Agenda reports pack
Argyll and Bute Council · 1 June 2023
Back to Environment, Development and Infrastructure Committee — 1 June 2023 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 602127 Fax: 01546 604435 DX 599700 LOCHGILPHEAD 25 May 2023 NOTICE OF MEETING A meeting of the ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE will be held BY MICROSOFT TEAMS on THURSDAY, 1 JUNE 2023 at 10:30 AM, which you are requested to attend. Douglas Hendry Executive Director BUSINESS 1. APOLOGIES FOR ABSENCE 2. DECLARATIONS OF INTEREST (IF ANY) 3. MINUTES (Pages 3 - 8) Environment, Development and Infrastructure Committee held on 2 March 2023 4. ROADS CAPITAL PROGRAMME - MEMBER ENGAGEMENT (Pages 9 - 12) Report by Executive Director with responsibility for Roads and Infrastructure Services 5. ROUTE OPTIMISATION UPDATE (Pages 13 - 16) Report by Executive Director with responsibility for Roads and Infrastructure Services 6. LOCAL BRIDGE MAINTENANCE FUND (Pages 17 - 30) Report by Executive Director with responsibility for Roads and Infrastructure Services 7. WASTE PPP UPDATE (Pages 31 - 36) Report by Executive Director with responsibility for Roads and Infrastructure Services 8. PLAN TO DEVELOP AN ACTIVE TRAVEL STRATEGY (Pages 37 - 48) Report by Executive Director with responsibility for Development and Infrastructure 9. ARGYLL AND BUTE UK SHARED PROSPERITY FUND INVESTMENT PLAN - UPDATE (Pages 49 - 60) Report by Executive Director with responsibility for Development and Economic Growth Public Document Pack
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10. REFRESH OF ARGYLL AND BUTE ECONOMIC STRATEGY: 2019 - 2023: 2024 - 2029 (Pages 61 - 82) Report by Executive Director with responsibility for Development and Economic Growth 11. ECONOMIC GROWTH TEAM ACHIEVEMENTS FOR 2022/23 (Pages 83 - 108) Report by Executive Director with responsibility for Development and Economic Growth 12. DECLARING AN ARGYLL AND BUTE HOUSING EMERGENCY (Pages 109 - 118) Report by Executive Director with responsibility for Development and Economic Growth REPORTS FOR NOTING 13. ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE WORK PLAN (Pages 119 - 120) Environment, Development and Infrastructure Committee Councillor John Armour Councillor Jan Brown Councillor Garret Corner Councillor Robin Currie (Chair) Councillor Mark Irvine Councillor Andrew Kain (Vice-Chair) Councillor Donald Kelly Councillor Jim Lynch Councillor Tommy MacPherson Councillor Ian MacQuire Councillor Luna Martin Councillor Ross Moreland Councillor William Sinclair Councillor Andrew Vennard Councillor Peter Wallace Councillor Gary Mulvaney Contact: Hazel MacInnes Tel: 01546 604269
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MINUTES of MEETING of ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE held ON A HYBRID BASIS IN THE COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD AND BY MICROSOFT TEAMS on THURSDAY, 2 MARCH 2023 Present: Councillor Andrew Kain (Chair) Councillor John Armour Councillor Jan Brown Councillor Garret Corner Councillor Mark Irvine Councillor Donald Kelly Councillor Jim Lynch Councillor Tommy MacPherson Councillor Ian MacQuire Councillor Luna Martin Councillor Ross Moreland Councillor William Sinclair Councillor Andrew Vennard Councillor Peter Wallace Attending: Kirsty Flanagan, Executive Director Jim Smith, Head of Roads and Infrastructure Services Fergus Murray, Head of Development and Economic Growth Stuart McLean, Committee Manager Hugh O’Neill, Network and Standards Manager 1. APOLOGIES FOR ABSENCE Apologies for absence were received from Councillor Robin Currie. 2. DECLARATIONS OF INTEREST There were no declarations of interest intimated. 3. MINUTES The Minutes of the meeting of the Environment, Development and Infrastructure Committee held on 1 December 2022 were approved as a correct record. Councillor Luna Martin joined the meeting during the consideration of the following item of business. 4. ROADS RECONSTRUCTION CAPITAL PROGRAMME The Committee gave consideration to a report providing details on the proposed roads reconstruction programme for 2023/24. The programme was based on the 2023/24 allocation of a total of £8.0M, which included £754k brought forward from 2022/23. Decision The Environment, Development and Infrastructure Committee – 1. endorsed the proposed programme of capital works for 2023/24; 2. agreed that details of each area committee’s programme would be forwarded on to individual Elected Members; Page 3 Agenda Item 3
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3. noted that following the budget decision on 23 February 2023, a programme of footway works would be presented to a future meeting of the Environment, Development and Infrastructure Committee. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure dated February 2023, submitted) 5. ANNUAL STATUS AND OPTIONS REPORT 2022 The Committee gave consideration to a report introducing the Annual Status and Options Report which set out an analytical assessment of the condition of the Council’s road network and associated infrastructure as well as setting out projected conditions based on varying levels of investment. Decision The Environment, Development and Infrastructure Committee – 1. endorsed the Annual Status and Options Report and the positive analytical feedback it provided; and 2. noted that the Annual Status and Options Report informs key elements of the Development and Infrastructure Asset Management Plan. (Reference: Report by Executive Director with responsibility for Development and Infrastructure dated 15 December 2022, submitted) 6. ROUTE OPTIMISATION UPDATE The Committee gave consideration to a report providing an update on the introduction of a route optimisation system that would seek to improve the operational management of certain services operated via vehicles providing specific services. Decision The Environment, Development and Infrastructure Committee noted the update provided in the submitted report. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated February 2023, submitted) 7. REST AND BE THANKFUL UPDATE (Pages 7 - 8) The Committee gave consideration to a report providing an update following the announcement by the Transport Minister in December 2022 in respect of improvements to the Old Military Road as a medium term solution to improve the resilience of the temporary diversion route to the A83, should it be closed. Decision The Environment, Development and Infrastructure Committee – Page 4
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1. reaffirmed the Council’s long-established position that a permanent solution for the A83 Rest and Be Thankful must be identified and, crucially, put in place as soon as possible, as first agreed in this new Council term through a motion to Council in September 2022 and subsequently embedded within the Priorities for the Council agreed in November 2022; 2. noted the confirmation from the Transport Minister that funding would remain available for both the medium and long-term solutions for the route; 3. noted the timescales set out in the report and that the aim was to have both lanes of the A83 reopened, with traffic signals removed, by June or July of this year; 4. noted that there was a further meeting of the A83 Taskforce due to take place in June 2023; and 5. in light of the timescales at (3) and (4) above, requested that officers bring a further update to the Environment, Development and Infrastructure Committee meeting on 31 August 2023, for consideration of any further lobbying action that may be required. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated January 2023, submitted; and Motion by Councillor Andrew Kain, seconded by Councillor Donald Kelly, tabled) 8. CEMETERY ASSET REPORT - UPDATE The Committee gave consideration to a report providing an update on the current Argyll and Bute cemetery provision and detailing options for reviewing the current Management Rules for Burial Grounds as well as management of the cemetery assets in the context of current needs and future demands in each administrative area. Decision The Environment, Development and Infrastructure Committee – 1. noted the Area Committee Business Days arranged; 2. noted that officers propose to review cemetery numbers annually; 3. noted the updated lair availability in each available cemetery with associated updates in regards to works carried out and proposed as detailed in Appendix 1 to the submitted report; 4. endorsed and approved the change in policy for the Management Rules for Burial Grounds which have less than 10 years availability to restrict the pre-sale of lairs to protect the cemetery capacity as well as the other updates as detailed in paragraph 3.2.3 of the submitted report; and 5. noted the future capital investment required in this asset group. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated January 2023, submitted) Page 5
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9. CARDROSS CREMATORIUM INSPECTION The Committee gave consideration to a report presenting the findings of a recent inspection of Cardross Crematorium. Decision The Environment, Development and Infrastructure Committee endorsed the findings of the inspection on Cardross Crematorium. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated February 2023, submitted) 10. PLAY PARK FUNDING - UPDATE REPORT The Committee gave consideration to a report outlining a suggested process and timelines for proposing further engagement with other groups, including youth forums and relevant Community Councils in relation to the Play Park Funding Award of £938k which had been awarded by the Scottish Government for the 28 play parks being renewed in Argyll and Bute until 2025/26. Decision The Environment, Development and Infrastructure Committee – 1. noted that Area Committee Business Days were underway, where officers were engaging with Elected Members; and 2. agreed the proposed timeline as set out in section 4.4 of the submitted report. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated February 2023, submitted) 11. FILM IN ARGYLL - SCREEN INDUSTRIES UPDATE REPORT The Committee gave consideration to a report providing an update of the work of the Council’s Film in Argyll service in attracting inward investment into Argyll and Bute from the screen industries and the economic benefits that this had brought to the local economy, including opportunities to promote and market the area. Decision The Environment, Development and Infrastructure Committee noted the contents of the submitted report, including the fact that the sector was still recovering from the impact of the pandemic, and the continued positive economic impact the screen industry had on Argyll and Bute. (Reference: Report by Executive Director with responsibility for Development and Economic Growth dated 10 December 2022, submitted) Councillor Donald Kelly left the meeting during the consideration of the following item of business. Page 6
