Public reports pack
Argyll and Bute Council · 2 December 2025
Back to Bute and Cowal Area Committee — 2 December 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Argyll and Bute Council Comhairle Earra-Ghàidheal Agus Bhòid Executive Director: Douglas Hendry Kilmory, Lochgilphead, PA31 8RT Tel: 01546 605522 DX 599700 LOCHGILPHEAD 25 November 2025 NOTICE OF MEETING A meeting of the BUTE AND COWAL AREA COMMITTEE will be held IN DUNOON GRAMMAR SCHOOL AND MICROSOFT TEAMS on TUESDAY, 2 DECEMBER 2025 at 10:00 AM, which you are requested to attend. Douglas Hendry Executive Director BUSINESS 1. APOLOGIES FOR ABSENCE 2. DECLARATIONS OF INTEREST 3. MINUTES (a) Bute and Cowal Area Committee - 2 September 2025 (Pages 3 - 10) (b) Bute and Cowal Area Community Planning Group - 4 November 2025 (Pages 11 - 18) (c) Cowal Transport Forum - 24 November 2025 - TO FOLLOW 4. PUBLIC QUESTION TIME 5. AREA COMMITTEE QUARTERLY PERFORMANCE REPORTS – FQ2 2025/26 (Pages 19 - 54) Report by Executive Director with responsibility for Customer Support Services 6. ROADS AND INFRASTRUCTURE SERVICES UPDATE (Pages 55 - 58) Report by Executive Director with responsibility for Roads and Infrastructure Services 7. ELECTRIC VEHICLE CHARGING STRATEGY (Pages 59 - 80) Presentation by Project Manager with responsibility for Roads and Infrastructure Services 8. ARGYLL AND BUTE HEALTH AND SOCIAL CARE PARTNERSHIP PERFORMANCE REPORT - FQ1 2025/26 (APRIL - JUNE) (Pages 81 - 96) Public Document Pack
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Report by Senior Manager Performance & Improvement, Argyll and Bute Health and Social Care Partnership 9. CHARITABLE TRUSTS, BEQUESTS AND TRUST FUNDS (Pages 97 - 104) Report by Executive Director with responsibility for Legal and Regulatory Support REPORTS FOR NOTING 10. SAKURA CHERRY TREE PROJECT UPDATE (Pages 105 - 108) Report by Executive Director with responsibility for Legal and Regulatory Support 11. DRAFT BUTE AND COWAL AREA COMMITTEE WORKPLAN (Pages 109 - 110) REPORT WITH EXEMPT APPENDIX 12. MRS MARY MILLAN BEQUEST, BERTHA WIER BEQUEST, PROVOSTS BEQUEST (BUTE) & BAILLIE GILLIES BEQUEST - AWARD RECOMMENDATIONS (Pages 111 - 112) (a) Report by Executive Director with responsibility for Legal and Regulatory Support E1 (b) Exempt Appendix (Pages 113 - 118) The Committee will be asked to pass a resolution in terms of Section 50(A)(4) of the Local Government (Scotland) Act 1973 to exclude the public for items of business with an “E” on the grounds that it is likely to involve the disclosure of exempt information as defined in the appropriate paragraph of Part I of Schedule 7a to the Local Government (Scotland) Act 1973. The appropriate paragraph is:- Paragraph 6 Information relating to the financial or business affairs of any particular person (other than the authority). Bute and Cowal Area Committee Councillor Peter Wallace Councillor William Sinclair Councillor Yvonne McNeilly Councillor Ross Moreland Councillor Liz McCabe Councillor Reeni Kennedy-Boyle (Vice-Chair) Councillor Daniel Hampsey Councillor Gordon Blair (Chair) Councillor Audrey Forrest Contact: June Begg, Senior Committee Assistant Tel: 01546 604589
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MINUTES of MEETING of BUTE AND COWAL AREA COMMITTEE held ON A HYBRID BASIS IN THE FYNE HOMES BOARDROOM, VICTORIA STREET, ROTHESAY AND BY MICROSOFT TEAMS on TUESDAY, 2 SEPTEMBER 2025 Present: Councillor Gordon Blair (Chair) Councillor Peter Wallace Councillor William Sinclair Councillor Ross Moreland Councillor Audrey Forrest Attending: Stewart McLean, Committee Manager, Argyll & Bute Council Andrew Summers, Head of Development and Infrastructure, Argyll & Bute Council Seymour Adams, Chair of Cultural, Heritage and Arts Assembly (CHARTS) Kirsty McLuckie, Community Development Officer, Argyll & Bute Council Jean Moffat, Bute Community Council Catriona Renfrew, Kilfinan Community Council Andrew Galloway, Local Democracy Reporter 1. APOLOGIES FOR ABSENCE The Chair welcomed everyone to the meeting. Apologies for absence were received from Councillors Rennie Kennedy-Boyle, Liz McCabe and Yvonne McNeilly. 2. DECLARATIONS OF INTEREST Councillor Gordon Blair declared a non-financial interest in relation to item 10 of the agenda (Supporting Communities Fund 2025/26) he advised, he would leave the meeting and not take part in any discussion and decision on this item. 3. MINUTES (a) Bute and Cowal Area Committee - 3 June 2025 The Minute of the meeting of the Bute and Cowal Area Committee, held on 3 June 2025 was approved as a correct record. (b) Bute and Cowal Area Community Planning Group - 12 August 2025 The Minutes of the meeting of the Bute and Cowal Area Community Planning Group, held on 12 August 2025 were noted. (c) Cowal Transport Forum - 11 August 2025 The Minute of the Meeting of the Cowal Transport Forum, held on 11 August 2025 was noted. Page 3 Agenda Item 3a
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4. PUBLIC QUESTION TIME The Chair noted that several questions had been submitted by a member of the public in advance of the meeting, having noted that the member of the public was not in attendance, invited the Committee Manager to present the questions of their behalf. The Chair then invited any other members of the public in attendance to submit any questions they may have. Bute Campaign to extend Thomson Court and Friends of Thomson Court Question 1 Can our 3 Elected paid Local Councillors tell us what action they will take to ensure the Council make immediate investment to guarantee the safety of residents currently in Thomson Court? The Chair responded that 2 of the Bute ward members were unable to make the Area Committee, but that all elected members have direct access to the Policy Lead for Care Services who would be happy to engage with them on this matter. Councillor Wallace confirmed that he is aware of the concerns of constituents and shares their frustrations. Councillor Wallace added that he raises these concerns at every opportunity and will continue to do so. Councillor Moreland advised that the work undertaken at Struan Lodge was essential and was not undertaken at the expense of Thomson Court. Question 2 Why, when we have constantly been told there is no money, has Argyll and Bute Council found money to invest in Struan Lodge Dunoon which has not been classified unsafe but does have local Council representation on the HSCP board. In contrast, funds for Thomson Court which does not have local council representation on the HSCP board have been 'paused'? The Committee Manager advised that he had passed this question to Health and Social Care Partnership who had provided the following response: The works in Struan are essential to enabling us to keep the building safe and operational. These address immediate building safety concerns and are based upon a technical assessment and prioritisation by professional / technical staff. Question 3 Could Argyll and Bute Council confirm the money previously set aside for Thomson Court is still ' ring fenced' and has not been used to fund alternative projects such as Struan Lodge? The Committee Manager advised that he had passed this question to Health and Social Care Partnership who had provided the following response: Page 4
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The funding for the project was being sourced from several sources. The Island Fund grant is no longer available as this was time bound; we could re-apply for this when we have a new project in place. The HSCP no longer has any resource available to support building / capital projects. Argyll & Bute Council make an annual allocation to support property spend in care homes and some of this is available to fund priority maintenance in Thomson Court, it is not sufficient to fund a re-modelling of the care home. The strategic work on care home capacity and demand is on-going and the next stage will be reporting to the care home and housing programme board in the coming weeks, this work will further highlight the mis-match between residential care places and demand on Bute. Question 4 and 5 Please can we be advised of the exact date, and at what Meeting the decision to provide this funding to Struan Lodge was made? We have looked through the minutes and agenda for the HSCP meetings and unfortunately, we cannot find this information. I appreciate we may have simply missed it. When approved which Councillors were given voting rights in this particular decision? The Committee Manager advised that these questions had been submitted later than the previously submitted questions and would liaise with the relevant Council Officers and provide a response to Bute Campaign to extend Thomson Court and Friends of Thomson Court and the Committee members following the meeting. Mrs Jean Moffat Mrs Moffat stated that the questions she put to the last Area Committee meeting in respect of Thomson Court had not yet, been responded to and asked why was resource given to Struan Lodge when Thomson Court is also in need of investment? Councillor Moreland apologised and advised that Mrs Moffat should have received answers to her questions, and that he would chase them up. Councillor Moreland added that the works undertaken at Struan Lodge were essential and that if the need for essential work had been identified at Thomson Court then Thomson Court would have received funding. Catriona Renfrew, Kilfinan Community Council Mrs Renfrew raised concerns regarding Speed Limits and how best to engage with the Roads Department to seek a reduction in the speed limit of 60mph through some of the local villages in Cowal. The Chair advised that he and other elected members had visited the sections of the roads in question with a roads department officer, which he found to be most beneficial in seeing firsthand the speed limits set within some villages. Page 5
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Andrew Summers, Head of Roads and Infrastructure advised that the Scottish Government have funded a Speed Limit Review and a new project manager would be in post in the near future to look at speed limits. Mrs Jean Moffat, Bute Community Council Mrs Moffat reported that Bute Community Council had received correspondence from Police Scotland advising that they had requested that the Council allow them sole use of the carpark outside the Rothesay Police Office and that this request had been refused. Mrs Moffat asked if the Area Committee would support Police Scotland in their endeavours to secure sole access to carpark? The Chair responded that he is committed to partnership working and advised that he would raise this issue with the responsible department. 5. CHARTS (ARGYLL AND THE ISLES) The Committee gave consideration to a presentation by the Chair of the Cultural Heritage and Arts Assembly (CHARTS) for Argyll and the Isles. The presentation included information on the strategic aims, key projects and impact of partnership working on both regional and local areas and provided highlights of key projects throughout the Bute and Cowal Area. Mr Adams also provided information in relation to funding streams and the benefits of the continued support received from Argyll and Bute Council. Decision The Bute and Cowal Area Committee considered and noted the information provided in the presentation. (Reference: Presentation by Chair, Cultural Heritage and Arts Assembly for the Argyll and Isles, dated August 2025, submitted) 6. ROADS AND INFRASTRUCTURE SERVICES UPDATE The Committee gave consideration to a report which provided links to the recent activities of Roads and Infrastructure Services. Decision The Bute and Cowal Area Committee noted the contents of the report. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services, dated August 2025, submitted) 7. RECYCLING AND RECOVERY PERFORMANCE Consideration was given to a report providing details on the council’s recycling and landfill diversion performance along with national policy, targets and regulations which are likely to impact on future performance. Decision Page 6
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The Bute and Cowal Area Committee noted the details as outlined in the report and the national policy drivers that would likely impact over the coming years. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services, dated August 2025, submitted) 8. CLACHAN FLATS WINDFARM TRUST: APPOINTMENT OF TRUSTEES Consideration was given to a report inviting the Area Committee to consider the composition of the Trustees of the Clachan Flats Windfarm Trust. Decision The Bute and Cowal Area Committee:- 1. agreed that the Trust Deed reflect that Scottish Power Renewables have declined the offer of appointment as a Trustee; and 2. resolved to increase the terms of the number of community representative position on the trust from one to two, and that arrangements for the election of community representatives be delegated to the Returning Officer to progress. (Reference: Report by Executive Director with responsibility for Legal and Regulatory Support dated May 2025, submitted) 9. AREA COMMITTEE QUARTERLY PERFORMANCE REPORTS - FQ1 2025/26 The Committee gave consideration to the Area Performance Report for financial quarter 1 of 2025/26 (April – June 2025) which illustrated the agreed performance measures for this period. Decision The Bute and Cowal Area Committee noted the performance and supporting commentary as presented. (Reference: Report by Executive Director with responsibility for Customer Support Services, dated 12 August 2025, submitted) Having declared an interest in the following item of business, Councillor Blair left the room and took no part in discussion of this item. In the absence of the Vice-Chair the Area Committee agreed that Councillor Peter Wallace act as Chair for this item. 10. SUPPORTING COMMUNITIES FUND 2025/2026 Consideration was given to a report which detailed recommendations for the award of the Council’s Supporting Communities Fund (SCF) for the 2025/26 round of funding that had been made available for distribution by Council to organisations in the Bute and Cowal area. Page 7
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Decision The Bute and Cowal Area Committee agreed that the 20 applications, marked as ‘Award’ and ‘Partial Award’ within Appendix 1 of the report, are awarded funding from the Supporting Communities Fund Budget totalling £22,500, as follows: Applicant Recommendation Amount Requested Recommended Award 2025/26 Glendaruel Hall Award £1,480.00 £1,480.00 Waterbaby Arts Award £1,350.00 £1,350.00 Crossroads caring for carers Cowal & Bute SCIO Award £1,500.00 £1,500.00 Kyles Allotment Group Award £500.00 £500.00 Rothesay & District Pipe Band Award £802.00 £802.00 Youthstuff Award £1,500.00 £1,500.00 Isle of Bute Resilience Team Award £1,500.00 £1,500.00 Strachur and District Piping Association Award £1,300.00 £1,300.00 Dunoon Community Shed Award £1,000.00 £1,000.00 Dunoon Foodbank Award £1,500.00 £1,500.00 Grow Bute Gardens Association Award £1,270.00 £1,270.00 Patchwork 2 to 5 Nursery Award £1,000.00 £1,000.00 Sandbank Community Development Trust Award £473.99 £473.99 Bute Junior Agricultural Club Partial award £1,500.00 £1,220.67 Bute Kitchen Partial award £1,500.00 £1,220.67 Bute Shinty Club Partial award £1,500.00 £1,220.67 Innellan and Toward Family Centre SCIO Partial award £1,500.00 £1,220.67 Lochgoilhead Climbing Club Partial award £1,500.00 £1,220.67 Sandbank Village Hall Partial award £1,500.00 £1,220.66 Cowal Walking Festival Association No award £1,500.00 £0.00 Cowal Choral Club No award £1,500.00 £0.00 Lochgoilhead Fiddle Workshop No award £1,500.00 £0.00 Voices of Argyll C.I.C No award £1,500.00 £0.00 Cowal Home Education Inclusion Project No award £1,500.00 £0.00 Castle House Museum No award £1,200.00 £0.00 Starter Packs Plus No award £1,500.00 £0.00 Cowal Community Orchestra No award £1,500.00 £0.00 South Cowal Trust No award £1,200.00 £0.00 TOTAL £37,075.99 £22,500.00 Councillor Blair re-joined the meeting for the remainder of the business. 11. SUPPORTING COMMUNITIES FUND - MONITORING OF PROJECTS FUNDED 2023/24 Consideration was given to a report providing information on the impact and spend of funding awarded to community projects from the Council’s Supporting Communities Fund in 2023/24. Page 8
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Decision The Bute and Cowal Area Committee noted the positive contribution of the Supporting Communities Fund detailed in section 4 and within the attached table; and that no funds were to be returned. (Reference: Report by Chief Executive, dated 2nd September 2025, submitted) 12. BUTE & COWAL AREA COMMITTEE WORKPLAN - SEPTEMBER 2025 The Bute and Cowal Area Committee workplan was before members for information. Decision The Bute and Cowal Area Committee noted the contents of the workplan. (Reference: Bute and Cowal Area Committee workplan, dated 2 September 2025, submitted) Page 9
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MINUTES of MEETING of BUTE AND COWAL AREA COMMUNITY PLANNING GROUP held by MICROSOFT TEAMS on TUESDAY, 4 NOVEMBER 2025 Present: Jean Moffat, Bute Community Counci (Chair) Councillor Ross Moreland Councillor Gordon Blair Councillor Peter Wallace Chief Inspector James McArthur, Police Scotland Sergeant Stuart Brannan, Police Scotland Andy MacPherson, Argyll and Bute Climate Action Network Janis Marshall Reilly, Argyll and Bute Third Sector Interface Ian Woodcock, Transport Scotland Rhydian Knight, Friends of Glenan Woods Ed Pybus, Kilfinan Community Council John Brent, Ardentinny Community Council Rachel McLean, Team Leader, Argyll and Bute Community Link Worker Service Angela Coll, Argyll and Bute Health and Social Care Partnership Maggie Clark, Argyll and Bute Health and Social Care Partnership Melanie McLean, Argyll Community Housing Association Rhona Altin, UHI Argyll Attending: Rona Gold, Communities and Partnership Manager, Argyll and Bute Council John McLuckie, Partnerships Lead – Community Planning, Argyll and Bute Council Ailie Law, Community Development Officer, Argyll and Bute Council Councillor William Sinclair Stuart McLean, Committee Manager, Argyll and Bute Council Andrew Galloway, Local Democracy Reporter Chris Martin, Argyll Media The Chair ruled, and the Area Community Planning Group agreed, to vary the order of business and consider Agenda Item 8a ‘Police Scotland Update’ after Agenda Item3 (MINUTE) in order to facilitate Chief Inspector James McArthur attending another meeting. 1. WELCOME AND APOLOGIES The Chair welcomed everyone to the meeting and general introductions were made. Apologies for absence were intimated on behalf of: Julie Fish, Community Development Officer, Argyll and Bute Council Councillor Audrey Forrest, Argyll and Bute Council Ross McDougall, Scottish Fire and Rescue Service, and Becky Hothersall, The Poverty Alliance Page 11 Agenda Item 3b
