. Dealing with abnormal site conditions is well established industry practice for major projects and can include scenarios that may arise if there is substantial rock cutting required, issues with utility connections, peat removal for example. None of this can be clarified at this stage as no site has been selected and no ground investigations undertaken. 4.1.7 The SG and Scottish Futures Trust (SFT) have also intimated that a project on Mull may be eligible for additional funding due to its island location, recognising it costs significantly more to construct major complex buildings in remote locations. Whilst this additional ‘locational uplift’ is not currently written into the conditions of funding or LEIP agreement they have confirmed there is precedent with other rural and island LEIP projects and it is likely a similar approach could be applied to the Mull Campus project. Locational factors would cover the known additional costs that relate to construction in island or rural areas such as cost of raw materials, costs of labour, travel, extra build time, extreme weather and waste disposal. 4.1.8 An indicative table of eligible costs is provided in Appendix A for ease of reference. 4.1.9 The Mull Campus Team and Financial Services have met with SG and SFT since the Council meeting on 22nd February. They have confirmed that based on current information relating to the Mull Campus Project and LEIP Funding Model at present that the scenarios outlined in this report and at the Members Seminar are reasonable assumptions to be attributed to SG funding that would be provided. The new ‘Locational’ factor referenced at para 4.1.7 above may improve the situation however, it must be stressed these are theoretical forecasts at this stage and the costs and percentages will change as the project develops, site and design are progressed and costs crystalise. The final cost will not be confirmed until financial close and contract awards currently programmed for FQ4 2026. 4.2 Financial Modelling 4.2.1 At the time of writing this report, the estimated total project cost for developing a new Campus on Mull is £43m, with £41m considered to be an eligible LEIP cost as outlined above. There has been no preferred site selected at this stage and an indicative £1m has been included in the total project costs in the event that land will need purchased and developed as well as a further £1m of moveable fixtures and IT – both these costs are not eligible for LEIP funding. The construction costs are based on nationally recognised metrics for construction of LEIP projects across Scotland that have been tailored to a school the size of Mull and also by applying an island weighting factor. The construction costs are estimates, they are not tender prices but rather justified financial forecasts at this stage based on industry experience. Factors that will significantly impact costs include; the preferred site selected, design of campus, Page 183
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6 community facilities and availability of infrastructure. Any delays or unforeseen increases in inflation or construction materials (ie global factors as we have seen in recent years) would also impact cost estimates. 4.2.2 The location of the Campus also has the potential to impact on the total project cost and other operational/pupil transport costs within the Council’s revenue budget. 4.2.3 A number of financial scenarios are detailed within Appendix B. Scenarios A to C are based on the costs of construction remaining at current estimated levels with varying levels of funding contribution from the Scottish Government with a best case scenario of 50% in Option A reducing down to 45% in Option B and 40% in Option C. 4.2.4 Scenarios D to F are based on the costs of construction increasing by 10% and again with the varying levels of funding contribution from the Scottish Government. 4.2.5 The funding model for LEIP sees the Council paying the total project cost up front with the LEIP contribution from the Scottish Government paid over 25 years. The Council has £9m set aside within earmarked reserves towards the new school, however, there will be a requirement for the Council to borrow for the remaining value. In line with the Council’s treasury strategy, borrowing for a school would be repaid over a 60 year term, being the period where we are expected to get benefit from the asset. 4.2.6 The interest on borrowing is significant due to the level of borrowing and the period of borrowing. In scenarios A to C the interest is £75m and in scenarios D to F the interest is £84m. When adding the interest onto the Council share of the project costs, the total cost that the Council will be funding is between £98m and £113m. This produces a much higher contribution rate than was originally envisaged by the 50:50 funding model, with the contribution from the Council being closer to 85%. This is due to the Council having to borrow for both some of their share of the cost and also for the share that the SG is contributing to (the SG do not pay for the financing costs). 4.2.7 The cost of borrowing will be a pressure on the Council’s revenue budget. As outlined within the scenarios in Appendix B the cost of borrowing is estimated to be between £1.004m to £1.319m over the first 25 years, rising to between £1.822m and £2.038m for the next 35 years when the contribution from the Scottish Government ends. This is a significant cost pressure on an already challenging budget outlook position. The new ‘Locational’ factor referenced at para 4.1.7 above may improve the financial sum paid by the SG but at this stage the 50% - 40% scenarios are considered a fair reflection of potential outcomes. 4.2.8 The Council will need to consider whether this level of cost pressure is affordable or not. It will only be affordable if Council accept that difficult decisions will be required in order to pay for the new school. For example, the cost of borrowing in the first 25 years could be paid by an additional 2% in Council Tax or it could be paid by reducing/removing some other Council Page 184
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7 services, for example, toilets, library services, swimming pools, amenity services, roads maintenance. None of these alternatives are easy or would be what we would like to reduce, however, the reality of the future budget outlook means that difficult decisions will be required to balance the budget without the new school, but even more difficult decisions will be required to balance the budget with the additional cost that a new school brings. 4.2.9 A decision is required as to whether to progress with the plans for a new school campus on Mull with a final decision expected once the Final Business Case and tender prices are known. If Council do agree to progress, then there will be significant expenditure incurred prior to the final decision, for example, project team, consultations, outline business case, site selection and full business case. It is estimated that costs could be in the region of up to £5m and would be funded from the current earmarked reserve set aside for the school. This is not additional to the project costs outlined in paragraph 4.2.1 but Members need to be aware that should the Council, after tender prices are known, decide not to proceed, these costs will be abortive costs and would therefore reduce the level of funding available for any refurbishment. 4.3 Community, Economic & Education Implications 4.3.1 Given the financial implications of LEIP the main purpose of this paper is to outline the possible financial scenarios and in order to consider affordability. However, as signposted in the bid and acknowledged during debate at the Council meeting on February 22nd February, finance is only one factor, albeit an important one, that needs to be considered in reaching a decision. The paragraphs that follow outline the other issues to be considered. Community Implications 4.3.2 The Council’s Learning Estate Strategy 2021 outlines ambition for our assets to not simply function as schools but be available for the community much more broadly as key community infrastructure. The Council already has ‘Campus’ facilities in Rothesay and Lochgilphead with all the Secondary Schools providing varying degree of community facilities – some bookable through Live Argyll. 4.3.3 Community spaces that would be included within the LEIP funding would be a comparable sized to existing sports hall, pitches (MUGA, 3G and grass), library and further education facilities that the community could access. These would be modern and enhanced facilities in comparison to those currently at Tobermory. A range of other community spaces – which are unlikely to be LEIP eligible – may be identified through the design process and if agreed would required to be funded 100% by Council or other funding sources. 4.3.4 A modern campus – plus the indirect achievement increases that a new building can bring - also has potential to be a wider attraction for families wishing to stay on, or relocate to the island and thereby having positive impact on socio- demographics. Some families who currently board their secondary school age children in Oban or plan to do so in the future may reconsider this if a new Page 185
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8 Campus on Mull fits their needs and desires. However, it is acknowledged that this is a personal matter for each family to consider and may prefer their children to attend Oban High School. Economic Implications 4.3.5 The level of investment that is forecast with LEIP would make it one of the most substantial community infrastructure projects on the island in a generation. Investment on this scale has potential to act as an anchor development and create other inward investment or unlock other funding streams. For example, we have seen new a school development in Helensburgh act as a growth point with new supermarket, business park and housing either now built or achieving planning permission adjacent to it. 4.3.6 New learning facilities also have the potential to attract business investment from certain vocational industries. There are examples of ‘commercial hubs’ for industries such as renewable energies and aquaculture being developed in schools and colleges across the north of Scotland and UHI Argyll have multiple local links with employers looking to upskill the workforce in Argyll and Bute. Such opportunities would be explored further as part of the business case development process. 4.3.7 The LEIP conditions also carry a requirement for skills and economic benefits to be shared with the local community and workforce. This will be a significant construction programme with many of subcontractors and suppliers either directly or indirectly impacted by a major new building. New and modern technologies and construction methods will be deployed focusing on energy efficiency and there will be opportunities for apprenticeships, learning and legacy of skills. 4.3.8 In addition to the direct benefits of the capital works being done on Mull the building of a new campus building will also send out a powerful message to existing, and new residents, that the island of Mull is a community with a strong and vibrant future. This supports the Council’s central ambition to grow our economy through a growing population and underscores the value the Council places on education and how it improves people’s life choices. The new school will also help facilitate a range of different services and activities that will positively impact on people’s health and wellbeing helping again to sustain economic growth on this island. Community wellbeing will be an overarching theme of our new economic strategy with the importance of skills and education emphasised as a key element of this. 4.3.9 Education Implications 4.3.10 A new Campus on Mull will ensure that accessibility for all including learners with disabilities complies with the Council’s Accessibility Strategy and the Equality Act (2010). It will be designed in such a way as to promote accessible and inclusive learning which will meet the needs of all learners including those with Additional Support Needs. Page 186
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9 4.3.11 It will also provide an improved wireless-enabled learning environment to allow use of devices throughout the campus, and promote digital literacy and independence in learning. Further, the increased use of devices would promote the use of specialist and alternative technologies for pupils with additional support needs as they access the wider learning environment across the campus. Equity of access to broader opportunities; 4.3.12 A new campus on Mull, with shared and flexible learning spaces, would encourage staff to work more collaboratively and provide increased opportunities for pupils to work co-operatively, supporting depth, pace, and challenge in learning. It will provide excellent facilities for children, families, and other users out with core school hours and will support engagement across the community. Education is more than just the building, schools are at the heart of their communities and learning is enriched when pupils can access the community as part of both their formal and informal education. 4.3.13 Spaces for learning will be designed in such a way as to allow a range of learning and teaching approaches including active, interdisciplinary, and outdoor learning. New and flexible learning environments inspire pupils and have a positive impact on health and wellbeing. They can also improve ethos, aspirations, attainment, achievement, and positive destinations beyond school. The environment for learning 4.3.14 A new building will be fully responsive to future learning requirements and the design process will ensure that all spaces support learning and teaching styles of the 21st Century. It will be designed to be an inspiring learning environment which is fully able to support new and innovative digital learning and engage pupils with the curriculum. 4.3.15 Facilities such as science labs, technology workshop, Gaelic immersion space, music suites, and library will support and enhance learning. These facilities will also benefit pupils who access mainstream or learning centre provision learning arrangements across the wider campus. Outdoor Learning will also be improved for all learners and will be at the heart of the design process. This will provide enhanced opportunities for learning beyond the classroom for all learners. Improved educational outcomes. 4.3.16 All of these educational benefits will deliver improved educational outcomes for children and young people included further developing positive ethos engendered by the inspiring surroundings and environment, and the pride pupils, families and the whole community feel in a new Campus. Page 187
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10 4.4 Programme 4.4.1 There has been approximately 1 year delay in the funding announcement from the SG, however the Mull Campus Team have updated the project delivery plan which can be found at Appendix C –with key milestones being as follows if the project is considered affordable and proceeds at today’s meeting:- • Q2 2024 – Engagement/Consultations begin (community / statutory) • Q2 2024 – Site Selection process begins • Q2 2025 – Design development, cost plan begin • Q4 2025 – Planning, detailed cost, contracts to construct • Q4 2025 – Outline Business Case Approval* • Q4 2026 – Full Business Case Approval (approve tender)* • Q4 2026 to Q4 2028 – Construction • Q4 2028 – new campus open *Subject to full Council meeting and gateway or key decision point (see para 4.4.3) 4.4.2 Members must note that the original requirement to open the campus by December 2027 remains in place in the funding letter received in October 2023. This does not have regard to the delay occasioned by the delay in the funding announcement. Therefore, it remains a risk that our project if delivered to the forecast timescales as outlined above may not be eligible for funding due to not meeting timescale conditions. SFT are aware of this issue – which is shared with other Council’s in LEIP3 – and there are other projects which have been granted extensions in earlier phases. It would be the intention of the Mull Campus Team to inform the SG formally about an extension if the project is deemed affordable and is to proceed with an updated programme. 4.4.3 If the project is to proceed, an Officers Team will be established to undertake the operational work necessary to drive the project forward. This will include a number of professional officers from Education, Commercial, Financial and other relevant services plus external advisors or consultants as appropriate. There will be ‘gateways’ or ‘key decision points’ of the project which will be taken to Members at appropriate stages for consideration and approval. This is likely to be key milestone points such as; approval of outlined business case + site selection (expected late 2025), approval of full business case and acceptance of tender price to construct (expected late 2026). At all of these stages overall affordability will be reviewed and certainty over cost will be crystallised as the project develops. 4.5 REFURBISHMENT OPTION 4.5.1 If the LEIP project is considered unaffordable then an alternative programming of works will require to be devised, for the refurbishment project of the Tobermory Campus progressed and appropriately funded. At the existing Tobermory Campus there is a range of school buildings in terms of style, condition and age from 1930’s to 2010’s. A bespoke approach will be taken to each depending on need and available resources. Approximately £1.3m has Page 188
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11 been expended on the buildings in the last 7 years however suitability remains at a Category C ‘Poor’ grading for certain elements due to age and layout of the buildings which were provided for education of a previous era. There is no, low cost option and persistent fabric issues with water ingress and roughcasting remain. 4.5.2 The majority of expenditure for a refurbishment would require to be spent on building fabric issues such as roof upgrades, window replacements, render works, rewiring and electrical works to extend the lifespan of the asset and address other current known issues. The Council’s School estate is varied and there are some buildings even dating back to the early 1900’s that have been upgraded to high standard – Dunoon Primary School is a prime example of this and refurbishment can extend functional lifespan of building for decades. In all buildings the importance of proactive maintenance is essential to prolong quality of the asset. 4.5.3 The refurbishment option would aim to address some suitability (quality of learning spaces) issues identified in the building however it will not be able to address all of them. For example, the large number of level changes / stairs, separate buildings and in places narrow corridors and general accessibility issues will largely remain as per existing. 5. CONCLUSION 5.1 The successful bid for LEIP funding has been a welcomed opportunity for Members to closely consider the construction of a new Campus on Mull. Without LEIP funding there would be insufficient funds available to the Council to consider a new facility of this scale on the island. The Council has a strong track record of building new schools over the past 15 years in Argyll and Bute, however for reasons set out in Section 4, above, the overall costs and budget implications for the Council are large and therefore must be financially planned for now and in future years if deemed to be affordable. 6.0 IMPLICATIONS 6.1 Policy - The Council’s Learning Estate Strategy 2021 sets out an ambition to have Schools in category A or B in terms of suitability and condition plus a number of other modern standards. Delivering a new Campus on Mull is No1 priority in that overall strategy and is also a Corporate Priority. However, this ambition must be weighted up in reality of resources available to the Council and ability to set a balanced budget. 6.2 Financial - Accessing LEIP is a significant financial commitment to the Council due to the partnership model outlined above. The SG would then provide up to 50% of eligible capital costs back over 25 year annual payment if criteria is met. There is risk in this model should criteria not be met and also in terms of risk of construction in current climate so specific financial and affordability advice from Section 95 Officer has been afforded. This is one of largest ever capital projects ever undertaken by the Council is of strategic financial importance. Page 189
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12 6.3 Legal - Accessing LEIP is a significant contractual and legal commitment to the Council which will be duly considered if move to next stage. 6.4 HR - None at this stage. Considered at future stages as Mull Campus Team is established if progress. 6.5 Fairer Scotland Duty: 6.5.1 Equalities - protected characteristics – A new Campus on Mull would create a more accessible Learning Environment than current Tobermory Campus arrangements. Assessments will be scoped during business case development. 6.5.2 Socio-economic Duty – The level of investment in a new Campus will be substantial and Scottish Government have set requirements to deliver socio economic benefits if progressed. Assessments will be scoped during business case development. 6.5.3 Islands Duty - If progressed this investment will bring positive infrastructure to the Mull and wider impacts / implications will be fully assessed as part of Business Case development and design process. Assessments will be scoped during business case development. 6.6 Climate Change - The construction of the building is taking into consideration climate change and there are specific funding conditions relating to Climate Change and low energy construction. 6.7 Risk - Risks exists both in terms of financial and reputational. If progress to next project stages a risk register will be developed. 6.8 Customer Service - Pre-engagement was undertaken as part of the bid process and will be ongoing throughout the development of the business case if progressed. 6.9 The Rights of the Child (UNCRC) - Pre-engagement was undertaken with young people in Schools across Mull and surrounding islands as part of the bid process and will be ongoing throughout the development of the business case and project if progressed. Douglas Hendry Executive Director with responsibility for Commercial Services & Education Kirsty Flanagan Executive Director for Financial Services + S95 Officer 16th April 2024 Page 190
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13 For further information contact: Head of Commercial Services – Ross McLaughlin Head of Education and Lifelong Learning + Chief Education Officer – Jen Crocket Head of Education – Learning and Teaching - Wendy Brownlie Head of Financial Services – Anne Blue APPENDICES Appendix A – Eligible Costs Appendix B – Financial Scenarios Page 191
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14 APPENDIX A – ELIGIBLE COSTS ELIGIBLE LEIP COSTS (50% Funding) NOT LEIP ELIGIBLE (Council 100%) ‘Like for Like’ Learning Spaces • Condition Project / not expansion • Part of existing school • Classrooms, indoor sports facilities, ELC, ASN • Production kitchen • Outdoor sports – pitches, tennis New or larger Spaces • Eg Pool, hostel, larger gym, Community only meeting spaces, Service Point, Vocational Training (salon, garage workshop) • Commercial Hubs – renewable energy, aquaculture ‘Like for Like’ Community Spaces • Library, Gym, Sports Hall, College Land Acquisition or Decant Accommodation Excessive Abnormal Construction Costs depending on site Moveable IT Equipment (laptops / computers) Location Factor • New measure from SG (% TBC) Design, Internal Team and Consultancy Fees Page 192
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15 APPENDIX B – FINANCIAL SCENARIOS Cost of Project Scenario A SG Fund 50% £000 Scenario B SG Fund 45% £000 Scenario C SG Fund 40% £000 Scenario D 10% increase in costs and SG Fund 50% £000 Scenario E 10% increase in costs and SG Fund 45% £000 Scenario F 10% increase in costs and SG Fund 40% £000 Cost of Construction 40,121 40,121 40,121 44,133 44,133 44,133 Estimated cost of Project Team 800 800 800 800 800 800 Costs not eligible for SG funding: Estimated Cost of Land 1,000 1,000 1,000 1,000 1,000 1,000 Estimated Cost of Moveable Fixtures and IT 1,000 1,000 1,000 1,000 1,000 1,000 Total estimated Project Cost 42,921 42,921 42,921 46,933 46,933 46,933 Funding previously Earmarked for LEIP (9,000) (9,000) (9,000) (9,000) (9,000) (9,000) Total estimate Project Cost still to be funded 33,921 33,921 33,921 37,933 37,933 37,933 Estimated Funding from SG 20,460 18,414 16,368 22,467 20,220 17,973 Council Funding Required: Costs payable by Council in excess of earmarked reserve 13,461 15,507 17,553 15,467 17,713 19,930 Earmarked Reserve 9,000 9,000 9,000 9,000 9,000 9,000 Interest cost of borrowing over 60 years 75,405 75,405 75,405 84,324 84,324 84,324 Funded by Council 97,866 99,912 101,958 108,791 111,037 113,284 Overall Funding 118,326 118,326 118,326 131,257 131,257 131,257 Percentage Funded by Council (including borrowing) 83% 84% 86% 83% 85% 86% Page 193
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16 Annual Borrowing Costs Scenario A SG Fund 50% £000 Scenario B SG Fund 45% £000 Scenario C SG Fund 40% £000 Scenario D 10% increase in costs and SG Fund 50% £000 Scenario E 10% increase in costs and SG Fund 45% £000 Scenario F 10% increase in costs and SG Fund 40% £000 Net cost of borrowing – first 25 years 1,004 1,085 1,167 1,139 1,229 1,319 Net cost of borrowing – remaining 35 years 1,822 1,822 1,822 2,038 2,038 2,038 Smoothed cost of borrowing over 60 years 1,481 1,515 1,549 1,663 1,701 1,738 Page 194