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12. TRANSFORMATIONAL PROJECTS & REGENERATION TEAM - LARGE SCALE PROJECT UPDATE REPORT The Committee gave consideration to a report providing an update on progress of the large scale, externally funded project work of the Transformational Projects and Regeneration Team. The report highlighted key issues that could impact on the successful delivery of projects. Decision The Environment, Development and Infrastructure Committee noted the current progress detailed within the submitted report. (Reference: Report by Executive Director with responsibility for Development and Economic Growth dated 9 January 2023, submitted) 13. STRATEGIC TRANSPORT PROJECTS REVIEW 2 (STPR2) - OUTCOMES The Strategic Transport Projects Review (STPR2) was developed to inform transport investment in Scotland for the next 20 years (2022-2042). The final STPR2 was published on 8 December 2022. The Committee gave consideration to a report providing information on the outcomes of the review and advising that Argyll and Bute Council had been poorly served through the outcomes of the document despite initial assurances and having been fully engaged throughout the process. Decision The Environment, Development and Infrastructure Committee – 1. noted the Transport Scotland Strategic Transport Projects Review 2 that had been published on 8 December 2022. 2. requested that the Leader of the Council write to the Scottish Government expressing the Council’s disappointment with the STPR2 process and its outcomes in relation to Argyll and Bute. (Reference: Report by Executive Director with responsibility for Development and Economic Growth dated 22 January 2023, submitted) 14. ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE WORK PLAN The Environment, Development and Infrastructure Committee work plan was before the Committee for noting. Decision The Environment, Development and Infrastructure Committee noted the content of the work plan. (Reference: Environment, Development and Infrastructure Committee Work Plan dated February 2023, submitted) Page 7
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE ROADS AND INFRASTRUCTURE 1 JUNE 2023 SERVICES ROADS CAPITAL PROGRAMME – MEMBER ENGAGEMENT 1.0 INTRODUCTION 1.1 This report sets out proposals for additional Member and Area Committee engagement for the development of the annual roads capital programme. 2.0 RECOMMENDATIONS 2.1 It is recommended that Members of the Environment, Development and Infrastructure Committee endorse the proposals for additional Member and Area Committee engagement in the roads capital programme. 3.0 DETAIL 3.1 The roads capital programme is informed using the Road Condition Index which is produced via a machine based survey measuring over 30 attributes of the roads condition. The Council’s Annual Status and Options Report produces an analysis of road condition, which has shown a small but steady improvement in condition over the last few years. This has largely been achieved by the level of investment made available and by developing a programme based on:- Information from machine based surveys (RCI) etc Safety related information from Police Scotland from killed and seriously injured collisions (KSIs) Economic and tourism opportunities Known developments and additional traffic Information from Members Engineering judgement External funding opportunities Information from communities 3.2 Over the last 12 years the Council has invested over £86M in roads reconstruction including some £9M from the Strategic Timber Transport Fund. This has provided an average annual investment of just over £7M per year. This level of investment has seen a slow but steady increase in road condition, although, it should be noted that there is approximately £120M worth of backlog road maintenance meaning Page 9 Agenda Item 4
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that we are unable to treat every section of carriageway which we would ideally like to do. The roads capital programme is progressed with a view to providing the best level of return from the available investment, taking into consideration the various inputs detailed in paragraph 3.1, whole life costs and value for money. 3.3 Audit Scotland produced a report on ‘Maintaining Scotland’s Roads’ in 2011 where they stated “Scotland’s roads are important for economic prosperity and for the quality of life of its people”. Similar statements have been made by Audit Scotland in subsequent audit reports. 3.4 A member seminar was held on 17 January 2023 to provide an overview of roads asset management. The presentation covered survey methods, backlog maintenance, investment modelling, scenarios based on different investment levels/treatment types, Road Condition Index, and how programmes are developed and implemented. The presentation can be viewed in the Members area on the Hub here:- ELECTED MEMBER SEMINARS 2023 | The Hub 3.5 At the members seminar, introducing further member engagement into the process of developing the roads capital programme, through a series of area based Business Day meetings was discussed. The table below sets out how we propose to implement this into the process timeline. Action Date Road Condition Index data received Generally late summer but dates can vary Scheme Manager produces initial list of schemes for consideration September/October Initial lists are reviewed by officers against KSI collision data, engineering judgement etc. September/October Initial draft programme prepared and shared with Elected Members for comments/input October Draft programmes are considered by Area Committees December Budget confirmed at February Budget meeting and programme adjusted based on investment February Programme considered by EDI Committee March Agreed programme confirmed to all members and made available to public March 3.6 The Member engagement will provide an additional opportunity for Members to discuss and comment on the programme whilst it is being developed. The framework for developing the programme is set out at a high level in paragraph 3.5 and takes into consideration numerous factors. The final draft programme will be reported the Environment Development and Infrastructure Committee at its Page 10
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March meeting. Following approval by the Environment, Development and Infrastructure Committee, the programme will be issued to all Members on an Area Committee basis. The programme will also be publicised on the Council website. 3.7 As in previous years, it is possible that changes will require to be made to the programme following publication. This is to take into account winter deterioration, however any changes will be reported to Members. 3.8 Updates on the Capital programme will be available on our website and also through our weekly members briefings. 4.0 CONCLUSION 4.1 This report proposes formalising member engagement to the process of developing the Roads Capital Programme to incorporate member engagement. 5.0 IMPLICATIONS 5.1 Policy – There are no direct policy implications arising from this report – Member engagement will provide an additional opportunity for Members to discuss and comment on the programme whilst it is being developed. 5.2 Financial – capital funding allocation. 5.3 Legal – the Council has statutory duties to maintain infrastructure set out in various legislation like the Roads Scotland Act 1984. 5.4 HR – none known. 5.5 Fairer Scotland Duty: 5.5.1 Equalities - protected characteristics – none known. 5.5.2 Socio-economic Duty – none known. 5.5.3 Islands – none known. 5.6 Climate Change – due regard will be given to climate change with a view to minimising any climate change impact and these will be considered as and when they arise. 5.7 Risk – none known. 5.8 Customer Service – none. Executive Director with responsibility for Roads and Infrastructure Services: Kirsty Flanagan Page 11
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Policy Lead for Roads and Transport: Councillor Andrew Kain May 2023 For further information contact: Jim Smith, Head of Roads and Infrastructure Services Page 12
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE ROADS AND INFRASTRUCTURE 1 JUNE 2023 SERVICES ROUTE OPTIMISATION UPDATE 1.0 INTRODUCTION 1.1 The purpose of this report is to provide Members with an update on the development of the route optimisation project following the report to this Committee on the same subject in March. 2.0 RECOMMENDATIONS 2.1 It is recommended that Members of the Environment, Development and Infrastructure Committee:- Note the progress with the Route Optimisation project; Agree that a Member Seminar will be arranged in the Autumn to present the system and possible scenarios; and Note that a further update report will be brought back to the December Environment, Development and Infrastructure Committee meeting. 3.0 DETAIL Background 3.1 The Council has appointed Webaspx, a leading waste management software solutions company, to provide us with a route optimisation solution, following an open tender process which ran in 2022. 3.2 A £100,000 budget was previously approved for this project. The funding can be used to fund the start-up costs and a large part of the first year software support, with the remaining software support costs being absorbed within current budgets. The contracted upfront costs are approximately £70k with an annual service cost of approximately £50k. The contract is a rolling contract for up to 5 years. It is anticipated that Co2 savings will be made which will not be known until after full implementation. 3.3 As the project develops we will consider options for funding the remainder of the agreed 5 year contract, potentially based on efficiencies realised as a Page 13 Agenda Item 5
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result of having the system in place. Progress 3.4 Since the report to the Environment, Development and Infrastructure Committee in March, the project is now underway, using the Council’s normal project governance methodology. The Head of Roads and Infrastructure is the Senior Responsible Officer for the project, and a project team with officers from across the Council has been established and meets on a weekly basis. Different levels of input will be required from officers across the lifetime of the project – there is no specific dedicated resource working exclusively on route optimisation. 3.5 In line with good practice for contract management, regular meetings are in place between Webaspx and the Council’s Project Team. The project will go forward in phases. The first phase is setting up the Easy Route software, creating the detailed digital model of our road network, our domestic bin collection, disposal operation and is being reported as Phase One. Thereafter there will be a second phase to set up and utilise the in-cab or Digital Depot technology and to consider how this integrates with existing customer service systems. 3.6 The below provides Members with an indicative outline works programme for Phase One: Route optimisation Phase One – Easy Route software Title Description Date Status Inception Inception meeting Agree requirements/ constraints/ deadlines March 2023 Complete Data Roads OS data on road network April 2023 Complete Properties UPRN information on all 48,000 households April 2023 Complete Routes Uploading existing bin route information April 2023 Complete Resources Information on vehicles to cross reference with route and property data April 2023 Complete Performance Weighbridge information from the different off- takers April 2023 Complete Page 14