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2. DECLARATIONS OF INTEREST There were no declarations of interest intimated. 3. MINUTES OF THE BUTE AND COWAL COMMUNITY PLANNING GROUP HELD ON TUESDAY 12 AUGUST 2025 The minutes of the Bute and Cowal Area Community Planning Group meeting held on Tuesday 12 August 2025 was approved as a correct record. PARTNER UPDATES Police Scotland Update The Group gave consideration to a report highlighting Police Scotland’s priorities for the Cowal, Bute and Helensburgh area including Acquisitive Crime, Roads Safety, Anti-Social Behaviour/Violence and Public Protection. The report also referenced Local News such as the planned seasonal winter safety campaigns, community engagement opportunities, crime prevention, and operational effectiveness and the return of Dunoon Police 5s Football Tournament. Chief Inspector James McArthur advised the Group that an article in the Dunoon Observer dated 31 October 2025 had suggested that violent crime within the locality had spiralled. Chief Inspector McArthur assured Partners that this is not the case and that the reported increase in violent crime was as a consequence of changes to the reporting structures introduced by the Scottish Government. Decision The Bute and Cowal Area Community Planning Group noted the information provided. (Reference: Report by Police Scotland, dated November 2025, submitted) 4. APPOINTMENT OF VICE CHAIR FOR THE BUTE AND COWAL AREA COMMUNITY PLANNING GROUP The Group gave consideration to a report providing information relating to the appointment of a Vice-Chair for the Bute and Cowal Area Community Planning Group. The report also outlined the expected time commitment and information on the role. The Group took the opportunity to record their thanks to the previous Vice-Chair, Reeni Kennedy-Boyle, for her hard work and dedication to the role. Decision The Bute and Cowal Area Community Planning Group agreed to continue consideration of the appointment of a Vice-Chair to the next meeting of the Group. (Reference: Report by Committee Manager, Argyll and Bute Council, dated 4 November 2025, submitted) Page 12
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5. COMMUNITY PLANNING PARTNERSHIP MANAGEMENT COMMITTEE MEETING HIGHLIGHTS The Group gave consideration to a report which outlined matters discussed during the Community Planning Partnership (CPP) Management Committee Meeting held on 19 September 2025. The report provided information on the CPP Improvement Plan, Fair Funding Guidance, Climate Change and the Community Wealth Building Charter. The report also provided updates from each of the Area Community Planning Groups, which took place in August 2025 and progress within each of the Priority Outcomes. Decision The Bute and Cowal Area Community Planning Group noted the contents of the report. (Reference: Report by Partnerships Lead, Argyll and Bute Council, dated 4 November 2025, submitted) 6. COMMUNITY PLANNING PARTNERSHIP PRIORITIES (a) Transport Update The Group gave consideration to a presentation which was delivered by the Partnerships Lead of the Community Planning Team. The presentation highlighted information on how the Community Planning Partnership (CPP) would seek to improve transport infrastructure, taking in to consideration the agreed objectives of the 2024-2034 Argyll and Bute Outcome Improvement Plan (ABOIP). The presentation also included information on the project mandates to be signed off by the Community Planning Partnership in relation to Transport Infrastructure. Decision The Bute and Cowal Area Community Planning Group noted the information provided. (Reference: Presentation from Partnerships Lead Community Planning, Argyll and Bute Council) (b) Housing Update The Group gave consideration to a presentation which was delivered by the Partnerships Lead of the Community Planning Team. The presentation highlighted information on how the Community Planning Partnership (CPP) would seek to improve housing, taking into consideration the agreed objectives of the 2024-2034 Argyll and Bute Outcome Improvement Plan (ABOIP). The presentation also included information on the discussions held during the CPP Management Committee in September 2025 which focused on Housing; the Construction Skills Development Working Group and communicating financial interventions on homelessness. Decision The Bute and Cowal Area Community Planning Group noted the information provided. Page 13
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(Reference: Presentation from Partnerships Lead Community Planning, Argyll and Bute Council) (c) Community Wellbeing Consideration was given to a presentation delivered by the Partnerships Lead of the Community Planning Team. The presentation outlined how the Community Planning Partnership would seek to improve Community Wellbeing, taking into consideration the agreed objectives of the 2024-2034 ABOIP. The presentation noted that Community Wellbeing was the highest priority for both Bute and Rothesay and second in Dunoon; and overall, the second highest priority across the whole area. The presentation also provided information on the agreed actions to be developed and next steps. Mr McLuckie highlighted a series of questions which would be circulated to Partners by email following the meeting. He advised that as part of the ongoing conversation, the Community Planning Team would welcome any additional comments in response to the questions. Decision The Bute and Cowal Area Community Planning Group noted the information provided. (Reference: Presentation from Partnerships Lead Community Planning, Argyll and Bute Council) 7. ARGYLL AND BUTE HEALTH AND SOCIAL CARE PARTNERSHIP PUBLIC HEALTH TEAM (a) Partner Update - Public Health Consideration was given to a public health update from Argyll and Bute Health and Social Care Partnership’s Public Health Team on the ongoing wellbeing and prevention activities overseen and delivered by them in Argyll and Bute. The update provided information on the Stoptober campaign to encourage people to stop smoking, a Gypsy/Traveller community health event held in Ardrishaig in October, the Joint Strategic Plan for 2026 – 2031, the ‘You Are Not Alone’ drama performances for S2 pupils which took place in September across eight secondary schools in Argyll and Bute and the Planet Youth update. The update also provided information on the accessible and easy read version of the NHS Highland Equality Outcomes (2025–2029), the first Speakeasy 'taster' webinars which were held in September, the Public Health Scotland report on emergency hospital admissions and deaths as a result of unintentional injury and the Argyll and Bute Alcohol and Drug Partnership. Page 14
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Decision The Bute and Cowal Area Community Planning Group noted the information provided. (Reference: Report by Health Improvement Senior, Argyll and Bute Health and Social Care Partnership, dated November 2025, submitted) (b) Working with Communities The Group gave consideration to a presentation which was delivered by Maggie Clark, Argyll and Bute Health and Social Care Partnership. The presentation offered an overview of the Working with Communities initiative and a number of the projects associated with it such as Planet Youth, Public Living Rooms and Living Well Self Management Strategy. Miss Clark also spoke of the importance of communities working together and the activities being taken forward to develop and enhance skills for leadership across Argyll and Bute. Decision The Bute and Cowal Area Community Planning Group noted the presentation. (Reference: Presentation by Argyll and Bute Health and Social Care Partnership, dated 4 November 2025, submitted). 8. PARTNER UPDATES (b) Scottish Fire and Rescue Service Update The Group gave consideration to a report highlighting the Scottish Fire and Rescue Service’s FQ2 review of local performance across Bute and Cowal for the period 2025 – 2026. The report gave a breakdown of fires and special services incidents which occurred within the locality and provided information on the Fire Skills course which was run in Oban, Station open days, road and water safety campaigns and the work of the Community Action Team. Decision The Bute and Cowal Area Community Planning Group noted the information provided and that, in the absence of a representative of Scottish Fire and Rescue Service, any questions could be forwarded to the Committee Manager following the meeting and any responses circulated to the Group. (Reference: Report by Scottish Fire and Rescue Service, dated November 2025, submitted) (c) UHI Argyll - Rothesay and Dunoon Consideration was given to an update by UHI Argyll – Rothesay and Dunoon, the update included information on the 2025 Graduation ceremony which was held during September in the Queens Hall, Dunoon; a Modern Apprenticeship Employer Engagement Event which was held in the Oban Centre in October; engagement at Dunoon Grammar School and Rothesay Joint Campus in September and October Page 15
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and a number of new courses that have launched. Decision The Bute and Cowal Area Community Planning Group noted the information provided. (Reference: Report by UHI Argyll, dated 21 October 2025, submitted) (d) Live Argyll Community Learning Services Update Consideration was given to a report from the Live Argyll Community Learning Service, which provided an update on Cowal Youth Work. The report also provided information on the Youth Voice Showcase being held at the Queens Hall, Dunoon in November; Girls Group, Dunoon School Hostel and Social 22 and information on wider achievements, specifically Dynamic Youth and Youth Achievement Awards. Decision The Bute and Cowal Area Community Planning Group noted the information provided and that, in the absence of a representative of Live Argyll Community Learning Service, any questions could be forwarded to the Committee Manager following the meeting and any responses circulated to the Group. (Reference: Report by Live Argyll Community Learning Service, dated November 2025, submitted) (e) Community Development Update The Group gave consideration to a report by the Community Development Team which advised that Supporting Communities Fund applications were considered by the four Area Committees in September and that 20 groups within Bute and Cowal had secured funding. The report also advised that from 1 August 2025 the Community Development team will work across all Argyll and Bute Council areas to assist and strengthen networks that offer assistance and recovery opportunities, for people who have experienced addiction. Decision The Bute and Cowal Area Community Planning Group noted the information provided. (Reference: Report by Community Development, dated November 2025, submitted) (f) Transport Scotland Update Consideration was given to an update from Transport Scotland which provided information on a variety of different works recently completed and planned along the A83, the Rest and be Thankful plus information on works recently completed and planned along the A82. Page 16
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Decision The Bute and Cowal Area Community Planning Group noted the information provided. (Reference: Report by Transport Scotland, dated November 2025, submitted) (g) Opportunity for Verbal Updates Kilfinan Community Council Ed Pybus advised that Kilfinan Community Council are currently developing a community plan with a focus on resilience. Mr Pybus further advised that the Community Council meeting in November will focus on roads, speed limits, potholes, cycle lanes and that they hoped a representative from the Roads and Infrastructure Service, Argyll and Bute Council would be in attendance. Third Sector Interface (TSI) Janis Marshall Reilly advised that the Chief Executive Officer is drafting the TSI manifesto in advance of the Scottish Parliament elections, scheduled to be held in May 2026. Miss Marshall-Reilly also advised that she had recently attended the TSI Network Scotland Conference and encouraged all Partners to undertake the Community Voices Survey consultation. Committee Manager Update The Committee Manager highlighted that the Governance Arrangements of the Group would be considered at the next meeting, including the membership, advising that this is drawn from public sector, third sector, private sector, community organisations and partnerships operating within the Bute and Cowal area. Mr McLean encouraged partners to refer any individuals or groups who may be interested to contact him regarding their inclusion within the membership. Friends of Glenan Wood Rhydian Knight advised that the Friends of Glenan Wood had recently facilitated a number of community engagement events and directed partners to visit the website for details of these and future events. 9. COMMUNITY FOCUS (a) We Are With You The Group gave consideration to a presentation by Team Leader, Argyll and Bute Community Link Worker Service regarding the ‘With You’ project. Rachel McLean advised that the Community Links & Drug and Alcohol Services supports anyone affected by drug or alcohol use to make a positive change to their circumstances. Miss McLean further advised that in 2024 ‘With You’ services in Argyll and Bute received a total of 1088 referrals, Community Link Workers are based in 6 GP surgeries in Cowal and that people can access a variety of support services including, but not limited to, 1 to 1 support and psychosocial interventions Group Work, Support for friends and family and Support to access residential Page 17
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rehabilitation. Decision The Bute and Cowal Area Community Planning Group noted the information provided. (Reference: Presentation from Team Leader, Argyll and Bute Community Link Worker Service). 10. CLIMATE CHANGE (a) Climate Change Update 1. 2. 3. Consideration was given to a report and presentation which provided an update on the overall progress of with the climate change strategy; progress with developing a legacy proposal, shaped by the Scottish Government’s aspirations; funding support for Argyll as Climate Ready Region and initial findings from the review of existing community resilience and emergency plans through engagement with community councils. Decision The Bute and Cowal Area Community Planning Group: Noted the overall progress since the August update, with some work on community resilience and legacy/ongoing partnership proposals brought forward and pushing back some work on the Action Plan, and a timeline to July 2026. Noted in particular the significance of the Scottish Government’s aspirations and support for developing an Argyll and Bute Climate Ready Region. Noted the initial findings from review and engagement to date on community resilience/emergency plans, and agreed to feedback opportunities for sharing learning and best practice to the Climate Change Project Manager (andy@act- now.org.uk) (Reference: Report by Climate Change Project Manager, Argyll & the Isles Coast and Countryside Trust, dated 22 October 2025, submitted) (b) Opportunity for verbal updates on community based initiatives There were no verbal updates provided under this item. 11. DATE OF NEXT MEETING The Group noted that the next meeting of the Bute and Cowal Area Community Planning Group would take place at 10.00am on Tuesday 3 February 2026 by Microsoft Teams. Page 18
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ARGYLL AND BUTE COUNCIL BUTE AND COWAL AREA COMMITTEE CUSTOMER SUPPORT SERVICES 2 DECEMBER 2025 AREA COMMITTEE QUARTERLY PERFORMANCE REPORTS – FQ2 2025/26 1.0 EXECUTIVE SUMMARY Performance data is recorded and reported quarterly for each council department as well as for the Council as a whole. Each of the Council’s four administrative areas is represented by an Area Committee. The performance information presented to these committees is tailored to address topics of relevance and importance to the respective area. Area Committee are requested to note and consider the performance and supporting commentary as presented. Page 19 Agenda Item 5
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ARGYLL AND BUTE COUNCIL BUTE AND COWAL AREA COMMITTEE CUSTOMER SUPPORT SERVICES 2 DECEMBER 2025 AREA COMMITTEE QUARTERLY PERFORMANCE REPORTS – FQ2 2025/26 2.0 INTRODUCTION 2.1 This paper presents the Area Performance Report for Financial Quarter 2 2025/26 (July – September 2025) and illustrates the agreed performance measures. 3.0 RECOMMENDATIONS 3.1 It is recommended that the Area Committee – a) Notes and considers the performance and supporting commentary as presented. 4.0 DETAIL 4.1 This paper presents the Area Performance Report for Financial Quarter 2 2025/26 (July – September 2025) and illustrates the agreed performance measures. 4.2 The features of the Performance Report are as follows: - Indicators are grouped by corporate outcome. The data table for each indicator is colour coded to identify the level of reporting. o Area level measures are blue o Council level measures are grey o COI measures are white Each indicator details the o Target, Actual and Performance status (Green / Red / No Target) for the current and four previous financial quarters. o Commentary for the current financial quarter only. o Narrative explaining the performance trend e.g. This indicator is above target and performance has improved since the last reporting Page 20
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period. o Where appropriate a performance trend line has been added. o The name of the Responsible Officer. o Where possible performance is presented at both area and council level. 4.3 The commentary for each indicator helps tell our story and enables Elected Members to put the performance data into perspective and understand if an issue is local in nature or should be escalated up to a Strategic Committee. 4.4 As part of our improvements to performance reporting and making best use of the digital technology available to us, the information contained in this report is also available in your online scorecard which can be accessed via the Members Area on The Hub. If support is required to navigate the online scorecard, please contact lorna.gillies@argyll-bute.gov.uk 4.5 To improve the response to performance queries, it is requested that should there be any queries that either the Responsible Person or Kay Owen are contacted. This should enable some queries being resolved or clarified prior to the Area Committee meeting and therefore being carried forward as actions at a subsequent meeting. 5.0 CONCLUSION 5.1 Area Committee are asked to note and consider the performance and supporting commentary as presented. 6.0 IMPLICATIONS 6.1 Policy All of the indicators in this report are based on agreed Council policy. 6.2 Financial All indicators with financial implications are actively managed through agreed budget monitoring processes. 6.3 Legal All appropriate legal implications are complied with. 6.4 HR All HR implications are actively managed through agreed Wellbeing and Management monitoring processes. 6.5 Customer Service All activities with customer feedback or insight are rigorously monitored for improvement. 6.6 Risk Without this information Elected Members are less informed of activities within their area. Page 21
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6.7 Climate Change The Council is committed to working towards net zero. 6.8 Fairer Scotland Duty None arising directly from this report. An IIA is not required for performance reporting. 6.9 Equalities – protected characteristics None arising directly from this report. All activities monitored in this report comply with the council’s equality policies and obligations. An IIA is not required for performance reporting. 6.10 Consumer duty None arising directly from this report. An IIA is not required for performance reporting. 6.11 Islands Communities None arising directly from this report. An IIA is not required for performance reporting. 6.12 Children’s Rights and Wellbeing None arising directly from this report. An IIA is not required for performance reporting. This report highlights examples of how the Council is committed to and working towards reducing child poverty and improving outcomes for every child Kirsty Flanagan Executive Director 7th November 2025 For further information contact: Jane Fowler Head of Customer Support Services APPENDICES Appendix 1 FQ2 2025/26 All Areas Performance Report Page 22