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ARGYLL AND BUTE COUNCIL COUNCIL DEVELOPMENT AND ECONOMIC GROWTH 25 APRIL 2024 LEVELLING UP PARTNERSHIP PROCESS 1.0 INTRODUCTION 1.1 The Levelling Up Partnership funding was announced by the UK Government in the Autumn Statement. Since this announcement the council has had relatively little information from Government representatives on how the fund will operate or the process of the fund. Prior to Christmas we received a 2 page financial overview of the fund from the UK government in terms of the monies available and potential timetable for delivery. This financial review is appended as Appendix 1 of this report. 1.2 A key aspect of this report is the quantum of potential funding for the council which is contained within Table 1. The table identifies there is up to £20m capital funding that will be available in 2025/26. In addition, the council will receive from the 1st of April £45k for our capacity issues so this can be used to employ someone for example and another £45k in 25/26. There is an additional £250k of RDEL funding that could be used for revenue related costs associated with the final projects and this will be available from 25/26 once more clarity on the selected projects is known. 1.3 Another key aspect is the UK Government working with the Scottish Government is also looking at barriers to growth and would welcome a discussion on what policy levers or fiscal changes could be done to help address this. This is something in addition to the capital monies. Table 1. £m 24-25 25-26 Total CDEL - 20 20 RDEL 0.045 0.295 0.34 Capacity payment 0.045 0.045 0.09 Intervention package - 0.250 0.25 TDEL 0.045 20.295 20.34 2.0 RECOMMENDATIONS 2.1 It is recommended that Council:- Page 195 Agenda Item 10
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a) Consider the report and note the Levelling Up Partnership process as it is currently understood; b) Agree that officers engage with the UK Government officials on the long list of projects as identified in Table 1 of this report. 3.0 DETAIL 3.1 It should be noted that the process to choose the final projects is different to any other process we have entered into with either the UK or Scottish Governments. For example, it is envisaged that the long list of projects will be identified by May 2024 and the short list by 15th of July 2024. Business cases will then be undertaken by the UK Government (not the council) with a final decision made in September 2024. There will be a degree of public consultation but no details have yet been provided on the detail of the process. It should be noted that the final decision on the successful projects will lie with the Secretary of State and not the council and he has certain preferences as far as it is understood. 3.2 It should be further noted that the Minister for Levelling Up Jacob Young will meet Brendan O’Hara our MP as part of this process and indeed there has already been an initial meeting held. Another important aspect of the funding is that there are other things that can be brought into play including changing/removing regulations and/or fiscal changes to unlock barriers to growth. This would be worthy of some detailed consideration to engage with the UK Government on and it should be further noted that the Scottish Government will also be asked to be involved in this part of the process. 3.3 In terms of the kind of projects it very much follows the levelling up agenda, business, transport connectivity, community safety, skills and education, housing etc. 3.4 Council Officers have drawn up a list of 10 possible projects for consideration. Given recent decisions by the council in the budget process and the challenges to deliver by set timescales a RAG status has been applied to each project together with estimated costs and additional comments as appropriate. It is proposed that once considered by the Council this will form a long list of projects that will be considered by the UK Government representatives. 3.5 These projects are thought to align with the principles of the Levelling Up Agenda as expressed by the UK Government but they are subject to public consultation, deliverability and evidence to inform the business case preparation. The UK Government will actually do the business case work but we will provide a lot of the necessary information, policy documents and suggest stakeholders for them to speak to. 3.6 The UK Government Officials are intending to visit Argyll and Bute on the 22nd of April to start initial discussions with officers as part of a scoping exercise. A number of key council officers will meet with them to further develop the process further. UK Government representatives initially struggled to Page 196
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understand the scale of our geography and asked for a provisional long list of potential projects to help guide them where they should go to have a better understanding of the challenges and opportunities we have as a place. This long list, following consideration by members, will need to ultimately conform with the overall principles of the Levelling Up Agenda from the UK Government and a detailed business case. It should be noted only 2 or 3 projects are likely to be supported by this funding route so it is important to manage community expectations on what this money can achieve and ultimately be used for. Table 1 - Long List of Potential Projects Project Title What is it? Likely Ask? Status Helensburgh Colgrain Business Park Contribution to the building out of this new business park linked to innovation associated with the expansion of HMNB Clyde at Colgrain. Contribution would relate to utilities and access works plus workshop space £5m linked to £7m commitment through the RGD (Outline business case prepared) Masterplan has been approved and Outline Planning Consent. Land ownership needs to be secured Rothesay Pavilion To contribute to the budget gap to bring the pavilion back to productive use. This will enable funds to be redirected to other council priorities. £5m linked to our RGD work. At Full Business case stage albeit still a large number of challenges associated with it. Able to be delivered quickly given stage of works and business case. Oban Airport Aviation Business Park To contribute to the building of phase 2 of the Oban Business park £10m matching TIF funding; prudential borrowing and RGD unmanned vehicle hub as part of the RGD. Land in control; business case work partly completed and detailed planning consent for two buildings. Dunbeg Corridor To contribute to the implementation to Dunbeg 4 focussed on new road works and roundabout that will help open up a new commercial area and housing for over 400 new homes plus £10m to £13m; matched to TIF and Housing Infrastructure Fund to release a much larger capital investment. Agreed Masterplan in place; detailed planning due in April and a number of key feasibility studies undertaken. Potentially Page 197
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community woodland. creates business park and 460 new homes. Could be funded via alternative route. Marine Training School and Seaweed Academy (Dunbeg) Contribution to a new training facility for the marine economy at SAMs/Dunbeg £3m to £5m linked to RGD and HIE funding; Operated by SAMs and Argyll – UHI. Difficult to deliver within time scales; Part of RGD; Not in our control. Dunoon Regeneration Funding for the regeneration of Dunoon one of Scotland’s most economically fragile towns. Linked to phase one of the Dunoon project. £12m Scheme previously rejected by UK Government; lack of match funding identified and overall costs not fully determined Affordable Housing For Key Workers Adding scale to our work associated with the Housing Emergency to build affordable housing for key workers on a number of sites across Argyll and Bute. £5m adds to RGD and other works we are taking forward on Islay and Tobermory. Difficult to demonstrate overall impact of this; However could be considered scaling up impact of RGD and work underway in Tobermory and Islay Campbeltown Pier Extension To enable an extension of Campbeltown Pier to serve the needs of the Off shore wind industry. £10m in discussions with off shore renewables firms to see how this pier can be can be used for their operations and using other buildings in Campbeltown. This project is at a concept stage and would be challenging to deliver in the timescales demanded Jura/Islay Ferry New low carbon ferry to serve between Islay and Jura increasing capacity. £10m ask matched with prudential borrowing and private sector contribution; possible Scottish Government funding. Difficult to deliver in the timescale; match funding not secured Page 198
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Islay Roads Scheme Investment in the Islay Road Network to accommodate whisky expansion £10 to £15m ask to significantly upgrade freight capacity of Islay road network Difficult to demonstrate economic benefits; no match funding identified or detailed costings Former Royal Hotel Rothesay (Bute) Refurbish former prominent building into 13 new homes and commercial space on ground floor. £5m capital to fully restore building Difficult to deliver in timescale; Not in council ownership. 3.7 The UK Government is looking to formally launch the Partnership in early June with a further visit planned for that date although no specific day has been agreed. They have expressed a desire to view a number of the potential projects at that stage. They need public transport access so it was suggested that Helensburgh, Bute and Oban could help provide an overview of the area. However, that may all change and is of course subject to your consideration of the long list of projects and others that may present themselves in due course. 3.8 Further details of the process have been requested in written form from UK Officials. The first tranche of capacity funding will happen on the 1st of April 2024 and this will be the only money we receive this financial year. Given the quantum involved (£45k) it is likely to be spent on additional in house administration capacity due to additional workloads on existing teams. 4.0 CONCLUSION 4.1 Discussions have started on the Levelling Up Partnership at an Officer level following our award of funding during the Autumn statement. A process is being developed but as yet we have had little information other than teams meetings and a brief financial briefing attached as Appendix 1 of this report. The funding offered is up to £20m capital with £90k of capacity funding split over 2 years and £250k of other revenue funding that will become available when projects have been further developed. A long list of projects has been submitted to the UK Government as a starting point for initial discussions and this list is being refined through this process. A simple RAG assessment has been applied by officers but all projects included in Table 1 remain open for discussion with the UK Government representatives. Other projects may also emerge as the process is implemented. 4.2 The Levelling Up Partnership process by the UK Government will be followed starting with a scoping meeting in April, a formal visit and announcement in June and then a public consultation and shortlisting process by the 15th of Page 199
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July. The UK Government will do the business cases and the final project (s) are to be selected by September, by the Secretary of State and not the council. There is also an offer of policy changes to address barriers to growth and further consideration will have to be given to this important aspect. As further details emerge of the Levelling Up Partnership process members will be informed and it is intended to update members at the next EDI Committee. 5.0 IMPLICATIONS 5.1 Policy - The Single Outcome Agreement (SOA) and Economic Development Strategy and Action Plan support the sustainable growth of our economy. 5.2 Financial – None arising from this report although it concerns a £20m capital potential investment plus possible policy interventions. 5.3 Legal – None arising from this report. 5.4 HR - None arising from this report. 5.5 Fairer Scotland Duty: 5.5.1. Equalities - The report explains a process that can help support the economy of our areas generating employment opportunities. 5.5.2 Socio- Economic Duty – There is a risk is we do not make progress with the projects contained within this report our economy will be under increasing pressure from national and global policies and changes in the economy. 5.5.3 Islands – Projects have been identified on our islands for member consideration. 5.6 Climate Change – The UK Government will want to see how any project will help deliver net zero. 5.7 Risk – Our rural economy is fragile and failing to deliver this external investment would be a considerable concern. 5.8 Customer Service – Improvements to transport connectivity, electricity charging, freight No implications. 5.9 Rights of the Child (UNCRC) – No implications arising from this report. For further information contact: Fergus Murray, Head of Development and Economic Growth Fergus.Murray@argyll-bute.gov.uk March 2024 Kirsty Flanagan, Executive Director with responsibility for Development and Economic Growth Page 200
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APPENDIX 1 - FINANCE NOTE FOR ARGYLL AND BUTE COUNCIL APPENDIX 1 FINANCE NOTE FOR ARGYLL AND BUTE COUNCIL As you know, Argyll and Bute was selected as a Levelling Up Partnership at Autumn Statement 2023. The DLUHC policy team will soon be in contact to discuss next steps. This note is intended to give you an understanding of the financial package, how funding will be delivered, and important considerations for the development of intervention packages. Funding for Levelling Up Partnerships (LUPs) As part of the core funding package, there is up to £20m CDEL and c.£250k RDEL available for the Levelling Up Partnership. This is profiled for payment in 25-26. Total funding allocated will depend on the policies agreed and subject to business case approvals. Capacity payments of £90k will be provided to support local authorities to allow them to dedicate resource to the process. These will be split equally across 24-25 and 25- 26. Profile of funding £m 24-25 25-26 Total CDEL - 20 20 RDEL 0.045 0.295 0.34 Capacity payment 0.045 0.045 0.09 Intervention package - 0.250 0.25 TDEL 0.045 20.295 20.34 What is in scope? CDEL – Capital Grants (or General Capital) expenditure is any spend on assets that are expected to be used for a period of one year or more. This budget covers expenditure on assets, investment, and capital grants. For Levelling Up Partnerships, we envisage that this will primarily involve capital grant budgets which fund capital costs of delivering programmes. Page 201
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RDEL – Resource spending is money that is spent on day-to-day resources (i.e. spent on goods or services used within one financial year). RDEL may be available to enable faster delivery of capital funding or strategically critical use. Example In Blyth, CDEL funding was provided for housing development and retrofit, as well as technical training kit. A mix of RDEL and CDEL funding was provided to improve CCTV. RDEL funding was provided for an empty homes team that would become self-sustaining and to support housing regeneration activity. How will funding be agreed? The principal partnership of a LUP is between the local authority and DLUHC. The process is also intended to be a collaborative one that sees input from UK Government more broadly, Scottish Government, and other national and local stakeholders. Issues, opportunities, and interventions will be identified together. DLUHC ministers will make the final decisions on all funding proposals in each Levelling Up Partnership Location. We recommend that local authorities assign a principal point for contact for the LUP to maintain oversight of projects being proposed internally and work with local authority leadership on prioritisation. All funding proposals will require a business case which has been approved through UK Government processes. DLUHC will produce business cases but will rely on local authorities and other local partners to provide information on their internal governance and commercial processes and on the delivery and value for money parameters of the specific projects being considered. Any delays in providing information for the business case may result in delays to the payment schedule. For example, DLUHC shall request project specific information on measurable benefits, key risks and mitigations, compliance with the subsidy control regime and any environmental or equalities implications. How will funding be awarded to partnership locations? Subject to approved business cases, grants will be given as a direct award to Partnerships on an allocative basis. General grants will be directly awarded to each partnership. Grant recipients will primarily be local authorities. We expect that interventions will typically be delivered through non-ringfenced Section 50 grants to local authorities via the UK Internal Market Act. These grants will be administered by the relevant local authority in line with the terms of its existing procurement, delivery and governance structures and constitutional arrangements. Project adjustment DLUHC will take a pragmatic approach to project adjustment, where changes to agreed interventions need to be made. Local authorities must outline the change, Page 202
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explain the reasoning, and provide formal Section 95 officer approval. Changes to the agreed package will be permitted under the following circumstances: a. If the local authority can demonstrate to the LUPs team that the funding would achieve the same aim as another project agreed as part of the package i.e. if an aim of the original package was aimed at boosting housing numbers, a new project could be funded from the LUP package if it also aims to boost housing numbers; and/or, b. If the project is an alternative option from the menu of interventions developed through the partnership and agreed with Ministers; and, c. Any new project would meet the three criteria which each policy needed to in order to be included in the package originally. These are: i. Feasibility/deliverability. ii. Value for money. iii. Local Strategic Fit. Changes in line with the above must be notified in advance to DLUHC officials, who in turn will notify Ministers through a streamlined approval process. Funding an intervention that does not meet the above scenarios would require a full business case and DLUHC Ministerial approval, DLUHC officials will again take a streamlined approach to securing Ministerial approval. We anticipate that we will primarily use a delivery plan drafted by the local authority to inform a written Memoranda of Understanding (MOU) which will need to be signed by both parties. The MOU will set out how we expect local authorities to spend the funding provided and how to monitor delivery. A Grant Determination Letter will be issued once funding has been released. We will prioritise projects that can spend funds by the end of the financial year 25-26. Delivery and monitoring arrangements Local authorities will typically be responsible for implementation and will be expected to complete a fraud risk assessment as well as maintain and monitor a risk register. Opportunities to consider how place making projects can improve national security and reduce terrorism risks are encouraged. Where interventions are being delivered by local authorities, DLUHC will work with them to agree what milestones should be set on the package as a means of monitoring progress and to ensure projects are being delivered to schedule. There will be a minimum expectation of a quarterly check point between DLUHC and the local authority on progress and learning for the first year and then move to six monthly reviews. This will be done as part of wider DLUHC engagement wherever possible. We will set this out, with more detail on the information that we are seeking, when agreeing the MOU between DLUHC and each local authority. Page 203
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Once policies are agreed and approved, we will agree a final list of priority outcomes for the local authority for monitoring and evaluation, which reflect the overall theory of change for the partnership and the specific interventions agreed. Speed of spending We will prioritise projects that can spend funds within the financial year in which payments are received. In order for the DLUHC Accounting Officer to be able to sign-off on grant funding to local authorities, we will need assurance from the Section 95 officer at the local authority that if they were to receive funds they would be spent by the end of each relevant financial year. Page 204
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1.0 INTRODUCTION 1.1 The Scottish Government has published an Addressing Depopulation Action Plan (referred to as the Plan in this report) to address the challenges of depopulation in Scotland at both a local and national level. Following a period of consultation with key stakeholders the plan identifies 88 actions that recognises depopulation as a priority area of focus for the Scottish Government. This is something in itself has to be welcomed by the council given this is something council representatives over a number of years have lobbied for consistently. This report however looks at the content of the Plan, provides a high level overview and makes a number of observations that Members are asked to note and consider. 1.2 Our population levels and demography is important to Argyll and Bute as this heavily influences the funding we receive from both Governments and impacts on investment decisions from the private sector. The importance of demography is explained further in Appendix 1 and it also contains a Map (Map 1) of current population trends which is taken from the Plan. In particular, it reveals the areas where population levels are in decline and this includes Argyll and Bute Council. In total 14 council areas are in a position where their population is now in decline (rising from 8) and as can be seen from the Map this is predominately in the west coast and peripheral rural areas. In areas where the population is rising this is due to greater in migration than out migration and predominately focussed in the central belt, cities, and urban areas. 2.0 RECOMMENDATIONS 2.1 It is recommended that Council:- a) Consider the publication of the Scottish Government’s Depopulation Action Plan and its contents; b) Approve that the Council continues to engage with the Scottish Government to focus on delivering further investment in our communities facing depopulation with an increased focus on the key issues of affordable housing, digital and transport connectivity together with employment opportunity. ARGYLL AND BUTE COUNCIL COUNCIL DEVELOPMENT AND ECONOMIC GROWTH 25 APRIL 2024 SCOTTISH GOVERNMENT ADDRESSING DEPOPULATION ACTION PLAN Page 205 Agenda Item 11
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3.0 DETAIL 3.1 The Addressing Depopulation Action Plan was developed by the Scottish Government’s Ministerial Taskforce. It sets out the strategic approach to addressing the challenges of population attraction and retention in communities facing population decline. The Plan is considered to provide a starting point of a national commitment to address depopulation in Scotland and contains a high number of actions listed beside key policy areas of the Government. 3.2 The Plan which can be found via this embedded link Tackling Scotland’s population challenges - gov.scot (www.gov.scot) is structured around three key chapters. 1. The identification of factors relevant to depopulation at a community level, the evidence behind it and why it is an important matter to address. 2. Identifying the current and future role of regional and local actors in addressing depopulation including highlighting work that is already ongoing and planned future interventions. 3. The identification of the role of the Scottish Government will play in supporting local communities’ local objectives. This includes a summary of current policies and a range of learning that was used to inform the content of the Plan. 3.3 High level insights from the report are listed as follows: • There is no quick fix to population challenges, such as those found in parts of the Highlands and Islands. Housing, jobs, critical infrastructure, talent attraction, and migration are all central to the challenge. • Long-term coherence across policy is critical; between national, regional, and local actors to drive successful local attraction and retention. • Local leadership matters. Policies and initiatives to support local population levels need buy-in from communities. • Ideas for targeted population policy interventions, such as ‘Repopulation Zones’, need to be carefully calibrated in order to have positive impact; unintended consequences on neighbouring areas and lack of community buy-in are risks that have damaged targeted population interventions elsewhere, in the past. • International learning can inform how Scotland takes forward our approach on rural and island population sustainability (e.g. from Spain, France, Germany). • Projections show that Scotland’s population is set to fall from 2033, with fourteen local authority areas projected to experience population decline over the next decade. • The Plan lists 88 different actions linked to current Scottish Government policy areas. Page 206
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• The Plan promises additional resources in the future however only £180k of new funding is linked to the plan and this is a competitive fund. 3.4 The Scottish Government consider the Plan to be the first phase of the necessary work to address depopulation. A Depopulation Delivery Group will take forward a second phase to oversee delivery of this Plan and set out its future work to be overseen by the Ministerial Population Taskforce. A Place based approach will be taken to deliver future interventions. 3.5 The publication of the Plan is welcomed by Argyll and Bute Council as we have consistently called for action to be taken at a national level to counter our population trends that have been ongoing over a number of decades. Our population is continuing to fall and this is largely due to an ageing demographic coupled with a decline of in migration particularly from people of working age. This trend of decline has now been extended to 14 councils (a rising trend from 8) in Scotland largely confined to Scotland’s west coast and peripheral rural areas (See Map1). This situation is not unique to Scotland as western societies become more urban and gravitate to urban centres often exacerbated by changes in the national and global economies. 3.6 It also has to be acknowledged the work the council is doing to counter our population trends is referenced in the action plan in numerous locations. For example, Argyll and Bute Council has already secured part funding for our Settlement Officer post and the work done to date was reported to the Council’s EDI March Committee. The council has also made a bid for an additional £60k of revenue funding referenced in the Plan but this is highly competitive with only 3 councils being able to access this funding and at the time of writing this report we have not been notified of being successful or not. In addition, there are a number of our local communities who have managed to reverse these trends through taking a bottom up approach working in collaboration with public bodies, including the council, and also the private sector. For example, the island communities of Jura and Gigha. 3.7 That said, there remains significant concerns that the Plan contains no significant increase in resources to counter the acute issues we are dealing with. In particular, the need to build new affordable homes, create employment opportunity and improve our transport and digital connectivity. There is a further concern that the identified actions need further focus by the Government on the critical issues our communities have consistently fed back to us in relation to depopulation. The need for additional housing, better digital connectivity equal to city provision, better transport connectivity and additional investment in economic opportunities for our young people. 3.8 Members should also be aware the Plan has been produced within the context of other Local Authorities having to deal with population increases largely confined to City Authorities and the East Coast of the country. These Authorities are also consistently looking for additional funding from the Scottish Government to deal with these pressures in the same way we are Page 207