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Merging data Cleansing and formatting various data sets May 2023 Ongoing at the time of writing Model development and review Initial build Webaspx build software installation of EasyRoute May 2023 On track Training ABC staff training June 2023 On track Model as-is routes Create calibrated models of current collections across all areas June 2023 On track Review as-is routes Ensure As-Is models reflect current collections July 2023 On track Tactical modelling Model routes and other options against different scenarios August 2023 On track NOTE: possible Member Seminar at this stage Review tactical modelling Review remodelled routes September 2023 On track Operational modelling Create fully implementable model(s) for each scenario October 2023 On track Operational review Review and revise possible new designs October 2023 On track Decision gateway Decision stage Determine next steps and lead in to Phase Two December 2023 On track 4.0 CONCLUSION 4.1 The new route optimisation system is a powerful tool and, once built will provide opportunities to model different options, with this firstly being used for the bin collection routes. Revised routes will be able to be planned in a few hours whereas this currently can take several weeks due to the complexity of the modelling. 4.2 The initial data upload, review, cleansing stage is very much an iterative process that requires a reasonable resource commitment from the Council, particularly given the different waste models used across the area. Page 15
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5.0 IMPLICATIONS 5.1 Policy – There are no direct policy implications arising from this report. 5.2 Financial – This project is funded from a previous funding allocated by the Council. 5.3 Legal – None known. 5.4 HR – None known. 5.5 Fairer Scotland Duty: 5.5.1 Equalities - protected characteristics – works from this project will be accompanied by a socio and economic impact assessment. 5.5.2 Socio-economic Duty – none arising from this report. 5.5.3 Islands – this project will look at both the mainland and islands and there is not deemed to be any adverse impact to island communities from this work. 5.6 Climate Change – There is potential to reduce the mileage covered by some vehicles, which would help to work towards reducing the Council’s carbon footprint. It is anticipated this will result in CO2 savings however this will not be fully known until the system is fully implemented. 5.7 Risk – None arising from this report. 5.8 Customer Service – None arising from this report. Executive Director with responsibility for Roads and Infrastructure Services: Kirsty Flanagan Head of Roads and Infrastructure: Jim Smith Policy Lead for Roads and Transport: Councillor Andrew Kain May 2023 For further information contact: Mark Calder, Project Manager Mark.Calder@argyll-bute.gov.uk Page 16
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE ROADS AND INFRASTRUCTURE 1 JUNE 2023 SERVICES LOCAL BRIDGE MAINTENANCE FUND 1.0 INTRODUCTION 1.1 This report provides an update on the £5.450M of funding secured through a highly competitive bid process from Scottish Government’s £32million Local Bridge Maintenance Fund. 1.2 At the Environment, Development and Infrastructure Committee held in June 2022 a report was presented detailing the funding award for the replacement of 4 bridges and strengthening of a further 5. Since then negotiations regarding land (for new bridges), ground investigation and design work has been progressing well. 2.0 RECOMMENDATIONS 2.1 It is recommended that Members of the Environment, Development and Infrastructure Committee endorse the programme of bridge works. 3.0 DETAIL 3.1 The fund will be used to undertake proportionate works (from strengthening to comply with ‘construction and use’ weight limits to full off-line rebuilds) on bridges in need of repair, identified through our inspection programme/ records. Bridges provide critical transport (often lifeline) connections for some communities and are a vital part of the wider road network. 3.2 The table below details the list of bridges which have received funding along with indicative key dates. Bridge Name Grant Amount Site Start Date Estimated Completion Date 1 B840-140 Archonnell Bridge £40,000 Sep 23 Jan 24 2 B842-010 Claonaig Bridge £477,000 Jan 24 May 24 3 A815-230 Cothouse Bridge £517,000 Aug 23 Jun 24 4 A846-270 Glenegedale (2) £597,000 Jun 24 Dec 24 Page 17 Agenda Item 6
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3.3 Location plans for each bridge in the table above are in Appendix 1. Regular updates on these works as they progress will be provided through our weekly members briefing. 3.4 Description of the works proposed: 3.4.1 - B840-140 Archonnell Bridge Additional retaining buttress structure constructed on downstream face of existing bridge. 3.4.2 - B842-010 Claonaig Bridge Strengthening of wing walls, realignment of road, waterproofing, and drainage works. 3.4.3 - A815-230 Cothouse Bridge Installation of deck waterproofing system (under road surface), installation of new expansion joints, joint sealings, concrete repair works, drainage works, vehicle barrier partial replacement, vegetation removal 3.4.4 - A846-270 Glenegedale (2) Full bridge replacement (with footway) in same location. 3.4.5 - B844-010 Kilninver Bridge Full bridge replacement (with footway). Options Appraisal Report (due shortly) shall determine preferred alignment. 3.4.6 - B839-050 Lochgoilhead Bridge Strengthening of arch barrel, including waterproofing, temporary traffic diversion and drainage works. 3.4.7 - A816-120 Oude Full bridge replacement (with footway) upstream / northwards. Options Appraisal Report (due shortly) shall determine preferred alignment. 3.4.8 - A849-280 Pennyghael Bridge Full bridge replacement (with footway) downstream / seawards. Options Appraisal Report (due shortly) shall determine preferred alignment. 3.4.9 - B842-150 Whitestone Bridge Additional retaining buttress structure constructed on downstream face 5 B844-010 Kilninver Bridge £1,194,000 Aug 24 Aug 25 6 B839-050 Lochgoilhead Bridge £198,000 Apr 24 Mar 25 7 A816-120 Oude £1,194,000 Mar 25 Aug 26 8 A849-280 Pennyghael Bridge £1,193,000 Aug 24 Jul 26 9 B842-150 Whitestone Bridge £40,000 Nov 23 Mar 24 Total £5,450,000 Page 18
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of existing bridge. 3.5 Legislation, Standards, Codes of Practice: Replacement (new) structures are designed in accordance with: Roads (Scotland) Act 1984 Legislation Design Manual for Roads and Bridges (DMRB) document “CD 350 - The design of highway structures” and associated document series “Highway Structures & Bridges” “CIHT 'Well-managed highway infrastructure' Code of Practice” Section C6 and associated documentation. Strengthening (maintenance) works to structures are designed, where appropriate, in accordance with: Roads (Scotland) Act 1984 Legislation Design Manual for Roads and Bridges (DMRB) document series “Highway Structures & Bridges” “CIHT 'Well-managed highway infrastructure' Code of Practice” Section C6 and associated documentation. 4.0 CONCLUSION 4.1 This report provides an update on the £5.450M of funding secured in highly competitive bid process from Scottish Government’s £32 million Local Bridge Maintenance Fund. 5.0 IMPLICATIONS 5.1 Policy – projects are being taken forward to align with key policies like the Local Outcome Improvement Plan and the Roads Asset Management Plan. Bridge designs in terms of strength and resilience are required to follow nationally set construction specifications. 5.2 Financial – funded from grant funding. The successful award of grant funding helps to reduce the backlog maintenance figure for the Council’s transport infrastructure. 5.3 Legal – the Council has statutory duties to maintain infrastructure set out in various legislation like the Roads Scotland Act 1984. 5.4 HR – None known. 5.5 Fairer Scotland Duty: None known. 5.5.1 Equalities - protected characteristics – an EqSEIA will be completed which tease out and identify any equality issues which need to be considered. 5.5.2 Socio-economic Duty – None known. Page 19
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5.5.3 Islands – the programme will bring benefits to island communities which will see two bridges being replaced which will help provide additional resilience to the islands transportation infrastructure. 5.6 Climate Change – due regard will be given to climate change with a view to minimising any climate change impact and these will be considered as and when they arise. The provision for pedestrian facilities will be included as part of the design for new build bridges together consideration for the projected increase in sea levels due to climate change. 5.7 Risk – None known. 5.8 Customer Service – None known. Executive Director with responsibility for Roads and Infrastructure Services: Kirsty Flanagan Head of Roads and Infrastructure – Jim Smith Policy Lead for Roads and Transport: Councillor Andrew Kain April 2023 For further information contact: Elsa Simoes – Infrastructure Design Manager or Jim Smith, Head of Roads and Infrastructure Services Appendices: Appendix 1 – Bridge location plans Page 20
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Location..... ISLAY KINTYRE BUTE COWAL LORN LOMOND MULL ARRAN INFRASTRUCTURE DESIGN, MANSE BRAE, LOCHGILPHEAD, ARGYLL,PA31 8RD TITLE Head of Roads and Infrastructure Services Jim Smith DATE APPROVED BY CHECKED BY DRAWN BY DESIGNED BY DRAWING NUMBER: SCALE: ARGYLL & BUTE COUNCIL --- DEVELOPMENT AND INFRASTRUCTURE SERVICES © Crown copyright and database right 2022 All right reserved. Ordnance Survey Licence number 100023368 KH B840-140 Ardchonnell Bridge Parapet Replacement Location Plan KH XX XX 01/03/2022 As Shown @ A3 00019-38 / 001 B840-140 Ardchonnell Bridge Ardchonnell NM982123 Supplementary Location Plan Not to Scale Location Plan Scale 1:1,250 MID ARGYLL Ardchonnell Page 21
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B842-010 Claonaig Bridge © Crown copyright and database right 2022. All rights reserved. Ordnance Survey Licence number 100023368 ¯0 0.8 1.6 2.4 3.2 miLocation Plan Page 22
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ISLAY KINTYRE BUTE COWAL LORN LOMOND MULL ROTHESAY ARRAN Location Plan Scale 1:50,000 A815-230 Cothouse Bridge N N Supplementary Location Plan 1:1,000,000 Dunoon A815-230 Cothouse Bridge Dunoon A815-230 Cothouse Bridge Location Plan DESIGN OFFICE, MANSE BRAE, LOCHGILPHEAD, ARGYLL,PA31 8RD TITLE Head of Roads and Infrastructure Services Jim Smith DATE APPROVED BY CHECKED BY DRAWN BY DESIGNED BY DRAWING NUMBER: SCALE: SUFFIX REVISION INIT. DATE DESIGNED BY APPROVED BY INIT. DATE SAJG SAJG KH ES 26/01/21 1:500 @ A3 00019-30 / 601 Page 23
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INFRASTRUCTURE DESIGN, MANSE BRAE, LOCHGILPHEAD, ARGYLL,PA31 8RD TITLE Head of Roads and Infrastructure Services Jim Smith DATE APPROVED BY CHECKED BY DRAWN BY DESIGNED BY DRAWING NUMBER: SCALE: ARGYLL & BUTE COUNCIL --- DEVELOPMENT AND INFRASTRUCTURE SERVICES © Crown copyright and database right 2022 All right reserved. Ordnance Survey Licence number 100023368 A846-270 Glenegedale Bridge Location Plan As Shown @ A3 Supplementary Location Plan Not to Scale Location Plan Scale 1: 2,500 KINTYRE BUTE COWAL LORN LOMOND MULL ARRAN MID ARGYLL ST ST JS XX 03/02/2022 00019-25 / 101 To Port Ellen N NTo Bowmore A846-270 Glenegedale Bridge Glenegedale ISLAY Islay Airport Glenegedale House A846 A846 Page 24