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# Indicator Responsible Person Reported Page COI - Maximise distribution of Scottish Welfare Fund Fergus Walker A&B only 3 COI - Percentage of clients satisfied that they are better able to deal with their financial problems following our support and intervention Lee Roberts A&B only 4 Number of parking penalty notices issued Hugh O'Neill Area 5 Car parking income to date (cumulative) Hugh O'Neill Area 6 - 7 Number of dog fouling complaints Tom Murphy Area 8 COI - Increase the percentage of our care experienced young people that have the recommended additional tracking and monitoring plans in place Louise Chisholm A&B only 9 COI - Provide quality meals within cost margins to all pupils Christine Boyle A&B only 10 Maximise the percentage of 16-19 year olds participating in education, training or employment Jennifer Crocket Area 11 2025/26 FQ2 Bute and Cowal Performance Report The information presented is a summary of the agreed measures. Unless stated otherwise, performance is presented at both Area and Council-wide levels. The measure shows the performance against target for the current previous three reporting periods with an explanation of performance trend. Where appropriate a trend line has been added to illustrate movement in 'Actual' over the reporting period. Corporate Outcome: People live active, healthier and happier lives Corporate Outcome: People live in safer and stronger communities Corporate Outcome: Children and young people have the best possible start Corporate Outcome: Education, skills and training maximises opportunities for all Page 23
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# Indicator Responsible Person Reported Page Number of affordable social sector new builds completed per annum Kelly Ferns Area 12 Percentage of pre-planning application enquiries processed within 20 working days Peter Bain Area 13 - 14 Average number of weeks to determine householder planning applications Peter Bain Area 15 - 16 Number of empty properties Jonathan Welch Area 17 COI - Number of new homeless applicants who required temporary accommodation this period Morven Macintyre A&B only 18 COI - Maintain the percentage of local suppliers that benefit from the award of contracts via the procurement portal Anne MacColl-Smith A&B only 19 COI - Increase the number of community benefits that are delivered through contracts we award locally Anne MacColl-Smith A&B only 20 Percentage of street lighting faults repaired within 10 days Tom Murphy Area 21 Number of waste collection complaints Tom Murphy Area 22 - 23 COI (part) - Percentage of waste recycled, composted and recovered Andy Summers Area 24 - 25 COI - Number of tonnes of waste sent to landfill Andy Summers A&B only 26 COI - LEAMS (Local Environment Audit and Management System) Tom Murphy Area 27 - 28 COI - Teacher sickness absence Jennifer Crocket (B&C and MAKI) Wendy Brownlie (H&L and OLI) Area 29 COI - LGE staff (including non-Teacher) sickness absence Carolyn Cairns Area 30 COI - Increase the percentage of all self-service automated contacts Robert Miller A&B only 31 Corporate Outcome: We have an infrastructure that supports sustainable growth Corporate Outcome: Making it happen Corporate Outcome: Our economy is diverse and thriving Page 24
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 95.3% 123.0% 27.7% Green - Actual exceeds Target In FQ2 2025/26, we received a total of 1013 applications to the Scottish Welfare Fund, comprising 676 Crisis Grant applications and 337 Community Care Grant applications. We made 593 awards to the value of £281,810. 420 Crisis Grant awards and 173 Community Care Grant awards, which is a 9% increase compared to the same period last year. Our expenditure of £281,810 at the end of FQ2 is £52,668 above the profiled budget. We are continuing to support applications from medium and high priorty cases but monitoring this closely. Period Actual FQ1 Commentary 2024/25 FQ2 72.9% 2024/25 FQ3 79.7% 2024/25 FQ4 119.8% 2025/26 FQ1 119.0% 2025/26 FQ2 123.0% Corporate Outcome - People live active, healthier and happier lives COI - Maximise distribution of Scottish Welfare Fund Responsible Person: Fergus Walker This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. Actual trend line In FQ1 2025/26, we received a total of 510 applications to the Scottish Welfare Fund, comprising 347 Crisis Grant applications and 163 Community Care Grant applications. We made 312 awards in total to the value of £135,819. 227 Crisis Grant awards and 85 Community Care Grant awards reflecting a 13% increase compared to the same period last year. Our allocated budget from the Scottish Government for 2025/26 is £458,284. Our expenditure of £135,819 at the end of FQ1 is £21,249 above the profiled budget for the quarter. This higher spend indicates the growing pressure on the fund and highlights the ongoing importance of the Scottish Welfare Fund in providing vital support to individuals and families facing financial hardship. The Council currently provides support for both medium and high priority cases under SWF and DHP. This is subject to ongoing review, and should circumstances require a recommendation will be made to restrict support to high-priority cases only. 3 Page 25
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 100% 100% 0% Green - Actual meets Target This is a voluntary survey with no obligation for clients to respond either in full or in part. It is also common for incomplete returns to be received. In FQ2 2025/26, 14 survey forms were distributed to clients. 5 were returned. Of these 5 returns, 5 responded to the question relating to being better able to deal with their financial problems. Of these 5 respondents, 5 responded positively, whilst 0 responded negatively. Accordingly, 100% of clients that responded were positive about their experience i.e. no negative comments or responses were reported. Period Actual FQ1 Commentary 2024/25 FQ2 100% 2024/25 FQ3 100% 2024/25 FQ4 100% 2025/26 FQ1 100% 2025/26 FQ2 100% Actual trend line This is a voluntary survey with no obligation for clients to respond either in full or in part. It is also common for incomplete returns to be received. In FQ1 2025/26, 7 survey forms were distributed to clients. 7 were returned. Of these 7 returns, 6 responded to the question relating to being better able to deal with their financial problems. Of these 6 respondents, 5 responded positively, whilst 0 responded negatively. Accordingly, 100% of clients that responded were positive about their experience i.e. no negative comments or responses were reported. Corporate Outcome - People live active, healthier and happier lives COI - Percentage of clients satisfied that they are better able to deal with their financial problems following our support and intervention Responsible Person: Lee Roberts This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 meets the target with no change in performance since the last reporting period. 4 Page 26
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 B&C No Target 310 N/A N/A A substantial increase in Penalty Charge Notices compared to the same quarter of the previous financial year. This is a reflection of the increased warden staff (increased from 6 to 8 in March 2025). The increase has allowed a greater focus by the B&C warden within B&C. Another impact may be the introduction and enforcement of the pavement parking prohibtions under Part VI of the Transport (Scotland) Act 2019. Period Actual FQ1 Commentary 2024/25 FQ2 195 2024/25 FQ3 245 2024/25 FQ4 313 2025/26 FQ1 278 2025/26 FQ2 310 2025/26 FQ2 A&B No Target 2,090 N/A N/A There is an approximate 10% variance in Penatly Charge Notcies compared to the same quarter of the previous financial year. The most likley cause of the reduction is the bedding in of the Luss Traffic Management Order and the associated reduction of breaches, as visitor and local drivers become more familiar with the restrictions. Period Actual FQ1 Commentary 2024/25 FQ2 2,302 2024/25 FQ3 968 2024/25 FQ4 1,253 2025/26 FQ1 2,536 2025/26 FQ2 2,090 This indicator for FQ2 shows the number of parking penalty notices has decreased since the last reporting period. Actual trend line Numbers tracking higher than previous FQ1. Impacted by both the period of good weather and the introduction of the pavement parking prohibitions. Corporate Outcome - People live in safer and stronger communities Number of parking penalty notices issued Responsible Person: Hugh O'Neill This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 shows the number of parking penalty notices has increased since the last reporting period. Actual trend line Similar to previous FQ1 2024/25. However, the rise is in line with the expected impact of the pavement parking prohibitions enforcement. 5 Page 27
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 B&C £39,336 £30,721 -£8,615 Red - Actual below Target Significant variance compared to FQ2 of 2024/25 and to the Actual Target. No reason has been identifed for this, but it may be due to a lag in either cash banking or collection of cashless payments from the suspence accounts to the B&C income ledger. Period Target Actual FQ1 Commentary 2024/25 FQ2 £36,887 £35,543 2024/25 FQ3 £55,259 £47,925 2024/25 FQ4 £70,174 £67,957 2025/26 FQ1 £15,480 £15,459 2025/26 FQ2 £39,336 £30,721 £3,907 £0 £519 £1,483 £2,812 £2,444 £4,096 £0 £15,261 Dunoon Pier Moir Street,Dunoon Argyll Street, Dunoon Jane Villa, Dunoon B&C Total Actual trend line There is no trend as this data is cumulative as of FQ1 each financial year. Almost met target (only £21 less than forecast) but significantly higher than FQ1 2024/25. Income Collected During FQ2 Guildford Square, Rothesay Church Street, Dunoon Swimming Pool, Dunoon Corporate Outcome - People live in safer and stronger communities Car parking income to date (cumulative) Responsible Person: Hugh O'Neill This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 shows the cumulative amount of income is lower than the cumulative target. 6 Page 28
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B £681,962 £675,793 -£6,169 Red - Actual below Target Less than 1% variance in income. Supports the current target having been set correctly. Period Target Actual FQ1 Commentary 2024/25 FQ2 £594,132 £639,207 2024/25 FQ3 £832,042 £887,707 2024/25 FQ4 £963,049 £1,011,360 2025/26 FQ1 £309,143 £309,660 2025/26 FQ2 £681,962 £675,793 Corporate Outcome - People live in safer and stronger communities Car parking income to date (cumulative) Responsible Person: Hugh O'Neill This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 shows the cumulative amount of income is lower than the cumulative target. Actual trend line There is no trend as this data is cumulative as of FQ1 each financial year. Despite target being rasied compared to previous FQ1, target has been met (over 100% achieved). 7 Page 29
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 B&C No Target 13 N/A N/A There were 13 dog fouling complaints received from the Bute and Cowal area this quarter, broken down Cowal received 8 and Bute 5. There were no fines issued for the area. Period Actual FQ1 Commentary 2024/25 FQ2 12 2024/25 FQ3 22 2024/25 FQ4 19 2025/26 FQ1 8 2025/26 FQ2 13 2025/26 FQ2 A&B No Target 36 N/A N/A The total number of dog fouling complaints received this quarter was 36. There were no dog fouling fines issued over July, August and September, it is difficult to issue fines as the Wardens have to act on information given or witness it. As always when time allows the Warden service will continue to monitor and patrol. Period Actual FQ1 Commentary 2024/25 FQ2 33 2024/25 FQ3 65 2024/25 FQ4 75 2025/26 FQ1 44 2025/26 FQ2 36 This indicator for... Actual trend line The number of dog fouling complaints have dropped significantly this quarter compared to last. The Warden service will continue to monitor and patrol when time allows. Actual trend line 8 dog fouling complaints were received this quarter in the Bute and Cowal, with Cowal receiving 6 and Bute 2. Corporate Outcome - People live in safer and stronger communities Number of dog fouling complaints Responsible Person: Tom Murphy This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 shows the number of dog fouling complaints has increased since the last reporting period. 8 Page 30
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 100% 100% 0% Green - Actual meets Target Each care experienced child and young person (CECYP) enrolled in an authority school continues to have tracking and monitoring in place via our education management system, known as Seemis. Data collected includes attendance, exclusions, progress and attainment and wellbeing information. The Virtual School adds an additional layer of scrutiny to this process through a series of attainment meets and partnership working, helping to ensure our CECYP have the supports required. Our bespoke care experience application is now live and supports the care Experience Education Team access real time information. We continue to work with partner agencies and other local authorities to support our CECYP hosted out with Argyll and Bute. Period Actual FQ1 Commentary 2024/25 FQ2 100% 2024/25 FQ3 100% 2024/25 FQ4 100% 2025/26 FQ1 100% 2025/26 FQ2 100% Actual trend line Each care experienced child and young person (CECYP) enrolled in an authority school has tracking and monitoring in place via our education management system, known as Seemis. Data collected includes attendance, exclusions, progress and attainment and wellbeing information. The Virtual School adds an additional layer of scrutiny to this process through a series of attainment meets and partnership working, helping to ensure our CECYP have the supports required. Our bespoke care experience application testing phase will begin in the new academic year. We continue to work with partner agencies and other local authorities to support our CECYP hosted out with Argyll and Bute. Corporate Outcome - Children and young people have the best possible start COI - Increase the percentage of our care experienced young people that have the recommended additional tracking and monitoring plans in place Responsible Person: Louise Lawson This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 meets the target with no change in performance since the last reporting period. 9 Page 31
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B +/-5.00% -4% -2% Green - Actual exceeds Target We will continue to monitor schools not achieving the +/- 5% target B&C 0.81%, H&L -4.63%, MAKI -8.05%, OLI -3.35% Period Actual FQ1 Commentary 2024/25 FQ2 -1.37% 2024/25 FQ3 0.14% 2024/25 FQ4 -2.25% 2025/26 FQ1 3.17% 2025/26 FQ2 -3.50% COI - Provide quality meals within cost margins to all pupils Responsible Person: Christine Boyle This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 within the +/-5.00% variance however performance has decreased since the last reporting period. Actual trend line We will continue to monitor schools not achieving the +/-5% target. B&C 5.18%, H&L 3.04%, MAKI -1.67, OLI 7.57% Corporate Outcome - Children and young people have the best possible start 10 Page 32
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 B&C 94.00% 92.30% -1.70% Red - Actual below Target As of 7th October 2025 the participation figure (16–19-year-olds in employment, training or education) in Bute and Cowal was 692 young people, which equates to 92.3%. This is 1.7% below the target and 2.2% below the annual Argyll and Bute participation figure of 94.5% which was released by Skills Development Scotland at the end of August 2025. The participation figure of 92.3% for FQ2 of 2025/26 is a decrease of 0.95% on the participation figure for FQ1 of 2025/26, and represents a decrease of 2.86% on the equivalent FQ2 figure from 2024/25. Period Actual FQ1 Commentary 2024/25 FQ2 95.16% 2024/25 FQ3 92.95% 2024/25 FQ4 93.80% 2025/26 FQ1 93.25% 2025/26 FQ2 92.30% 2025/26 FQ2 A&B 94.00% 93.70% -0.30% Red - Actual below Target As of 7th October 2025 the participation figure (16–19-year-olds in employment, training or education) across the whole of Argyll and Bute was 3126 young people, which equates to 93.70%. This is 0.3% below the target and 0.8% below the annual Argyll and Bute participation figure of 94.5% which was released by Skills Development Scotland at the end of August 2025. The participation figure of 93.70% for FQ2 of 2025/26 is a decrease of 1.01% on the participation figure for FQ1 of 2025/26, and represents a decrease of 2.1% on the equivalent FQ1 figure from 2024/25. Period Actual FQ1 Commentary 2024/25 FQ2 95.80% 2024/25 FQ3 94.19% 2024/25 FQ4 93.50% 2025/26 FQ1 94.71% 2025/26 FQ2 93.70% Actual trend line As of 2nd July 2025 the participation figure (16–19-year-olds in employment, training or education) across the whole of Argyll and Bute was 4175 young people, which equates to 94.71%. This is 0.71% above the target and 0.41% above the annual Argyll and Bute participation figure of 94.3% which was released by Skills Development Scotland at the end of August 2024. The participation figure of 94.71% for FQ1 of 2025/26 is an increase of 1.21% on the participation figure for FQ4 of 2024/25, and represents an decrease of 0.28% on the equivalent FQ1 figure from 2024/25. This indicator for FQ2 is lower than the target and performance has decreased since the last reporting period. Actual trend line As of 2nd July 2025 the participation figure (16–19-year-olds in employment, training or education) in Bute and Cowal was 912 young people, which equates to 93.25%. This is 0.75% below the target and 1.05% below the annual Argyll and Bute participation figure of 94.3% which was released by Skills Development Scotland at the end of August 2024. The participation figure of 93.25% for FQ1 of 2025/26 is a decrease of 0.55% on the participation figure for FQ4 of 2024/25, and represents an decrease of 0.31% on the equivalent FQ1 figure from 2024/25. Corporate Outcome - Our economy is diverse and thriving Maximise the percentage of 16-19 year olds participating in education, training or employment Responsible Person: Jennifer Crocket This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 is lower than the target and performance has decreased since the last reporting period. 11 Page 33
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 B&C 0 0 0 Green - Actual meets Target No completions in FQ2 Period Actual FQ1 Commentary 2024/25 FQ2 0 2024/25 FQ3 0 2024/25 FQ4 8 2025/26 FQ1 0 2025/26 FQ2 0 2025/26 FQ2 A&B 0 0 0 Green - Actual meets Target No completions in FQ2 Period Actual FQ1 Commentary 2024/25 FQ2 26 2024/25 FQ3 6 2024/25 FQ4 9 2025/26 FQ1 0 2025/26 FQ2 0 This indicator for FQ2 meets the target with no change in performance since the last reporting period. Actual trend line No completions in FQ1. There are some projects on site to complete later in year. Number of affordable social sector new builds completed per annum Responsible Person: Kelly Ferns This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 meets the target with no change in performance since the last reporting period. Actual trend line No completions FQ1. Corporate Outcome - Our economy is diverse and thriving 12 Page 34