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arguing for additional resources to counter our negative population trends. Consequently, it remains important that the council continues to lobby for additional meaningful actions and the necessary resources to help with our population challenges. For example, to enable us to accelerate the actions identified with our declared Housing Emergency, create employment opportunities, or invest in our transport and digital networks to make Argyll and Bute an attractive place to stay or move to. 4.0 CONCLUSION 4.1 The Scottish Government has published its Addressing Depopulation Action Plan. The Plan contains 88 Actions linked to Scottish Government Policy interventions with regard to population and demography. This provides a useful summary of Government action together with an acknowledgement that local leadership that takes a place based approach can make the biggest impact on attracting and retaining people in our communities. Argyll and Bute Council is one of 14 LAs with a falling population and this is predominately the experience of West Coast and rural LAs over a sustained period of time. Appendix 1 of this report explains the importance of demography and includes Map1 that reveals where Scotland’s population is rising and falling. 4.2 Whilst the publication of this plan is welcome, given the council has lobbied for national action for a considerable period of time, there remains a concern that there is still a need for greater focus on more radical actions, coupled with greater resources, to reverse these negative population trends. These actions need to focus on the issues that matter to our local communities, more affordable housing, better digital and transport connectivity together with additional employment opportunities. It is further acknowledged that other council’s experiencing population gains are also lobbying Government for additional resources and consequently the council needs to continue its efforts to lobby Government over the vital importance of attracting and retaining economically active people to our area. 5.0 IMPLICATIONS 5.1 Policy - A key council priority is to grow our population and support the sustainable growth of our economy. The publication of the Addressing Depopulation Action Plan sets out a range of Government policy interventions that address this important issue. 5.2 Financial - None directly arising from this report however our population levels influence and inform Government funding mechanisms together with private sector investment decisions. 5.3 Legal – None. 5.4 HR – None. Page 208
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5.5 Equalities (Fairer Duty Scotland) – There is a need for the Scottish Government to recognise the need of rural communities and the implications of sustained population loss and an ageing population. It is welcome that the Plan recognises this and it forms a central argument for additional action and resources to be directed to this important matter. 5.5.1 Equalities – Protected Characteristics – rural communities need to be treated on an equal basis as our urban counterparts with fair funding that addresses the issues identified in the published Plan. 5.5.2 Social-Economic Characteristics – A rising population particularly focussed on people that are economically active helps support our rural economy and local services that people rely on. 5.5.3 Islands – Population levels are vital for the future sustainability of our island communities. 5.6 Risk – Not taking the radical actions that are required to address our population negative trends risks our economy reaching a tipping point that may accelerate negative impacts. 5.7 Climate Change – The council is lobbying to deliver sustainable population levels for our communities that will also assist with the management of our scarce natural resources. 5.8 Customer Service – None. 5.9 Rights of the Child (UNCRC) – Sustainable population levels will greatly assist with local service sustainability and the growth of our economy providing employment opportunities for our young people. Kirsty Flanagan, Executive Director with Responsibility for Development and Economic Growth February 2024 For further information contact: Fergus Murray, Head of Development and Economic Growth Fergus.Murray@argyll-bute.gov.uk APPENDICES APPENDIX 1 - WHY IS POPULATION AND DEMOGRAPHY IMPORTANT? Page 209
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APPENDIX 1 - WHY IS POPULATION AND DEMOGRAPHY IMPORTANT? 1.1 Population levels and demography is important as it reveals the structure of our population through the number of births, deaths and migration in and out of Argyll and Bute. Through the collection data, we are able to see how our area’s population has changed over time, and predict what might happen in the future. This enables the Scottish Government, the council and our CPP partners to anticipate and plan for our future needs whilst at the same time look to counter trends that crate issues for our area. 1.2 Another major factor for us is many funding streams, Government and otherwise, are determined on population levels and this can also influence future investment decisions by potential investors. This is why the council has attached such a high priority to implementing different actions and lobbying Government for national action to reverse population loss trends through attracting economically active people to our area and employment opportunities. 1.3 This helps Governments develop economic and social policies which will affect its people. It also allows Governments to collect tax and revenue from its population, in order to deliver these policies. While some of Scotland’s taxes are related to property and land, income tax is collected from all Scottish taxpayers and it is therefore important that we have a large number of taxpayers to allow us to deliver the inclusive policies we want to deliver. That includes helping to support our NHS and other vital public services which will be needed to support our elderly and more vulnerable members of our society. • Economic and fiscal impact • Importance of the working age population for paying taxes 1.4 Not only that, but it is important to have a diverse range of people as they can bring a fresh perspective to our ways of live across the country as we need sustainable communities to allow for us to economically thrive. 2.0 Scotland’s Population 2.1 While our population is currently at a record high of 5.46 million all of our population growth is projected to come from inward migration. In contrast, natural change (the number of births minus the number of deaths) has been negative for at least the last five years (up to mid-2019) as the number of deaths has increased and the number of births has gradually fallen over the last decade. 2.2 There are projected to be more deaths than births in every year going forward. This means that without inward migration our total population will start to fall not rise by 2033. Map1 shows the current population trends in Scotland including Argyll and Bute. As you can see our population is in Page 210
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decline largely through an excess of deaths over births and this is a common trend for predominately west coast and peripheral rural areas. MAP 1 (Taken from the Scottish Government Depopulation Action Plan) ~ Page 211
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ARGYLL AND BUTE COUNCIL COUNCIL DEVELOPMENT AND ECONOMIC GROWTH 25th April 2024 PROPOSED LOCAL DEVELOPMENT PLAN 3: DEVELOPMENT PLAN SCHEME 1.0 EXECUTIVE SUMMARY 1.1 The main purposes of this report are to:- • seek Council approval of the attached Development Plan Scheme (DPS), including its associated Participation Statement and governance arrangements • obtain authority to publish the approved DPS and submit it to the Scottish Ministers. 1.2 Members will be aware we have recently adopted Local Development Plan 2 on 28th February 2024. It is now necessary to begin the early preparation stage for the next Plan (LDP3). 1.3 The DPS attached (Appendix A) sets out the Council’s programme for preparing LDP3. The preparation of the DPS itself is a requirement under The Town and Country Planning (Scotland) Act 1997 as amended by the Planning (Scotland) Act 2019 (“The Act as amended”). There is also a statutory requirement to update the DPS at least annually. 1.4 This is the first DPS setting out the programme for LDP3. It sets out key milestones in the LDP3 process and how people can become engaged at those stages. It also provides a timetable that will deliver LDP3 within the required 5 year period from adoption of LDP2. An up to date DPS and up to date local development plan are key performance indicators for the Scottish Government. 1.5 Key issues to note are:- • the Council’s statutory duty in respect of producing the DPS; • the engagement proposed meets with statutory requirements and with good practice as set out in “Effective Community Engagement in Local Development Planning Guidance” (Consultation Draft May 2023); • the proposed timetable meets with the statutory requirements, which are linked to performance indicators; • the governance regime proposed should ensure LDP3 is delivered timeously in an effective and efficient manner; • consultations will be carried out on-line where possible to keep the financial burden to a minimum. Gatecheck, Examination and Printing Page 213 Agenda Item 13
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costs for the Local Development Plan are cost pressures not included in the proposed Development Policy budget. RECOMMENDATIONS It is recommended that Council:- i) note the contents of this report; ii) approve the proposed governance arrangements; iii) approve the Development Plan Scheme (DPS) attached in Appendix A of this report for publication and submission to the Scottish Ministers. Page 214
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ARGYLL AND BUTE COUNCIL COUNCIL DEVELOPMENT AND ECONOMIC GROWTH 25th April 2024 PROPOSED LOCAL DEVELOPMENT PLAN 3: DEVELOPMENT PLAN SCHEME 2.0 INTRODUCTION 2.1 There is a statutory requirement to replace Local Development Plan 2 (LDP2) in no more than five years and this means preparing Local Development Plan 3 (LDP3) by March 2029. The process involves a number of statutory stages and significant engagement with communities, developers, key agencies, Councillors and other stakeholders. The Development Plan Scheme (DPS) (Appendix A) sets out the timetable and consultation process for LDP3 and is required to be updated annually, taking into account ongoing stakeholder feedback on the Participation Statement. 3.0 RECOMMENDATIONS 3.1 It is recommended that Council: i) note the contents of this report; ii) approve the proposed governance arrangements; iii) approve the Development Plan Scheme (DPS) attached in Appendix A of this report, for publication and submission to the Scottish Ministers. 4.0 DETAIL Background 4.1 There is a statutory requirement to replace Local Development Plan 2 (LDP2) in no more than five years and this means preparing Local Development Plan 3 (LDP3) by March 2029. The Town and Country Planning (Scotland) Act 1997, as amended by the Planning (Scotland) Act 2019 (“the Act as amended”) sets out the preparation process and procedures associated with the production of the Plan. Given the number of statutory phases, scale of Argyll and Bute and nature of the issues to be addressed, this process will take around 5 years to complete. The planning authority is measured on its performance in respect of an up to date Local Development Plan by the Scottish Government. Page 215
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4.2 Section 20B of the Act as amended requires each Planning Authority to prepare a DPS at least annually, and sets out specific requirements for the content and process of the LDP and DPS. 4.3 The DPS sets out the Council’s preparation process for LDP3 and an overview of what is likely to be involved at each stage. The DPS includes a Participation Statement which details with whom and how we will undertake effective engagement. In writing the Participation Statement regard was given to the statutory requirements in terms of production of an LDP as well as to good practice as set out in “Effective Community Engagement in Local Development Planning Guidance” (Consultation Draft May 2023). 4.4 Under 20B (4A) of the Act as amended, when preparing the DPS planning authorities must seek the views of the public on what the content of the Participation Statement should be, and have regard to any views expressed. The DPS was published online for a 4 week period with an online response form asking for any comments on the proposed Participation Statement. This was published via social media as well as via the LDP Newsletter. Emails were sent to Community Councils and colleagues in the Community Planning Partnership, the Community Development Team and Education and Youth groups. Additionally, this was subsequently picked up by the Council’s Keep in the Loop service who sent out an email alert prior to the closing date. 4.5 33 responses were received. A summary of the main issues raised and any subsequent changes made to the DPS are as follows:- • Not everyone has the ability to access online engagement techniques. No change has been made as the Participation Statement already notes that we will work with our community and education partners to reach under- represented groups. • Concerns raised about information being accessible to groups such as children, those with learning difficulties or from different language/cultural backgrounds. A sentence has been added to clarify that in order to reach all sectors, information will be clear, accessible and in plain English where possible. • A number of people felt that the proposed engagement techniques were largely a one way flow of information. Section 8.4 has been updated to clarify that this section includes information dissemination throughout all stages in addition to the full consultation stages. • Respondents have requested face-to-face meetings rather than online; household surveys and high street sampling. No change has been made as the existing provision for public and community meetings would allow for these to either be online or face-to-face depending on resources and constraints. Household surveys and high street sampling are unlikely to be effective due to the large volume of information involved within the LDP process. Page 216
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4.6 The DPS also makes reference to work which will support the LDP3. These include:- • the Strategic Environmental Assessment (SEA) draft Environmental Report, which will identify and assess the environmental effects of proposed strategies, plans and programmes; • the Habitat Regulation Appraisal (HRA), which will assess potential impacts of LDP3 on European sites; • The Equality and Socio-Economic Impact Assessment (EqSEIA), which will take into account the 9 protected characteristics covered by the Equality Act 2010, and also the Public Sector Equality Act; the Fairer Scotland Duty; and the Islands (Scotland) Act 2018; • the proposed Delivery Programme, which will demonstrate a clear route to delivery for sites and proposals in LDP3. 4.7 Once this DPS has been approved for adoption by Members it is required to be published, copies placed in all public libraries within the planning authority area and 2 copies submitted to the Scottish Ministers. Governance 4.8 The timeous preparation of development plans requires rigorous and carefully planned project management, not least because of the diverse range of issues and interests involved. Planning authorities are advised by the Scottish Government to use appropriate project management techniques to avoid slippage and ensure the plan is produced on track. The governance of LDP3 process is fundamental to achieving this. 4.9 The DPS sets out the proposed governance arrangements, which will support the delivery of LDP3. The Council, as the planning authority, controls the overarching corporate management of the LDP. This is dealt with at key stages through the Council’s committee procedures and at Strategic Management Team meetings. Councillors will be engaged throughout the process through engagement sessions in addition to committees. In order for LDP3 to progress efficiently and timeously through the Committee processes it is proposed that:- • The following key stages go directly to full Council:- i) the Evidence Report, as required by Section 16B (5) and (6) of the Act as amended; ii) the Proposed Plan and proposed Delivery Programme, as required by Section 18 (1B) and (1C) and Section 21 (4), (4B) and (4C) of the Act as amended; iii) submission for Examination (including Council prepared Modification Report); iv) the decision to Adopt including Examination Modifications; v) adoption of the Delivery Programme. • The following preparatory and sub stages go to Planning, Protective Services and Licensing Committee only:- Page 217
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i) subsequent DPS revisions; ii) Delivery Programme revisions. 4.10 Given the need for integration with other Council services to deliver an effective plan a Project Board is proposed to be responsible for providing overall direction to the delivery of LDP3. This is proposed to consist of the Development and Infrastructure Management Team, chaired by Executive Director with responsibility for Economic Development and Growth. The project manager (LDP Team Senior Planning and Strategies Officer) is responsible for the day to day management of the delivery of the plan and team. Delivery 4.11 The general costs associated with the preparation of LDP3 are met from within the Development Policy budget. To reflect available resources, utilise the efficiencies and potential wider reach, and to keep costs to a minimum meeting statutory requirements, consultation stages will be conducted online only with assistance in libraries and at service points for those with no online facilities/capability. Elements of the process will generally be kept to the statutory minimum, for example deposit locations and adverts. The LDP3 process runs across a 5 year period and therefore there is a risk that the proposal of any additional resource reductions in the future could impact adversely on the delivery of LDP3 in line with the DPS, statutory requirements and performance indicators. 4.12 The costs for the DPEA Gatecheck and Examination are not covered by this budget. These are a cost pressure which will be fed in to the budget planning process. Based on previous experience of the existing system these are likely to be in the order of £70-£100k. 30% of this cost would be anticipated in FQ3 2025/26, and 70% in FQ3 2028/29. Statutory printing requirements for the various stages, and printing the final LDP3 is not contained within this budget and would be estimated at £3-5k. 5.0 CONCLUSION 5.1 Engagement in the preparation of LDP3 is a vital component in the Town and Country Planning (Scotland) Act 1997, as amended by the Planning (Scotland) Act 2019 (“the Act as amended”) The DPS sets out a clear agenda for the LDP3 process and the associated public engagement and consultation as it progresses. Page 218
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6.0 IMPLICATIONS 6.1 Policy - The Development Plan Scheme sets out the timetable and consultation process for the production of Local Development Plan 3 that will replace Local Development Plan 2, adopted 28th February 2024 in due course. 6.2 Financial - The cost for preparation of the DPS is contained within the Development Policy budget. The costs for Gatecheck and Examination are not covered by this budget. These are a cost pressure. Based on previous experience of the existing system these are likely to be in the order of £70- £100k. 30% of this cost would be anticipated in FQ3 2025, and 70% in FQ3 2028. Statutory printing requirements for the various stages, and printing the final LDP3 is not contained within this budget and is estimated at £3-5K. 6.3 Legal - There is a statutory duty to approve annually, publish and submit to the Scottish Ministers a Development Plan Scheme. 6.4 HR - None 6.5 Fairer Scotland Duty: 6.5.1 Equalities - protected characteristics - The DPS shows how the LDP3 process will be handled to encourage engagement with all. An Equalities Impact Assessment will be undertaken as part of the LDP3 process. 6.5.2 Socio-economic Duty – The DPS shows how the LDP3 process will be handled to encourage engagement with all. An Equalities Impact Assessment will be undertaken as part of the LDP3 process. 6.5.3 Islands – The DPS shows how the LDP3 process will be handled to encourage engagement with all. An Equalities Impact Assessment will be undertaken as part of the LDP3 process. 6.6 Climate Change – LDP3 will provide an up-to-date position in terms of land use development and climate change impacts against which to assess planning applications. A Strategic Environmental Assessment (SEA) will be carried out as part of the LDP3 process. 6.7 Risk - The preparation of LDP3 will run over 5 years and therefore there is an uncertainty regarding resource levels. Further reduction in resource levels would impact on delivery of LDP3 and could result in failure to meet legislative requirements and Scottish Government performance targets. 6.8 Customer Service - The DPS sets out how our customers can get involved in the Local Development Plan process. 6.9 The Rights of the Child (UNCRC) – LDP Preparation Guidance requires that Local Authorities make provision for including the youth and younger elements of population within the preparation of LDPs, and that plans to do this are demonstrated within the Development Plan Scheme. Page 219
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Kirsty Flanagan, Executive Director with responsibility for Development and Economic Growth 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 Kim de Buiteléir, Design and Conservation Officer kim.debuiteleir@argyll-bute.gov.uk APPENDICES Appendix A: Development Plan Scheme: Local Development Plan 3 Page 220
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. Argyll and Bute Local Development Plan 3 DRAFT DEVELOPMENT PLAN SCHEME MARCH 2024 Page 221
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ARGYLL AND BUTE LOCAL DEVELOPMENT PLAN 3: DEVELOPMENT PLAN SCHEME 1. What is a Development Plan? 2. What is a Development Plan Scheme? 3. Current Local Development Plan (LDP2) 4. New Local Development Plan Arrangements 5. Influences of Plan Development 6. Stages of Plan Development 7. Other Work to Support LDP3 including Impact Assessments 8. Participation Statement 9. Follow the LDP Process 10. Indicative LDP3 Timeline Page 222
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1.0 WHAT IS A DEVELOPMENT PLAN? 1.1 Development Plans set out a spatial strategy to promote development, and guides decisions on applications for planning permission in line with that strategy. The statutory Development Plan comprises the National Planning Framework 4 (NPF4) (which is prepared by Scottish Ministers for the whole of Scotland) and the Local Development Plan (which is prepared by the Local Authority). The statutory Development Plan is informed by a non-statutory Regional Spatial Strategies (long term strategies for strategic development of the area) and Local Place Plans (community-led plans). 1.2 Argyll and Bute Council, as the planning authority for its area (excluding the Loch Lomond and Trossachs National Park) has a statutory duty under the Town and Country Planning (Scotland) Act 1997 as amended by the Planning (Scotland) Act 2019, to prepare a Local Development Plan (LDP) for the area at intervals of no more than 10 years. 1.3 LDP2 is expected to be adopted in February or March 2024 and along with the NPF4, makes up the statutory Development Plan. The statutory Development Plan may supported by Supplementary Guidance and/or non-statutory Technical Guidance which would be material considerations. Together, these documents form the basis for planning decisions to ensure the right development happens in the right place. 1.4 We are now in the early preparation stages of LDP3 which should be prepared within 5 years of adoption of LDP2. Section 9 sets out how we aim to achieve this, with adoption of LDP3 proposed for 2029. Development Plan Diagram Page 223