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B 844 Dunan Buiaig Dairy Cottage Graveyard 12.2m 10.7m Kilninver 12.5mTCB Home Farm Church 12.8m Kilninver Cottage (site of) Path (um) St Bean's Church Lodge Track (site of) Cairn NTL Burial Ground Post House LB Track Waterfall B 844 Kilninver ISLAY KINTYRE BUTE COWAL LORN LOMOND MULL ARRAN INFRASTRUCTURE DESIGN, MANSE BRAE, LOCHGILPHEAD, ARGYLL,PA31 8RD TITLE Head of Roads and Infrastructure Services Jim Smith DATE APPROVED BY CHECKED BY DRAWN BY DESIGNED BY DRAWING NUMBER: SCALE: ARGYLL & BUTE COUNCIL --- DEVELOPMENT AND INFRASTRUCTURE SERVICES © Crown copyright and database right 2022 All right reserved. Ordnance Survey Licence number 100023368 JSB844-010 Kilninver Bridge Location Plan JS XX XX XX/XX/XX As Shown @ A3 00019-12 / 101 B844-010 Kilninver Bridge Supplementary Location Plan Not to Scale Location Plan Scale 1:2,500 MID ARGYLL To A816 / Oban To A816 / Lochgilphead To Clachan Seil Page 25
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A Principal Inspections & Assessment Package 00021-02 / 2020 Bridge Assessment Package B8399-050 Lochgoilhead Location Plan DESIGN OFFICE, MANSE BRAE, LOCHGILPHEAD, ARGYLL,PA31 8RD TITLE Head of Roads and Infrastructure Services Jim Smith DATE APPROVED BY CHECKED BY DRAWN BY DESIGNED BY DRAWING NUMBER: SCALE: ..\A and B logo.jpg SUFFIX REVISION NOTES: 1) All dimensions are in metres unless noted otherwise. 2) All levels are in metres relative to a local datum. © Crown copyright and database right 2020. All right reserved. Ordnance Survey Licence number 100023368 . INIT. DATE DESIGNED BY APPROVED BY INIT. DATE NC NC ES ES 23/06/2020 N.T.S. 00021-02-2020-004 ARGYLL & BUTE COUNCIL --- DEVELOPMENT AND INFRASTRUCTURE SERVICES - - - -- - - - - -- - B839-050 Lochgoilhead Page 26
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A 816 A 816 River Oude Track INFRASTRUCTURE DESIGN, MANSE BRAE, LOCHGILPHEAD, ARGYLL,PA31 8RD TITLE Head of Roads and Infrastructure Services Jim Smith DATE APPROVED BY CHECKED BY DRAWN BY DESIGNED BY DRAWING NUMBER: SCALE: ARGYLL & BUTE COUNCIL --- DEVELOPMENT AND INFRASTRUCTURE SERVICES © Crown copyright and database right 2022 All right reserved. Ordnance Survey Licence number 100023368 STA816-120 Oude Bridge Location Plan ST JS XX xxxx As Shown @ A3 A816-120 / 101 Supplementary Location Plan Not to Scale Location Plan Scale 1:2,500 ISLAY KINTYRE BUTE COWAL LORN LOMOND MULL ARRAN MID ARGYLL N N To Kilninver/ Oban To Kilmelford A816-120 Oude Bridge Oude Page 27
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A846 A846 INFRASTRUCTURE DESIGN, MANSE BRAE, LOCHGILPHEAD, ARGYLL,PA31 8RD TITLE Head of Roads and Infrastructure Services Jim Smith DATE APPROVED BY CHECKED BY DRAWN BY DESIGNED BY DRAWING NUMBER: SCALE: ARGYLL & BUTE COUNCIL --- DEVELOPMENT AND INFRASTRUCTURE SERVICES © Crown copyright and database right 2022 All right reserved. Ordnance Survey Licence number 100023368 STA846-270 Pennyghael Bridge Location Plan ST JS XX 03/02/2022 As Shown @ A3 00019-37 / 101 Supplementary Location Plan Not to Scale Location Plan Scale 1:2,500 ISLAY KINTYRE BUTE COWAL LORN LOMOND MULL ARRAN MID ARGYLL N N To Craignure To Bunessan Pennyghael A849-280 Pennyghael Bridge Pennyghael Community Hall The Pennyghael Hotel Page 28
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74m Whitestone Burn 81m Whitestone Track Creagan Lìn Track Drain INFRASTRUCTURE DESIGN, MANSE BRAE, LOCHGILPHEAD, ARGYLL,PA31 8RD TITLE Head of Roads and Infrastructure Services Jim Smith DATE APPROVED BY CHECKED BY DRAWN BY DESIGNED BY DRAWING NUMBER: SCALE: ARGYLL & BUTE COUNCIL --- DEVELOPMENT AND INFRASTRUCTURE SERVICES © Crown copyright and database right 2022 All right reserved. Ordnance Survey Licence number 100023368 STB842-150 Whitestone Bridge Location Plan ST xx xx 07/03/22 As Shown @ A3 100 / 101 B842-150Whitestone Bridge Supplementary Location Plan Not to Scale Location Plan Scale 1:2,500 B842-150 Whitestone Bridge ISLAY KINTYRE BUTE COWAL LORN LOMOND MULL ARRAN MID ARGYLL N N Key: Argyll and Bute Council's extents of adopted road Track or un adopted road TO Campbeltown TO Carradale Page 29
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT & INFRASTRUCTURE COMMITTEE ROAD AND INFRASTRUCTURE SERVICES 1 JUNE 2023 WASTE PPP UPDATE 1.0 EXECUTIVE SUMMARY 1.1 The Council has in place a 25 year Waste PPP contract with Renewi which ends in September 2026. The waste PPP contract covers Oban and Lorn, Mid Argyll and Kintyre, Bute and Cowal together with the inner islands. The contract provides a disposal solution for general waste through a Mechanical Biological Treatment (MBT) process, with residual waste being landfilled. The contract also provides a transfer facility and haulage for co- mingled recycling. 1.2 Scottish Government are due to introduce a Biodegradable Municipal Waste (BMW) landfill ban from the end of December 2025. The last 9 months of the PPP 25 year contract will not be compliant with the new regulation. 1.3 This report provides the Environment, Development and Infrastructure Committee (ED&I) with an update on the Waste PPP, and information relating to the continuation of engagement with Scottish Government regarding the derogation. Further discussion is taking place with Renewi as part of the considerations of the options appraisal (options noted below) reported to ED&I in December 2022. RECOMMENDATIONS It is recommended that the Environment, Development and Infrastructure Committee:- Consider and endorse the content of this report and that further updates will be provided for September ED&I Committee. Page 31 Agenda Item 7
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT & INFRASTRUCTURE COMMITTEE ROAD AND INFRASTRUCTURE SERVICES 1 JUNE 2023 WASTE PPP UPDATE 2.0 INTRODUCTION 2.1 This report provides an update on Waste projects and engagement taking place with Scottish Government and Renewi following report presented to ED&I committee on 1st December 2022. 3.0 RECOMMENDATIONS 3.1 Consider and endorse the content of this report and that further updates will be provided for September ED&I Committee. 4.0 DETAIL 4.1 The December ED&I report recommended two options for pursuance which are noted below and being progressed by Officers. Option 3 – request a time limited derogation from the Scottish Government for the Waste PPP area from 1st January 2026 - September 2026 for the municipal solid waste landfill ban which is due to be implemented from 1st January 2026. The Council has formally written to the Scottish Government regarding this request. Option 4 – commence PPP contract discussions with Renewi (Waste PPP Contractor) regarding landfill ban compliance from 1st January 2026, should a time limited derogation not be granted by The Scottish Government. The Council has commenced such discussions with Renewi and this process in on-going. 4.2 Argyll and Bute Council Officers have engaged with Scottish Government officials regarding the request for a 9 month derogation to coincide with the Renewi contract end date of 2nd September 2026. 4.3 The Council Leader has been engaging with the relevant Scottish Government Minister to formally discuss the possibility of a time limited derogation. The Council Leader received communication stating that the Minister would meet with the Council Leader and Argyll and Bute Council officials. However, this original arrangement has now changed and Page 32
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Scottish Government have approached the Scottish Environment Protection Agency (SEPA) asking for their view on the December ED&I report and options appraisal. The purpose of the derogation is to align the introduction of a BMW compliant solution with the natural end of the PPP contract in September 2026, a delay of 9 months. 4.4 Regardless of the derogation request being successful or not it is intended that the islands and the Helensburgh and Lomond areas, out with the PPP contract, would become BMW ban compliant from 1 January 2026. 4.5 Officers have engaged with Renewi through workshops regarding potential changes to the current contract to be compliant with the landfill ban, this is notwithstanding the infrastructure changes required to accommodate the ban implementation date, Renewi have been advised accordingly and funds set aside for the conversion of the MBT plants at Dalinlongart, Lingerton and Moleigh. The Council has set aside £3.5m for the development of a Waste Transfer Station in Helensburgh and the conversion of three MBT plants at the aforementioned sites to Waste Transfer Stations. 4.6 Members should note that we are not in a position to ask for a decision on the options proposed within the December ED&I report until such a time that a decision has been given by either Scottish Government or SEPA regarding the derogation. A further report will be taken to ED&I in September on the position at that time to allow Members to take an informed decision. 4.7 Officers continue to progress all Waste related matters and have noted below the next steps that are being taken with regard to the Waste PPP contract. To seek to obtain a derogation from the Scottish Government, of limited term and scope, from the implementation date of 1st January 2026, with officers and the Council’s political leadership working together to engage the Scottish Government at officer and Ministerial level in this regard; Continue to engage with Renewi to ensure that there is a suitable alternative for landfill ban compliance should Scottish Government not agree to a derogation; Bring forward a further report to the ED&I committee in September 2023 at which time Members would make a final determination on the aforementioned two points; In the event of a derogation not being forthcoming, the Council engage with Scottish Government to seek funding for this additional burden and the additional high costs which would be incurred by the Council. Page 33
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5.0 CONCLUSION 5.1 In concluding this report, officers will continue to engage with Scottish Government and Renewi to enable a report to be presented to ED&I committee in September 2023. At this time, it is hoped that the authority should have a definitive response on whether a derogation will be made available to us or whether the option is to continue pursuance of compliance with Renewi for the introduction of the BMW landfill ban and alterations made to infrastructure on the three main sites, Dalinlongart, Lingerton and Moleigh. 6.0 IMPLICATIONS 6.1 Policy – The council’s waste strategy will evolve in line with the changes in legislation relating to the BMW ban of waste to landfill. A derogation will be sought, failing a successful response the current Renewi contract will be varied to comply with legislative changes. 6.2 Financial – Compliance with the 2025 Landfill ban will require financial resource and capital funds were set aside as part of the budget in February 2023. As the Scottish Government are initiating the change, we should continue to pursue financial support from the Scottish Government for this change to provide a long-term financially sustainable solution. 6.3 Legal – The existing PPP contract was not designed or written to accommodate the changes that the 2025 legislation will require. The contract allows variations to be made although the process is quite cumbersome. There will be legal implications, which will need to be resolved, relating to a contract variation relating to the derogation and/or changes in Renewi’s contract. 6.4 HR – HR issues will be addressed prior to and during the process of contract handback. Having sufficient resource will factor into the project demands of waste management. TUPE will be relevant at the handback and during the process of progressing to handback should the Council operate the sites themselves. 6.5 Fairer Scotland Duty: 6.5.1 Equalities - protected characteristics – None 6.5.2 Socio-economic Duty – None 6.5.3 Islands – There may be potential ferry capacity issues for bulking and transporting waste material from islands, this has been highlighted to Transport Scotland. 6.6 Climate Change – Transitioning from Landfill to Energy from Waste would result in a reduction in the annual quantity of Greenhouse Gas Generated in Argyll and Bute. However, the additional road miles Page 34