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 B&C 75.0% 40.0% -35.0% Red - Actual below Target Performance across the Development Management Service is still being recovered and impacted upon by the management of a significant backlog of casework. Overall output and performance across the service is improving as staff resource issues have been resolved. However, timeliness measures continue to be adversely impacted through the prioritisation of older statutory 'legacy' casework for determination. The target for the handling of pre-application enquiries has been set to 30 days although this change has not yet been reflected in the format of corporate reporting. During FQ2, 25 pre-applications were responded to within Bute and Cowal. 10 responses (40%) were issued within 20 days; 12 responses (48%) were issued within the revised target of 30 days. It is acknowledged that performance is still significantly below target on this measure but is expected to continue to improve as casework pressure on available staff resource from 'legacy' items decreases over time. Period Actual FQ1 Commentary 2024/25 FQ2 23.5% 2024/25 FQ3 22.7% 2024/25 FQ4 31.0% 2025/26 FQ1 45.9% 2025/26 FQ2 40.0% Actual trend line Performance across the Development Management Service is still being recovered and impacted upon by the management of a significant backlog of casework. Overall output and performance across the service is improving as staff resource issues have been resolved. However, timeliness measures continue to be adversely impacted through the prioritisation of older statutory 'legacy' casework for determination. The target for the handling of pre-application enquiries has been set to 30 days although this change has not yet been reflected in the format of corporate reporting. During FQ1 37 pre-applications were responded to within Bute and Cowal. 17 responses (46%) were issued within 20 days; 18 responses (49%) were issued within the revised target of 30 days. It is acknowledged that performance is still significantly below target on this measure but is expected to continue to improve as casework pressure on available staff resource from 'legacy' items decreases over time. Corporate Outcome - Our economy is diverse and thriving This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 is lower than the target and performance has decreased since the last reporting period. Percentage of pre-planning application enquiries processed within 20 working days Responsible Person: Peter Bain 13 Page 35
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 75.0% 59.0% -16.0% Red - Actual below Target Performance across the Development Management Service is still being recovered and impacted upon by the management of a significant backlog of casework. Overall output and performance across the service is improving as staff resource issues have been resolved. However, timeliness measures continue to be adversely impacted through the prioritisation of older statutory 'legacy' casework for determination. The target for the handling of pre-application enquiries has been set to 30 days although this change has not yet been reflected in the format of corporate reporting. During FQ2, 100 pre-applications were responded to across Argyll and Bute. 59 responses (59%) were issued within 20 days; 65 responses (65%) were issued within the revised target of 30 days. Period Actual FQ1 Commentary 2024/25 FQ2 49.2% 2024/25 FQ3 48.3% 2024/25 FQ4 58.5% 2025/26 FQ1 63.5% 2025/26 FQ2 59.0% Corporate Outcome - Our economy is diverse and thriving Percentage of pre-planning application enquiries processed within 20 working days Responsible Person: Peter Bain This indicator is reported quarterly. The performance presented is at area level and Council-wide. Actual trend line Performance across the Development Management Service is still being recovered and impacted upon by the management of a significant backlog of casework. Overall output and performance across the service is improving as staff resource issues have been resolved. However, timeliness measures continue to be adversely impacted through the prioritisation of older statutory 'legacy' casework for determination. The target for the handling of pre-application enquiries has been set to 30 days although this change has not yet been reflected in the format of corporate reporting. During FQ1 137 pre-applications were responded to across Argyll and Bute. 87 responses (63.5%) were issued within 20 days; 93 responses (67.9%) were issued within the revised target of 30 days. This indicator for FQ2 is lower than the target and performance has decreased since the last reporting period. 14 Page 36
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 B&C 8.0 9.8 1.8 Red - Actual exceeds Target Performance across the Development Management Service has been impacted by a significant backlog of casework. Whilst issues relating to staff resource availability have been resolved and output has significantly improved it is highlighted that KPI's measuring average time taken remain adversely affected by the resolution of increasing volumes of 'legacy' casework. The Council's target for 'householder' applications has been revised to 10 weeks although this is not yet reflected in the format of corporate reports. By FQ2 only a handful of 'householder' 'legacy' items remained, this has resulted in a general improvement across this particular performance measure. During FQ2, 12 'householder' applications were determined in Bute and Cowal, none of which were 'legacy' items. Period Actual FQ1 Commentary 2024/25 FQ2 43.4 2024/25 FQ3 16.3 2024/25 FQ4 8.3 2025/26 FQ1 9.1 2025/26 FQ2 9.8 Corporate Outcome - Our economy is diverse and thriving Average number of weeks to determine householder planning applications Responsible Person: Peter Bain This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 exceeds the target and performance has decreased since the last reporting period. Actual trend line Performance across the Development Management Service has been impacted by a significant backlog of casework. Whilst issues relating to staff resource availability have been resolved and output has significantly improved it is highlighted that KPI's measuring average time taken remain adversely affected by the resolution of increasing volumes of 'legacy' casework. The Council's target for 'householder' applications has been revised to 10 weeks although this is not yet reflected in the format of corporate reports. During FQ1 only a handful of 'householder' 'legacy' items remained, this has resulted in a general improvement across this particular performance measure. During FQ1, 11 'householder' applications were determined in Bute and Cowal, none of which were 'legacy' items. 15 Page 37
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 8.0 7.9 -0.1 Green - Actual below Target Performance across the Development Management Service has been impacted by a significant backlog of casework. Whilst issues relating to staff resource availability have been resolved and output has significantly improved it is highlighted that KPI's measuring average time taken remain adversely affected by the resolution of increasing volumes of 'legacy' casework. The Council's target for 'householder' applications has been revised to 10 weeks although this is not yet reflected in the format of corporate reports. By FQ2 only a handful of 'householder' 'legacy' items remained, this has resulted in a general improvement across this particular performance measure. During FQ2 66 'householder' applications were determined across Argyll and Bute including 3 'legacy' items and is reflected in the significant improvement in performance reported for this period. Excluding 'legacy' items, the remaining 59 applications were determined within an average time of 8.1 weeks. Period Actual FQ1 Commentary 2024/25 FQ2 26.1 2024/25 FQ3 15.9 2024/25 FQ4 14.2 2025/26 FQ1 10.4 2025/26 FQ2 7.9 Corporate Outcome - Our economy is diverse and thriving Average number of weeks to determine householder planning applications Responsible Person: Peter Bain This indicator for FQ2 is lower than the target however performance has increased since the last reporting period. Actual trend line Performance across the Development Management Service has been impacted by a significant backlog of casework. Whilst issues relating to staff resource availability have been resolved and output has significantly improved it is highlighted that KPI's measuring average time taken remain adversely affected by the resolution of increasing volumes of 'legacy' casework. The Council's target for 'householder' applications has been revised to 10 weeks although this is not yet reflected in the format of corporate reports. During FQ1 only a handful of 'householder' 'legacy' items remained, this has resulted in a general improvement across this particular performance measure. During FQ1 62 'householder' applications were determined across Argyll and Bute including 3 'legacy' items and is reflected in the significant improvement in performance reported for this period. Excluding 'legacy' items, the remaining 59 applications were determined within an average time of 8.1 weeks. This indicator is reported quarterly. The performance presented is at area level and Council-wide. 16 Page 38
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Period Area Baseline Actual Variance Status FQ2 Commentary 2025/26 FQ2 B&C 79 70 -9 Green - Actual below Baseline The empty rate is currently 4.38% in Bute & Cowal. In the past quarter, we have seen a decline in the number of properties claiming empty property relief. These declines are evidenced in both Rothesay and Dunoon town centres. To date, the empty business property officer has assisted 3 grant-aided projects that are fully claimed with 3 businesses now trading from the properties. We have 2 properties with grant offers issued, and another 2 with live projects in progress. There are a further 5 projects at application stage, with 5-6 adiditonal enquiries. There is positive momentum in the B&C area, however the rate of 4.8% is the highest in A&B, so more focused work is required. Period Actual FQ1 Commentary 2024/25 FQ2 - 2024/25 FQ3 - 2024/25 FQ4 - 2025/26 FQ1 77 2025/26 FQ2 70 2025/26 FQ2 A&B 277 267 -10 Green - Actual below Baseline The empty rate is currently 3.27%, which is down from 3.38% in the previous quarter. We have seen a decline in the number of properties claiming empty property relief, and the empty business property grant scheme, plus the extended property relief have both proven useful in supporting owners or incoming tenants. The support is warmly welcomed by the private sector, as the trading environment is challenging, so the financial support to help de-risk business start-up, expansion and alternative usage is proving a positive intervention. Period Actual FQ1 Commentary 2024/25 FQ2 - 2024/25 FQ3 - 2024/25 FQ4 - 2025/26 FQ1 276 2025/26 FQ2 267 Corporate Outcome - Our economy is diverse and thriving Number of empty properties Responsible Person: Jonathan Welch This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 shows the cumulative number of empty properties is lower than the baseline. Actual trend line B&C's 'empty' vacancy rate is 4.8%. Since the Empty Business Property Grant Scheme was approved in June 2025, 5 x Empty Business Property Grants have been approved, totalling £92,068.10. These include 4 projects in Dunoon and 1 in Rothesay. There remains a healthy pipeline of enquiries/projects for properties in Dunoon town centre. In Rothesay, we have 2 further grant applications forthcoming, though demand levels are lower. Work is ongoing to explore methods to monitor 'demand' in our town centres as that data is vital to regeneration and socio-economic development. This indicator for FQ2 shows the cumulative number of empty properties is lower than the baseline. Actual trend line A&Bs 'empty' vacancy rate is currently 3.37%. Although the measure against baseline is positive, this % does represent a slightly higher figure (0.5%) versus historic analysis. The suite of empty business property policy changes implemented by the council are positive and the market is responding to the new extended property relief and the business grant scheme. The role of town centres is multi-faceted so they are impacted by many externalities. These can be an acute in rural economies already facing challenges with depopulation, declining workforce, accessibility and macro-economic factors. Ongoing work is required to diagnose the issues currently affecting each of our town centres, and provide a framework of approaches/interventions to support their revival. 17 Page 39
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B No Target 31 N/A N/A During FQ2, the housing service took 125 homeless applications and provided temporary accommodation for 31 new homeless households. B&C: Out of 38 Homeless Applications, 13 new households went in to temporary accommodation (10 x Serviced Accommodation, 1 x Bed & Breakfast, 2 x Registered Social Landlord). H&L: Out of 31 Applications, 6 new households went in to temporary accommodation (3 x Serviced Accommodation, 1 x Bed & Breakfast, 1 x Private Sector Lease, 1 x Registered Social Landlord). MAKI: Out of 36 Homeless Applications, 8 new households went in to temporary accommodation (5 x Private Sector Lease, 3 x Serviced Accommodation). OLI: Out of 19 Homeless Applications, 4 new households went in to temporary accommodation (4 x Supported Accommodation). There was also one Homeless Application taken from someone outside of Argyll and Bute Council area. Period Actual FQ1 Commentary 2024/25 FQ2 40 2024/25 FQ3 27 2024/25 FQ4 30 2025/26 FQ1 27 2025/26 FQ2 31 Actual trend line During FQ1, the housing service took 110 homeless applications and provided temporary accommodation for 27 new homeless households. B&C: Out of 26 Homeless Applications, 8 new households went in to temporary accommodation (4 x Serviced Accommodation, 1 x Bed & Breakfast, 2 x Registered Social Landlord, 1 Private Sector Lease). H&L: Out of 36 Applications, 8 new households went in to temporary accommodation (3 x Serviced Accommodation, 4 x Bed & Breakfast, 1 x Private Sector Lease). MAKI: Out of 31 Homeless Applications, 5 new households went in to temporary accommodation (3 x Private Sector Lease, 1 x Serviced Accommodation 1 x Supported Accommodation). OLI: Out of 17 Homeless Applications, 6 new households went in to temporary accommodation (5 x Supported Accommodation, 1 x Serviced Accommodation). Please note: • The Registered Social Landlord and Private Rented Sector properties are leased by the Council and sub-let to homeless households as temporary accommodation. • Serviced Accommodation is available in Cowal and Helensburgh and is for single people providing an en-suite bedroom and shared kitchen facilities. • Supported accommodation is provided in Lorn by Blue Triangle Housing Association. • Emergency accommodation may on occasion be provided out with the location of the original presentation due to the pressure on the availability of temporary accommodation Corporate Outcome - Our economy is diverse and thriving COI - Number of new homeless applicants who required temporary accommodation this period Responsible Person: Morven Macintyre This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 shows the number of applicants has increased since the last reporting period. 18 Page 40
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 20.0% 0.0% Not Known, due to staff resource and sickness absense data has not been collected. Period Actual FQ1 Commentary 2024/25 FQ2 10.5% 2024/25 FQ3 23.6% 2024/25 FQ4 15.2% 2025/26 FQ1 0.0% 2025/26 FQ2 COI - Maintain the percentage of local suppliers that benefit from the award of contracts via the procurement portal Responsible Person: Anne MacColl-Smith This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for... Actual trend line FQ1 data expected from Spikes Cavell (Scottish Government data base) in mid September. Corporate Outcome - Our economy is diverse and thriving 19 Page 41
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B No Target 14 N/A N/A 14 achieved community benefits reported to Procurement Commercial & Contract Management Team for FQ2 Period Actual FQ1 Commentary 2024/25 FQ2 31 2024/25 FQ3 - 2024/25 FQ4 44 2025/26 FQ1 0 2025/26 FQ2 14 Actual trend line The number of achieved community benefits during FQ1 was 37. Corporate Outcome - Our economy is diverse and thriving COI - Increase the number of community benefits that are delivered through contracts we award locally Responsible Person: Anne MacColl-Smith This indicator is a Corporate Outcome Indicator that is reported in FQ2 and FQ4. The performance presented is Council-wide only. This indicator for FQ2 shows the number of community benefits has decreased since the last reporting period. 20 Page 42
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 B&C 75% 90% 15% Green - Actual exceeds Target This quarter saw fewer faults reported, coinciding with the summer season and an overall improvement in performance. Period Actual FQ1 Commentary 2024/25 FQ2 100% 2024/25 FQ3 87% 2024/25 FQ4 91% 2025/26 FQ1 99% 2025/26 FQ2 90% 2025/26 FQ2 A&B 75% 95% 20% Green - Actual exceeds Target A relatively quiet quarter, with 40 faults reported and only 2 exceeding the required repair timescales. Period Actual FQ1 Commentary 2024/25 FQ2 97% 2024/25 FQ3 92% 2024/25 FQ4 92% 2025/26 FQ1 90% 2025/26 FQ2 95% This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. Actual trend line Performace has improved, however we are still requiring some contractor assistance especially in the Helensburgh area, some requiring Scottish Powers attendance along with the support of civil contractors. We hope to have these works carried out prior to the clocks changing. Corporate Outcome - We have an infrastructure that supports sustainable growth Percentage of street lighting faults repaired within 10 days Responsible Person: Tom Murphy This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 exceeds the target however performance has decreased since the last reporting period. Actual trend line Performance has been good as it is the lighter months and works can be inspected and fixed in a timely manner. Works can also be planned around contractual works which also helps with the timescales of attendance. 21 Page 43
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 Bute No Target 0 N/A N/A There were no waste collection complaints received for the Isle of Bute in FQ2. Period Actual FQ1 Commentary 2024/25 FQ2 0 2024/25 FQ3 0 2024/25 FQ4 1 2025/26 FQ1 0 2025/26 FQ2 0 2025/26 FQ2 Cowal No Target 5 N/A N/A There were 5 waste collection complaints received for the Cowal area in FQ2. Period Actual FQ1 Commentary 2024/25 FQ2 2 2024/25 FQ3 1 2024/25 FQ4 2 2025/26 FQ1 2 2025/26 FQ2 5 Actual trend line Cowal received 2 waste collection complaints this quarter. Actual trend line There were no waste collection complaints received this quarter for the Isle of Bute. This indicator for FQ2 shows the number of waste collection complaints has increased since the last reporting period. Corporate Outcome - We have an infrastructure that supports sustainable growth Number of waste collection complaints Responsible Person: Tom Murphy This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 shows the number of waste collection complaints has remained the same since the last reporting period. 22 Page 44