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2.0 WHAT IS A DEVELOPMENT PLAN SCHEME? 2.1 A Development Plan Scheme (DPS) tells you about the preparation of a Local Development Plan. 2.2 Whether you are a resident, landowner, developer, community representative, agent or public body, your input into the process is vital. The DPS aims to provide you with an easy to use guide as to when, where and how you can engage in the preparation process for the Local Development Plan. 2.3 This DPS covers the preparation process for the Argyll and Bute Local Development Plan 3 (LDP3). LDP3 will cover the whole of Argyll and Bute except for the area in the Loch Lomond and the Trossachs National Park, which is a separate planning authority. 2.4 The DPS also includes what is involved at each stage of preparation or review, and a Participation Statement in section 8 which outlines when consultation is likely to take place, with whom and its likely form, including the steps to be taken to involve the public. 2.5 The DPS includes a timetable in section 10 of when we intend to reach key stages of LDP3. These include: • Publication of the Evidence Report • Publication of the Proposed LDP3 • Submission of the Proposed LDP3 to the Scottish Ministers • Expected adoption of LDP3 2.6 This is the first DPS setting out the programme for preparing and reviewing LDP3, which will be updated annually, taking into account ongoing stakeholder feedback on the Participation Statement. 2.7 We will update the DPS on at least an annual basis to reflect the progress of the preparation of LDP3. 3.0 CURRENT LOCAL DEVELOPMENT PLAN (LDP2) 3.1 The current Local Development Plan (LDP2) is expected to be adopted in February or March 2024. Although new arrangements were in place prior to the adoption of this Plan (see section 4), under section 4 of the Planning (Scotland) Act 2019 (Commencement No. 12 and Saving and Transitional Provisions) Page 224
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Regulations 2023, LDP2 was able to progress under the old system in terms of requirements in these Regulations on their form and content, preparation, publication and publicity, Examination and monitoring. 3.2 LDP2 aligns with NPF4 as has been assured through the Examination process and final modifications prior to its adoption. This will be accompanied by an Action Programme within 3 months of adoption. The Action Programme sets out how the policies and proposals are to be delivered. It must be published by the Council within 3 months of adoption of LDP2 and is to be reviewed every 2 years. 3.3 LDP2 will be supported by additional non-statutory technical notes to assist with the delivery of the policies. 3.4 Strategies and Frameworks have been identified as commitments to be carried out during the lifetime of LDP2 which will feed into the preparation of LDP3. These include Strategic Development Frameworks for each of Oban, Helensburgh and Lomond (including a Green Belt review), Bowmore and Tobermory as well as an updated Foresty and Woodland Strategy. 4.0 NEW LOCAL DEVELOPMENT PLAN ARRANGEMENTS 4.1 The Planning (Scotland) Act 2019 was passed by the Scottish Parliament in June 2019 which has amended the Town and Country Planning (Scotland) Act 1997. The 2019 Act introduced the NPF4 as part of the Development Plan and has introduced changes to how Local Development Plans are prepared. 4.2 The LDP preparation is split into three distinct parts: • Evidence Gathering includes the requirement to prepare an “Evidence Report” following the gathering and collation of data and information which is assessed by Scottish Ministers at a Gate Check. • Plan Preparation draws on the Evidence Report as well as early engagement to prepare a proposed LDP including a spatial strategy. • Delivery is a key stage which, following the adoption and publication of the LDP, requires ongoing monitoring the impacts of policies and proposals. 4.3 Further information of what is involved in each step of this process as well as when we intend to undertake each step, is detailed within Section 6 and our indicative LDP3 Timeline at Section 10. Page 225
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5.0 INFLUENCES OF PLAN DEVELOPMENT 5.1 There are a wide range of factors that need to be taken into consideration in the preparation of a new Local Development Plan. The main ones are set out below: 5.2 National Planning context – Local Development Plans are influenced by a number of statutory requirements with the main Acts being the Town and Country Planning (Scotland) Act 119 as amended by the Planning (Scotland) Act 2019, and the Planning etc. (Scotland) Act 2006. At national level the Scottish Government has published the National Planning Framework 4 (NPF4) which forms part of the statutory Development Plan. Planning Authorities are required to take into account the NPF4 in the preparation of an LDP. 5.3 Argyll and Bute Outcome Improvement Plan – Local Development Plans are also influenced by a range of other plans, strategies and policies, in particular for Argyll and Bute the Outcome Improvement Plan (formerly Single Outcome Agreement) which is viewed as the overarching governing document. This is prepared jointly by the Council and other Community Planning partners and establishes the overarching policies and actions for the management of Argyll and Bute. It has an outcome focused approach and ensures that the Community Planning Partnership’s aims are delivered in an integrated manner and aligned with Scottish Government outcomes. 5.4 The policies and actions with development and land use implications of the Outcome Improvement Plan are reflected in the current Local Development Plan (LDP2) and will be reflected in LDP3. The Action Programme that accompanies LDP2 sets out how the Council proposes to implement the Plan. The Action Programme has been renamed the Delivery Programme under the new Regulations and will be published within 3 months of adoption of LDP3. 5.5 All planning authorities, either individually or working jointly with other authorities, are required to prepare a Regional Spatial Strategy (RSS). This does not form part of the Statutory Development Plan however planning authorities must have regard to any adopted RSS’s when preparing an LDP. An Indicative Regional Spatial Strategy (iRSS) was prepared by Argyll and Bute Council in 2020 which provided Scottish Ministers input into their preparation of the NPF4. Regulation regarding preparation of RSS is awaited from the Scottish Government. 5.6 Local Place Plans (LPP’s) are community-led plans setting out proposals for the development and use of land. Communities must have regard to the NPF4 and LDP (and any locality plan if applicable). LPP’s do not form part of the statutory Development Plan however planning authorities must have regard for LPP’s when preparing an LDP. Valid Local Place Plans will be registered by the planning authority and made available online. Page 226
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5.7 Self-build housing is where an individual (or individuals) commissions or is personally involved in the design and construction of a dwellinghouse as their main residence. Understanding the demand for self-build housing is important for the evidence base for the preparation of LDP3. Argyll and Bute Council are required to prepare and maintain a list of persons who have registered an interest with the intention of acquiring land for self-build. It is intended that information about this Self-build Register should be available from around June 2024. 5.8 Local Authority and its Partners – Argyll and Bute Council has the statutory responsibility for planning in the Council area, excluding the Loch Lomond and Trossachs National Park where the Park Authority controls the planning function. It is important that all the relevant services within the Council (for example Economic Development, Roads and Amenity Services and Education) are fully engaged in the Plan preparation as they are integral to delivery of the LDP3 strategy and aims. LDP3 will also be influenced by the priorities of other stakeholders as set out in their own strategies and programmes. The stakeholders include key agencies, which (as set out in Regulation 25) are Historic Environment Scotland; Nature Scot; Scottish Environmental Protection Agency; Scottish Water; Scottish Enterprise; Highland and Island Enterprise; Regional Transport Partnerships; Crofting Commission; and Health Boards. The Scottish Government also require the following bodies to have the same level of involvement in the Local Development Plan process: Transport Scotland; Scottish Forestry; Marine Scotland; and any Regional Marine Planning Partnerships. Neighbouring authorities are also consulted throughout the LDP3 process. 5.9 Communities – The input of local communities is very important. The aspirations of local communities are communicated in a number of ways, including through formal documents such as Community Plans and via their Community Councils, Community Development Trusts or other community organisations. The priorities for communities influence the outcomes of the planning process. It is also important that individuals are able to be involved in shaping the future of our area. 5.10 Development Sector – Developers, landowners, businesses and investors are all important to this process, through land that they own, or finance they are looking to invest, or businesses which they wish to grow or set up in the area. These interests will be critical to defining and realising the Vision that will be set out in LDP3. 5.11 Governance – The preparation of LDP3 is governed by a statutory process, the key stages of which are set out in this Development Plan Scheme. The Local Development Planning Guidance published in May 2023, replaces and repeals Circular 6/2013 and sets out the Scottish Ministers’ expectations for implementing the LDP process including requirements and advice in relation to NPF4. Page 227
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6.0 STAGES OF PLAN DEVELOPMENT 6.1 Early Preparation. This stage includes the preparation of this Development Plan Scheme (DPS), early consideration of the issues and inviting local communities to prepare Local Place Plans (LPP’s). 6.2 Evidence Report. The purpose of the Evidence Report is to support the quality and effectiveness of the LDP by informing and justifying the content of the LDP. This will be informed by the views of stakeholders and will be subject to independent assessment at the Gate Check. 6.3 Gate Check. The assessment of the Evidence Report is called the Gate Check. This is carried out by a person appointed by the Scottish Ministers (usually a reporter from the DPEA). The Gate Check is an independent assessment of whether the planning authority has sufficient information to prepare an evidence-led Plan. 6.4 Proposed Plan Preparation. LDP3 will be place-based and informed by an infrastructure first approach. Its preparation will give due regard to the Evidence Report and will be subject to consultation and engagement with key agencies, communities and other stakeholders, and be informed by other relevant plans and strategies as detailed in section 5. The content of the LDP will be assessed through impact assessments (including SEA) as detailed at section 7. Consultation is taken on board and may be reflected in a Modification Report. 6.5 Examination. This stage involves independent consideration of any issues raised during the consultation stage that have not been resolved through modifications. A person is appointed by Scottish Ministers to examine the LDP who will, on completion of their examination of the unresolved issues, prepare a report setting out conclusions and recommendations. These recommendations are largely binding on the planning authority. 6.6 Adoption. Following the Examination the planning authority proceeds to adoption of the Plan, taking into account the Examination Report. Once the LDP is adopted this forms part of the Statutory Development Plan which is the basis against which decisions on planning applications are made. 6.7 Delivery and Monitoring. The Action Programme (as currently accompanies the LDP2) is to be renamed as the Delivery Programme and will take on an enhanced role, demonstrating a clear route to delivery for sites and proposals in the LDP. This phase concentrates on delivering identified outcomes in the LDP (which feed into national and global outcomes) to make Argyll and Bute a better place. Ongoing monitoring will be essential to review the effective and outcomes of the Page 228
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LDP and to identify and barriers to delivery – this then completes the loop as it will inform the initial stages of the subsequent LDP. 7.0 OTHER WORK TO SUPPORT LDP3 INCLUDING IMPACT ASSESSMENTS 7.1 As we progress through the Local Development Plan process we will make available information on the Strategic Environmental Assessment, Habitats Regulation Appraisal and the Equality and Socio-Economic Impact Assessment. 7.2 Strategic Environmental Assessment – The Environmental Assessment (Scotland) Act 2005 requires us to carry out a Strategic Environmental Assessment of the Local Development Plan. This is a process for identifying and assessing the environmental effects of proposed strategies, plans and programmes so that these are taken into account before they are approved or adopted. It is a vital tool which places environmental considerations at the heart of the decision-making process and ensures that alternatives are fully and transparently regarded before final decisions are taken. 7.3 We will consult with Nature Scot, Historic Environment Scotland and the Scottish Environmental Protection Agency in preparing our Strategic Environmental Assessment. The end result of this is an Environmental Report. 7.4 Habitats Regulation Appraisal – We will produce a new Habitats Regulations Appraisal on the potential impacts of the proposed Local Development Plan on European sites. This will be submitted to the Scottish Ministers along with the Proposed Local Development Plan 3. There are a number of designated European sites within Argyll and Bute and so as the plans and policies are prepared for LDP3 any potential adverse impacts on these protected sites and species will be carefully considered. 7.5 Equality and Socio-Economic Impact Assessment – under the Equality Act 2010 (Statutory Duties) (Scotland) Regulations 2011 we will undertake an Equality and Socio-Economic Impact Assessment (EqSEIA) of proposed policies and practices. In addition to the nine protected characteristics covered by the Equality Act 2010, the EqSEIA will take into account the Public Sector Equality Act; the Fairer Scotland Duty and the Islands (Scotland) Act 2018. Page 229
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8.0 PARTICIPATION STATEMENT 8.1 Community and stakeholder engagement is important in the planning process. It influenced the current policies and proposals in LDP2 and will influence the forthcoming plans and policies in LDP3. 8.2 The Effective Community Engagement in Local Development Planning Guidance (Consultation Draft – May 2023) sets out different levels of engagement appropriate to policy preparation activity, which have been summarised below. The term “consult” in this context should not be confused with references to consultation requirements in the Planning Act or Regulations. • Inform – providing balanced and objective information to inform those with an interest in the outcome • Consult – obtaining feedback to inform the planning authority in developing the proposals • Involve – working directly with stakeholders to enable them to influence development of proposals • Collaborate – to partner with participants to share development and decision making • Empower – to place decision making in other’s hands 8.3 At key stages we will engage with: • Stakeholders / key agencies in the public sector • Neighbouring local authorities and the Loch Lomond and Trossachs National Park • Statutory bodies and non-governmental organisations • Landowners, developers and others with business interests • The local community including residents and their representatives; Community Councils, Community Development Trusts and other community organisations; and other interested bodies Page 230
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8.4 We will use a variety of engagement techniques detailed in the list below. This includes information dissemination at each stage as well as full consultation, involvement and collaboration at key stages 2 and 4. We want to continue a discussion with all sectors of the community across Argyll and Bute but are particularly keen to secure the views and opinions of young people and families with children, as well as people in full time employment. These groups have been under-represented in the past and their involvement could help us look at new ways to achieve population retention and growth. In order to reach all sectors, information will be clear, accessible and in plain English where possible. • Provide information and consultation documents through our website, promoted by social media • Provide updates at key stages to those on our LDP3 contacts database, which will comprise anyone who requests to be added to receive updates, or who responds to consultations • Provide information through Community Councils, Council offices and local libraries • Place adverts in local newspapers and promote the LDP3 process with the media • Engage with the public and community at meetings and events • Provide online mapping of the proposed LDP3 • Engage with Councillors and Government agencies through Briefing meetings • Answer questions by email or telephone • Provide consultation updates via website and/or social media • Share information through social media • Provide for formal comments to be submitted online • Carry out Neighbour Notifications • Work with the Community Planning Partnership • Engage with young people through our Education partners • Adopt the use of online polling platforms 8.5 In line with Circular 2/2021 mediation may be used as a voluntary process to resolve issues of dispute between stakeholders Page 231
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8.6 Stages of Engagement Stage 1: Early Preparation Purpose (DPS): To give the public an opportunity to provide views on how the Council engages with them in the preparation of the Plan Purpose (LPP’s): To involve communities in the preparation of the Plan by empowering them to prepare Local Place Plans Stage 2: Evidence Report Purpose: To alert people to the start of the LDP3 preparation and involve communities to gather information for the Evidence Report. Stage 3: Gate Check No consultation at this stage (Information and Publicity only) Stage 4: Proposed Plan Preparation Purpose (Early Engagement): To provide an opportunity for people to put forward ideas to build a shared dialogue to shape the Plan’s content. Purpose (Consultation): To allow people to make formal representations on the content of the Proposed Plan. Stage 5: Examination No consultation at this stage (Information and Publicity only) Stage 6: Adoption No consultation at this stage (Information and Publicity only) Stage 7: Monitoring and Delivery No consultation at this stage Page 232
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8.7 Section 10 sets out in greater detail the stages we will go through and the estimated timescales for engagement and consultation. It provides a detailed breakdown of the Local Development Plan process, indicative timescales and the opportunity for engagement including any statutory periods of consultation. 8.8 You can keep up to date, access information on the Local Development Plan and contact the Argyll and Bute Council Local Development Plan Team as set out below. In particular we are “open for views” on the Participation Statement year round. Please email any views you would like taken into account in the preparation of next year’s Participation Statement to: ldp@argyll-bute.gov.uk 9.0 FOLLOW THE LDP PROCESS On the Council web site at Planning policy | Argyll and Bute Council (argyll-bute.gov.uk) And on X at: On Facebook @argyllandbute @ABC_Planning Ask a question: Email: ldp@argyll-bute.gov.uk Tel: 01546 604158 Page 233
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10.0 INDICATIVE LDP3 TIMELINE LDP3 Activities Engagement Level Engagement Techniques Stage 1: Early Preparation Q4 23/24 to Q2 24/25 (Jan 24 to Sep 24) Development Plan Scheme (DPS) • Prepare DPS and draft Participation Statement • 4 week consultation on Participation Statement • Finalise DPS and Participation Statement and present to Council for approval • Submit DPS to Scottish Government and publish Inform, Involve Seek views of the public on the Participation Statement – update dedicated Council webpage, direct emails to Community Councils and social media. Full Council to approve. Direct mail to Scottish Ministers. DPS will be made available on the dedicated Council webpage, from the Development Policy Office (Manse Brae, Lochgilphead) and public libraries. Publicity - through social media and direct e-mailshot to Community Councils, key agencies and others on the LDP3 contacts database. Thereafter we will remain “open for views” on the Participation Statement year round by email Invite local communities to prepare Local Place Plans Inform, Involve, Empower Updates on dedicated Council web page, newsletter, direct emails to Community Councils, Community Planning Partnerships and social media Page 234
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Stage 2: Evidence Report Q3 24/25 to Q2 25/26 (Oct 24 to Sep 25) Gather and collate evidence (Evidence to be monitored and reviewed) Inform, Involve, Collaborate Direct email to Developers Meetings with relevant Council officers and key agencies Community engagement Engagement with young people through Education partners. Work with Community Planning Partnerships Information – available on the dedicated Council webpage Publicity - through social media and direct e-mailshot to Community Councils, key agencies and others on the LDP3 contacts database. Mediation may be used as a voluntary process to resolve issues of dispute between stakeholders SEA Scoping Consult Scoping Evidence Report Approval of Evidence Report by Council Submission to Scottish Ministers Inform Full Council to approve. Submission to Scottish Ministers Information – available on the dedicated Council webpage Page 235
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Publicity - through social media and direct e-mailshot to Community Councils, key agencies and others on the LDP3 contacts database. Stage 3: Gatecheck Q3 25/26 (Oct to Dec 25) Prepare, collate and submit materials to DPEA for Gatecheck Gatecheck outcome received by DPEA Publish Evidence Report (and Assessment Report or Notification) Potential Consultation by appointed person Information – available on the dedicated Council webpage Publicity - through social media and direct e-mailshot to Community Councils, key agencies and others on the LDP3 contacts database. Stage 4: Proposed Plan Preparation Q4 25/26 to Q4 27/28 (Jan 26 to Mar 28) Work to Inform Proposed Plan • Develop Spatial Strategy based on Evidence Report • Early engagement • Site Assessments (including SEA) • Undertake Transport Appraisal Consult, Involve, Collaborate Community Engagement – online response form Engagement with young people through Education partners. Work with Community Planning Partnerships Transport Appraisal – engagement with Argyll and Bute Council Roads department and Transport Scotland Information – available on the dedicated Council webpage Publicity - through social media and direct e-mailshot to Community Councils, key agencies and others on the LDP3 contacts database. Page 236
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E-Newsletter to all in contacts database Proposed Plan (Drafting) • Prepare Proposed Plan including Spatial Strategy • Consultation on Delivery Programme • Present proposed Delivery Programme to full Council for approval • Assess local policies for SEA and Prepare SEA • Prepare Impact Assessments: o Habitats Regulation Appraisal o Public Sector Equality Duty Assessment o Fairer Scotland Duty Assessment o Island Communities Impact Assessment Inform, Consult Full Council to approve Information – available on the dedicated Council webpage Consult on the Delivery Programme with key agencies, Scottish Ministers and anyone named in the Programme. Publication and Consultation • Publish Proposed Plan, Evidence Report and Delivery Programme together • 12 week consultation on Proposed Plan and SEA • Publish Transport Appraisal, Habitats Regulation Appraisal, Pubic Sector Equality Duty Assessment, Fairer Scotland Duty Assessment and Island Communities Impact Assessment Inform, Consult, Involve, Collaborate Briefings with Community Councils Work with Community Planning Partnerships Engage with Young People through our Education partners Briefings with Councillors and key agencies Community / public meetings, events and/or drop-ins Direct mail – neighbourhood notifications Online response form Page 237
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Copies of Proposed Plan made available in public libraries and Development Policy Office (Manse Brae, Lochgilphead) and published on dedicated council webpage. Information – available on the dedicated Council webpage Publicity - through social media and direct e-mailshot to Community Councils, key agencies and others on the LDP3 contacts database. E-Newsletter to all in contacts database Notice in local newspapers Stage 5: Examination Q1 28/29 to Q3 28/29 (Apr 28 to Dec 28) Modification • Modification of Proposed Plan (where appropriate) • Preparation of Modification Report • Revise SEA to reflect modifications and undertake further consultation if required • Revise and update other assessments as required Inform Internal liaison Information – available on the dedicated Council webpage Prepare Summary of Unresolved Issues Inform Full Council to approve Page 238
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Submit Summary of Unresolved Issues and copy of Proposed Plan, along with all supporting documents, to the Scottish Ministers Submission to Scottish Ministers Proposed LDP3 made available in public libraries and Development Policy Office (Manse Brae, Lochgilphead) and published on dedicated council webpage. Publicity - through social media and direct e-mailshot to Community Councils, key agencies and others on the LDP3 contacts database. Notice in local newspapers Examination Examination Report issued by Reporter Inform Information – available on the dedicated Council webpage Publicity - through social media Stage 6: Adoption Q4 28/29 (Jan to Mar 29) Modification of SEA (where necessary) Submit amended SEA to Scottish Ministers Inform Direct mail to Scottish Ministers (SEA) Modification of LDP3 (where necessary) Adopt and publish LDP3 Publish Report on Modifications or Recommended Modifications Statement Inform Full Council to approve Information – available on the dedicated Council webpage Notice in local newspapers Page 239
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Prepare SEA post adoption statement Publish SEA post adoption statement Direct mail to Scottish Ministers. Adopted LDP3, Report and Statement made available in public libraries and Development Policy Office (Manse Brae, Lochgilphead) and published on dedicated council webpage. Notify all those who made representation on the proposed Plan. Stage 7: Monitoring and Delivery Q1 29/30 (Apr to Jun 29) Publish Delivery Programme Inform Full Council to approve Publication of Delivery Programme on dedicated Council web page. Hard copies will be available at local libraries and the Development Policy (Manse Brae) office Page 240