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incurred taking waste to EFW markets will offset the carbon reductions achieved through not landfilling. 6.7 Risk – There are financial risks associated with no Scottish Govrenment with a derogation. This was noted within the December ED&I report. 6.8 Customer Service – None. Kirsty Flanagan, Executive Director with responsibility for Road and Infrastructure Services Jim Smith, Head of Road and Infrastructure Services Councillor Ross Moreland, Policy Lead for Climate Change and Environment Services For further information contact: John Blake - Fleet, Waste & Transport Manager john.blake@argyll-bute.gov.uk Page 35
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH 1 JUNE 2023 PLAN TO DEVELOP AN ACTIVE TRAVEL STRATEGY 1.0 HEADLINES 1.1. The Active Travel Strategy will set out the Council’s vision and strategy to increase opportunities for residents and visitors to choose to make journeys by physically active means, for example walking or cycling. This will establish the context for the future development of plans for infrastructure to enable and encourage active travel, as well as behaviour change programmes to encourage uptake. 1.2. The subsidiary Active Travel Development Plan will set out a prioritised set of actions for both infrastructure and behaviour change projects. The prioritisation will apply the strategic context set in the Active Travel Strategy to a specific set of deliverable projects to ensure the principles established in the Active Travel Strategy are delivered on the ground. It is planned to present the Active Travel Development Plan to each of the four Area Committees for member input at the appropriate point in development. 1.3. The Scottish Government has committed to increasing national funding for active travel to 10% of the total transport budget by 2024/25, estimated to be in the region of £320M/annum. However, opportunities to secure a share of this funding are increasingly requiring Local Authorities to demonstrate a relevant and up to date Active Travel Strategy and Delivery Plan as one of the key criteria, a trend which we understand from Transport Scotland is planned to continue. 2.0 RECOMMENDATIONS 2.1 It is recommended that Members of the Environment, Development and Infrastructure Committee approve the Strategic Transportation Team within Development and Economic Growth to develop an Active Travel Strategy and subsidiary Active Travel Delivery Plan for future approval. Page 37 Agenda Item 8
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3.0 DETAIL 3.1. The Strategic Transportation Team has successfully secured £9.4M external funding over the past 5 years to develop active travel across Argyll and Bute. Additionally, the staff costs of the 1.7 FTE staff in the team working on active travel are funded via successfully securing highly competitive external challenge funds. There is a limited budget available through a grant from the Scottish Government for Active Travel, which is utilised for match funding. 3.2. Funding for active travel has recently been secured from the following sources: Cycling Walking and Safer Routes (CWSR). A ring-fenced annual allowance awarded for active travel infrastructure work to each local authority on a per capita basis. This can be used as match funding for the Transport Scotland derived funds or stand-alone to deliver infrastructure. Recently CWSR has supported delivery of the Helensburgh Waterfront Cycleway and cycle parking at Helensburgh Waterfront, Dunoon Castle Gardens access improvements, Colchester Square & Argyll Street pedestrian improvements, Bruchladdich-Port Charlotte Path and Ralston Road/Meadows Avenue Cycleways. Places for Everyone (PfE). Transport Scotland derived funding for construction of new active travel routes which Sustrans are paid to administer. Offers a maximise of 100% of design funding (up to 10% of total project cost) and 70% of construction funding, with 30% required to be secured from non Transport Scotland derived sources. PfE requires repeated highly competitive funding applications for each set of design stages and again for construction (min 3 applications to get to construction), and Sustrans set a very exhaustive list of requirements on the design, design process and level of control they have over each project. Regional Transport Partnerships Active Travel Grant (RATG). Transport Scotland funding pot which is only open to regional transport partnerships. Have secured funding from RATG via both HITRANS and SPT. Recently the RATG has enabled the construction of the segregated cycleways on Ralston Road/Meadows Ave to serve Campbeltown Grammar, Castlehill Primary and Campbeltown Hospital. Smarter Choices Smarter Places (SCSP). Transport Scotland derived funding for behaviour change projects which Paths for All are paid to administer. Offers a maximum of 50% funding in a single financial year towards non-infrastructure projects which are designed to encourage or enable people to choose to walk, cycle or travel sustainably (e.g. public transport). The 50% match funding required can be made up of a maximum of 25% staff time and a minimum of 25% cash, which we currently derive from CWSR. Recently SCSP has enabled the development of the popular Active Travel Smartphone Apps for Bowmore/Islay, Campbeltown, Dunoon, Helensburgh, Oban, Rothesay and Tobermory/Mull. Page 38
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Strathclyde Partnership for Transport (SPT) Capital Programme. SPT holds an annual capital programme which we submit annual applications to for projects in the Helensburgh and Lomond area. Recently SPT have supported delivery of sections of Helensburgh- Cardross-Dumbarton Cyclepath, and design of Rosneath and Helensburgh-Garelochhead cyclepaths. 3.3. The Scottish Government has committed to increasing national funding for active travel to 10% of the total transport budget by 2024/25, estimated to be in the region of £320M/annum. However, opportunities to secure a share of this funding increasingly require Local Authorities to demonstrate a relevant and up to date Active Travel Strategy (ATS) as one of the key criteria, a trend which we understand from Transport Scotland is expected to continue. 3.4. An increasing number of active travel funding sources are requiring evidence of a robust, relevant and up to date ATS as part of the application process to these highly competitive challenge funds. Transport Scotland, where most active travel funding conduits originally derive from, has stated they plan to require all their funds criteria to require an up-to-date, adopted ATS and Delivery Plan prior to accepting funding applications. To continue to secure external active travel funding, Argyll and Bute Council is now required to develop and adopt an ATS and subsidiary Active Travel Delivery Plan (ATDP). 3.5. The ATS will set out the Council’s vision and strategy to increase opportunities for residents and visitors to choose to make journeys by physically active means, for example walking or cycling, and set out clear objectives for success. This will establish the context for the subsequent development of an ATDP which will establish a prioritised programme of infrastructure and behaviour change programmes to enable and encourage uptake of active travel. 3.6. It is forecast that the ATS would be available for approval by summer 2024. This is due to the significant consultation, research and engagement required to develop an ATS, combined with the pressures of existing workloads on very limited staff resources. 3.7. It is forecast that the ATDP would be available for approval by summer 2025. This is due to the significant route identification, prioritisation, consultation and engagement required to develop a robust, deliverable plan, combined with the pressures of existing workloads on very limited staff resources. It is planned to present the ATDP to area committees for member input at the appropriate stage of development. 3.8. Community consultation and engagement is a key element of development of a robust ATS and ATDP. This will provide our communities, residents and businesses with the opportunity to input to the development of the Strategy and guide the forms of active travel interventions which their communities require in future. Page 39
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3.9. An outline programme for development of the ATS (Table 1) and ATDP (Table 2) is below, noting that this is subject to change depending on the limited staff capacity available to develop these important strategic plans. Table 1: Active Travel Strategy Programme Action Period Review of existing relevant guidance, incl. national, regional and local strategic guidance 2023/24 Q2 Identify range of potential interventions for improvement of Active Travel 2023/24 Q3 Internal key stakeholder engagement on Strategic Guidance Identified and Potential Interventions Identified 2023/24 Q3 Update draft plan based on key stakeholder engagement 2023/24 Q4 Community Engagement 2023/24 Q4 Update draft plan based on community engagement 2024/25 Q1 Approval 2024/25 Q2 Publish Approved Active Travel Strategy 2024/25 Q2 Table 2: Active Travel Delivery Plan Programme Action Period Review existing Active Travel Masterplans / Proposals 2024/25 Q2 Identify potential new active travel routes / interventions 2024/25 Q3 Internal key stakeholder engagement on potential new active travel routes / interventions 2024/25 Q3 Update proposals based on key stakeholder engagement 2024/25 Q4 Community Engagement 2024/25 Q4 Update proposals based on community engagement 2025/26 Q1 Approval 2025/26 Q2 Publish Approved Active Travel Delivery Plan 2025/26 Q2 3.10. Funding to support staff time to develop an ATS and ATDP is planned to be secured from external sources. Most external active travel funding sources operate on an annual basis and it is expected separate funding will require to be identified for each financial year, albeit potentially from the same source. 3.11. Active travel supports delivery of a range of outcomes. The main of these are identified below. SOA outcome 2: We have infrastructure that supports sustainable growth. SOA outcome 5: People live active, healthier and independent lives Climate Emergency Declaration 3.12. There is a wide range of guidance relevant to active travel, the main of these are noted in appendix 1. Page 40