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B No Target 36 N/A N/A A total of 36 waste collection complaints were received for the Argyll and Bute area in FQ2. The Helensburgh and Lomond area remains the highest with 14 complaints, however as reported last quarter the Helensburgh and Lomond area service 12,437 properties and broken down over the quarter this equates to residual 49,748, reclycling 74,622, food waste 149,244 and glass 37,311 giving a total of 310,925 bins collected. Therefore overall this is a very good level of service. Period Actual FQ1 Commentary 2024/25 FQ2 26 2024/25 FQ3 36 2024/25 FQ4 31 2025/26 FQ1 34 2025/26 FQ2 36 Number of waste collection complaints Responsible Person: Tom Murphy This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 shows the number of waste collection complaints has increased since the last reporting period. Actual trend line A total of 34 waste collection complaints were received this quarter for the whole of Argyll and Bute. The Isles of Mull and Bute received no waste collection complaints this quarter which shows the waste teams on the islands are delivering a high level of service. In the Helensburgh and Lomond area there are 12,437 properties from which refuse is collected, quarterly this equates to residual 49,748, recycling 74,622, food waste 149,244 and glass 37,311 giving a total of 310,925 bins collected per quarter. The number of complaints made as a percentage of the bins collected equates to 0.0067%. Corporate Outcome - We have an infrastructure that supports sustainable growth 23 Page 45
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 45.0% 63.2% 18.2% Green - Actual exceeds Target 63.2% combined recycling, composting and recovery (39.6% recycling and composting plus 23.6% recovery). Recovery figure for FQ2 is down slightly from previous quarters due to commencement by Biffa (formerly Renewi) of the conversion of mechanical biological treatment (MBT) plants to Waste Transfer Stations (WTS) at the 3 main sites. Once complete, this will provide the capability for the residual general waste to be transferred from 1st January to the central belt for refuse derived fuel (RDF/energy from waste (EfW) to ensure landfill ban compliance. Period Actual FQ1 Commentary 2024/25 FQ2 70.5% 2024/25 FQ3 65.4% 2024/25 FQ4 63.2% 2025/26 FQ1 66.6% 2025/26 FQ2 63.2% 2025/26 FQ2 Renewi No Target 48.9% N/A N/A 48.9% combined recycling,composting and recovery (35.9% recycling and composting plus 13% recovery). Recovery figure for FQ2 is down slightly from previous quarters due to commencement by Biffa (formerly Renewi) of the conversion of mechanical biological treatment (MBT) plants to Waste Transfer Stations (WTS) at 3 sites in order to ensure residual general waste can be transferred to the central belt for from 1st January 2026 to ensure compliance with the municipal waste landfill ban. Period Actual FQ1 Commentary 2024/25 FQ2 61.3% 2024/25 FQ3 52.4% 2024/25 FQ4 46.8% 2025/26 FQ1 51.5% 2025/26 FQ2 48.9% Actual trend line 51.5% recycling,composting and recovery (34.6% recycling and composting plus 16.9% recovery). Recycling and composting are slighter higher than previous quarter mainly due to the increased levels of green garden waste sent for composting . Actual trend line 66.6% recycling,composting and recovery (39.3% recycling and composting plus 27.3% recovery). Recovery percentage is high mainly due to Helensburgh and Lomond residual waste going for refuse derived fuel (RDF)/energy from waste (EFW). Recycling and composting are slighter higher than previous quarter mainly due to increased levels of green garden waste sent for composting. This indicator for FQ2 shows the percentage of waste recycled has decreased since the last reporting period. Corporate Outcome - We have an infrastructure that supports sustainable growth COI - Percentage of waste recycled, composted and recovered Responsible Person: Andy Summers This indicator is reported quarterly. The performance presented is by Council-wide service provision. This indicator for FQ2 exceeds the target however performance has decreased since the last reporting period. 24 Page 46
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 Islands No Target 40.1% N/A N/A 40.1% combined recycling,composting and recovery (27.1% recycling and composting plus 13% recovery). Recycling figure for FQ2 is down slightly from previous quarters due to some delays in receiving tonnage information before the Q2 input cut-off date from a couple of contractors handling some of the recycling materials. The late tonnage information will be entered in the next quarter. Period Actual FQ1 Commentary 2024/25 FQ2 51.8% 2024/25 FQ3 44.2% 2024/25 FQ4 49.2% 2025/26 FQ1 52.5% 2025/26 FQ2 40.1% 2025/26 FQ2 H&L No Target 100.0% N/A N/A 100% combined recycling,composting and recovery (51.3% recycling and composting plus 48.7% recovery). Residual general waste from Helensburgh and Lomond area is already compliant with the municipal waste landfill ban as it currently goes for refuse derived fuel (RDF)/energy from waste (EfW). Recycling and composting during the quarter exceeded 50% mainly due to high levels of green garden waste being sent for onward composting from the Blackhill Recycling Centre (Helensburgh). Period Actual FQ1 Commentary 2024/25 FQ2 100.0% 2024/25 FQ3 100.0% 2024/25 FQ4 100.0% 2025/26 FQ1 100.0% 2025/26 FQ2 100.0% Actual trend line 100% recycling,composting and recovery (46.9% recycling and composting plus 53.1% recovery). Recovery percentage is high mainly due to Helensburgh and Lomond residual waste going for refuse derived fuel (RDF)/energy from waste (EFW). Recycling and composting slighter higher than previous quarter mainly due to increased levels of green garden waste sent for composting. Actual trend line 52.5% recycling,composting and recovery (42.5% recycling and composting plus 10.0% recovery). Recycling and composting are slighter higher than previous quarter mainly due to the increased levels of green garden waste sent for composting . This indicator for FQ2 shows the percentage of waste recycled has remained the same since the last reporting period. This indicator for FQ2 shows the percentage of waste recycled has decreased since the last reporting period. Corporate Outcome - We have an infrastructure that supports sustainable growth COI - Percentage of waste recycled, composted and recovered Responsible Person: Andy Summers This indicator is reported quarterly. The performance presented is by Council-wide service provision. 25 Page 47
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 5,550 3,625 -1,925 Green - Actual below Target Within target mainly due to the residual waste from Helensburgh and Lomond already being landfill ban compliant. PPP area landfill is up from the previous few quarters due to commencement by Biffa (formerly Renewi) of the conversion of mechanical biological treatment (MBT) plants to Waste Transfer Stations (WTS) at the 3 main sites. Once works are complete, this will provide the capability for the residual general waste to be transferred from 1st January to the central belt for refuse derived fuel (RDF/energy from waste (EfW) to ensure landfill ban compliance. Period Target Actual FQ1 Commentary 2024/25 FQ2 5,550 3,225 2024/25 FQ3 5,100 2,846 2024/25 FQ4 5,000 3,103 2025/26 FQ1 5,850 3,267 2025/26 FQ2 5,550 3,625 Corporate Outcome - We have an infrastructure that supports sustainable growth COI - Number of tonnes of waste sent to landfill Responsible Person: Andy Summers This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 is lower than the target (lowest is best). Actual trend line Well within landfill target mainly due to Helensburgh and Lomond residual general waste going for refuse derived fuel (RDF)/energy from waste (EFW). 26 Page 48
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 Bute 73 78 5 Green - Actual exceeds Target The overall street cleanliness figure for the Isle of Bute in FQ2 is 78. Period Actual FQ1 Commentary 2024/25 FQ2 80 2024/25 FQ3 78 2024/25 FQ4 77 2025/26 FQ1 81 2025/26 FQ2 78 2025/26 FQ2 Cowal 73 79 6 Green - Actual exceeds Target The overall street cleanliness figure for the Cowal in FQ2 is 79. Period Actual FQ1 Commentary 2024/25 FQ2 78 2024/25 FQ3 77 2024/25 FQ4 80 2025/26 FQ1 80 2025/26 FQ2 79 Actual trend line Cowal has show a street cleanliness figure of 80 for this quarter, which exceeds the actual target. Actual trend line The Isle of Bute has shown a street cleanliness figure of 81 for this quarter, which exceeds the actual target. This indicator for FQ2 exceeds the target however performance has decreased since the last reporting period. Corporate Outcome - We have an infrastructure that supports sustainable growth COI - LEAMS (Local Environment Audit and Management System) Responsible Person: Tom Murphy This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 exceeds the target however performance has decreased since the last reporting period. 27 Page 49
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 73 86 13 Green - Actual exceeds Target For FQ2 a street cleanliness score of 86 has been achieved excelling the target of 73. This reflects well on the teams in the areas who continue to provide a good level of service and again shows very little litter visible on the streets and/or open spaced checked. Period Actual FQ1 Commentary 2024/25 FQ2 85 2024/25 FQ3 84 2024/25 FQ4 83 2025/26 FQ1 84 2025/26 FQ2 86 Actual trend line A street cleanliness score of 84 has been achieved for the whole of Argyll and Bute this quarter, which shows the street cleanliness remains high on both the mainland and Islands. These figures show very little litter visible on the streets and or open spaces checked. This high score reflects well on the teams who are providing a good service, by ensuring they work efficiently and effectively to keep the areas clean. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. Corporate Outcome - We have an infrastructure that supports sustainable growth COI - LEAMS (Local Environment Audit and Management System) Responsible Person: Tom Murphy This indicator is reported quarterly. The performance presented is at area level and Council-wide. 28 Page 50
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 B&C No Target 2.41 N/A N/A Working days lost due to sickness have slightly decreased again this quarter, likely influenced by the school holidays. However, levels remain higher than the same quarter last year, so continued monitoring and focus on managing absence will be important to sustain improvement. Period Actual FQ1 Commentary 2024/25 FQ2 2.09 2024/25 FQ3 3.76 2024/25 FQ4 4.07 2025/26 FQ1 2.70 2025/26 FQ1 2.41 2025/26 FQ2 A&B No Target 1.75 N/A N/A Overall absence has decreased this quarter, which may be partly attributed to the scheduled school holidays during this period. We continue to monitor absence closely and implement targeted interventions aimed at further improvement. Period Actual FQ1 Commentary 2024/25 FQ2 1.77 2024/25 FQ3 2.89 2024/25 FQ4 3.23 2025/26 FQ1 2.13 2025/26 FQ2 1.75 This indicator for FQ2 shows the number of sickness absence days has decreased since the last reporting period. Actual trend line Slight increase from last quarter and from the same quarter, last year. The HR&OD team continue to monitor absence, with targeted work aiming to improve this. They are also preparing to review the Supporting Attendance at Work procedures in the next 12 months. Corporate Outcome - Making it happen COI - Teacher sickness absence Responsible Person: Jennifer Crocket (B&C and MAKI) / Wendy Brownlie (H&L and OLI) This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 shows the number of sickness absence days has decreased since the last reporting period. Actual trend line Significant reduction in working days lost this quarter from previous, as well as a slight reduction from the data in the same quarter last year. 29 Page 51
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 B&C No Target 4.12 N/A N/A Working days lost due to sickness have reduced this quarter, showing a positive improvement following higher levels towards the end of last year. However, levels are slightly higher than the same quarter last year, which reflects typical patterns for this time of year. It is encouraging to see this reduction and we will continue to monitor and work with managers to maintain the downward trend. Period Actual FQ1 Commentary 2024/25 FQ2 3.87 2024/25 FQ3 4.65 2024/25 FQ4 5.68 2025/26 FQ1 4.17 2025/26 FQ2 4.12 2025/26 FQ2 A&B No Target 4.06 N/A N/A Overall, sickness absence performance this quarter has been mixed, with some areas showing positive reductions in working days lost, while others have seen a slight increase or remained in line with the same period last year. This suggests that while some progress is being made, absence patterns continue to vary across services. Targeted support, focused management engagement and ongoing monitoring will remain key to sustaining improvement and addressing areas of higher absence. Period Actual FQ1 Commentary 2024/25 FQ2 3.43 2024/25 FQ3 4.40 2024/25 FQ4 4.66 2025/26 FQ1 3.82 2025/26 FQ2 4.06 Actual trend line Slight reduction overall. However, there is still an increase from the same quarter last year. The HR&OD team continue to monitor absence, with targeted work aiming to improve this. They are also preparing to review the Supporting Attendance at Work procedures in the next 12 months. This indicator for FQ2 shows the number of sickness absence days has increased since the last reporting period. Actual trend line Reduction in working days lost this quarter. The figure has followed the levels from the same quarter, last year. COI - LGE staff (including non-Teacher) sickness absence Responsible Person: Carolyn Cairns This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 shows the number of sickness absence days has decreased since the last reporting period. Corporate Outcome - Making it happen 30 Page 52
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 70.0% 78.4% 8.4% Green - Actual exceeds Target In FQ2 2025/26 there were 37,268 customer transactions dealt with by Customer Service Agents (21.6%) and 135,337 were automated/self-service transactions (78.4%) so the 70.0% target was substantially bettered. This was an improvement on than the same quarter of 2024/25, where 72.7% of transactions were handled through automation/self-service. Period Actual FQ1 Commentary 2024/25 FQ2 72.7% 2024/25 FQ3 82.7% 2024/25 FQ4 74.8% 2025/26 FQ1 76.1% 2025/26 FQ2 78.4% Corporate Outcome - Making it happen COI - Increase the percentage of all self-service automated contacts Responsible Person: Robert Miller This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. Actual trend line In FQ1 2025/26 there were 40,513 customer transactions dealt with by Customer Service Agents (23.9%) and 129,292 were automated/self-service transactions (76.1%) so the 70.0% target was substantially bettered. This was also better than the same quarter of 2024/25, where 71.7% of transactions were handled through automation/self-service. 31 Page 53
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ARGYLL AND BUTE COUNCIL BUTE AND COWAL AREA COMMITTEE ROADS AND INFRASTRUCTURE 2 DECEMBER 2025 SERVICES ROADS AND INFRASTRUCTURE SERVICES UPDATE 1.0 INTRODUCTION 1.1 A Roads and Infrastructure standing report was a fixture on Area Committee agendas throughout the life of the last Council. In the first two rounds of Area Committee meetings in the new Council feedback was sought on the value of these updates, and their format and frequency. Generally Members felt having a standard item was beneficial and it was acknowledged that the Roads and Infrastructure weekly briefings issued to all members each Friday afternoon provide for the main sources of live information on current activities. On top of these briefings there is a bank of resources on the new Member Zone system which include the weekly briefings, subject specific briefings, ad hoc short briefings on issues, relevant previous committee reports, operational service procedures, legislation and Council policies. 1.2 In the last Council the purpose of these reports was to provide an update on service activities but since weekly briefings these have largely superseded the original stated purpose of these reports. 1.3 On the basis of the above this new format has been agreed through the December 2022 round of area committees for this standing item. This format removes duplication for Officers and rather links to existing published information, with additional updates only in the body of the reports if these are specifically requested/noted from previous meetings. The report remains as a standing item and continues to provide the opportunity for Officer engagement at the committee meetings. 2.0 RECOMMENDATIONS It is recommended that the Area Committee: 2.1 Note and consider the contents of this report. 3.0 DETAIL 3.1 Roads and Infrastructure Services provides Members with weekly briefings on topical service activities which are all available here. Page 55 Agenda Item 6
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3.2 As part of the resources on the new Member Zone system there are various key documents available in an online library here. 3.3 There are also additional online resources covering the streetlighting, footway, surface dressing and roads reconstruction programmes available on the website here. 4.0 CONCLUSION 4.1 This report provides links to existing published information on service activities and provides for the opportunity for officer attendance and engagement at committee meetings. 5.0 IMPLICATIONS 5.1 Policy – Roads and Infrastructure work to a number of agreed policies across the range of service areas. 5.2 Financial – revenue and capital budgets are in place to deliver projects and cyclic work. 5.3 Legal – Roads and Infrastructure Services work to a number of different pieces of legislation such as the Roads Scotland Act 1984 and the Environmental Protection Act 1990. 5.4 HR – none known. 5.5 Customer Service – none known. 5.6. Risk – risk managed through toolbox talks, safety briefings and where appropriate risk registers – all of the above are monitored through the RIS leadership and management teams. 5.7 Climate Change - due regard will be given to climate change with a view to minimising any climate change impact and these are considered as and when they arise. 5.8 Fairer Scotland Duty – none known. 5.9 Equalities - protected characteristics – where appropriate EqSEIAs will be carried out to identify any implications. 5.10 Consumer Duty – where appropriate EqSEIAs will be carried out to identify any implications. 5.11 Islands – where appropriate Island impacts assessments will be carried out to identify any implications. Page 56
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5.12 Children’s Rights and Wellbeing – none known. Executive Director with responsibility for Roads and Infrastructure Services, Kirsty Flanagan Policy Lead for Roads, Transport and Amenity Services, Councillor John Armour 10 October 2025 For further information contact: Andy Summers, Head of Roads and Infrastructure Services andrew.summers@argyll-bute.gov.uk Mark Calder, Project Manager mark.calder@argyll-bute.gov.uk Page 57
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Electric Vehicle Charging Strategy MEMBER SEMINAR 20TH OCTOBER 2025 This Photo by Unknown Author is licensed under CC BY-SA-NC This Photo by Unknown Author is licensed under CC BY Page 59 Agenda Item 7
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Background 2022 – Strategy approved: aim to fill geographic gaps and achieve equitable coverage. 2023–24 – Expansion plan and methodology developed – 55 sites identified 2024 – Committee reaffirmed direction while awaiting EVIF funding. Page 60
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Current expansion plan In 2022 the Council approved an EV Charging Strategy based on two delivery themes: Charging on the Move – ensuring drivers can travel through Argyll confidently. Destination Charging – providing chargers where people dwell. That approach assumed further funding would follow Page 61
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Funding secured We now have £1.033million secured for the next phase – so the key question is how best to invest it? In Dec 2022 our 55-site plan was estimated at £1.65million, based on previous average costs plus inflationary adjustment Page 62