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STAGE Q4 23/24 Jan – Mar 24 Q1 24/25 Apr – Jun 24 Q2 24/25 Jul – Sep 24 Q3 24/25 Oct – Dec 24 Q4 24/25 Jan – Mar 25 Q1 25/26 Apr – Jun 26 Q2 25/26 Jul – Sep 26 Q3 25/26 Oct – Dec 26 Q4 25/26 Jan – Mar 26 Q1 26/27 Apr – Jun 26 Q2 26/27 Jul – Sep 26 Q3 26/27 Oct – Dec 26 Q4 26/27 Jan – Mar 27 Q1 27/28 Apr – Jun 27 Q2 27/28 Jul – Sep 27 Q3 27/28 Oct – Dec 27 Q4 27/28 Jan – Mar 28 Q1 28/29 Apr – Jun 28 Q2 28/29 Jul – Sep 28 Q3 28/29 Oct – Dec 28 Q4 28/29 Jan – Mar 29 Q1 29/30 Apr – Jun 29 1 2 3 4 5 6 7 WE ARE HERE Page 241
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ARGYLL AND BUTE COUNCIL COUNCIL DEVELOPMENT AND ECONOMIC GROWTH 25th APRIL 2024 HOUSING EMERGENCY - STRATEGIC HOUSING FUND APPLICATION – ISLAND OF ULVA 1.0 EXECUTIVE SUMMARY 1.1 The main purpose of this report is to update members on progress in relation to housing on the island of Ulva since the community buy out of the island by the North West Mull Community Woodland Company (NWMCWC) in 2018 and to request a Strategic Housing Fund grant to upgrade the water and sewerage infrastructure to enable the capacity to deliver more affordable homes on the island. RECOMMENDATIONS It is recommended that Council:- • Approve a grant of up to £80,000 from the Strategic Housing Fund to upgrade the water and sewerage infrastructure on the island of Ulva by constructing a new water treatment shed to facilitate the development of additional affordable houses. • Delegate to the Executive Director with responsibility for Development and Economic Growth, in consultation with the Executive Director with responsibility for Legal and Regulatory Support, the terms and conditions to be attached to any grant required as a consequence of this report. Page 243 Agenda Item 14
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ARGYLL AND BUTE COUNCIL COUNCIL DEVELOPMENT AND ECONOMIC GROWTH 25th APRIL 2024 HOUSING EMERGENCY - STRATEGIC HOUSING FUND APPLICATION – ISLAND OF ULVA 2.0 INTRODUCTION 2.1 The main purpose of this report is to update members on progress in relation to housing on the island of Ulva since the community buy out of the island by the North West Mull Community Woodland Company (NWMCWC) in 2018 and to request a Strategic Housing Fund grant to upgrade the water and sewerage infrastructure to enable the capacity to deliver more affordable homes on the island. 3.0 RECOMMENDATIONS 3.1 It is recommended that Council:- • Approve a grant of up to £80,000 from the Strategic Housing Fund to upgrade the water and sewerage infrastructure on the island of Ulva by constructing a new water treatment shed to facilitate the development of additional affordable houses. • Delegate to the Executive Director with responsibility for Development and Economic Growth, in consultation with the Executive Director with responsibility for Legal and Regulatory Support, the terms and conditions to be attached to any grant required as a consequence of this report. 4.0 BACKGROUND 4.1 The North West Mull Community Woodland Company (NWMCWC) purchased the island of Ulva on 21st June 2018 via the Community Right to Buy process. The purchase price was £4.65 million with £4.25 million funding from the Scottish Land Fund and £600,000 funding from other sources such as private donations, local and internet based fund raising. Funding was put in place for a Development Manager, a Land Use survey, a Bio Diversity Action plan survey and initial design work for the housing refurbishment. Page 244
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4.2 One of the key aims of the NWMCWC for Ulva is to repopulate the island from 5 residents to 20 residents by 2028 initially through the renovation of the 6 existing properties on the island which is now complete. The population of Ulva is now 16. Work is ongoing with ACHA to look at the feasibility of building 5 new affordable houses on the island. In addition, outline planning permission has been obtained on 5 other plots, 2 of which will be marketed for sale in the next couple of months. It is recognised by NWMCWC that significant new housing developments will represent a challenge to the existing infrastructure not least the water supply. 4.3 In the Scottish Index of Multiple Deprivation (SIMD) the North West Mull area (which includes Ulva) is ranked amongst the most deprived 20% of neighbourhoods in Scotland for access to services and housing. This proposal addresses a key element of Ulva’s infrastructure which is currently in a fragile state and only just coping with present needs. The recent increase to 16 permanent residents, and rising visitor numbers for example staying at the hostel or eating in the Boathouse restaurant means demand is likely to exceed supply in dry summers. No additional housing, whether provided by ACHA or directly by the community owners will be possible until major improvements in the water infrastructure have been made. The outline planning permission is conditional on improvement work being completed. Funding to put in place a completely new treatment system will keep delivery of Ulva’s social and economic development on track, by enabling the development of new housing units. 5.0 DETAIL 5.1 Argyll and Bute Council carry out inspections of private water supplies every 5 years and produce a risk assessment report based on the inspection. The most recent inspection of the Ulva private water supply was carried out in July 2021. The report identified that a high priority was to install a new higher capacity filtration and sterlisation plant. Other recommendations were to install non- return valves in the supply to all cattle troughs and fence off the intake facilities. 5.2 Following the Council’s report NWMCWC commissioned an independent study to review the supply and recommend action including improvement of capacity to meet current and future demand. The main conclusions of this study were that the catchment currently used to supply the east end of Ulva, where all the buildings are located, is adequate but the collection system was unsatisfactory. The report recommended switching from the current inadequate spring source(s) and instead recommissioning the existing but disused reservoir which was built in the late 1940’s. 5.3 Subsequent testing of pressure and flow rates at existing properties carried out during building restoration work has shown that the current distribution pipework itself is inadequate for present needs let alone future increased demand. 5.4 The proposal is to install a new water supply network on Ulva with the capacity to deal with existing demand and also meet the needs of developments Page 245
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envisaged in the island’s Masterplan. This will involve recommissioning the reservoir, upgrading/replacing the treatment unit, laying a new higher capacity pipe network, providing connections to existing houses and pre-installation of connections at all future development locations. To date work on recommissioning the reservoir has been completed. The priority now is to install a new treatment system to provide assurance of an effective, future-proofed quality of supply in line with the social and economic development objectives for the island. 5.5 The request from the Strategic Housing Fund is a grant of up to £80,000 to construct a new water treatment unit. This grant is only for the creation of essential infrastructure work it will not fund housing construction. It is important to note that any future delivery of affordable housing is likely to require as a minimum Strategic Housing Fund grant allocation of £12,000 per unit as is standard. Moreover, given the increasingly high development costs experienced in remote rural areas, there may be the potential of additional requests for grant funding. 5.6 Members should also note that due to the increasing population on Ulva, there is an associated increase in the demand for public service provision, such as refuse collection. Such issues will be addressed separately from this report. 5.7 Officers are undertaking an assessment in regard to subsidy control issues and this will be completed and issues addressed prior to issuing any third party grant approved by this paper. 6.0 CONCLUSION 6.1 This report provides the detail of the progress made by NWMCWC since the community buy out of the island in 2018 and also provides detail of infrastructure improvements required to build on the positive re population work already carried out. The provision of infrastructure to enable the delivery of affordable houses in remote rural and island areas of Argyll is essential to the economic objectives of the Council. 7.0 IMPLICATIONS 7.1 Policy - Complies with the objectives of the Local Housing Strategy. 7.2 Financial - £80,000 will be required from the Strategic Housing Fund. 7.3 Legal – The Council has a statutory duty to deliver statutory housing functions. 7.4 HR – None. 7.5 Equalities (Fairer Scotland Duty): Positive in terms of delivering infrastructure Page 246
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to enable the delivery of affordable housing. 7.5.1 Equalities - Protected characteristics – None. 7.5.2 Socio-economic Duty - Positive in terms of delivering infrastructure to enable the delivery of affordable housing. 7.5.3 Islands – Positive in terms of delivering infrastructure to enable the delivery of affordable housing on the islands. 7.6 Climate Change – Any improvements to the water and sewerage works on the island will be carried out taking into account benefits to the environment. 7.7 Risk – If the work detailed in the report is not carried out it could put the long term sustainability of a fragile remote island community at risk. 7.8 Customer Service – None. 7.9 The Rights of the Child (UNCRC) – the infrastructure activity described in the report will create the ability to deliver affordable housing for families with children. Kirsty Flanagan, Executive Director with the responsibility for Development and Economic Growth For further information contact: Fergus Murray, Head of Development and Economic Growth Fergus.Murray@argyll-bute.gov.uk Douglas Whyte, Team Lead – Housing Strategy Douglas.Whyte@argyll-bute.gov.uk Page 247
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ARGYLL AND BUTE COUNCIL COUNCIL DEVELOPMENT AND ECONOMIC GROWTH 25th APRIL 2024 HOUSING EMERGENCY - COLONSAY AFFORDABLE HOUSING UPDATE 1.0 EXECUTIVE SUMMARY 1.1 The main purpose of this report is to provide an update on the housing project being delivered by Colonsay Community Development Company (CCDC) at Scalasaig, Colonsay. 1.2 The report will confirm the continuing high level of housing need and demand on Colonsay and the requirement for a multi-tenure approach to address the need and demand on the island. RECOMMENDATIONS It is recommended that Council:- • Authorise a grant to Colonsay Community Development Company of £100,000 to enable the successful delivery of the multi tenure housing development at Scalasaig, Colonsay subject to match funding approval from Highland and Islands Enterprise and Scottish Government. • Delegate to the Executive Director with responsibility for Development and Economic Growth, in consultation with the Executive Director with responsibility for Legal and Regulatory Support, the terms and conditions to be attached to any grant required as a consequence of this report. Page 249 Agenda Item 15
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ARGYLL AND BUTE COUNCIL COUNCIL DEVELOPMENT AND ECONOMIC GROWTH 25th APRIL 2024 HOUSING EMERGENCY - COLONSAY AFFORDABLE HOUSING UPDATE 2.0 INTRODUCTION 2.1 Argyll and Bute Council has identified a high level of housing need and demand on Colonsay. As a result the Council has supported an affordable housing development at Scalasaig. The housing development is being delivered by Colonsay Community Development Company in partnership with Communities Housing Scotland. The Council has provided financial support through the Strategic Housing Fund. £28,500 was approved by Council in May 2020 to enable the purchase of land for the housing. A further £108,000 has been awarded to the project through the Strategic Housing Fund which is the officer mandate of £12,000 per unit for the nine affordable homes being delivered at Scalasaig. A loan of £440,000 to Colonsay Community Development Company was approved in June 2023. 2.2 Since the inception of the development and business plan production for the Scalasaig affordable housing some years ago the financial climate has changed and funding package which was originally agreed is not sufficient to cover the cost of the housing project on Colonsay. The Council in partnership with Highlands and Islands Enterprise and the Scottish Government have worked with the Colonsay Community Development Company to minimise the additional costs required to complete the housing. A proposal to offer an additional grant of £300,000 to Colonsay Community Development Company has been put forward made up of a £100,000 contribution each from the Council, HIE and the Scottish Government. 3.0 RECOMMENDATIONS 3.1 It is recommended that Council:- • Authorise a grant to Colonsay Community Development Company of £100,000 to enable the successful delivery of the multi tenure housing development at Scalasaig, Colonsay subject to match Page 250
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funding approval from Highland and Islands Enterprise and Scottish Government. • Delegate to the Executive Director with responsibility for Development and Economic Growth, in consultation with the Executive Director with responsibility for Legal and Regulatory Support, the terms and conditions to be attached to any grant required as a consequence of this report. 4.0 DETAIL 4.1 Background: Housing Need and Demand on Colonsay As the strategic housing authority for Argyll and Bute, the Council has a statutory duty to assess the need and demand for housing in the area and to ensure that any unmet need for housing is addressed through the Local Housing Strategy (LHS) and the Strategic Housing Investment Plan (SHIP). The Island of Colonsay has been identified as a priority in the LHS and SHIP and continues to exhibit relatively high levels of need and demand, and significant imbalances in the local housing system. An affordable housing need and demand has been identified on the Island of Colonsay and has had representation in the Council’s Strategic Housing Investment Plan (SHIP) since 2014. 4.2 There are around 105 homes on the island, of which 30% are deemed ineffective in terms of meeting local needs, i.e. 32 are second/holiday/empty homes. In addition there are a number of short term holiday lets. ACHA and West Highland Housing Association currently provide 9 properties for social rent; which amounts to only 9% of the total occupied stock. This is well below national levels and indicates a potentially imbalanced housing system with scope for further growth in the Registered Social Landlord (RSL) sector. 4.3 Affordability on the open market remains a significant issue for local residents. The average house price achieved on Colonsay is £324,500 which would require a household income of £92,714 to be considered affordable. 93% of residents on the island cannot afford to purchase on the open market; and therefore require alternative affordable options such as social rent and shared equity. 4.4 Expressed demand for RSL housing is registered via the HOMEArgyll waiting list, and currently there are 16 active applicants with Colonsay as first or second area of preference. 11 of the 16 applicants have been awarded housing need points (HOMEArgyll Waiting List, January, 2024). There was no turnover of social rented properties on the island in 2022/23 resulting in a pressure ratio of 11:0. Out of the 11 applicants with points, 6 required a 1 bedroom property; 3 required 2 bedrooms and 2 required 3 bedrooms. 4.5 Highlands and Islands Enterprise (HIE) has recognised Colonsay as a fragile area. Fragile areas are characterised by declining population, under-representation of young people within the population, lack of economic opportunities, below average income levels, problems with transport and other issues reflecting their geographic location. Page 251
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4.6 Current Progress Colonsay Community Development Company have been working with the Communities Housing Trust to deliver a range of affordable housing options at Scalasaig, Colonsay. 9 affordable homes plus 3 self- build plots will be delivered on the site. The aim is for the affordable homes to be completed in 2024 subject to a suitable funding arrangement being agreed. The 9 affordable homes consist of 4 affordable rented properties, 2 Low Cost Home Ownership properties and 3 rented properties for exclusive use of MOWI, the fish farm company. MOWI have contributed to the capital costs of the projects to enable the company to have exclusive allocations rights to the 3 properties identified for their staff use. 4.7 Since the inception of the development and business plan production for the Scalasaig affordable housing some years ago the financial climate has changed. As such certain assumptions no longer hold true and it has therefore been necessary to explore alternative options to enable the delivery of the housing development. The proposal to split the agreed additional costs equally between the Council, HIE and the Scottish Government will enable this essential housing development to be completed and will sit comfortably within Argyll and Bute Council’s policies and aspirations in relation to protecting fragile communities and encouraging repopulation in the region. 4.8 In March 2023 the contractor advised that severe cost pressures were jeopardizing their ability to continue with and complete their works on the above development. The contractor subsequently submitted a claim of £789,982 for additional costs based predominantly around the well reported and unprecedented inflationary pressures (Brexit, Cost of living, COVID) which have been experienced throughout the construction industry over the past two years. Whilst CCDC were clear the contract issued and accepted was on a fixed price design and build basis the widespread, unprecedented, and severe escalation of costs was known and acknowledged. The contractor was bearing these costs but had intimated that they may not be able to continue to do so. It was obviously in nobody’s interest to see a contractor fail or withdraw from site, therefore some consideration around the claim submitted was deemed appropriate to best serve everyone’s interests. 4.9 The Quantity Surveyor for the development (Ralph Ogg & Partners) confirmed the legitimacy of the assumptions made around the inflationary increases but given the nature of the Design and Build contract did not agree the Unforeseen / Excluded Work Adjustments nor the Adjustment for OH&P. This resulted in a reduced figure of £617,173 which could be substantiated. At this stage funders (the Council, HIE and the Scottish Government) were within their rights and not minded to agree any additional funding. 4.10 Works continued on site albeit slowly, however in August 2023 the contractor left site, ceasing activity, citing difficulties around labour and subcontract resources. This development seriously jeopardised the project delivery and forced the need to find a solution which would ensure works not only resumed but were concluded. The termination of the existing contract was considered Page 252
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but thought to be problematic due to the. • lack of alternative contractors wiling to undertake the remaining works. • time required to agree new terms and initiate a resumption of works. • probability of a substantial cost increase if a new contractor was appointed. • uncertainty around the timescale and realism of recovering any additional costs through legal avenues. • potential liquidation of a long-established key contractor and employer in the area. 4.11 Following discussion with primary funders the Communities Housing Trust (CHT) on behalf of CCDC were tasked to negotiate with the contractor and arrive at a figure which would alleviate some of the financial pressures and ensure the continuation of works. Working with the Ralph Ogg & Partners our premise for the starting point around negotiations was to look at works required to completion which were predominantly infrastructure related and the cost increases which had been experienced around these elements. These were set out in by Ralph Ogg & Partners in November 2023 and gave a resulting base figure of £427,399. Negotiations with the contractor resulted in a cost of £266,000 being deemed as acceptable to them with a revised programme of works being issued and assurances given by the company principle that works would continue until a satisfactory conclusion was reached. In addition, to the additional contractor cost the client experienced a number of additional costs predominantly around professional fees (QS, Development Agent, Legal and Auditing) which amounted to £32,315. The total additional cost is £298,315. 4.12 Further discussions with funders took place in January 2024 to outline potential funding solutions. Given the additional costs predominantly related to infrastructure for the business units and housing developments approval is sought for the Council to contribute to one third of the additional costs to match contributions from the Scottish Government. HIE have approved their share of the funding and Scottish Government are in the process of approving their share of the additional funding. 4.13 For clarity the total existing and proposed Council contribution to the development is included in the table below: Grant / Loan Value Land purchase £28,500 Standard officer mandate £12k per unit SHF contribution. £108,000 Proposed escalated costs grant contingent on this report £100,000 Potential Total Grant £236,500 Agreed Loan £440,000 4.14 Officers are undertaking an assessment in regard to subsidy control issues and Page 253
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this will be completed and issues addressed prior to issuing any third party grant approved by this paper. 5.0 CONCLUSION 5.1 The Committee is asked to approve the recommendation set out in Section 3.1 based on the evidence supplied within this document with the purpose of enabling the delivery of affordable housing on Colonsay. 6.0 IMPLICATIONS 6.1 Policy - The proposal is consistent with current Council policy including the SHIP which supports the Local Housing Strategy vision and outcomes which are directly aligned with the overarching objectives of the Outcome Improvement Plan, in particular Outcome 2 – we have infrastructure that supports sustainable growth. The proposal does exceed the delegated Officer approval for the use of the Strategic Housing Fund to enable the delivery of affordable housing which is £12,000 per unit. 6.2 Finance - There are sufficient funds in the Strategic Housing Fund to support the proposal. 6.3 Legal – None. 6.4 HR – None. 6.5 Equalities (Fairer Scotland Duty) – The proposals are consistent with aims and objectives set out in the local housing strategy, which is subject to an EqSEIA. 6.5.1 Equalities – Protected Characteristics - There are targets set within the SHIP to deliver housing which meet the needs of specialist groups. 6.5.2 Socio- economic Duty – The delivery of affordable housing across Argyll and Bute facilitates socio-economic opportunities for all. The SHIP links with the Child Poverty Strategy. 6.5.3 Islands – The Housing Needs and Demand Assessment process takes full account of housing need on the islands. This proposal will enable the delivery of affordable housing on one of the more remote, fragile island communities within the local authority area. 6.6 Climate Change – The houses delivered will meet current energy efficiency standards. 6.7 Customer Service – Risk assessment is an integral part of each affordable housing development. The risk of not approving the Strategic Housing Fund request contained in the report is that the 9 affordable houses proposed at Scalasaig will not be completed. Page 254
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6.8 Customer Service – The proposals will deliver increased access to a range of suitable, affordable housing options. 6.9 The Rights of the Child (UNCRC) – The housing activity described in the report will deliver affordable housing for families with children. Kirsty Flanagan, Executive Director with Responsibility for Development and Economic Growth April 2024 For further information contact: Fergus Murray, Head of Development and Economic Growth Fergus.Murray@argyll-bute.gov.uk Douglas Whyte, Team Lead – Housing Strategy Douglas.Whyte@argyll-bute.gov.uk Page 255
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ARGYLL AND BUTE COUNCIL COUNCIL DEVELOPMENT AND INFRASTRUCTURE 25 APRIL 2024 CAPITAL CONTRACT INCREASES FUND – REQUEST FOR SPEND 1.0 INTRODUCTION 1.1 The Council have seen a number of unavoidable and inescapable price increases over the last few years, in particular those increases are affecting construction materials, vehicles and plant. Officers are experiencing an increase in tender returns and are witnessing an increase in costs due to rising inflation which sees some tender prices coming in above the budget set. 1.2 At the Council Budget Meeting on 22nd February 2024, the Council agreed to increase the Capital Contract Increases Fund to £3m in order to help protect against capital projects which are already committed by the Council. 1.3 This report sets out recommendations for the Council to consider in terms of works which were formally agreed by Council in relation to (1) road works as a result of a landslip at Auchmeanach Farm, also known as the B8001 Claonaig and (2) a Road Marking Machine. The report also requests delegated authority for the use of the Capital Contract Increases Fund. 2.0 RECOMMENDATIONS 2.1 It is recommended that Council: a. agree to fund £706k from the Capital Contract Increases Fund to contribute towards the landslip works at Claonaig; b. agree to fund £28k from the Capital Contract Increases Fund to contribute towards the purchase of the Road Marking machine; and c. agree that delegated authority be granted for the use of the Capital Contract Increases Fund to the Council’s Chief Executive and two Executive Directors. 3.0 DETAIL 3.1 Claonaig Landslip 3.1.1 At the Council’s Environment, Development and Infrastructure Committee in Page 257 Agenda Item 16