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4.0 CONCLUSION 4.1. The development and adoption of a robust Active Travel Strategy (ATS) and subsidiary Active Travel Delivery Plan (ATDP) will provide a basis for development of active travel projects to support our residents and visitors to choose actively, supporting improved health, access to services and economic development. 4.2. As an increasingly requested requirement for access to external funds for active travel, the adoption of an ATS and ATDP will enable continued successful securing of funding to improve our communities. 5.0 IMPLICATIONS 5.1. Policy Development of an Active Travel Strategy will support the Council’s SOA outcomes 2: We have infrastructure that supports sustainable growth and 5: People live active, healthier and independent lives. The project also supports achievement of the Scottish Government’s objectives set out in the Cycling Action Plan for Scotland (CAPS) and Let’s Get Scotland Walking - The National Walking Strategy. 5.2. Financial The development of an Active Travel Strategy will not require any financial support from Argyll and Bute Council. Costs will be funded from external funding sources. 5.3. Legal None 5.4. HR None. 5.5. Fairer Scotland Duty: 5.5.1 Equalities – Protected Characteristics The Active Travel Strategy will be accompanied by a socio and economic impact assessment. 5.5.2 Socio- economic Duty Creation of an Active Travel Strategy will support development of projects to enable our residents and visitors to travel more sustainably and actively which will help reduce transport and fuel poverty and improve access to essential services. Evidence indicates individuals who choose to travel actively have a higher annual spend in local businesses. 6.5.3 Islands The Active Travel Strategy will include all islands within Argyll and Bute on an equal basis as the Page 41
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mainland. 5.6. Climate Change Active Travel is the least carbon intensive mode of travel. The Active Travel Strategy will provide the context for development of new opportunities for residents and visitors to consider an alternative to having to use a private car to travel which will help lower Argyll and Bute’s carbon footprint. 5.7. Risk There is a reputational risk to the Council if continued improvements to opportunities to choose to travel actively are not delivered. 5.8. Customer Services None. Executive Director of Development and Infrastructure, Kirsty Flanagan Head of Development and Economic Growth, Fergus Murray Policy Lead for Roads and Transport, Councillor Andrew Kain May 2023 For further information contact: Colin Young, Strategic Transportation Delivery Officer Colin.Young@argyll-bute.gov.uk Appendix 1 – Active Travel Guidance Page 42
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APPENDIX 1 – ACTIVE TRAVEL GUIDANCE Relevant local guidance: Road Asset Management Plan Local Development Plan / Local Development Plan 2 Economic Strategy Relevant regional guidance: SPT Regional Transport Strategy SPT Regional Active Travel Plan HITRANS Regional Transport Strategy HITRANS Regional Active Travel Plan NHS Argyll Activity Plan Relevant national guidance: National Transport Strategy 2 Cycling Framework and Delivery Plan for Active Travel in Scotland 2022- 2030 Let’s get Scotland Walking – The National Walking Strategy Scotland’s Road Safety Framework to 2030 Update to the Climate Change Plan 2018 – 2032 Climate Ready Scotland: climate change adaptation programme 2019 – 2024 Climate Change Plan: third report on proposals and policies 2018-2032 National Planning Framework 4 Public Health Priorities for Scotland Cleaner Air for Scotland 2 A Connected Scotland: our strategy for tackling social isolation and loneliness and building stronger social connections Decarbonising the Scottish transport sector A More Active Scotland: Scotland’s Physical Activity Delivery Plan Cycle by Design Active Travel Framework Fairer Scotland Duty Scotland’s Economic Strategy Strategic Transportation Projects Review 2 (STPR 2) Public Health Scotland Strategic Plan 2022 – 2025 The Scottish Government’s National Transport Strategy 2 (NTS2), published Feb 2020 establishes a hierarchy of transport modes, which places active travel modes (walking, wheeling and cycling) at the top of the modal priorities, as shown in Figure 1.1. Page 43
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Figure 1.1 NTS2 Modal Prioritisation Transport Scotland has recently publish draft guidance on the preparation of an Active Travel Strategy, this is available at www.transport.gov.scot/publication/active-travel- strategies-guidance-for-completion/ Transport Scotland’s Active Travel Strategy Guidance identifies a number of suggested barrier to uptake of active travel and interventions to address common barriers, see figure 1.2. It is important to tailor interventions to local circumstances and identified barriers, which will be considered through development of the ATS and ATDP. Figure 1.2 Barrier to and interventions to address uptake of active travel Barriers Interventions Social & physical barriers to walking Led walking groups Cost of owning and maintaining a cycle Measures to increase access to cycles, which could include: Develop public cycle hire schemes on a scale relevant to the area Free cycles for school children, a pilot project which will be rolled out as a national scheme Cycle loan / library schemes, including adapted cycles and cargo bikes Promotion of Cycle to Work scheme Cycle recycling and re-use Cycle storage space / theft Increasing secure cycle parking and storage at key destinations and in residential areas Distance too far to cycle, hilliness and/ or fitness Measures to increase access to electric cycles will extend range and overcome these barriers for some people Inability to cycle safely Cycle training Bikeability Scotland training for all children Targeted offer of Essential Cycle Skills training for adults and families Quality / inaccessibility of Area-based accessibility audits with targeted improvements Page 44
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the pedestrian environment; fear of slips, trips and falls The quality of the built environment disproportionately prevents people who identify with certain protected characteristics (including disabled people, children and elderly) from walking or wheeling. It can also prevent people from being able to access public transport. Often many small changes need to be made in an area to create good conditions for walking and wheeling. Audits are a good way to identify and prioritise necessary improvements. Common issues and potential solutions have been reviewed by Living Streets through a nationwide study. Both detailed design and wider issues such as dominance of parking in the streetscape and passive surveillance are important issues to address to enable walking and wheeling Traffic-related safety and personal security On-road cycle networks, primarily composed of protected cycle lanes on main roads, in all large towns and cities Cycle lanes physically separated from traffic improve safety and being in the street environment provides greater passive surveillance, compared to paths remote from the road, addressing personal security concerns. These networks are likely to include Active Freeways, high-quality direct active travel routes, segregated from traffic, along main roads in large urban areas (both radial and other high-demand corridors) that connect outlying neighbourhoods to city/town centres and other important destinations. Where cycleways are constructed, it is recommended to incorporate complementary improvements for walking and wheeling on the same streets. Traffic-related safety Plan strategic expansions to green path networks that are suitable for walking, wheeling and cycling, connecting communities in urban and rural areas. Greened path networks can help achieve different outcomes to onroad cycle networks, so both types of interventions are needed. Page 45
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Creating greened path networks provide active travel options which address traffic-related safety. Where they are remote from the road network they can provide beneficial access to greenspace, help improve mental health and create leisure and tourism opportunities. However, they often lack passive surveillance and are perceived as poor for personal security, particularly in hours of darkness, by many people. Path networks can provide vital connections between communities. Some paths may be designated as part of the National Cycle Network Neighbourhood traffic-related safety Measures to reduce traffic volumes Conversion of residential areas to Low Traffic Neighbourhoods to reduce through traffic volumes, making streets safer and more appealing to walk, wheel and cycle, using a package of one-way streets and modal filters. The space freed up can create opportunities for place-making, such as adding greenery, seating, art and play spaces. These changes to streets should be co-designed with communities following the Place Principle. Low Traffic Neighbourhoods will also make it safer for children to walk, wheel and cycle to school. Lack of awareness of support and infrastructure available to enable travelling actively Develop a behaviour change strategy tailored to individuals and your local area While some general information for the local population is needed, approaches need to be tailored and targeted to specific segments of the population in order to be most effective at changing behaviour. Blanket marketing campaigns on the benefits of active travel are less likely to lead to significant changes in behaviour. Personal Travel Planning is a way to provide targeted information, incentives and motivation directly to individuals to help them make more sustainable travel choices. Parked motor vehicles Enforcement of forthcoming pavement parking regulations Page 46
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preventing people using pavements Traffic-related safety Speed limit reductions including Implementation of 20 mph speed limits in villages, towns and cities Reducing the speed limit of selected minor rural roads to enable more walking, wheeling and cycling, as part of a network approach Limiting street access to walking, wheeling and cycling Implementation of School Streets, time-limited prohibitions to motor traffic on streets adjacent to schools Pedestrianisation of streets, retaining access by cycling Source: Active Travel Strategy Guidance, Transport Scotland, 2023 Page 47
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH 1 JUNE 2023 ARGYLL AND BUTE UK SHARED PROSPERITY FUND INVESTMENT PLAN – UPDATE 1.0 HEADLINES 1.1 The purpose of this paper is to provide members of the Environment, Development and Infrastructure Committee with an update on the delivery of the Argyll and Bute UK Shared Prosperity Fund (UKSPF) Investment Plan. 1.2 As the UKSPF is a successor to the previous EU structural funds, it is viewed as a central pillar of the UK Government’s Levelling Up agenda. The overarching aim of the UKSPF is to build pride in place and increase life chances across the UK. 1.3 The project / programme activities outlined in the Argyll and Bute UKSPF Investment Plan are all aligned to three key investment priorities communities and place; supporting local business; and people and skills, where each priority has predefined interventions, outputs and outcomes. In addition to core UKSPF monies, the investment plan includes a focus on ring-fenced ‘Multiply’ funding to support the delivery of an area-based adult numeracy programme. This plan was endorsed by the local MP for Argyll and Bute and approved by the Council’s Policy and Resources Committee on 11th August 2022 (as agreed at the Argyll and Bute Council meeting on 30th June 2022). 1.4 Argyll and Bute Council received an allocation from the UKSPF of just under £4.5m. The Argyll and Bute Council UKSPF allocations to support delivery over three financial years, specifically the final three months of 2022-23 and the next two financial years, 2023-24 and 2024-25, until the end of March 2025 are outlined in Table 1. A list of the projects that will be funded are summarised in Appendix 1, Tables, 1a, 1b and 1c. 1.5 The Argyll and Bute UKSPF Investment Plan was submitted to the UK Government on the 12th August 2022. Approval was subject to delay, with formal notification of its approval provided on 5th December 2022. Given that activity has been limited for the first year, it has been agreed that all 2022/23 allocations can be accrued into 2023/24. Page 49 Agenda Item 9