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A hub-based approach The original 55-site plan (Dec 2022) costed at £1.65m can’t be delivered in full with the £1.033m now secured. We therefore need to prioritise investment where it has the greatest impact. We are therefore proposing a hub-based approach – clusters of chargers in key towns and island centres – providing: Reliability: multiple chargers reduce the risk of faults or queues. Better use of funds: higher usage = better cost recovery and maintenance value. Visitor and local benefit: located where people already spend time and money. Platform for future growth: once hubs are established, we can extend outwards to smaller communities and ferry points (“spokes” This hub-first model does not remove the ‘Charging on the Move’ theme — it remains central to ensuring through and onward connectivity along all major corridors Page 63
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Proposed hub methodology Strategic principle: Build reliable, visible hubs first, then expand to smaller “spokes” once the network backbone is established, ensuring full route coverage across Argyll and Bute. This also complements the existing network. Identify sites that deliver strategic coverage – locations where people visit, shop and work Potential for high utilisation Represent value for money Access to local amenities Avoid duplicating private provision Resilience and cluster logic Page 64
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Proposed hub methodology We have a proposed criteria for this based on population. The hub (single-site) methodology is: *when not near an existing large town We will add in an element of population swell through tourist locations where they would therefore move up to the next bracket: Population centres proposed for hubs reflect places where visitors and residents visit, rather than domestic users charging at home Population Rapid Fast Total 10k plus 5 5 10 5k to 10k 3 3 6 2k to 5k* 2 2 4 Page 65
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Proposed hub methodology Town/area Pop Tourist swell Hub/cluster Helensburgh 13k N 5R; 5F Oban 8.5k Y 5R; 5F Dunoon 8.9k N 3R; 3F Lochgilphead 2.3k N 2R; 2F Campbeltown 4.5k N 2R; 2F Islay – Bowmore 3k island Y 3R; 3F Mull – Craignure 3k island Y 3R; 3F Bute – Rothesay 6k island N 3R; 3F Page 66
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Proposed hub methodology To progress this we have asked our consultants to: Assess the current provision in each location including non ABC operated publicly available chargers. That assessment should consider as a ‘’hub’’ any chargers within a cluster area less than one mile from the hub site identified in the above table Focus on new hubs/expansion of existing to be on a single site Identify the number and type of chargers required to meet the above hub targets, after accounting for existing provision both Council and non-Council. Page 67
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Proposed hub methodology Assuming hubs/clusters will be developed on existing sites, base on following as the core deliverability criteria on the basis we are trying to assess if sites pass or fail: Proximity to existing electrical infrastructure; Compliance with accessibility standards; No flood risk Strong data connectivity To assess in binary terms whether the sites pass or fail Page 68
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Proposed hub methodology Include usage information on existing chargers at current sites. Determine total costs for any additional EVCs required to meet the above requirement. Assume mid range costs Assess scalable expansion options at each site Page 69
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Proposed approach Total funding secured: £1.033 million £100k reserved for repairs and maintenance (de- risking current network) £100k held as contingency for cost fluctuations. That leaves £833k for new delivery. Proposal: Deliver Phase 1 Hubs from this £833k. Once hub costs are known, apply the roads capital percentage split to the remaining balance for Phase 2 (smaller “spoke” sites) Page 70
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Proposed approach Phase 1 – Strategic Hubs Priority delivery of key sites across Argyll and the islands. Exact costs dependent on DNO connection estimates. Focus on reliability, visibility and usage. Phase 2 – Local delivery Remaining balance after hubs delivered. Split by the roads capital percentage to maintain equity: Bute & Cowal – 19.78% Helensburgh & Lomond – 10.67% Mid Argyll, Kintyre & Islay – 32.71% Oban, Lorn & the Isles – 36.84% Phase 2 decisions at local level (area committees) Page 71
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Phase Two – local delivery Phase 2 delivery will focus on individual chargers and smaller sites (‘spokes’) that maintain network continuity and local access. These sites could be selected and prioritised by Area Committees within their allocated share, to support local decision-making and flexibility under the strategic framework. Ensures alignment with the original thematic principles and equitable access across rural routes and communities. Page 72
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Proposed next steps Finalise consultant outputs (deliverability-only). Confirm hub costs with DNO. Draft full delivery plan for EDI Committee (Dec 2025). Ongoing engagement with Members through area committees. Page 73
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Risks and dependencies Hub costs unknown – DNO connection and ground conditions may vary widely. Private sector overlap – expansion by supermarkets, forecourts, etc. must be tracked to avoid duplication. Maintenance load – the growing network is managed by one officer; current resource may not be sustainable. Tariff sustainability – need to balance affordability with cost recovery. Back-office transition – migration to Scottish Power/Fuuse underway; minor risk of disruption during switchover. Page 74
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Operational update 37 Council-operated public chargers currently in place across Argyll and Bute. New regional back-office contract through Scottish Power (Fuuse platform): Improves automation and fault reporting. Allows dynamic tariffs and local control. Tariff remains £0.70/kWh – good balance between recovery and affordability. Improved uptime under new maintenance arrangements. Page 75
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Cross-footway charging Growing number of residents requesting to charge from home over public pavements. No national guidance from Transport Scotland. Local phased approach: Short-term: trial approved cable protectors. Medium-term: ducting pilot (2026). Long-term: formal policy and asset register. Working with disability groups to ensure accessibility compliance This could be a potential source of modest future income – in a similar way to drop kerbs Page 76
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Discussion Is the hub-first, theme-led model the right direction? Are the proposed funding splits fair? Any concerns on rural coverage? What role should private providers play? Page 77
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Classification: OFFICIAL# AREA TOWN/VILLA GE EXISTING LOCATION COUNCIL OWNED PROPOSED THEME PRIORITY COMMENTS STRACHUR MEMORIAL HALL Y 1 x RAPID 1 1 This would provide for a network gap between Dunoon and Inveraray/Arrochar. This is a third party oned site - we have had positive initial discussions with the owners GUILDFORD SQUARE Y 1 x RAPID 1 1 Rapid charging provision has now been provided via the FASTER project noted below. It may be the case that, with the 2x RAPIDs prvided at Rothesay Harbour, the Guildford Square site needn't be as high a priority. GUILDFORD SQUARE Y 1 x FAST 2 2 Population of 2,000 to 5,000 - 25% off-street car parks 1 x SLOW GUILDFORD SQUARE Y This charger has reached the end of its economical life and we are seeking to decommission it and, in time, when funding becomes available, replace it with a FAST or RAPID charger CHAPELHILL ROAD CAR PARK Y 1 x FAST 2 2 Population of 2,000 to 5,000 - 25% off-street car parks 2 x RAPID ROTHESAY HARBOUR Y 1 2 Delivered 2x RAPID chargers as part of HITRANS FASTER project 2023. This provides additional capacity over and above what was planned, in agreement with HITRANS in order to access and maximise funding. Also bolsters the provision given the issues with the Guildford Square charger noted above. ROTHESAY HARBOUR Y 1 x FAST or SLOW [TBC] 2 2 Different type of charger at this site to provide for those ferry passengers who would leave their car. TIGHNABRUAICH1x RAPID AND 1x FAST ROCKBANK Y 1 2 Previousy committed to via 2019/20 TS LAIP funding, now delivered INNELLAN SANDY BEACH Y 1 x FAST 2 1 Population 1,000 to 2,000 - one car park. PORT BANNATYNE ON-STREET PARKING BAY [EXACT DETAILS TBC] Y 1 x FAST 2 1 On the basis that there is no off-street car park proposed on street to meet network gap Sites delivered since last update December 2022 Sites expected to be delivered in 2025 Chargers beyond economic life and removed from use BUTE & COWAL ROTHESAY Key Chargers beyond economic life to be replaced via CCG to comply with new regulations Chargers beyond economic life and replaced as part of FASTER Project Page 79
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Classification: OFFICIAL# 1 x FAST AND 1 x RAPID COAL PIER ALEXANDRA PARADE Y Rapid charger beyond economic life and to be replaced via CCG to comply with new regulations HANOVER STREET CAR PARK Y 1 x FAST 2 3 Population 5,000 to 10,000 - 50% off street car parks KIRK STREET CAR PARK Y 1 x FAST 2 3 Population 5,000 to 10,000 - 50% off street car parks ARGYLL STRET CAR PARK Y 1 x FAST 2 3 Population 5,000 to 10,000 - 50% off street car parks GLENMORAG CAR PARK Y 1 x FAST 2 3 Population 5,000 to 10,000 - 50% off street car parks JANE VILLA CAR PARK Y 1 x FAST 2 3 Population 5,000 to 10,000 - 50% off street car parks MOIR STREET CAR PARK Y 1 x FAST 2 3 Population 5,000 to 10,000 - 50% off street car parks SANDBANK TSC CAR PARK Y 1 x FAST 2 1 Population 1,000 to 2,000 - one car park. It should be notedhere that there is another car park owned by a local community group which may provide for a better location [Ardnadam] LOCHGOILHEAD SHORE ROAD CAR PARK Y 1 x FAST 2 1 Population fewer than 1,000 but known tourist hotspot 15 ADDITIONAL CHARGERS DELIVERED THROUGH HITRANS FASTER BUTE AND COWAL DUNOON 2 x RAPID COAL PIER PROJECT AUTUMN/WINTER 2023 BUTE & COWAL DUNOON Page 80
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1 Bute and Cowal Area Committee Date of Meeting: 2 December 2025 Title of Report: Health & Social Care Partnership - Performance Report – FQ1 2025/26 (April – June) Presented by: Kristin Gillies Head of Strategic Planning, Performance & Technology The Area Committee is asked to note and consider the: • Revised suite of 77 Key Performance Indicators within the Integrated Performance Management Framework for 2025/26 • Performance for FQ1 2025/26 (April – June 2025) • Delayed Discharge Sitrep as of 30 Jun 2025 (Appendix 1) • Latest performance against the National Health & Wellbeing Outcomes and Ministerial Steering Group Integration Indicators (Appendix 2) EXECUTIVE SUMMARY This report details performance for the Financial Quarter (FQ) 1 2025/26 (April - June), the performance outputs are taken from the Integrated Performance Management Framework (IPMF) Reporting Dashboard with the focus on twelve key service areas, with a revised set of KPI being implemented after annual review, ahead of the 2025/26 reporting year. Overall performance for FQ1 notes of 77 measures reported as on target (53%). The report details performance against each of the service areas and the 77 supporting IPMF Key Performance Indicators. Latest HSCP Activity Summary Dashboard and trajectory analysis across current reporting year is included, as is the latest performance from the National Delayed Discharge Sitrep and the National Health & Wellbeing Indicators performance. The use of the new performance Dashboard within SharePoint is designed to offer a more focused approach to the access and analysis of data, offering scope for self-service. 2. RECOMENDATIONS The committee are asked to note FQ1 25/26 performance which is scrutinised at Clinical and Care Governance Committee and further reviewed by the IJB. 3. DETAIL OF REPORT The report details the HSCP (Health and Social Care Partnership) performance for FQ 1 2025/26 (April - June), highlighting key performance trends across the 77 KPIs (Key Performance Indicators). Page 81 Agenda Item 8
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2 For 2025/26, the quarter 1 snapshot national update on Delayed Discharges (Appendix 1), alongside the latest performance on the National Health and Wellbeing Outcomes Indicators (Appendix 2). 4. RELEVANT DATA & INDICATORS 4.1 FQ1 2025/26 (April – June) Performance Summary Overall performance for FQ1 notes that 77 KPI’s are scoring against target, with 41 (53%) reporting as on-track. The KPI’s report performance against the target and include the target, actual and variance and is a mix of both quantitative and qualitative indicators. The use of the green, amber and red graphics within the Dashboard is used to give an overview of the HSCP’s total performance for each of the twelve services and 77 KPI’s. The use of only green and red for the KPI’s is used to focus delivery with regards to sustaining performance on or above target. 4.2 Analysis of Key Performance This analysis identifies performance across the 12 service reporting categories within the Integrated Performance Management Framework (IPMF). 4.2.1 Children & Families Across 5 KPIs, Children & Families and Justice performance notes 4 (80%) on track, with1 (20%) off track, against the targets set for Q1 25/26. Performance on or above target: • Improve the percentage of Child Protection Register (CPR) cases that have an allocated Social Worker met the 100% target this FQ1 • Children & Adolescent Mental Health Services (CAMHS) tier 3 seen within 18 weeks of referral, 90% target was met in FQ1. Page 82
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3 • Improve the number of teams that have delivered 85% or more of the Universal Health Visiting Pathway (UHVP) met the target this quarter. • Health assessments started within 4 weeks of coming into care-exceeded the target of 96% (100%) Performance below target & areas for improvement: • Percentage of Justice Social Work reports submitted by 12 noon, 2 days before court was below the target of 90%, reported at 80% this quarter. 4.2.2 Strategy, planning, performance and digital Performance across 11 Key Performance Indicators (KPIs) for Strategic Planning, Performance & Technology Services shows 5 KPIs (45%) on track, with 6 KPIs (55%) reported as off track against the targets set for FQ1 25/26. Performance on or above target: • Increase the number of new clients to Telecare services – exceeded the target of 200 (215). • Increase the number of Telecare service reviews completed – exceeded the target of 85 (125). • Increase the number of patients utilising ‘Near Me’ clinics – exceeded the target of 800 (972). • Increase the utilisation of ‘Connect Me’ for blood pressure monitoring within primary care – exceeded the target of 42 patients (124). • Percentage of Transformation & Improvement projects on track – exceeded the target of 85% (100%). Performance below target & areas for improvement: • Increase in new referrals to Silvercloud – below the target of 70 (32). • Waiting times for cancer appointments at the 31 and 62 day targets – above the target of 0 breaches (7). • Reduce new outpatient waiting times breaches >12 weeks – above the target of 46% (47%). • Reduce outpatient waiting list long waits >52 weeks – above the target of 0.0% (7.2%). • HSCP FOI requests responded to within 20 working days – below the target of 100% (94%). • IT support requests resolved – below the target of 100% (34%). Scottish government has an acute focus on planned care, unscheduled care and CAMHS and this is being addressed by a weekly high level huddle board wide with direct reporting to the minister and sign off locally by management supporting an increased focus on booking and waiting list management. 4.2.3 Primary Care Performance across 6 Key Performance Indicators (KPIs) for Primary Care shows 3 KPIs (50%) on track, with 3 KPIs (50%) reported as off track against the targets set for FQ1 25/26. Performance on or above target: Page 83
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4 • 80% of children who received Fluoride Varnish treatment did not require referral for further dental treatment – exceeded the target of 80% (84%). • Vaccination delivery against National trends during autumn, winter and spring booster programmes – met the target of 61% (Scotland wide percentage) • Percentage of HSCP run GP practices enacting contingency measures – no practices enacted contingency measures, actual 0 against a threshold of 14 Performance below target & areas for improvement: • Percentage of planned activity carried out to deliver National Oral Health Improvement Programmes against Service Plan – below the target of 100% (85%). • Utilisation of HSCP Dental Clinic appointments – below the target of 75% (58%). • Minimum 95% uptake for 6 in 1 vaccination in children by age 1 – below the WHO target of 95% (94%). 4.2.4 Public Health Performance across 6 Key Performance Indicators (KPIs) for Public Health shows 1 KPIs (17%) on track, with 5 KPIs (83%) reported as offtrack against the targets set for FQ1 25/26. Performance on or above target: • Mitigate health inequalities through increasing the number of referrals to community link workers supported by “With You” ensuring health and wellbeing support is targeted to areas of rural and socio-economic need. The target was set at 150, and we increased the number of referrals to 174, exceeding the target by 24 (16%) above target. Performance below target & areas for improvement: • Increase number of successful quits, supported by NHS smoking cessation advisors or jointly through shared care with Pharmacy, by people in the 40% most deprived areas in Argyll and Bute, reporting undertaken a quarter in arrears – We set a target of 20, and we achieved 14 (30%) below target. • Report on the number of people in A&B attending training to deliver Community Reinforcement and Family Training (CRAFT) to families – We set a target of 15 and the actual reported in FQ1 was 0. • Increase the number of people in Argyll and Bute attending training in the following areas, Money Counts, Behaviour Change, Speakeasy, Mental Health and Suicide Prevention - We set a target of 120 and the actual was 39, approximately 67.5% below target. • Number of instances working with Scottish Government or National Agencies on National Strategy and Policy Development. The target was set at 13, and we achieved 8, falling short of the target by approximately 38.5%. • Report on the number of engagements relating to planning with people with lived or living experience of alcohol/or drugs – We set a target of 4, and we achieved 2 engagements, falling short of the target by 2 (50%). 4.2.5 Finance Across 7 KPIs, Financial services performance notes 3 (43%) on track, with 4 (57%) off track against the targets set for Q1 25/26. Performance on or above target: Page 84