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June 2021, Members were advised that the Auchmeanach Farm Slip, Claonaig (also known as the B8001 Claonaig) had been added to the MAKI Roads Reconstruction Programme, this was a scheme brought forward from 2020/21 Programme due to the Covid pandemic. 3.1.2 The B8001 is the only public road to both the village of Skipness, and the Claonaig Bay ferry terminal (to Arran) with no suitable alternative route. The road has sustained damage due to land movement (land-slip) affecting large areas immediately up and down hill of the road. Slope failures on the south- western embankment (lower slope) in 2020 led to substantial differential settlement and further movement of the road make-up causing significant cracking and collapse of part of the road surface adjacent to the lower embankment. The width of the road has been restricted to ensure safety of road users. There is evidence of further historic and ongoing movement across the area. The Claonaig Water river runs roughly parallel to the B8001 road in the area of the failure. Associated drainage works are required as part of the engineering works to repair the embankment. 3.1.3 The geology that caused the landslip is quite intricate and the original solution of stabilising the embankment has been amended following intrusive ground investigation work with a piling rig, detailed design work and discussions with external geotechnical engineering advisors. Design Consultants were commissioned to prepare an Options Appraisal report which considered a total of five remedial solutions utilising a range of construction techniques. 3.1.4 Within the Roads Reconstruction Budget there is £464k allocated to this and further budget funds of £430k are being vired from the wider capital budget for drainage works, however, having tested the market and progressing the project using early contractor involvement to conclude a deliverable design, the overall costs are now estimated to be around £1.6M. This creates a shortfall of funding of £706k. 3.2 Road Marking Machine 3.2.1 At the Council Budget Meeting in February 2023, funding was allocated for new vehicles to support the operations of Road and Infrastructure Services. • £700,000 for 4 refuse collection vehicles to be added to the fleet to provide additional resilience (2 replacements and 2 additional spares) • £250,000 for a new jetpatcher vehicle • £230,000 for a road marking unit for road maintenance 3.2.2 An update report was presented to the Council’s Environment, Development and Infrastructure Committee in August 2023 in terms of progress of the whole suite of funding. The report advised Members that no order in terms of the road marking unit had been placed and that officers were working through a specification, with £144,000 budget remaining for the road marking vehicle. EDI Committee: Update on Budget Investments Page 258
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3.2.3 A procurement process has taken place for a road marking machine to provide the Council with resilience and control for road marking activities in the area. Having tested the market, the price of this machine will be £172k. This creates a shortfall of £28k and it is proposed that is allocated from the Capital Contract Increases Fund. 3.3 Delegation 3.3.1 For future requests from the Capital Contract Increases Fund, it is proposed that delegated responsibility for the allocation of the Fund is granted to the Council’s Chief Executive and two Executive Directors, who will review and determine each request on a case by case basis. 4.0 CONCLUSION 4.1 This report sets out two instances where the Council have allocated budget for capital works, and have experienced on both occasions a price increase to the works. The report seeks funding to be approved from Capital Contract Increases Fund in relation to (1) road works as a result of a landslip at Auchmeanach Farm and (2) a Road Marking Machine. 5.0 IMPLICATIONS 5.1 Policy – complying with duties to maintain the adopted public road network. 5.2 Financial – capital funding through existing budgets with a request through this report to top up via Capital Contract Earmarking Fund. 5.3 Legal – none known. 5.4 HR – none known. 5.5 Fairer Scotland Duty: 5.5.1 Equalities - protected characteristics – none known. 5.5.2 Socio-economic Duty – none known. 5.5.3 Islands – none known. 5.6 Climate Change – due regard will be given to climate change with a view to minimising any climate change impact and these will be considered as and when they arise. The requirement for the slope remedial works have possibly been compounded by the impact and effect of climate change. Page 259
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5.7 Risk – securing road marking contractors can be problematic for Argyll and Bute due to the geography of the area which often sees delays in the delivery of road marking works. There is a risk to the Council in terms of not delivering the works on the B8001 – to not deliver these works will see the area deteriorate and with that deterioration over time comes increased costs. 5.8 Customer Service – there will be more resilience in the Council’s fleet with the purchase of the Road Marking machine and this will provide the public with more reliable services and less disruption. The B8001 serves a number of our customers and it is important that the associated drainage works and repairs to the embankment are carried out to stabilise and keep the B8001 open. 5.9 The Rights of the Child (UNCRC) – none known. Executive Director with responsibility for Roads and Infrastructure Services: Kirsty Flanagan April 2024 For further information contact: Jim Smith, Head of Roads and Infrastructure Services jim.smith@argyll-bute.gov.uk Page 260
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ARGYLL AND BUTE COUNCIL COUNCIL ROAD AND INFRASTRUCTURE SERVICES 25 APRIL 2024 PUBLIC CONSULTATION FOR ISLANDS CONNECTIVITY PLAN 1.0 INTRODUCTION 1.1 Scottish Government have an ongoing consultation titled ‘Public Consultation for Island Connectivity Plan’. This covering report introduces the consultation document which is appended to this covering report (Appendix 1), has been completed in draft and considered by the Islands Sounding Board at its meeting on 4 March. 2.0 RECOMMENDATIONS 2.1 It is recommended that Council approve the consultation response which will be returned to Transport Scotland. 3.0 DETAIL 3.1 Scottish Government are holding a public consultation exercise regarding the Islands Connectivity Plan. Appended to this covering report is the consultation document with draft responses (Appendix 1). These draft responses having been considered by the Islands Sounding Board at its meeting held on 4 March 2024. 3.2 The Islands Connectivity Plan (ICP) Strategic Approach sets out a long term vision of how ferry services, supported by other transport modes, will be delivered and improved in the future. Transport Scotland have confirmed that the ICP will replace the current Ferries Plan but will be wider in scope, also taking account of aviation and fixed links, as well as onward and connecting travel. 3.3 Through this covering report Council are asked to consider and approve the draft responses which provide detailed responses to the various questions raised in the consultation. 4.0 CONCLUSION 4.1 This report is a covering report to a draft set of responses for Scottish Governments live consultation titled ‘ Public Consultation for Island Connectivity Plan’. 5.0 IMPLICATIONS Page 261 Agenda Item 17
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5.1 Policy – none currently known. 5.2 Financial – no direct budget implications however, initiatives such as fixed links could have an implications for some of the councils transport assets. 5.3 Legal – various land agreements necessary for individual locations. 5.4 HR – none known. 5.5 Fairer Scotland Duty: 5.5.1 Equalities - protected characteristics – none known. 5.5.2 Socio-economic Duty – none known. 5.5.3 Islands – none known. It is assumed that Scottish Government will carry out an Island Impact Assessment on their policy document. 5.6 Climate Change – Transport of people, goods and services can have significant impacts on climate change. 5.7 Risk – none known. 5.8 Customer Service – none known. 5.9 Rights of the Child (UNCRC) – none known. Kirsty Flanagan, Executive Director with responsibility for Roads and Infrastructure Services March 2024 For further information contact: Jim Smith, Head of Roads and Infrastructure Service Jim.Smith@argyll-bute.gov.uk Moya Ingram, Strategic Transport Manager Moya.Ingram@argyll-bute.gov.uk APPENDICES Appendix 1 – Draft response to Transport Scotland’s public consultation for the islands connectivity plan Page 262
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland Public Consultation for Islands Connectivity Plan - Strategic Approach Paper and Vessels and Ports Plan Consultation Identifier Questions Q1. Are you completing this on behalf of yourself or an organisation? ☐ Individual ☒ Organisation Q2. If an organisation, please list below. Q3. What statement best describes your living situation? ☐ I live on the mainland the majority of the time ☐ I live on a Scottish island or peninsula the majority of the time Q4. If you live on a Scottish island or peninsula, please comment below which one. Q5. What age category are you in? ☐ Under 16s ☐ 16 to 18 ☐ 19 to 21 ☐ 22 to 34 ☐ 35 to 44 ☐ 45 to 54 ☐ 55 to 59 ☐ 60 and over Local Authority – Argyll and Bute Council N/A Page 263
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 2 Q6. Are your day-to-day activities limited because of a health problem or disability which has lasted, or is expected to last, at least 12 months? ☐ Yes, limited a lot ☐ Yes, limited a little ☐ No Q7. What do you mainly use the ferry services for? ☐ For Business ☐ For Employment/Education ☐ For Personal/Leisure ☐ All of the above Q8. How frequently do you use the ferry services? ☐ Never ☐ Occasionally ☐ Weekly ☐ Monthly ☐ Seasonally (Summer period) Main Consultation Questions Themes, Vision and Priorities Transport Scotland has gathered feedback from previous workshops and consultations to identify priorities for the future of Island transport connectivity: ferry networks,, supported by the integration with other transport services. This information has contributed to the development of themes, which are the focus for the Islands Connectivity Plan. The following key themes emerged: • Community voice and transparency • Reliability and resilience • Accessibility • Timetables, unplanned and essential travel • Integration of services • Capacity and demand • Freight • Vessels and ports Page 264
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 3 • Low carbon and environmental impact • Ferry fares • Local authority services Q9. Do you think these key themes capture the main aspects of transport connectivity for island and peninsula communities? ☐ Yes ☒ No Please explain your answer. Argyll and Bute Council’s official response to the consultation document is based on the following key principles: • Lifeline services are so critically important and expensive to retain sustainably it is inappropriate for Argyll and Bute Council to have the responsibility for the provision of any ferry services which operate to islands which are located within the Argyll and Bute geographical area. It is the preferred position of the Council not to operate any ferry services. • Future ferry services that are to be delivered must be promoted on the basis that they are affordable, reliable, and sustainable and offer a high quality service that integrates with other transport links. These services must be flexible and the services must be able to respond to future demand and not only current demand e.g. changes in economy related to renewable energy and tourism etc and also meet the demands of changing demographics and socio-economic profile. • Delivery of future ferry services across Scotland should be based around the ambition of sustainable economic development and reflect the government’s objectives of promoting solidarity, cohesion and sustainability as promoted within the Scottish Government’s own National Strategy for Economic Transformation. • We welcome any potential to enhance local ferry and air services which currently provide lifeline connections to our island and peninsular communities. We would also note that whilst capital funding could help establish demand responsive transport services it will require revenue funding to make these services viable to operate. We would again stress that the majority of road and public transport infrastructure serving our rural, island and peripheral areas is owned and operated by local authorities and as such, by excluding local infrastructure and revenue funding from the previous STPR2, it is difficult to see how the proposed intervention will significantly improve rural accessibility over the lifetime of this plan. Page 265
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 4 • Argyll and Bute Council, Orkney Council, Shetland Council, Comhairle nan Eilean Siar and Transport Scotland all have responsibility for financially subsidising PSO air service routes and airports; with each organisation carrying out its own individual procurement for the air services it has responsibility for. This lack of a joined up approach limits opportunity in terms of procurement savings, advertising, potential to stimulate competition and offer linkages not currently being met to ensure no islands are left behind. Argyll and Bute Council therefore would welcome an update on the Scottish Government’s committment to undertake a Scottish Air Services Review. • The Council wish to unite with island community council’s that recognition is given to air services across Scotland and the significantly important role the play in supporting fragile island communities as an integration with ferry services for island transport connectivity. We would also expect, similar to the commitment for the Scottish Ferry Services Review through the Islands Connectivity Plan, for a funding plan and programme for vessel deployment and services, that there will be a commitment following the aviation review to allocate a funding programme to improve integrated island transport connectivity. • Transport Scotland have confirmed that their subsidised PSO air services from Glasgow to Barra and Tiree already face capacity issues, especially during the summer, and that stopping these services in Oban ‘is not viable within existing capacity levels and our aircraft are fully utilised on the existing Glasgow to Campbeltown Tiree and Barra services. Any additional services would require additional aircraft capacity. If that was to be purchased by Transport Scotland it would cost £7M circa per aircraft’. As these routes are at capacity this demonstrates the significant demand that exists to develop and support further new air routes. This is a further reason why there needs to be a national Scottish Air Services Review, similar to the Scottish Ferries Review and likewise with the Scottish Ferries Review when additional ferries are procured, additional aircraft should also be procured when capacity constraints are identified on the national air service network. This would be at a competitive capital price when comparing investment of new aircraft to the investment required for a new ferry. • Funding, Fares and Subsidy – funding of transport infrastructure and services is a key barrier. Without adequate funding, we will see a continued contraction of rural public transport services. Page 266
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 5 • Investment must be prioritised to ensure that essential core services are provided to all communities. Life line services should be funded with clear identification of future needs. It is imperative that services are future proofed to allow the full economic potential to be realised over time. • .Investment must be prioritised to ensure that essential core services are provided to all communities. Life line services should be funded with clear identification of future needs. It is imperative that services are future proofed to allow the full economic potential to be realised over time. Based on feedback and discussions with key stakeholders and drawing on Scotland’s National Transport Strategy 2 and the National Islands Plan, we have developed a draft vision and associated priorities for ferry services, supported by other transport services. Draft Vision Scotland’s ferry services, supported by other transport services, will be safe, reliable, affordable and inclusive for residents, businesses and visitors enabling transport connectivity, sustainability and growth of island and peninsula communities and populations. Draft Priorities Priority 1: Reliable and Resilient Reliable and resilient ferry services that meet the needs of communities and businesses and support the transition to a well-being economy which is fair, green and growing. Priority 2: Accessible Ferry services that are accessible and provide easy to use and affordable transport connectivity for all users. Priority 3: Integrated Ferry services that enable sustainable and active travel choices which support our health and well-being and make our Island and other ferry dependent communities great places to live, work and visit. Page 267
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 6 Priority 4: Low Carbon Ferry services that take actions to reduce the negative environmental impact of their operations and help to achieve Scotland's net-zero targets. Q10. Do you believe the draft vision captures the aspirations of island and peninsula communities for their future ferry services? ☐ Yes ☒ No Please explain your answer. The historical evolution of ferries has resulted in some ferries being subsidised and provided by local authorities. Argyll and Bute Council have subsidised ferry services to Jura, Luing, Lismore and Easdale for a significant number of years. This has a significant impact on the Council's finance and ultimately affects the other services the Council can deliver across Argyll and Bute within budget. This is especially significant during the current climate of economic difficulties where services are subject to reduction. Lifeline services are so critically important and expensive to retain sustainably it is inappropriate for Argyll and Bute Council to have the responsibility for the provision of any ferry services. The Scottish Government is best placed to provide a consistent delivery to ferry provision. This approach would allow an over arching service standard and offer economies of scale. Scotland’s National Strategy for Economic Transformation sets out the significance of transport to rural areas highlighting policies to expand the rail network and improve accessibility of ferries and airports. As such, it is vital that the Scottish Government continue to invest in our key transport arteries that are so important to the future success of the region. The Council will continue to work in partnership with the Scottish Government, Transport Scotland, HITRANS, SPT and public transport operators to lobby for increased investment in our transport services so that these meet the diverse requirements of our local communities and businesses whilst also bringing vital tourism revenue to the local economy. There are also regular ferry user groups and frequent consultation with island communities and also other bodies such as Regional Transport Partnerships such as Hitrans, SPT, COSLA, COHI and the Highlands and the Islands Regional Economic Partnership. More weight however needs to be given to the information gathered and opinions communicated through these groups to Government. Page 268
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 7 Q11. Do you think the 4 draft priorities reflect what island and peninsula communities see for their future ferry services? ☐ Yes ☒ No Please explain your answer. Argyll and Bute is characterised by numerous peninsulas separated by deep sea lochs and includes 25 inhabited islands. It is important to retain flexibility to provide and sustain access and economic stability because of the essential and lifeline nature of ferry services. The future economic needs of these remote communities should be identified to ensure that any increase in fares, to accumulate more funding from users, does not impact adversely on the economy. These types of economies are already fragile as they are susceptible to the impact that uncontrollable factors can have on the seasonal industries the majority rely on e.g. weather plays an important role in tourism, farming and fishing and can make or break a season. There is a need for a consistent range of data on performance to be collected and communicated clearly to customers on a regular basis to identify island priorities. This communication needs to be transparent and easily understood. Customer satisfaction on individual routes should be a key metric and displayed on individual routes. Clear performance targets need to be established and where these are not reached, or a downward trend is recorded, actions need to be identified on how this will be improved or reversed linked to a clear timetable. This would then clearly identify island priorities. Community Voice and Transparency We acknowledge the importance of empowering community voice and transparency in communications. The current methods of engagement that are used by operators to inform communities are through email and webpage updates, with further communications shared through relevant Ferry Committees and Transport Forums. Local authorities and Scottish Government/Transport Scotland use engagement methods such as through project reference groups, stakeholder groups and webpage updates. Page 269
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 8 However, we have heard from communities that more can be done to take account of their views when it comes to decisions on ferry services and that there is a lack of clarity on how decisions are made. Q12. Are there other ways of engaging with communities and stakeholders that would benefit decision making on ferry services, including vessels and ports projects? ☐ Yes ☒ No Please explain your answer. There are already ferry user groups and the opinions expressed in these groups need to be taken into account. Each ferry route has different user needs and pressures. Lifeline ferry services /networks must be reliable, high quality, affordable, flexible and futureproofed in order to meet the needs of our communities and enable growth in key local sectors (tourism, food and drink, agriculture, aquaculture, forestry and renewable energy). An uplift in economic activity is vital to reverse the trend of declining populations in some of our rural and island communities and improved transport and connectivity is essential for these communities to thrive. It is also essential that there is investment in local ferry and port infrastructure to ensure this is futureproofed to accommodate increased patronage generated by the predicted growth in tourism, local industries such as food and drink including aquaculture and whisky and general vehicle traffic due to initiatives such as RET. More could be done to raise awareness of the Ferries Community Board across communities and that its primary purpose is be the voice of the communities and provide the community view to CalMAC. It should be better highlighted to ensure greater involvement of the communities for example, served by the Clyde and Hebrides Ferry Services over the duration of the new contract. Communities should have a greater say in the development of timetables, it is important to involve a wide range of island representatives involved that have a number of different requirements and ambitions for their community. The business community for example, young people, and people in need of regular medical treatment off the island. There is also a need to recognise local strategic priorities. Argyll and Bute Council for example have a priority to increase our economically active population and develop our local economy. This is just as important for our islands as it is for our mainland communities. Improved transport connectivity is a top priority of our local people confirmed recently through CPP consultations and it is therefore Page 270
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 9 considered essential for a successful community and economy. Timetables need to reflect this ambition. It also has to be recognised by Government and residents alike that crew hours need to take account of rest regulations and are consequently an important factor restricting the expansion/flexibility of timetables, where a single extra sailing can result in a requirement for a whole additional crew to be employed which would not be cost effective. There is already synergy between local authorities and Regional Transport Partnerships as Local Authorities are members of Regional Transport Partnerships and Regional Transport Partnerships are answerable to Local Authorities. Argyll and Bute Council however feel that the responsibility of ferry service provision is of national importance. Scottish Government is therefore best placed to manage these services and ensure future ferry services meet community needs and are affordable, sustainable and flexible to respond to future demands. Delivery of future ferry services across Scotland should be based around the ambition of sustainable economic development and reflect the government's objectives of promoting solidarity, cohesion and sustainability as promoted within the Scotland’s National Strategy for Economic Transformation. Accessibility We propose introducing an Accessibility Standard that would be in addition to the legal requirements and could act as guidance for all ferry services. This is to ensure that our ferry services, vessels and ports are easy to use for all, while recognising that people have different needs and capabilities. The Standard could include standards such as inclusive and disability training to be carried out frequently and an accessibility review carried out periodically on ferry services, ports and vessels. Q13. Do you think an Accessibility Standard is a good idea? ☐ Yes ☒ No Please explain your answer. Argyll and Bute has a high percentage of older residents and this is increasing. Mobility is therefore an important issue for our communities and also for our many visitors. Accessibility is therefore a key issue and should be regularly monitored to see when improvements need to be made. Page 271