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2.0 RECOMMENDATIONS 2.1 It is recommended that Members of the Environment, Development and Infrastructure Committee consider the content of this update. 3.0 DETAILS Background 3.1 The overarching aim of the UKSPF is to build pride in place and increase life chances across the UK. This encompasses four levelling up objectives and three investment priorities. The levelling up objectives are: Boost productivity, pay, jobs and living standards by growing the private sector, especially in those places where they are lagging; Spread opportunities and improve public services, especially in those places where they are weakest; Restore a sense of community, local pride and belonging, especially in those places where they have been lost; and Empower local leaders and communities, especially in those places lacking local agency. The three investment priorities are: Communities and place; Supporting local business; and People and skills (which includes a ring-fenced allocation for the Multiply programme.) 3.2 A detailed summary of the Argyll and Bute allocation is outlined in Table 1 overleaf complete with the proposed 4% administration fee for overall fund delivery, minimum capital spend per year and the percentages of the allocation by year with the largest allocation for core UKSPF in 2024-25. As noted, due to the delay in the approval of plans across the UK, all unspent allocations for 2022/23 can now be accrued into 2023/24. Page 50
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Table 1: Argyll and Bute UKSPF Allocation 2022/23 2023/24 2024/25 Total allocation In-year allocations (%) Core UKSPF 12.1% 24.3% 63.6% Core UKSPF - Includes Admin £451,343 £902,686 £2,365,038 £3,719,067 In-year allocations (%) Multiply 30.2% 34.9% 34.9% *Multiply £234,698 £270,806 £270,806 £776,310 Total £686,041 £1,173,492 £2,365,844 £4,495,377 4% of total: admin fee - fund delivery £27,442 £46,940 £105,434 £179,815 In-year allocations (%) capital 10.4% 12.5% 17.9% Capital: minimum spend of total Core UKSPF only, not Multiply £46,940 £112,836 £423,342 £583,117 Available allocation (exc. admin) 2022/23 2023/24 2024/25 Total allocation Core UKSPF £433,289 £866,579 £2,270,436 £3,570,304 Multiply £225,310 £259,974 £259,974 £745,258 * Multiply is an adult numeracy programme, which will support people with no or low-level maths skills get back into work. Local courses currently delivered by UHI Argyll. Positive about Maths and Positive about Money (see Appendix 1, Table 1c). N.B. Figures subject to rounding Current Progress 3.3 There are 19 interventions (projects) under the Core UKSPF. All have begun planning with five started delivery. All interventions are expected to have commenced by June 2023. 3.4 Multiply has three interventions at present with one underway. A procurement exercise for the balance of the funding will take place in June with delivery expected to commence in August 2023. 3.5 Due to the late announcement of approval of the fund, spend for the 2022/23 allocation is minimal. A report has been submitted to the UK Government which includes a plan to allow the balance of the funds to be carried into 2023/24. It is unclear at the moment how long this process will take before a decision is made. 4.0 CONCLUSION 4.1 The purpose of this paper is to provide Committee with an update on the delivery of the Argyll and Bute UK Shared Prosperity Fund (UKSPF) Investment Plan. 4.2 The Argyll and Bute UKSPF Investment Plan has been developed and prepared, with all interventions to be underway by June 2023, in conjunction with internal council colleagues and local partners/stakeholders. 4.3 It is hoped that the activity delivered for our communities, businesses and Page 51
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residents through this UKSPF allocation will help to level up opportunities and growth across with whole of Argyll and Bute. 5.0 IMPLICATIONS 5.1 Policy - this project aligns with the proposals set the UKSPF full prospectus 5.2 Financial - Argyll and Bute Council has been given an allocation of just under £4.5m from the UKSPF to be spent by the end of March 2025. This is accompanied by £20k of capacity funding to assist in the development and preparation of the investment plan and the ability to use up to 4% of the allocation per annum to fund administration support for the overall delivery of the Argyll and Bute UKSPF Investment Plan. 5.3 Legal - all appropriate legal implications will be taken into consideration. 5.4 HR - given the revenue nature of this fund, staffing requirements have been built in to deliver the predefined interventions, outputs and outcomes. A staff resource within Economic Growth has been secured and filled (through a competitive interview process) to assist in the administration, monitoring and evaluation the overall delivery of the Argyll and Bute UKSPF Investment Plan. 5.5 Fairer Scotland Duty - the Fairer Scotland Duty, Part 1 of the Equality Act 2010, came into force in April 2018. The duty places a legal responsibility on particular public bodies in Scotland, such as Argyll and Bute Council, to pay due regard to (actively consider) how they can reduce inequalities of outcome, caused by socio-economic disadvantage, when making strategic decisions and how this has been implemented. 5.5.1 Equalities - all activities will comply with all Equal Opportunities/Fairer Scotland Duty policies and obligations. 5.5.2 Socio-economic Duty - all project activities will comply with the council’s socio- economic duty. 5.5.3 Islands - interventions under the UKSPF will be delivered across the Argyll and Bute area, including island communities. 5.6 Climate Change – there are a number of net zero and climate resilience interventions across all the UKSPF investment priorities. 5.7 Risk – if Argyll and Bute UKSPF Investment Plan monies are unable to be spent in full, the money may need to be returned. Key discussions will be undertaken with the UK Government contacts throughout the duration of the plan’s delivery to ensure the allocation remains and is spent within Argyll and Bute. 5.8 Customer Service – None. Kirsty Flanagan, Executive Director responsible for Development and Economic Growth Page 52
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2nd May 2023 Policy Lead for Strategic Development – Councillor Robin Currie For further information contact Ishabel Bremner, Economic Growth Manager, ishabel.bremner@argyll-bute.gov.uk Mary Simpson, Senior Development Officer, Economic Growth, mary.simpson@argyll- bute.gov.uk Page 53
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APPENDIX 1: TABLES 1A, 1B AND 1C Table 1a: Proposed UK Shared Prosperity Fund (UKSPF) Project Interventions across Argyll and Bute, 2022/23 to 2024/25 Communities and Place Organisation Project Intervention Total Project Cost (£) (exc. admin) Argyll & the Isles Tourism Co-operative (AITC) Tourism Marketing Support: design and execution of marketing campaigns to deliver increased visitor numbers, improved visitor economy and benefit local businesses. Argyll and Bute wide. (S7) £155,000 Community Development – Argyll and Bute Council. Community Planning Partnership Climate Change Working Group: building capacity in communities, including peer support for community organisations and funding to support community projects with a focus on climate change. Bring communities together to share best practice in community action for climate change, raise volunteer numbers and support wider influence of actions locally and across Argyll and Bute. Argyll and Bute wide. (S8) £60,000 Community Development – Argyll and Bute Council. Extension of Shaping Places for Wellbeing support: to take forward needs identified and improve community cohesion, place and wellbeing. Shaping Places for Wellbeing is an innovative partnership project to inform systems change to address better health and wellbeing. There is a project worker in place that, with the funds provided through this, could add value by being able to deliver community based changes to improve community and place such as: improved perception of the area; community notice boards, active travel promotion. Argyll and Bute wide. (S9) £5,000 Page 54
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Projects and Regeneration – Argyll and Bute Council Vibrant and Living Places: to support a small scale place based investment and town centre fund (possibly including shop front improvements and development of digital apps), pocket parks and green spaces including stalled spaces, and restoring historic features, heritage, arts and cultural small scale projects (including public art). Argyll and Bute wide. (S9) £304,262 Revenue and Benefits – Argyll and Bute Council Extension of Flexible Food Fund: providing short term grants to people struggling with the cost of living crisis, advice and skills support and referral to partners. Argyll and Bute Council is working with third sector organisations, Bute Advice Centre and the Argyll, Lomond and the Islands energy advice group (ALIenergy) to provide short-term grant funding to people who are struggling due to the cost of living crisis and increased fuel costs based on the minimum income standard with a rural uplift. Customers are offered a second grant payment if they engage with the advice services available such as benefits maximisation, budgeting skills, money and debt advice. In addition a referral is made to ALIEnergy and fuel debt relief, fuel poverty advice, behavioural change, the purchase of white goods and the provision of fuel vouchers can all be arranged. Argyll and Bute wide. (S10) £408,000 Community Development – Argyll and Bute Council. Community Hubs: to increase digital capacity and skills in communities, alongside community asset improvements. Development of hubs which support community organisations and volunteers to come together to share best practice, ideas and increase capacity and resilience. Argyll and Bute wide. (S12) £81,750 Revenue and Benefits – Argyll and Bute Council Pre-loved School Uniform project: supporting an eco-friendly re-used school uniform bank. Argyll and Bute wide. (S13) £140,000 Sub-total allocation for Communities and Place £1,154,012 Page 55