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5 • Monitor Older People (OP) - Internal Residential Budget Spend % variance reported at 95% against 100% target • Monitor Older People (OP) - External Residential Budget Spend % Variance reported at 95% against 100% target • Monitor Older People (OP) - Homecare Budget Spend was noted at 92% against 100% target Performance below target & areas for improvement: • Monitor Lorn & Islands Hospital overall budget is noted as off track and 7.9% over budget at FQ1. • Monitor NHS saving recovery to ensure this remains on track. For Q1 the actual spend is 35% of the annual budget, which suggests as the financial year progresses this may go off track. • Monitor Social Work savings recovery to ensure this remains on track. For Q1 the actual spend is 49% of the annual budget, which suggests as the financial year progresses this may go off track. • Monitor the HSCP total budget to ensure this remains on track currently off track as at quarter end by £2m (0.3%) 4.2.6 Carers Performance across 5 Key Performance Indicators (KPIs) for Carers shows 4 KPIs (80%) on track, with 1 KPI (20%) reported as off track against the targets set for FQ1 25/26. Performance on or above target: • Increase the number of Adult Carer Support Plans completed across A&B Carers Centres exceeded the target of 120 (127). • Increase the number of Unpaid Adult Carers supported across A&B Carers Centres exceeded the target of 2700 (3107). • Increase the number of Unpaid Young Carers supported across A&B Carers Centres exceeded the target of 783 (812). • Increase the number of ACSP reviews completed by the various Carers Centres exceeded the target of 1800 (1839). Performance below target & areas for improvement: • Increase the number of Young Carer Statements completed across A&B Carers Centres below the target of 39 (29). 4.2.7 Allied Health Professionals Performance across 5 Key Performance Indicators (KPIs) for Allied Health Professionals shows 1 KPIs (20%) on track, with 4 KPIs (80%) reported as off track against the targets set for FQ1 25/26. It should be acknowledged that nationally waiting time breaches are measured against a zero target and it is a clear indicator of how many actual people are waiting. Local trajectory reporting allows monitoring of progress and improvements to reduce the number of patients on waiting lists across varied health specialties. Page 85
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6 Performance on or above target: • Increase the number of monthly AHP Outpatient Completed Waits exceeded the target of 945 (1017). Performance below target & areas for improvement: • Reduce New Outpatient Referral waits breaching > 4 weeks for Musculoskeletal (MSK) reported above the target of 0 (812). • Reduce New Outpatient Referral waits breaching >12 week waits for AHP services reported above the target of 0 (477). • Reduce P1 and P2 Community Patient Referral waits breaching > 4 weeks for AHP Services noted above the target of 0 (60). • Reduce P3 and P4 Community Patient Referral waits breaching >12 week waits for AHP services shows above the target of 0 (970). 4.2.8 Delayed Discharges Performance across 6 Key Performance Indicators (KPIs) for Delayed Discharges shows 3 KPI (50%) on track, with 3 KPIs (50%) reported as off track against the targets set for FQ1 25/26. It should be acknowledged nationally Delayed Discharges are measured against a zero target. Local targets have been set to monitor progress and improvements to reduce the number of patients showing as a Delayed Discharge. Performance on or above target: • The target to reduce the number of people delayed at monthly census point was 34, and we achieved 32, exceeding the target by 2. • The target to reduce the number of delays in hospital awaiting a care home placement at monthly census point was 10, and we achieved 8, exceeding the target by 2. • The target to reduce the number of people delayed with assessment code at monthly census point was 10, and we had an actual of 7, exceeding the target by 3. Performance below target & areas for improvement: • The target to reduce the overall length of stay in hospital at monthly census point was 634, and our actual was 644, approximately 1.58% over the target. • The target to reduce the number of people delayed in hospital with AWI code at monthly census point was 4, and our actual was 5, just slightly missing the target by 1. • The target to reduce the number of people delayed in hospital at monthly census point due to care at home availability was 10, and our actual performance was 15, exceeding the target by 50%. Page 86
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7 4.2.9 Adult Social Care Performance across 4 Key Performance Indicators (KPIs) for Adult Social Care shows 3 KPIs (75%) on track, with 1 KPI (25%) reported as off track against the targets set for FQ1 25/26. Performance on or above target: • Increase the percentage of Older People who had their homecare monitoring review completed within 6 months - Performance surpassed the target with an actual of 84%, against a target of 60%. • Increase the occupancy rates across A&B Care Homes – We achieved 95%, exactly matching the target. • Reduce the number of hours of unmet need for care at home - The target was to reduce hours to 500, and we achieved 417 hours, exceeding the reduction goal by approximately 16.6%. Performance below target & areas for improvement: • Reduce unplanned admissions to A&B hospitals directly from a care home - The new target set for this KPI was 18. Our actual was 24, exceeding the target by 33%. 4.2.10 Community Hospitals Performance across 5 Key Performance Indicators (KPIs) for Community Hospitals shows 5 KPIs (100%) on track in FQ1 2025/26. Performance on or above target: • Reduce the rate of unplanned admissions to Community Hospitals for 65+ population - The target was to reduce admissions to 450, and we achieved 449. • Reduce the average length of stay for inpatients in A&B Community Hospitals – We aimed to reduce the average LOS to 7.5 days and achieved 6.9, exceeding the target. • A&E attendances meeting the 4 hrs wait target. The national target for attendances meeting the 4 hours target is 95%, we achieved 96%. • Maintain A&B Community Hospitals Bed occupancy rates below 80% target – The target was to maintain bed occupancy below 80%, and actual occupancy was 61.8%. • Reduce the number of falls being reported in a Community Hospital setting in A&B – The target was to reduce falls to 38, and the actual number was 12. Performance below target & areas for improvement: None 4.2.11 Adults with Long Term Conditions / Adult Support & Protection / Alcohol Drugs Partnership Performance across 8 Key Performance Indicators (KPIs) for Adults with Long Term Conditions Services shows 3 KPIs (38%) on track, with 5 KPIs (62%) reported as off track against the targets set for FQ1 25/26. It should be acknowledged that nationally waiting time breaches for New Mental Health Outpatients (12 weeks) and Psychological Therapy (18 Weeks) are measured against a zero target. Local Page 87
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8 targets have been set to monitor progress and improvements to reduce the number of patients on waiting lists across varied health specialties Performance on or above target: • Reduce the number of people monthly waiting for psychological therapy services (>18 weeks) – exceeded the target of 175 (34). • Mental Health urgent care referrals response timescales <2 hours – met the target of 90% (100%). • Mental Health social circumstances report overdue – met the target of 33% (33%). Performance below target & areas for improvement: • Reduce the number of clients on the Dynamic Support Register with category Amber/Red – above the target of 10 (18). • Reduce the number of people waiting for a new Mental Health outpatient service (>12 weeks) – above the target of 390 (757). • Increase the % of Adult Support Protection screening duty to inquire assessments completed within 5 working days – below the target of 70% (40%). • Increase the % of Adult Support Protection investigations completed within 15 working days – below the target of 70% (32%). • Drug & Alcohol completed waiting times from referral to first treatment (LDP) – below the target of 90.0% (83.3%). 4.2.12 Rural General Hospitals (Lorn & Island Hospital) Performance across 9 Key Performance Indicators (KPIs) for Rural General Hospitals (LIH) shows 6 KPIs (67%) on track, with 3 KPIs (33%) reported as off track against the targets set for FQ1 25/26. Performance on or above target: • Reduce the rate of unplanned admissions to LIH 65+ population. We aimed to reduce unplanned admissions to 345. We achieved 315, approximately 9% under the target. • Reduce the total number of unplanned bed days in LIH. We aimed to reduce the total days to 3323 and successfully achieved 2810, 15.4% below the target. • Maintain LIH Bed Occupancy Rates below 90% target. We set a target to maintain bed occupancy below 90% and we maintained performance at 74.6%, 17.1% below the target. • Reduce the number of LIH A&E Attendances that result in an unplanned admission. We set a target to reduce attendances to 19.2%, and we achieved 16.8%. • Reduce the number of falls being reported in a hospital setting in LIH. We set a target to reduce falls to 26, and only 7 were reported this quarter. • Reduce the number of instances of tissue viability in Lorn & Islands Hospital. We set a target to reduce the number of instances to 4, with only 1 being reported this FQ. Performance below target & areas for improvement: • Reduce the Average Length of Stay for inpatients in LIH – Target is to reduce the average LOS to 5 days and we reported 7 day this quarter. Page 88
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9 • 95% of A&E attendances to meet the 4-hour wait target. This KPI has a national target of 95% and we achieved 92% in FQ1. 4.2.13 National Health & Wellbeing Outcome Indicators & Ministerial Steering Group Integration Indicators The National Health and Wellbeing Outcomes provide a strategic framework for the planning and delivery of health and social care services. This suite of outcomes serves to focus on improving the experiences and quality of services for people using those services, carers, and their families. These indicators form the basis of the annual reporting requirement for Health and Social Care Partnerships across Scotland. The national indicators will be updated and reported within A&B HSCP’s Integrated Performance Management Framework to provide the national performance position alongside the local service Key Performance Indicators suite. The latest data in relation to 26 HWBOI and MSG Indicators reports 50% on track, with 13 on track and 13 off track. An overview of A&B HSCP’s latest performance against the 26 measures is reported in Appendix 1. It should be noted that reporting periods vary across the suite of national indicator measures, with some measures reported quarterly affected by national reporting data lag. 5. CONTRIBUTION TO STRATEGIC PRIORITIES The monitoring and reporting against Key Performance Indicators using the Integrated Performance Management Framework and Dashboard ensures the HSCP is able to deliver against key strategic priorities. This in-turn is aligned with the Strategic Plan and key objectives. 6. GOVERNANCE IMPLICATIONS 6.1 Financial Impact Financial performance is evidenced within the IPMF Dashboard ensuring best value as well as evidencing the impact and performance against organisational budget savings. 6.2 Staff Governance Key performance indicators within the IPMF ensure that staff governance requirements continue to be progressed and developed include health and safety, wellbeing and new service redesign and working practices. 6.3 Care and Clinical Governance Clinical Governance and patient safety remain at the core of prioritised service delivery against the new IPMF Dashboard and National Health & Wellbeing Outcomes Indicators. The new governance structure supporting the IPMF ensures that the Clinical & Care Governance Committee remain central to performance improvement. The development of the IPMF is focussed on moving away from previous traditional styles of reporting to a fully collaborative approach with Head of Service and Service Lead commentary. 7. PROFESSIONAL ADVISORY Data used within the performance dashboard is fully accessible in SharePoint with data trends and forecasting are identified to give wider strategic context. This provides the HSCP professional advisors with self –service performance information to inform their role in maintaining professional standards and outcomes. Page 89
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10 8. EQUALITY & DIVERSITY IMPLICATIONS The Integrated Performance Management Framework captures relevant indictors used to inform the HSCP E&D work. 8.1 PROTECTED CHARACTERISTICS Performance detailed within this report acknowledges the rights of the Child (UNCRC), Islands. Fairer Scotland, Socio-economic Duty, Equalities - protected characteristics. 9. GENERAL DATA PROTECTION PRINCIPLES COMPLIANCE Data use and sharing within this report and IPMF performance dashboard is covered within the Argyll and Bute Council & NHS Highland Data Sharing Agreement 10. RISK ASSESSMENT Risks and mitigations associated with performance data sources and reporting are managed and identified within the monthly Performance & Improvement Team- Work Plan. 10.1 STRATEGIC, OPERATIONAL OR CLIMATE RISK Performance reports are used by operational management to identify service delivery risk and to inform mitigation action accordingly. 11. PUBLIC & USER INVOLVEMENT & ENGAGEMENT Performance reporting is available for the public via Argyll and Bute Council and NHS Highland websites. The IPMF dashboard utilises SharePoint to support manager and staff access across the HSCP. 12. CONCLUSION The Integration Joint Board is asked to considerer and acknowledge FQ1 2025/26 (Apr - June) performance as detailed in the IPMF Dashboard 13. DIRECTIONS Directions required to Council, NHS Board or both. Directions to: tick No Directions required x Argyll & Bute Council NHS Highland Health Board Argyll & Bute Council and NHS Highland Health Board 14. PREVIOUS REVIEW OF THE REPORT Meeting Title of report Date Output (if relevant) Page 90
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11 REPORT AUTHOR AND CONTACT Author Name: Douglas Hunter- Senior Manager Performance & Improvement Email: douglas.hunter@argyll-bute.gov.uk Page 91
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12 Appendix 1 - Delayed Discharge Sitrep – 30th June 2025 Page 92
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13 Appendix 2 – HWBOI & MSG Integration Indicators. Core Suite of Integration Indicators HWBOI-Outcomes Data notes 55.5% (5 of 9) HWBOI Outcomes measures reporting as above the national Scotland Rate. It is worth noting that performance will be influenced and vary in line with the total number of respondents participating in this voluntary survey. As such, caution should be noted with regards to previous comparison and trends. Benchmarking performance against 7 comparator HSCPs is noted below. HWBOI – Outcomes - Benchmarking HWBOI- Performance Data Page 93
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14 Data notes 66.7% (6 of 9) HWBOI Performance measures reporting as above the national Scotland Rate. Note Indicators 17 and 19 are reported at FY 24/25 with measures 11, 12, 13, 14, 15, 16, 18 reported as at Calendar year 2024 as a proxy for 2024/25 due to the national data for 2024/25 being incomplete. This is in line with guidance issued by Public Health Scotland which was communicated to all Health and Social Care Partnerships. Using more complete calendar year data for 2024 should improve the consistency of reporting between Health and Social Care Partnerships. HWBOI- Performance Data – Benchmarking Page 94
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15 Ministerial Steering Group Indicators MSG Indicators 1.1, 1.2 and 2.1 are reported at Calendar Year 2024 as a proxy form 2024/25. This is in line with guidance issues by Public Health Scotland which was communicated to all Health and Social Care Partnerships/ MSG Indicators data notes that all MSG measures have sustained higher activity or have increased in the last reporting year. Activity around Emergency Admissions, Unplanned Bed Days, A&E attendances and Delayed Discharge Bed Days all noted performance exceeding pre –Covid levels. This highlights the necessity to consider approaches to alleviate systems pressures around Urgent and Unscheduled Care and expedite hospital flow, particularly around A&E Admissions and Delayed Discharges. Ministerial Steering Group Indicators 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 MSG 1.1 - Number of emergency admissions* CY 8,374 8,231 6,917 7,820 7,928 8,933 8,879 MSG 1.2 - Number of Admissions from A&E* CY 5,244 4,945 3,668 5,040 4,957 5,097 5,502 MSG 2.1 - Number of unplanned bed days acute specialties* CY 65,794 64,008 53,390 67,255 77,094 77,882 80.655 MSG 2.2 - Number of unplanned bed days MH specialties 13,747 13,204 11,208 9,049 9,212 11,575 11.380 MSG 3.1 - Number of A&E attendances 13,985 14,171 10,091 15,646 16,774 17,740 22,456 MSG 3.2 - % A&E attendances seen within 4 hours 93.4% 91.7% 93.1% 88.9% 83.9% 83.0% 83.0% MSG 4.1 - Number of DD bed days occupied 9,530 7,863 5,354 7,742 11,929 12,757 14,042 MSG 5.1 - % of last six months of life by setting community & hospital 90.0% 89.6 90.80% 90.80% 89.60% 89.40% N/A MSG 6.1 - % of 65+ population at Home (unsupported) 92.1% 92.1% 92.5% 92.6% 93.2% 93.4% N/A Data notes 67% (6 of 9) HWBOI Outcomes measures reporting as above the national Scotland Rate. It is worth noting that performance will be influenced and vary in line with the total number of respondents participating in this voluntary survey. As such, caution should be noted with regards to previous comparison and trends Page 95
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ARGYLL AND BUTE COUNCIL BUTE AND COWAL AREA COMMITTEE LEGAL & REGULATORY SUPPORT 2 December 2025 CHARITABLE TRUSTS, BEQUESTS AND TRUST FUNDS 1.0 EXECUTIVE SUMMARY 1.1 The Bute and Cowal Area Committee are Trustees for a number of Charitable Trusts, Bequests and Trust Funds. Historically a report has been brought to the Area Committee on an annual basis ensuring that Trustees have financial oversight of the funds. 1.2 This report provides details of a number of the Trusts and Bequests that remain active in the Bute and Cowal Area and seeks agreement regarding their ongoing management. 2.0 RECOMMENDATIONS 2.1 The Bute and Cowal Area Committee are asked to consider the financial position of all the Charitable Trusts, Bequests and Trust Funds as of August 2025. Page 97 Agenda Item 9