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 10 Facilities to allow access for those with limited mobility will therefore be a priority but in addition to improved access for foot passengers the movement of luggage should also be considered. Consideration for example, should be given to providing separate luggage transfer facilities, equivalent to the service provided to air passengers, on the larger vessels. It is also worth noting that estimated the Purple Pound nationally equates to £249 billion per year. Argyll and Bute Council would also welcome efforts to improve accessibility and be known as a fantastic accessible destination for older people. Provision where appropriate of some form of left luggage facility which would aid those passengers that are waiting onward travel connections. Although improvements to vessel/shore infrastructure goes some way in improving access standards adequate crew/staff training ensures that most access issues can be addressed as and when they occur. Q14. What do you think should be included in this standard? Please explain your answer. The value of smaller passenger ferries and workboats to improve our areas accessibility needs to be recognised. That said, small boat operators will find it too expensive, or impractical, to comply fully with one size fits all regulations. Consequently, there is a need of greater understanding here through better engagement with communities to better understand the constraints as well as the requirements of the local community to sustain or improve marine accessibility. Access standards and requirements should be included within the tender process however they should not be so prescriptive as to create an unacceptable financial barrier for an economical affordable bid to be made. The design of new ferries and harbour/ shore infrastructure should take full account of the DPTAC guidance, for example the provision of handrails, ramps and assistance telephones. Consideration where possible should also be given to their use in smaller ferries and ports. The need for regular, recognised disability awareness training is viewed as a relatively cheap and quick solution in helping to reduce many of the barriers faced. Good customer care and assistance by staff is often viewed as the key factor when deciding if ferry travel is possible, practicable or comfortable. Page 272
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 11 Port and ship operators need to plan their communication and information dissemination to take full recognition of PRMs. Audio, visual or other disabilities need to be considered, especially when considering passenger safety. Disabled Persons Assistance policies should be developed by all ferry and port operators as a matter of best practice. A policy for those passengers which may require additional assistance which fall outside the general categorisation of PRM, for example people travelling with small children, or heavy / awkward luggage or baggage should be encouraged. An accessibility indicator system would be beneficial but would need clear definition of its rating system. Indicators would require to inform on the 'level' of accessibility rather than in terms of 'accessible' or 'not accessible'. Reliability and Resilience Community feedback highlighted that the reliability and resilience of ferry services needs to be seen as a priority due to the impact on communities, businesses and visitors when ferry services are disrupted. Q15. Do you agree or disagree that the first priority of the Islands Connectivity Plan should be to improve reliability and increase resilience of ferry services? ☐ Agree ☒ Disagree Please explain your answer. Argyll and Bute given is the second largest geographic area of any Scottish Local Authority but with less than 2% of the total population of Scotland. The area is also characterised by its diverse geography with 23 inhabited islands and long peninsulas and as such, lifeline ferry networks are essential to support a sustainable, well connected economy. Reliability and resilience of lifeline ferry services is critical as communities are often completely reliant on these to access key services, education and employment opportunities. Data on trip use for education/employment/NHS usage etc should also be recorded to better understand customer needs. At time of booking there should be a request for purpose of your journey, some may not want to provide this information, (potential to also force an answer before proceeding to next stage of booking), but at least this would give some idea of use/needs of the ferry service. Page 273
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 12 Our island communities and many peninsula communities depend on these services. They are critical lifeline routes. In terms of performance measures the satisfaction of these communities with the service needs to be a measured together with feedback from users of the ferry service. It is also critical to individuals, particularly commuters, and local businesses that performance measures are relevant to their experience, informative for the operator and the Government, and ultimately lead to year on year improvement and reliability over the life cycle of any contract awarded. Timetable, Essential and Urgent Travel We are aware that as ferry travel has become more popular, some services have become more difficult to accommodate short-notice spaces for essential vehicle travel by island residents and key workers. Q16. Do you have any suggestions as to how the booking process could release vehicle space on services when island travel with a vehicle is essential? Please explain your answer. The needs of local residents is paramount. Also the visitor economy is very important for the future sustainability of island communities and it is important to remember the visitor season to our islands can be short and is in competition with a global industry. Tourists & visitors to our islands are often dependent on using vehicles. Many would find it difficult to use the active / public transport methods to limit demand for vehicle space particularly given their requirement for luggage and limited public transport options. Keeping more tourist traffic in standby lanes until the last minute to ensure space was available for local / urgent use could result in considerable uncertainty, reduced bookings and a reduction in revenue for island businesses. This would generate corresponding complaints from disappointed visitors and businesses unable to secure income. The situation would be better handled by increasing ferry capacity through additional sailings. It is also worth noting that island communities have considerable concern over the use of larger vessels sailing less frequently given the capacity of the destination i.e. the island road network. Page 274
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 13 Integration of Services Journeys on our ferry networks are often only part of a longer journey between the traveller’s ultimate origin and destination. The end-to-end journey can combine the use of several transport modes which can include public transport and/or active travel (walking, wheeling, and cycling) or a private vehicle. An integrated transport network that allows easier transition between the ferry and public transport or active travel is a key enabler to encourage the use of our ferry networks without the need for a private vehicle. This has benefits to the user such as making the transport system more accessible, making better use of capacity on ferries and contributing to net zero. Q17. What would encourage you to use public transport or active travel as part of your overall journey when using the ferry services? The current economic and challenging fiscal climate has placed considerable pressure on Local Authority budgets and this is making it increasingly difficult to invest in sustainable transport infrastructure projects. In Argyll and Bute this issue is compounded by the fragile condition of large parts of the local road network which is so vital to the region. As such, Argyll and Bute Council rely heavily on grant funding such as Cycling Walking Safer Streets (CWSS) and Sustrans Community Links funding to deliver active travel infrastructure projects in the region. Investment in proper active travel infrastructure is required to make this a feasible option and this needs to be designed to suit local circumstances and available budgets. Currently, grant funding conditions set by third party funders can however make projects unviable to deliver. There needs to be adequate public and active travel options on either side of the ferry journey. A number of our islands are large in size with a dispersed population that requires the use of the private car to reach final destinations. Many of our communities have very limited public transport options and this is reducing due to revenue constraints. This applies on both sides of the ferry journey from the mainland and islands. There could be other implications in taking this approach. For example, reaching Rothesay by the main ferry by public transport is a relatively easy option provided it is timed with the leaving times of the ferry. Public transport on the island is limited so this automatically restricts visitors to one part of the community or having to go to considerable expense to say hire a car or use a taxi service. On Bute what happens when the main ferry goes off line and people have no alternative but to use Colintrive? How will they get there by public transport? More importantly how will they return their original destination from Colintrive by public transport? HITRANS have been taking forward a study regarding options to provide an improved transport hub in Oban town centre focussing around the railway station and ferry Page 275
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 14 marshalling area. The Council welcome this study and are encouraged by the work undertaken to date however, we would also be keen to investigate the feasibility of taking forward a park and ride facility as a possible alternative to ease congestion in Oban Town Centre. Argyll and Bute has a wide range of public transport services including lifeline ferry and air links, local and regional bus services, rail, trunk and public roads. We would agree that the connectivity between all of these elements of the transport network is vital to the region’s economy. Local authority budget cuts – pressure strained transport budget. 96% of public transport bus services in Argyll are subsidised by the Council. Opportunity for more funding to be directed towards local authorities to support rural bus services which are commercially unviable. At present the £500m committed by the Scottish Government to improve bus services by targeting areas of congestion and bus priority measures will predominantly benefit urban areas and do very little to address the lack of public transport connectivity in many rural areas. This is exacerbated by the lack of rail connectivity in the majority of Argyll and Bute. Free travel on ferries for under 22 years is welcomed however it should be recognised that free travel is absolutely limited in a rural environment, and dependent on the ferry service timetable available/bus timetable, – e.g. bus service every 4 hours not even considering ferry connections. In Argyll and Bute 96% of the bus services are funded/subsidised by the local authority. It should be a condition of the contract that the operator provides timeous notification of its timetable fares etc for inclusion in the national journey planner. The Ferry User Groups established could be taken forward as a vehicle for realising true integration. These have worked well in allowing the local authority to integrate subsidised public bus services to the ferry timetables. Rail have been reluctant to use the vehicle that the established Ferry User Groups offer and this should be rectified if true meaningful public transport service integration is to be realised. Island ferry services timetables should be integrated with island air services timetable. Air services across rural Scotland are all continually being operated in small pockets in isolation from each other. Argyll and Bute Council, Orkney Council, Shetland Council, Comhairle nan Eilean Siar and Transport Scotland all have responsibility for financially subsidising Public Service Obligation (PSO) air service routes and also airports and each organisation carries out its own individual procurement for the air services it has responsibility for. There is not a joined up approach – that could offer many savings in procurement, advertising, training etc. Bundling the air services together will offer better opportunities to stimulate competition and offer linkages not currently being met and ensure no islands are left behind. For example ABC operate and subsidise a PSO air service from Oban to Coll, Colonsay and Tiree. Transport Scotland operate and subsidise a PSO from Glasgow to Tiree yet these services are procured in isolation from one another with no joined up approach. Page 276
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 15 Air services from Oban to the central belt and international airports of Glasgow or Edinburgh would complement and mirror the air services supported to the south of Argyll by Scottish Government from Campbeltown to Glasgow (another subsidised Transport Scotland PSO route). Oban airport can easily accommodate the Scottish Governments newly purchased Twin Otter aircraft that are utilised on the Scottish Governments routes from Barra/Tiree connecting to Glasgow. The Tiree and Barra flights all fly over Oban at present without connecting and this is seen as a missed opportunity. As highlighted within the 2013 HITRANS economic air route development report, new air services operating out of Oban airport offer the greatest economic return for the west coast of Scotland – making it the perfect choice to act a s a regional west coast hub airport. Capacity and Demand We have heard that the space for vehicles on busy ferry routes fills up quickly at popular times, especially in summer. This makes it difficult for residents of those islands, and visiting key workers, to travel with a vehicle at short notice. We propose to address ferry capacity issues by: • Using refreshed community needs assessments to identify different options for service frequencies and vessel size • Collaborate with operators and communities to identify ways of using existing and planned capacity better • Identify the key “pinch points” on the Clyde and Hebrides Ferry Service and Northern Isles Ferry Service networks and consider options for additional vehicle capacity where this is practical, beneficial, and affordable. Q18. Do you agree or disagree with this approach to dealing with ferry capacity due to increased demand? ☐ Agree ☒ Disagree Please explain your answer. Communication on a regular basis between the ferry operator and users of the ferry is essential. There needs to a requirement for regular dialogue informed by regular transport capacity studies linked to estimates of future demand from industry and residents. The capacity of the current ferry fleet has been severely compromised due to the age of the fleet and a lack of capacity to deal adequately with the impacts of mechanical failure or other events. This impacts negatively not just on island residents Page 277
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 16 but also the ability to attract people to the place in the future. In addition the importance of the visitor economy cannot be under estimated for our island communities. Without visitors many island services or businesses would not be sustainable and a lack of capacity in the ferry network last summer for example, hit hospitality businesses very hard when ferries were not available or diverted to cover other routes. Freight The Scottish Parliament’s Net Zero Emission Transport (NZET) Committee recommended reconsideration of wider policy on the provision of freight capacity on our ferry routes; and the point at which profitable businesses should no longer be reliant on public subsidy of their freight costs. Q19. In what way do you think the costs of island freight transport could be shared differently between users and public funding? Being able to plan ahead over extended periods of time. Dedicated overnight freight services as described previously is one idea. Or dedicated freight sailings at off peak times for example, within the existing timetables could also be a consideration. Incentives could be introduced to encourage operator innovation in service provision. For example operators could be allowed to operate at their own cost, services out with the specified contract timetable should they feel it is profitable to do so. Consideration could be given to a maximum fare scale to allow tenders to use their experience and innovation to 'pitch' fares/offers in order to create the maximum revenue and thus reduce the level of subsidy. The principle of freight user pays for investment funding whilst giving greater transparency would inevitably result in significant increases for users and potentially affect viability. The national government should meet a substantial part of the costs whilst revenue generated through freight fares can off set some of the costs. Vessels and Ports To renew the vessel and port assets, required for the long-term sustainability of our current networks, prioritising where to invest is required due to budget constraints in the current financial environment. We are proposing that the following factors are taken into consideration when making decisions on prioritisation: • The sustainability of ferry services by maintaining and increasing reliability and resilience. Page 278
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 17 • Ferry routes and services providing the primary transport connection for people, goods and services required for the sustainability of each community. • Those communities identified as at greater risk of depopulation and economic decline. Q20. Do you agree or disagree that these are the right factors to consider when making decisions on prioritisation? ☐ Agree ☒ Disagree Please explain your answer. There are no trunk roads or rail services on any of Argyll’s 22 inhabited islands and a number of our local island communities are accessed by lifeline ferry and air services via local authority port and airport infrastructure. As with Transport Scotland, local authorities require increased funding to futureproof and improve our transport assets so that these can be a driver for national priorities such as inclusive economic growth, decarbonisation and improved health and wellbeing. As it stands, many of Argyll and Bute’s most fragile rural communities have been largely excluded from future transport investment via STPR2 and this has the potential to exacerbate issues such as depopulation, social isolation and rural fuel poverty. We are supportive of these factors however, it must include local authority ports, harbours and ferry services or there is a risk that certain island communities will be excluded. Argyll and Bute Council currently operate 4 ferry services to the islands of Jura, Luing, Lismore and Easdale and we also own a number of ports which form part of the CHFS ferry network. It is therefore vital that our infrastructure is considered as part of future long term plans and investment programmes. Q21. Currently the factors above are not ranked. Do you think they should be? ☐ Yes ☒ No Please explain your answer. The Scottish Government have recently published “A Scotland for the Future – The Opportunities and Challenges of Scotland’s Changing Population.” This document recognises the significant challenge of depopulation in many rural communities and an ageing and declining population represents one of the biggest challenges facing many communities in Argyll and Bute. The Governments Strategy sets out four ‘building blocks’ which will serve as distinct work streams for the Population Page 279
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 18 Programme and these include a “A More Balanced Population.” With rural communities and those in the West experiencing population decline, while many in the East experience increased population growth, we must ensure our population is more balanced and distributed across Scotland so that all our communities can flourish. STPR2 could and should have provided a vehicle to address this building block given the importance and necessity of adequate transport infrastructure to rural areas however, at present there is a risk that the decision to de-scope local authority transport services and infrastructure will exacerbate issues such as rural depopulation. It is again noted that many of our rural island and peninsular communities are entirely reliant on Local Authority roads and public transport services for connectivity and these communities will be largely excluded from investment via STPR2. In summary, Argyll and Bute Council do not support Transport Scotland’s position with respect to local infrastructure being considered out of scope of STPR2 and believe that this will undermine local authority’s ability to support the delivery of the vison and objectives of NTS2/STPR2. Low Carbon and Environmental Impact A Strategic Environmental Assessment will be carried out on the of the Islands Connectivity Plan. This process aims to ensure environmental and sustainability aspects of the Plan are captured and considered in the development of policies and plans detailed in the draft Islands Connectivity Plan. Q22. What environmental issues do you believe should be captured in the Strategic Environmental Assessment in relation to this plan? Please explain your answer. It will be difficult to achieve climate change objectives by reducing vessels speeds to slow down on Carbon emissions as this is in direct conflict with users of the service whose majority wish as fast a journey sailing as possible. However consideration of how to best optimise the ferry services to transfer road freight to sea will offer a reduction in road haulage miles and reduce the carbon footprint. Untapped markets by identification of ferry routes that would optimise the freight market would also bring added revenue and reduce the level of subsidy. It simply requires investment in new ferries that are more efficient to operate and less prone to mechanical breakdown and are also able to deal with increased weather impacts. The use of clean fuel technology needs to be employed asap whether that is through electric motors or use of green hydrogen. Simply reducing vessel speeds to lower emissions would lead to a poorer service and fossil fuels would still be used. Making maximum use of ferry capacity would also increase efficiency and perhaps the use of flexible fares here could help with this. Page 280
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 19 The Scottish Government committed in the Climate Change Plan to 30% of the ferry fleet, owned by Scottish Government, to be low emission by 2032. The Scottish Government is committed to looking at how they can use hybrid and low carbon energy resources for the fleet, which is currently taking place through the small vessels replacement programme. Q23. Do you have any other suggestions in how ferry services can contribute to the reduction of carbon emissions? Please share your views. There could in the future be innovative propulsion choices such as fuel cell technology/diesel electric propulsion. Reduced carbon footprint can only be achieved where there is adequate public and active travel options on either side of the ferry journey. A number of our islands are large in size with a dispersed population that requires the use of the private car to reach final destinations. That said, passenger ferries are very popular with residents and visitors. For example, the Tayvallich to Jura Ferry and these connections should be encouraged and supported wherever possible to provide credible alternatives to using vehicles. There could also be opportunities for regional boat builders if smaller, electric vessels were commissioned by C MAL to open up accessibility in our coastal communities. Consideration should be given as to how to best optimise the ferry services to transfer road freight to sea will offer a reduction in road haulage miles and reduce the carbon footprint. Untapped markets by identification of ferry routes that would optimise the freight market would also bring added revenue and reduce the level of subsidy. Ferry Fares The Road Equivalent Tariff (RET) system of fares is in place across the Clyde and Hebrides Ferry Service (CHFS) network for passengers, cars, coaches and small (under 6 metres long) commercial vehicles. A different fares structure remains in place for the Northern Isles. A key aim of RET was to allow ferry users to pay a fixed element plus a rate per mile travelled, which is linked to the cost of the equivalent journey length by road in a private vehicle. RET also resolved many previous issues of complexity in the fares offering and fare-inconsistency across routes, within the CHFS network. Page 281
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 20 The 3 key principles of RET are: • Simplicity and Transparency - the basis for fares must have an established rationale and simple for a user to understand. • Comparability and Consistency - the basis for fares should be the same for each community. • Public Sector Affordability versus Community Sustainability - fare- setting needs to balance the different requirements of public sector affordability with sustaining communities. Q24. Do you agree or disagree with retaining the current RET principles set out above, as the basis of a ferry fares structure? ☐ Agree ☒ Disagree Please explain your answer. It needs to be recognised that each community has different needs and as a consequence of this there cannot be a one size fits all policy. With specific regard to Bute for example there is significant impact on residents and supply chains at peak tourism times. For example, ambulance patient transfers delayed, mainland hospital appointments missed, parts for local garages delayed. That said many local businesses on Bute (and other Islands) depend on local visitors to remain viable so there needs to be a balance struck to ensure the needs of all ferry users are fully taken into account. Whilst the concept in principle for fixed links is welcome, the suggestion that a fixed link could be progressed to Mull is a distraction for the Craignure shore side project (replacement pier and associated shore side infrastructure). There needs to be clarity provided around the possibility of this fixed link location being progressed or not. Confirmation either way and timescales should a fixed link be a likely will be a consideration for the business case for the Craignure Pier development. A fixed link to Mull, whilst bringing opportunities would also have the potential to increase vehicular traffic on the existing ‘fragile’ road network as well as having the potential to being detrimental to SGs policy of reducing car KMs by 20% by 2030. Another example concerns the island of Mull where there is a commuting issue for people working in Lorn on a daily basis. High ticketing prices at peak times therefore on that route is likely to negatively impact on local residents to a greater extent rather than visitors. ABC would welcome further details on the proposed STPR2 consideration of a fixed link to the island of Mull and where this link is proposed. We have not to date seen mention of this proposal in any previous documentation. Fixed links were only previously mentioned in relation to the Clyde and Hebridean Ferry Services contract and not specifically to the island of Mull. Given the detrimental Page 282
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 21 impact on island infrastructure that has resulted from the introduction of RET we would have thought a fixed link would only compound this – again another example of why there needs to be consideration of local authority infrastructure and a joined up approach. We understand that a business case on this intervention is proposed and we assume this will also identify what likely impacts such a transport intervention would have on the local economy of Oban. The lack of clarity on the proposal is causing uncertainty in terms of future ferry and port investment. ABC would request an urgent meeting with TS to discuss this issue particularly in light of the islands connectivity plan and recent announcements. Significant consideration should be given to the provision of fixed links to islands where it is cost effective. Whole life costings of the ferry service should be compared with a fixed link solution. Argyll and Bute Council have carried out a STAG assessment on provision of a fixed link to Lismore, Luing and Easdale where a fixed link to these islands offers a solution to the provision of a ferry service. The issue of peninsula communities should also be addressed as although connected to the mainland these communities can still suffer from isolation. Argyll and Bute is characterised by numerous peninsulas separated by deep sea lochs. We feel that a designation is needed for peninsula access along the same lines as islands that conveys the lifeline nature of ferry services to these areas in supporting and sustaining social and economic well-being. On Islay there are specific business needs that need to be taken account of that impacts on the accessibility of the service for residents and also visitors. It is also worth noting that Argyll and Bute is characterised by numerous peninsulas separated by deep sea lochs and includes 23 inhabited islands. It is important to retain flexibility to provide and sustain access and economic stability because of the essential and lifeline nature of ferry services. Introducing different levels of fares such as “islander fares” on Clyde and Hebrides Ferry Service routes, could increase overall fare revenue and keep services more affordable for islanders. It could also allow use of different fare types to tackle overcrowding of vehicle-deck capacity, on busier sailings through the year. Q25. Do you agree or disagree with the option to create different levels of fares for different types of users, e.g. islander and non-island residents. ☐ Yes ☒ No Please explain your answer. Page 283
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 22 The changing of ticketing prioritisation linked to measures such as peak demand fares etc. may be a way to manage demand but there is a need to look at all potential negative impacts of this approach. For example, will dearer ticketing during commuting times deter local residents accessing work opportunities? Will it be used as an excuse not to accept bookings at weekends where most demand for visitors are due to change overs in self-catering? Will additional costs deter visitors to our islands particularly where our islands are in close competition with mainland coastal communities? Will it be balanced by significantly lower fares targeted at particular user groups? Levels of charges are by no means the only impediment to or stimulus of local economic activity. Frequency and passage times have a significant bearing on traffic generation, capacity and operating costs. Hours of operation also have a bearing on quality of access. In contrast to Cowal where services run till late evening provided by Western Ferries, Bute , Gigha etc although relatively close to the mainland are cut off from any physical communication with the outside world from early evening onwards this is a serious economic and social constraint. Whilst considering additional specifications to tender documents a review of existing specifications should also be carefully considered. There needs to be careful consideration of the islands and peninsulas needs and ambitions for their communities when considering fare structures e.g. changes in economy related to renewable energy and tourism etc and also meet the demands of changing demographics and socio-economic profile. Ferry services need to be whole life costed and flexible to unlock long term sustainable economic development and achieve the government’s objectives of promoting solidarity, cohesion and sustainability. Q26. Which of these groups do you believe should be eligible for islander fares? ☐ Permanent residents ☐ Second homeowners ☐ People who work, but do not live, on islands ☐ Island residents who are currently students and living at mainland addresses during term-time ☐ Service providers ☐ Nominated friends & family ☐ None Page 284
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Public Consultation for Islands Connectivity Plan – Strategic Approach Paper and Vessels and Ports Plan Transport Scotland 23 Q27. Do you agree or disagree with a fares structure that both encourages passengers to travel without a private vehicle and incentivises travel at quieter periods? ☐ Agree ☒ Disagree Please explain your answer. If other, please add further information. Argyll and Bute is characterised by numerous peninsulas separated by deep sea lochs and includes 25 inhabited islands. It is important to retain flexibility to provide and sustain access and economic stability because of the essential and lifeline nature of ferry services. The future economic needs of these remote communities should be identified to ensure that any increase in fares, to accumulate more funding from users, does not impact adversely on the economy. These types of economies are already fragile as they are susceptible to the impact that uncontrollable factors can have on the seasonal industries the majority rely on e.g. weather plays an important role in tourism, farming and fishing and can make or break a season. Tourists & visitors to our islands are usually dependent on using vehicles. Consequently, many would find it difficult to use the active / public transport methods to limit demand for vehicle space particularly given their requirement for luggage and limited public transport options. As already stated above, the current economic and challenging fiscal climate has placed considerable pressure on Local Authority budgets and this is making it increasingly difficult to invest in sustainable transport infrastructure projects. In Argyll and Bute this issue is compounded by the fragile condition of large parts of the local road network which is so vital to the region. As such, Argyll and Bute Council rely heavily on grant funding such as Cycling Walking Safer Streets (CWSS) and Sustrans Community Links funding to deliver active travel infrastructure projects in the region. Investment in proper active travel infrastructure is required to make this a feasible option and this needs to be designed to suit local circumstances and available budgets. Currently, grant funding conditions set by third party funders can however make projects unviable to deliver. There needs to be adequate public and active travel options on either side of the ferry journey. A number of our islands are large in size with a dispersed population that requires the use of the private car to reach final destinations Page 285
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ARGYLL AND BUTE COUNCIL COUNCIL ROAD AND INFRASTRUCTURE SERVICES 25 APRIL 2024 OCTOBER 2023 WEATHER EVENT – UPDATE 1.0 INTRODUCTION 1.1 Following a period of wet weather which left ground conditions very wet and in many cases saturated, over a months’ worth of rain fell over a 36 hour period starting Friday 6 October 2023 and running into Saturday 7 October 2023. 1.2 Conditions were so severe that by mid-morning on Saturday 7 October, Police Scotland had declared a major incident and a multiagency tactical response was assembled to ensure that the incident could be managed across the many agencies and communities involved. 1.3 Transport connections into and out of Argyll and Bute were severely compromised on Saturday 7 October and for a period of time, all of the trunk roads and many of the local roads were impassable. Numerous people became stranded due to flood waters, landslips and damaged structures. Mountain rescue were deployed along with the coastguard who arranged ground units and a helicopter to support the response to assist Police Scotland who were coordinating the responses in line with protocol for major incident response. 1.4 The Council response was significant with reception centres and catering put in place to accommodate individuals who were unable to get home, together with many staff from Roads and Infrastructure assisted by several contractors involved in responding to the chaos and disruption to public infrastructure caused by the event. 2.0 RECOMMENDATIONS 2.1 It is recommended that Council consider and note this report. 3.0 DETAIL 3.1 We are seeing an increasing number of weather events locally, nationally and internationally no doubt linked to climate change. In recent years in Argyll and Bute we have had several weather events including:- • West of Mull bridge wash out At the foot of Ben More July 2012; • Clachan snow event March 2013 – significant snow fall blocked the road and the weight of frozen snow on power lines resulted in power lines breaking and several thousand households being without power; Page 287 Agenda Item 18
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• Beast from the east February 2018; • Sea wall wash out Bute December 2021; • Numerous flood events in locations such as Lochavullin Oban, East and West Clyde Street Helensburgh, Rothesay, Campbeltown (flood prevention works underway) Lochgilphead Front Green etc. 3.2 The map below shows each of the locations where there was disruption caused (road closed or traffic restricted) across Argyll and Bute’s road network on 7 October 2023. It is interesting to note that the weather band was very localised sweeping through the central part of Argyll and Bute, this is illustrated with the damage caused. Also, and perhaps quite unusual, is that the majority of damage caused took place inland rather than on the coast. This very local weather and damage is peculiar to this storm event. As Members will be all too familiar with, often Argyll and Bute, with over 3000 miles of coastline, regularly suffers coastal damage during storms, the recent example being the sea wall on Bute where around 100m was extensively damaged in December 2021. 3.3 Regular updates were provided to Members and the public following the October rain Page 288
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event and two separate Members Seminars were held in November and December 2023 – copies of these slides can be provided on request. 3.4 The works carried out by following the rain event were extensive with dozens of locations requiring attention from simple cleansing of a small drain to significant landslides and bridge replacements. 3.5 The majority of locations where damage occurred have been reinstated and permanent works are in place. The following table summarises locations where works are still outstanding: Location Ongoing works Scheduled completion Kilmelford Bridge parapet, bridge training walls, scour protection along upstream and downstream and narrow footway on the upstream side of the bridge Late Summer / Autumn 2024 Kilninver Rock amour protection to the south east banking which abuts the bridge Late Summer / Autumn 2024 C30 Ford to Dalavich Finalising rock protection and vehicle barrier End of April 2024 Glen Lean B836 Construction of permanent bridge and removal of temporary structure Late Summer / Autumn 2024 A816 Kintraw catch pits at base of unstable slope Catch pits and bunds to be completed following the completion of the last of the temporary works land agreement License agreement anticipated soon with approximately 4-6 weeks of work following signing of the agreement This will allow traffic back onto the original route of the road subject the hillside being stable (monitored via cctv system, hillside saturation level and forecast rainfall). Temporary diversion to be used should there be a risk of material flow from the hillside A816 Kintraw convoy system ‘v’ fixed traffic lights Convoy system continues to operate. Subject to safety audit sign off it is the intention to put in place fixed hard wired End of April 2024 Page 289
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traffic lights (wireless radio signals don’t have a clear line of sight and would be unreliable). Cost options are being worked up A816 Kintraw – permanent diversion onto a widened alignment of the emergency route Archeologist has carried out further investigative works and have given positive feedback. The next stage is further design work including ground investigation, ecology and archeological which will allow for permissions to be sought and a final design progressed for a permanent solution Cost options are being worked up 2 – 5 years Expenditure and Bellwin Scheme Claim 3.6 The Bellwin Scheme exists to give special financial assistance to Local Authorities who would otherwise be faced with an undue financial burden as a result of providing relief and carrying out immediate work due to large-scale emergencies. As a result of the weather incident in October, Argyll and Bute Council activated the Bellwin Scheme with Scottish Government. The Bellwin Scheme normally covers revenue expenditure incurred within a 2 month period from the date of the incident, however at our request, Scottish Government agreed to extend this period to 4 months. Capital expenditure is not claimable via the Bellwin Scheme. Grant is paid at a rate of 100% of eligible expenditure above each Local Authority’s annual threshold (Argyll and Bute Council threshold is £0.529m and this has been covered by Crown Estate funding). 3.7 A claim amounting to £5.356m of revenue costs was submitted to Scottish Government at the end of the 4 month period and after deducing our threshold of £0.529m this results in a net claim of £4.827m. Scottish Government considered the claim and advised us on 10 April 2024 that they were issuing payment for 90% of the claim which is standard procedure. The Council are required to make a further final claim for the remaining 10% which officers are dealing with. 3.8 In addition to receiving the funding via the Bellwin Claim, on 18 March 2024, a letter was received from Mairi McAllan MSP, Cabinet Secretary for Net Zero and Just Transition confirming that Argyll and Bute Councill will receive an additional £2.3m of funding for 2024-25 as a contribution towards the additional costs incurred as a result of the weather incident. 3.9 The table below summarises the latest estimated cost of the weather incident, split between what has been (or is expected to be) funded by Scottish Government and what has been provided for in the Council’s budget. Any change to the estimates will be reported via the Council’s budget monitoring process. Page 290
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Total £000 Scottish Government £000 Council £000 Revenue Expenditure Claimed Via Bellwin 5,356 4,344 (already received) 483 (final claim due) 529 Revenue Expenditure outwith 4 month period 839 457 (included in £2.3m payment) 382 Capital Expenditure not claimable via Bellwin 4,348 1,843 (included in £2.3m payment) 2,505 Total Estimated Expenditure 10,543 7,127 3,416 Next Steps 3.10 Our initial focus is to complete the various works still outstanding and to continue to monitor slopes where debris flows may affect the road network. Cost estimates are being finalised for the convoy ‘v’ traffic lights and permanent solution for the A816 Kintraw. 3.11 Climate change is a significant challenge to the Council for a number of reasons but not least it is a challenge for the road and transport infrastructure. This report highlights some of the challenges faced recently and over the last decade or so. The road and wider transport system provides the economic backbone for our communities. We need to have infrastructure which is fit for purpose and sufficiently resilient to withstand the increasing weather challenges we are experiencing which are linked closely to climate change. The building of a bypass on the A816, strengthening bridges, and modifying roadside ditches are all adaptations being progressed to better accommodate some of the climate changes we are seeing. However, more will be needed to be done and whilst the works mentioned above will increase our infrastructure’s resilience to future weather events, the network overall is fragile and unable to cope with significant weather events. 3.12 It will be necessary to see more infrastructure investment put in place to enable climate change adaptations to be made. The level of investment will be significant and the Council will need to consider how its funding can be assembled and what lobbying can be progressed with Scottish and UK Governments. 4.0 CONCLUSION 4.1 This report summarises the rain event which caused significant travel disruption and damage during the weekend of 7 October. The report also summarises the extent of works that have been carried out to repair the damage and considers what our next steps should be as detailed in paragraph 3.8 above. Page 291
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5.0 IMPLICATIONS 5.1 Policy – policies in place for climate change, coast protection etc where applicable these policies are being worked to. 5.2 Financial – new costs pressures have no identified funds to respond to the infrastructure damage. A Bellwin claim is being progressed for eligible costs and works not eligible for Bellwin will need to be funded. A financial summary is being prepared for schemes which continued after the end date of the Bellwin Scheme and therefore have no identified funding for costs after 7th February 2024. 5.3 Legal – various land agreements necessary for individual locations. 5.4 HR – none known. 5.5 Fairer Scotland Duty: 5.5.1 Equalities - protected characteristics – none known. 5.5.2 Socio-economic Duty – none known. 5.5.3 Islands – none known. 5.6 Climate Change – the impact of the storm is very closely linked to climate change and the October event has highlighted to need for further adaptation to be made to infrastructure to increase our resilience to future weather events. The level of investment to improve resilience is expected to be significant. 5.7 Risk – significant risk of similar future events impacting our infrastructure. 5.8 Customer Service – none known. 5.9 Rights of the Child (UNCRC) – investment to improve our road network will contribute to a safer environment for young people to thrive in. Kirsty Flanagan, Executive Director with responsibility for Roads and Infrastructure Services April 2024 For further information contact: Jim Smith, Head of Roads and Infrastructure Service Jim.Smith@argyll-bute.gov.uk Page 292
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ARGYLL & BUTE COUNCIL COUNCIL LEGAL AND REGULATORY SUPPORT 25 APRIL 2024 EXTRACT OF MINUTE OF PLANNING, PROTECTIVE SERVICES AND LICENSING COMMITTEE HELD ON 18 OCTOBER 2023 * 4. CONSUMPTION OF ALCOHOL IN DESIGNATED PLACES BYELAWS In terms of Section 201 of the Local Government (Scotland) Act 1973, byelaws require to be reviewed not later than ten years from them coming into force and every 10 years thereafter. A report advising on a review of the Byelaw prohibiting consumption of alcohol in designated places in Argyll and Bute which was due for review in 2024 was considered. Decision The Committee agreed to: 1. note the position with regards to the review of the Byelaw prohibiting consumption of alcohol in designated areas in Argyll and Bute which was due for review in 2024; and 2. recommend to the Council that no change to the byelaw was required at this time, in the knowledge that should there be any changes in circumstances that a formal review could take place at any point before the next period of review subject to adherence to Scottish Government Guidelines and their consequent approval and confirmation. (Reference: Report by Executive Director with responsibility for Legal and Regulatory Support dated 18 October 2023, submitted) Page 293 Agenda Item 19
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ARGYLL AND BUTE COUNCIL PLANNING, PROTECTIVE SERVICES AND LICENSING COMMITTEE LEGAL AND REGULATORY SUPPORT 18 October 2023 CONSUMPTION OF ALCOHOL IN DESIGNATED PLACES BYELAWS 1.0 INTRODUCTION The purpose of this report is to report to members on a review on the Consumption of Alcohol in designated places Byelaws which is due for review in 2024. Argyll and Bute Council made byelaws in relation to the consumption of alcohol in designated places which came into force in 1999. They were amended in 2009. The byelaws were most recently reviewed in 2014 when, following information provided by the police, areas in Oban were added namely Soroba, Glengallan and Pulpit Hill. 1.1 In terms of Section 201 of the Local Government (Scotland) Act 1973, byelaws require to be reviewed not later than ten years from the coming into force of the byelaw and every 10 years thereafter 2.0 RECOMMENDATIONS 2.1 Members are requested to a) Note the position with regards to the review of the Byelaw prohibiting consumption of alcohol in designated areas in Argyll and Bute which is due for review in 2024. b) Agree to recommend to the Council that no change to the byelaw is required at this time, in the knowledge that should there be any changes in circumstances that a formal review could take place at any point before the next period of review subject to adherence to Scottish Government Guidelines and their consequent approval and confirmation. 3.0 DETAIL 3.1 This report advises the Council on the Byelaws prohibiting consumption of alcohol in designated areas which is due for review in February 2024 3.2 Under section 201(1) of the Local Government (Scotland) Act 1973 (“the 1973 Act”), a local authority may make byelaws for the good rule and government of the whole or part of their area, and for the prevention and suppression of nuisances therein. Almost all local authorities in Scotland have an alcohol byelaw that covers a population or geographical area. 3.3 The Council resolved to make bye-laws to prohibit the consumption of alcohol within designated public places in Argyll and Bute in 1999. The consumption of Alcohol Byelaws were reviewed most recently in 2014 when, following information from the police, areas in Oban were added namely Soroba, Glengallan and Pulpit Hill. The designated areas covered by the Consumption of Alcohol Byelaw are on the website. There is a separate byelaw for Luss Public drinking byelaws | Argyll and Bute Council (argyll-bute.gov.uk) Page 295
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3.4 Byelaws, once reviewed and established, are in situ for a period of 10 years. If a change of circumstances emerge within the designated areas, byelaws can be reviewed within the 10 year period in line with Scottish Government Guidelines. Changes to the byelaws would be subject to public consultation and require approval and confirmation by the Scottish Government. 3.5 Enforcement of the byelaw is provided for in sections 128 and 129 of the Antisocial Behaviour etc. (Scotland) Act 2004 which gives police powers to issue a fixed penalty notice for drinking alcohol in contravention of byelaws made under sections 201-203 of the 1973 Act. If an offender refuses to pay the fixed penalty notice or wishes to challenge the allegation in court and is found guilty, the offender is liable on summary conviction to a fine not exceeding level 2 (£500) on the standard scale. 3.6 Police Scotland have been consulted on a review of the Consumption of Alcohol Byelaw given their knowledge of crime figures and powers of arrest to tackle alcohol related anti- social behavior. They have not provided any comment. 4.0 CONCLUSION 4.1 The Byelaws in respect of consumption of alcohol designated places in Argyll and Bute is due for review in February 2024. In light of the fact that no comments have been received from Police Scotland, it is recommended that no change to the Byelaws is made at this time. Having completed the regulatory element of the review process we will update the local community councils on the outcome and confirm that should there be any changes in circumstances within the area in the future, it is possible that a formal review could take place before the next period of review. This would be subject to adherence to Scottish Government Guidelines and their consequent approval and confirmation. 5.0 IMPLICATIONS 5.1 Policy: The application of the Byelaw process is consistent across all areas of Argyll and Bute. 5.2 Financial : None 5.3 Legal; Byelaws are a legal process subject to section 201(1) of the Local Government (Scotland) Act 1973 and Scottish Government guidance, approval and confirmation. 5.4 HR: None 5.5 Fairer Scotland Duty: None 5.5.1 Equalities - protected characteristics: None 5.5.2 Socio-economic Duty: None 5.5.3 Islands: None 5.6 Risk: Process ensures byelaw continues to be fit for purpose 5.7 Customer Service: None. Douglas Hendry Executive Director with responsibility for Legal and Regulatory Support Councillor Kieron Green Policy Lead 18th October 2023 For further information contact: David Logan, Head of Legal and Regulatory Support Page 296