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ARGYLL AND BUTE COUNCIL BUTE AND COWAL AREA COMMITTEE LEGAL & REGULATORY SUPPORT 2 December 2025 CHARITABLE TRUSTS, BEQUESTS AND TRUST FUNDS 3.0 INTRODUCTION 3.1 The Bute and Cowal Area Committee are Trustees of 12 Charitable Trusts, Bequests and Trust Funds with an unrestricted balance of around £14.5K. This report provides information on proposals in relation to the ongoing management of these funds. 4.0 RECOMMENDATIONS 4.1 The Bute and Cowal Area Committee are asked to consider the financial position of all the Charitable Trusts, Bequests and Trust Funds as of August 2025. 5.0 BACKGROUND & DISTRIBUTION ARRNAGEMENTS 5.1 Historically reports are prepared and submitted to the Area Committee outlining the status of each of the funds, proposed distribution method(s) and the amounts available. 5.2 Of the 12 funds for which the Area Committee are trustees many have historically been awarded to Council Departments and allied partners (for example Roads and Amenity Services). 5.3 In September 2020 the Area Committee agreed that those Funds that hold less than £1k in unrestricted reserves (i.e. monies the fund has available to spend without drawing on capital or restricted reserves) be made available, in their totality, within the financial year (2020/21). 5.4 In December 2021 the Area Committee formally agreed to place a moratorium on the distribution of monies from those funds that held less than £50 accumulated funds for distribution. Several funds, specifically the Provosts Bequest Rothesay and the Dunoon & Kilmun Cemeteries, now have more than £50 available for distribution. To lessen the administrative burden and allow interest to accumulate to ensure maximum community benefit at a later date the Area Committee agreed in December 2023 to increase this threshold to £250, impacting upon awards being from those previously mentioned and also from the Mrs Mary Millan Bequest. Page 98
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5.5 To further lessen the administrative burden, in December 2022, the Area Committee agreed to award the totality of the Tulloch Library, Dunoon to Live Argyll and thereafter to agree to place a moratorium on this fund. The Area Committee also agreed to place a moratorium on the Provost’s Fund (Bute). 5.6 Having noted that the piano associated with the ‘Piano Fund, Dunoon’ is in need of full restoration and that the funds available would not meet the required, extensive, costs, the Area Committee agreed that a moratorium be placed on this fund until such time as sufficient funds accumulate. 5.7 A small number of funds have bespoke distribution methods which are generally undertaken by Legal and Regulatory Support, this process will continue. Officers will continue to monitor expenditure from these funds, should expenditure not provide a community benefit Officers will explore what action(s) can be taken and defer to Trustees as appropriate. 6.0 CONCLUSION 6.1 This report has outlined the current position in terms of financial and distribution arrangements of the funds/bequests held in trust by the Area Committees meeting our obligation of ensuring transparent and effective governance. 7.0 IMPLICATIONS 7.1 Policy - None. 7.2 Financial - None. 7.3 Legal - Area Committees, as Trustees, must ensure that the distribution arrangements comply with the terms of the funds/bequests, failure to do so would result in the Council being liable. 7.4 HR - To proceed with reorganisation, in terms of section 10 or 11 of the Law Reform (Miscellaneous Provisions) (Scotland) Act 1990 would require the allocation of Officer time. 7.5 Customer Service 7.6 Risk - None 7.7 Climate Change – None 7.8 Fairer Scotland Duty – None 7.9 Equalities - protected characteristics – None 7.10 Consumer Duty – None 7.11 Island Communities – None 7.12 Children’s Rights and Wellbeing – None Page 99
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Douglas Hendry Executive Director with responsibility for Legal & Regulatory Support November 2025 Policy Lead - Councillor Mark Irvine Appendix 1 – Trust Funds and Bequests. For further information contact: Stuart McLean, Committee Manager, 01436 658717, stuart.mclean@argyll-bute.gov.uk Page 100
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Classification: OFFICIAL# TRUST NAME CHARITABLE PURPOSE DISTRIBUTION PROPOSAL Capital (Restricted Funds) Income during 2024-25 Accumulated Funds for Distribution LAMONT BEQUEST To be distributed to the poor of Kilfinan Website created to encourage applications. Aplications considered at Area Committee. 220.00 242.00 4,671.00 MARQUIS OF BUTE SILVER WEDDING DOWRY £100 given by John Patrick Crichton-Stuart, 3rd Marquess of Bute, on 12 April 1897 (the date of his silver wedding) to Rothesay Town Council. He was at that date the Provost of the Burgh. The annual income to be given to one or two girls from the poorer classes in the Burgh upon their marriage. Various conditions have to be observed at the handing over of the money. See Rothesay Town Council Minutes 12/4/1897 and 10/5/1897. Applications to be encouraged from girls of Rothesay who are being married. Forms to be given out to those applying for a marriage licence. 3,400.00 413.00 751.00 MRS MARY MILLAN BEQUEST Coals for poor of Rothesay 60.00 7.00 98.00 BETHIA WEIR BEQUEST Mrs Bethia McNeil or Weir, widow, Rothesay died 1909. Will confirmed and recorded 1910. Bequest of £51.1s.0d to Rothesay Town Council, the annual income therefrom to be applied annually to the fund for supplying coal to the poor of Rothesay 51.00 16.00 291.00 BAILLIE GILLIES BEQUEST This charity was “inherited” from Bute County Council. Baillie Gillies, is presumed to have been William Gillies, cooper and fishcurer in Rothesay and sometime a Baillie and Chief Magistrate of that Burgh. He was elected to the Town Council in 1812 and retired in 1835. 3,100.00 530.00 8,172.00 COATS BEQUEST INVERCHAOLIN Cemetry maintenance of family lairs. n/a 300.00 14.00 25.00 Moratorium in situ Bespoke arrangements in place Income of Mrs Mary Millan Bequest, Bertha Wier Bequest, Provosts Bequest and Baillie Gillies Bequest combined to have one advert to distribute to poor in Rothesay. Page 101
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Classification: OFFICIAL# TRUST NAME CHARITABLE PURPOSE DISTRIBUTION PROPOSAL Capital (Restricted Funds) Income during 2024-25 Accumulated Funds for Distribution DUNOON & KILMUN CEMETERIES This fund appears to be an aggregate of seven Mortifications which were administered by the former Dunoon & Kilmum Cemeteries Joint Committee until 1975. The fund is for the upkeep of lairs in the Cemeteries. The seven motifications are specified, along with the lairs, in the Abstracts of Accounts of the Dunoon & Kilmun Cemeteries Joint Committee. n/a 588.00 24.00 99.00 MRS B MACEWANS TRUST A bequest of £100 received in 1959 from Mrs Barbara M MacEwan, the income of which is to be used for the maintenance of two lairs (which the minutes do not specify) in the burial ground of Inverchaolain. See minutes of Health & Welfare Committee of Argyll County Council, 5 June 1959. n/a 200.00 8.00 22.00 BUTE EDUCATION Award prizes in schools in Bute. n/a 3,106.00 154.00 174.00 PIANO FUND DUNOON This fund probably dates back to about 1875 when a 'Piano Fund' was set aside by the Dunoon burgh Commissioners for the repair and tuning of a piano in the Burgh Hall. The Fund was certainly in existence in 1890. In the financial year 1931-32 the name of the Fund was changed to the Burgh Hall Piano renewal but cannot trace the relevant minutes of Dunoon Town Council for the change. The name of the Fund appears to be self explanatory. The Burgh Hall has ceased to be used for public concerts. See Dunoon Burgh Abstracts of Accounts, 1890-91, 1930-31, 1931- 32. n/a 400.00 19.00 126.00 TULLOCH LIBRARY DUNOON Formation of public library. n/a 400.00 21.00 45.00 Page 102
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Classification: OFFICIAL# TRUST NAME CHARITABLE PURPOSE DISTRIBUTION PROPOSAL Capital (Restricted Funds) Income during 2024-25 Accumulated Funds for Distribution PROVOSTS BEQUEST ROTHESAY This fund was instigated by Provost James MacMillan in 1920 with an initial contribution from him of £200. It was begun as a commemoration of the visit of King George V to Rothesay on 11 July 1922. Provost MacMillan's donation was quickly augmented, and the scope of the Fund was widened after the Second World War. n/a 1,200.00 42.00 135.00 Page 103
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ARGYLL AND BUTE COUNCIL BUTE AND COWAL AREA COMMITTEE SAKURA CHERRY TREE PROJECT UPDATE 2nd DECEMBER 2025 SAKURA CHERRY TREE PROJECT UPDATE 1.0 INTRODUCTION 1.1 In April 2024 the Lord-Lieutenant of Argyll and Bute contacted the Executive Director with responsibility for Legal and Regulatory Support to explore the possibility of working in partnership to secure a number of flowering cherry trees, to be planted across Argyll and Bute, through the Sakura Cherry Tree Project. 1.2 The project was established in 2016 in recognition of decades of friendship between the United Kingdom and Japan and to further strengthen relationships between the two countries. Flowering cherry tree saplings are provided to communities free of charge for planting in public spaces where everyone can enjoy them. 1.3 This report provides an update on progress in relation to this partnership project between the Lieutenancy of Argyll and Bute and the Council. 2.0 RECOMMENDATIONS It is recommended that the Area Committee: 2.1 Note the contents of this report. 3.0 DETAIL 3.1 In April 2024 the Sakura Cherry Tree Project made contact with the Lieutenancy of Argyll and Bute with the offer of free flowering cherry trees to be planted locally. Trees reserved in April 2024 would be available for delivery from November 2025. Page 105 Agenda Item 10
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3.2 The Sakura Cherry Tree Project was established in 2016 in recognition of decades of friendship between the United Kingdom and Japan and to further strengthen relationships between the two countries. Flowering cherry tree saplings are provided for planting in public spaces where everyone can enjoy them. These offers are traditionally made through local Lieutenancies. The project had an initial target of 1,000 trees across the United Kingdom, but this has expanded with 8,000 trees having been planted since its inception. 3.3 The trees are provided completely free of charge, with the only request being that they are planted in easily accessible locations where they can be enjoyed by as many people as possible, such as parks, playgrounds, community land, schools or other public spaces. They have an expected life span of around thirty years. 3.4 Upon receipt of the offer, the Lord-Lieutenant of Argyll and Bute contacted the Executive Director with responsibility for Legal and Regulatory Support, who is also the Clerk to the Lieutenancy, to explore scope for working in partnership with the council to reserve trees for delivery in November 2025. 3.5 The Executive Director made contact with the Council’s Amenity Services team who agreed that they would be willing to assist in the distribution and planting of the trees following delivery and in line with the specialist guidance provided. 3.6 Subsequently, the Executive Director contacted all Elected Members seeking their views on possible locations for planting trees in their local communities. Ideas had to be submitted in line with the Project’s deadline of 30th April 2024, so that trees could be reserved to meet the November 2025 delivery target. 3.7 A number of Elected Members responded to the request and, after liaising with local residents, provided a range of suggestions where flowering cherry trees could be planted locally for the enjoyment and benefit of the community. The Bute and Cowal locations contributed are listed at Appendix 1. These suggestions were passed to the Lord-Lieutenant who made contact with the Sakura Cherry Tree Project to accept the offer on behalf of Argyll and Bute. 3.8 The Lieutenancy has now received word from the Project that trees are due for delivery to premises in Lochgilphead during November. Following receipt of the trees, colleagues in Amenity Services will assist with the distribution and planting of the trees, adhering to the planting guidance provided, over the course of the coming months. Updates will be provided to local Elected Members by email to notify them of upcoming arrangements, when finalised, for their ward. Page 106
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4.0 CONCLUSION 4.1 This report provides an update for Elected Members on the next stage of Argyll and Bute’s Sakura Cherry Tree Project, following their contributions in terms of possible planting locations and the advice of a delivery timeframe for the trees. 5.0 IMPLICATIONS 5.1 Policy – none known. 5.2 Financial – costs will be met within existing budgets. 5.3 Legal – planting will be carried out in line with any relevant requirements. 5.4 HR – none known. 5.5 Customer Service – none known but the planting project offers an opportunity to secure additional amenities for local communities. 5.6. Risk – risks will be managed through existing and established Amenity Services procedures for activities of this nature. 5.7 Climate Change – none known. 5.8 Fairer Scotland Duty – none known. 5.9 Equalities - protected characteristics – where and if appropriate EqSEIAs will be carried out to identify any implications. 5.10 Consumer Duty – where and if appropriate EqSEIAs will be carried out to identify any implications. 5.11 Islands – where and if appropriate island impacts assessments will be carried out to identify any implications. 5.12 Children’s Rights and Wellbeing – none known. Executive Director with responsibility for Legal and Regulatory Support, Douglas Hendry 7th November 2025 For further information contact: Aileen McNicol, Leadership Support and Member Services Manager, telephone 01546 604014 or email aileen.mcnicol@argyll-bute.gov.uk Page 107
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Appendix 1 – Elected Member Contributions – Potential Planting Locations in Bute and Cowal Bute Rothesay Adjacent to Rothesay Pavilion St Andrew’s Primary School Rothesay Joint Campus Port Bannatyne North Bute Primary School Cowal Dunoon Rose Garden, Argyll Street, between GP and Vet Surgeries Rose Garden, Argyll Street – any location Castle Gardens on either side of the access road to Castle House within existing grass areas Unused plant beds in Castle Gardens Argyll Gardens grass area Argyll Street grass area across from the Queen’s Hall Milton House grass area to complement existing blossom trees Victoria Square at Hanover Street/ Royal Crescent Dhailling Road/Alexandra Parade grass area Brandon Street/Alexandra Parade grass area West Bay grass area in front of UHI facility Innellan Innellan War Memorial Grass area adjacent to the Lido community shop Grass area next to Newton Park Page 108
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Bute and Cowal Area Committee Workplan 2025-2026 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/ consideration Date for Reports to Committee Services Additional Comment December 2025 2 December 2025 Area Performance Report – FQ2 2025/26 Customer Support Services – Kay Owen/ Claire McAllister Quarterly Report 7 November 2025 2 December 2025 Argyll and Bute Health and Social Care Partnership Performance Report Health and Social Care Partnership – Charlotte Craig Annual Report 7 November 2025 2 December 2025 Charitable Trusts, Bequests and Trust Funds Legal and Regulatory Support – Stuart McLean Annual Report 7 November 2025 2 December 2025 Roads and Infrastructure Service Update Roads and Infrastructure – Mark Calder Quarterly Report 7 November 2025 2 December 2025 The Third Marquis of Bute’s Silver Wedding Dowry Fund Legal and Regulatory Support – Stuart McLean Annual Report (If Required) 7 November 2025 2 December 2025 The Provost’s fund (Bute) – Award Recommendations Legal and Regulatory Support – Stuart McLean Annual Report (If Required) 7 November 2025 2 December 2025 Mrs Mary Millan Bequest Legal and Regulatory Support – Stuart McLean Annual Report 7 November 2025 2 December 2025 Bertha Weir Bequest Legal and Regulatory Support – Stuart McLean Annual Report 7 November 2025 Page 109 Agenda Item 11
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Bute and Cowal Area Committee Workplan 2025-2026 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/ consideration Date for Reports to Committee Services Additional Comment December 2025 2 December 2025 Provosts Bequest Legal and Regulatory Support – Stuart McLean Annual Report 7 November 2025 2 December 2025 Baillie Gillies Bequest – Award Recommendations Legal and Regulatory Support – Stuart McLean Annual Report 7 November 2025 2 December 2025 Electric Vehicle Charging Strategy Development and Infrastructure Services – Katie McKenzie Report 7 November 2025 2 December 2025 Fyne Homes Update Fyne Homes – Chief Executive Annual Report 7 November 2025 Moved to next meeting Page 110
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ARGYLL AND BUTE COUNCIL BUTE & COWAL AREA COMMITTEE LEGAL & REGULATORY SUPPORT 2 December 2025 XX MARCH 2021 MRS MARY MILLAN BEQUEST, BERTHA WIER BEQUEST, PROVOSTS BEQUEST (BUTE) & BAILLIE GILLIES BEQUEST - AWARD RECOMMENDATIONS 1.0 APPLICATIONS 1.1 This report gives Members information regarding 2 applications that have been received for support from the Mrs Mary Millan Bequest, Bertha Wier Bequest, Provosts Bequest (Bute) and Baillie Gillies Bequest. 2.1 RECOMMENDATIONS 2.1 The Bute and Cowal Area Committee are asked to consider the applications made to the Combined Funds, and to make whatever grant they deem appropriate from the un-restricted balance of the Funds. 3.0 DETAIL 3.1 The Bute and Cowal Area Committee agreed in December 2017 to combine the income of the Mrs Mary Millan Bequest, Bertha Wier Bequest, Provosts Bequest (Bute) and Baillie Gillies Bequest and to distribute to the poor of the Burgh of Rothesay. 3.2 The Application process follows that of the original Provosts Bequest (Bute) in that applications are made during November and awards made in December. The number of persons receiving the benefit shall not in any year exceed twenty, and that each beneficiary must be domiciled in Rothesay. 3.2 The last awards made from these funds was in 2022, with 3 applicants each receiving £100. Excluding the Provost Fund (Bute) which had a moratorium placed on it in December 2024, the balance of the combined funds stands at £11,772, which comprises of £3,211 restricted funds and £8,561 in non- restricted funds. Trustees are limited to making awards from the non-restricted funds. 4.0 CONCLUSION 4.1 Members are asked to consider the applications that have been made to the Combined funds and to make whatever grant they deem appropriate from the un-restricted balance of the Funds. 5.0 IMPLICATIONS Page 111 Agenda Item 12
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5.1 Policy - None. 5.2 Financial - None. 5.3 Legal - Area Committees, as Trustees, must ensure that the distribution arrangements comply with the terms of the funds/bequests, failure to do so would result in the Council being liable. 5.4 HR - To proceed with reorganisation, in terms of section 10 or 11 of the Law Reform (Miscellaneous Provisions) (Scotland) Act 1990 would require the allocation of Officer time. 5.5 Customer Service 5.6 Risk - None 5.7 Climate Change – None 5.8 Fairer Scotland Duty – None 5.9 Equalities - protected characteristics – None 5.10 Consumer Duty – None 5.11 Island Communities – None 5.12 Children’s Rights and Wellbeing – None Douglas Hendry - Executive Director with responsibility for Legal and Regulatory Support Policy Lead – Councillor Mark Irvine November 2025 For further information contact: Stuart McLean, Committee Manager Tel. No: 01436 658717 Email: Stuart.Mclean@argyll-bute.gov.uk APPENDICES: Appendix 1: Application 1 – Exempt Appendix 2: Application 2 – Exempt Page 112
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Document is Restricted Page 113 Agenda Item 12bNOT FOR PUBLICATION by virtue of paragraph(s) 6 of Schedule 7A of the Local Government(Scotland) Act 1973
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Document is Restricted Page 117 NOT FOR PUBLICATION by virtue of paragraph(s) 6 of Schedule 7A of the Local Government(Scotland) Act 1973
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