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Table 1b: Proposed UK Shared Prosperity Fund (UKSPF) Project Interventions across Argyll and Bute, 2022/23 to 2024/25 Supporting Local Businesses Organisation Project Intervention Total Project Cost (£) (exc. admin) Argyll & the Isles Tourism Co-operative (AITC) Tourism Sector Support: improved digital infrastructure for data monitoring, evaluation & visitor bookability. Argyll and Bute wide. (S14) £45,000 Scottish Association for Marine Science (SAMS) Scientific Robotics Academy: Based on the early success and positive feedback of the recently established and launched Seaweed Academy at the Scottish Association for Marine Science (SAMS), the potential has been identified for the creation of a similar model to be developed to create a Scientific Robotics Academy at SAMS. This would build on the broad range of skills and equipment developed and used at the Scottish Marine Robotics Facility (https://www.sams.ac.uk/facilities/robotics/ ) and which are used for various scientific research missions. This will address needs across the scientific research community, including environmental and climate change research, offering training and skills to a broad range of users and interested parties, as well as the development of new technology. The academy would have the potential to offer winter month training, suitable for researchers training to operate in harsh and remote environments. This in turn would provide benefits to the local economy by generating business in the area off-season, Argyll and Bute wide, nationally and internationally. (S15) £299,900 Highlands and Islands Enterprise (HIE) Innovation Support Service: providing expert advice and capability reviews to help SMEs create innovation plans. Argyll and Bute wide. S16) £100,000 Page 56
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InspirAlba (consortium) Graduate Apprenticeship Opportunities in the Third Sector: pilot subsidised employment costs for social enterprises for one year (S22) £71,154 Highlands and Islands Enterprise (HIE) Graduate Placement Programme: providing graduate placement grants covering staff, training and travel costs. Argyll and Bute wide. (S26) £180,000 Business Gateway – Argyll and Bute Council Business Support Package for local SMEs: providing enhanced start-up, recovery and growth support comprising grants, specialist advice and intensive support programmes. Grants could include costs for trade fair, accreditation, training, digital development, carbon reduction, innovation, R&D, exporting, wage subsidy for new employee and graduate placements. Specialist advice topics could include HR, marketing, digital, finance, tax, PR, procurement/supply chain development, business strategy, exporting/Importing, innovation, intellectual property, net zero. Argyll and Bute wide. (S29) £454,099 Sub-total allocation for Supporting Local Businesses £1,150,153 Page 57
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Table 1c: Proposed UK Shared Prosperity Fund (UKSPF) Project Interventions across Argyll and Bute, 2022/23 to 2024/25 People and Skills Organisation Project Intervention Total Project Cost (£) (exc. admin) Live Argyll Adult Literacy and Numeracy Programme: cohesive locally tailored support for those furthest from the labour market providing access to literacy and numeracy skills, with pathways into employability support and mentoring. Argyll and Bute wide. (S31) £165,560 Education – Argyll and Bute Council Expansion of the Wider Achievement Programme: for all secondary schools, providing support to assist vulnerable school leavers into employment via skills- based volunteering as part of an enhanced curriculum. Argyll and Bute wide. (S33) £125,000 Employability – Argyll and Bute Council Pre-Employability Support Programme Work Placements: providing individually tailored paid work placements. Argyll and Bute wide. (S33) £402,489 Third Sector Interface (TSI) Argyll and Bute Positive Destinations Programme: providing support for young people leaving care with no positive destination, those with a learning disability, those leaving the criminal justice system, support to boost confidence for those who have been economically inactive and support for those who require assistance in determining suitable employment or training pathways. Argyll and Bute wide. (S33) £137,475 Employability – Argyll and Bute Council Pre-Employability Support Programme Training: providing access to funded training courses. Argyll and Bute wide. (S35) £97,765 Page 58
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InspirAlba (consortium) Supported Employment Experience in the Third Sector: intermediate labour market support for those not in employment, offering a waged employment experience, training, and support to participant and third sector employer. Argyll and Bute wide. (S35 ) £336,850 Procured UHI Argyll – 2022/23 To be procured for 2023/24 to 2024/25 Awarded Live Argyll £210,716 for Adult Numeracy Programme Multiply interventions to be commissioned with a particular focus on courses for parents wanting to increase their numeracy skills in order to help their children, and help with their own progression (S43) and courses designed to help people use numeracy to manage their money (S49). Argyll and Bute wide. £759,700 Sub-total allocation for People and Skills £2,024,839 Page 59
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH 1 JUNE 2023 REFRESH OF ARGYLL AND BUTE ECONOMIC STRATEGY: 2019 – 2023: 2024 – 2029 1.0 HEADLINES 1.1 The purpose of this paper is to provide Committee with an update on the requirement to develop a new Argyll and Bute Council Economic Strategy from 2023. 1.2 A refreshed economic strategy must be ambitious for our area, focused on priority actions, inclusive and developed from a solid and defensible evidence base. 1.3 This paper provides detail on the relevant context, proposed governance arrangements, scope and process of work, including community and business engagement and consultation proposals, funding and associated timelines. 2.0 RECOMMENDATIONS 2.1 It is recommended that Members of the Environment, Development and Infrastructure Committee:- Note and consider the content of this paper; and Provide commentary on the scope, process, including community and business engagement, associated with revising the current economic strategy. 3.0 DETAIL Background and Strategic Context 3.1 A refreshed Argyll and Bute economic strategy must be ambitious for our area, focused on priority actions, inclusive and developed from a solid and defensible evidence base. Continued focus is required on the medium to longer-term (next five to ten years) economic and social recovery agenda for Argyll and Bute in response to the economic shocks of the last three years. In particular, the pandemic, EU Exit and the cost of living, including the cost of doing business, crises. The strategy should be forward looking, with a place-based and business/person centred approach, to secure a fair, inclusive, and a prosperous Page 61 Agenda Item 10
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future for the area, more resilient to external factors including the rapid advances in technology and increasing impacts of climate change. 3.2 The need for collaboration and the interplay between economy, environment and community has never been stronger. Argyll and Bute is particularly well placed to benefit from the potential of the area’s natural capital resources and the role it can play in providing green jobs and achieving net zero across key industries. 3.3 The new Argyll and Bute Council Economic Strategy will be prepared with a strong focus on collaboration and a joined-up approach, working closely with the Community Development Team who are currently revising the Local Outcome Improvement Plan (LOIP) on behalf of the Argyll and Bute CPP, partner agencies and stakeholders across Argyll and Bute and externally. 3.4 Highlands and Islands Enterprise (HIE) is also reviewing its strategy. HIE has been invited to assist in the development of this strategy as a critical delivery partner to ensure synergies and complementary of the strategic direction and associated actions within the HIE Strategy. The outcome will be the development of a deliverable strategy and an associated Action Plan matched to the available resources that will generate the desired impact. 3.5 To align with the development of partner agency strategies, such as the current refresh of the HIE Strategy, it is suggested that the strategy will provide a framework for a five-year period, with recognition that priorities will flex in response to socio-economic conditions. 3.6 Furthermore, the refreshed economic strategy will need to complement and pay due consideration to: Findings, and learning points made through the Economic Strategy 2019-2023 Scrutiny Review by the Audit and Scrutiny Committee, March 2021; The current Community Planning Partnership (CPP) strategic review exercise to revise the Argyll and Bute Local Outcome Improvement Plan (LOIP), 2013- 2023; Wellbeing economy approach, which is based on the principles of resilience, sustainability, equality and prosperity. It emphasises that the economy is a means to improved health and collective wellbeing – not an end in itself. In this context is will be necessary to look beyond traditional, narrow measurements of economic performance such as GDP, to prioritise greater wellbeing, sustainability and equality, with alignment to the Scottish Government ‘s national Wellbeing Economy Monitor (published in June 2022) to track Scotland’s progress on its transition to a wellbeing economy; The overarching vision of the current Economic Strategy, Argyll and Bute Council Corporate Plan, including the Administration’s priorities, the Argyll and Bute LOIP and for the Rural Growth Deal proposals is that Argyll and Bute’s economic success is built on a growing population; Page 62
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The Argyll and Bute COVID-19 Recovery Plan and associated action plan https://www.argyll-bute.gov.uk/news/2020/dec/plan-agreed-argyll-and- bute%E2%80%99s-recovery which outlines the local authority themes and action areas from moving on from the pandemic and shaping the new normal; Argyll and Bute Council’s strategic priorities, partner agency regional strategies including Highlands and Islands Enterprise (HIE), Scottish Enterprise (SE) Visit Scotland (VS) and Skills Development Scotland (SDS), with some operationalisation of these at an Argyll and Bute level; Specific sector strategies such as the Argyll and the Islands Strategic Tourism Partnership strategy 2022 – 2025 https://www.wildaboutargyll.co.uk/media/7810/visitor-economy-recovery-and- growth-strategy-2022-2025.pdf and a new Food and Drink Strategy to be published shortly; The research work, complete with data gathering, on the Argyll and Bute re- repopulation zones/pilots that has been progressed by COHI Population Working Group and the appointment of a Settlement Project Support Officer for Argyll and Bute, joint funded by the Argyll and Bute Council and HIE; The potential development of an economic strategy for the Highlands and Islands Regional Economic Partnership (H&I REP) which includes representation from all local authorities, agencies, academia and other partner organisations from across the Highlands and Islands; At a national level, the 10-year National Strategy for Economic Transformation (NSET) with a specific focus on a wellbeing economy; Taking account of local economic initiatives that are currently underway including the Rural Growth Deal, regeneration activities, the Maritime Change Programme, the Kintyre Action Plan and Regional Spatial Strategies associated with the LDP2; and National Planning Framework 4 and its focus on place based interventions, tackling climate change and improving biodiversity. The outcomes of the existing Economic Strategy and Recovery Economic Strategy. Governance Arrangements 3.7 To develop and deliver an economic strategy for Argyll and Bute that is ambitious, targeted on our priorities and forward looking will require a strong focus on collaborative working with partner agencies and stakeholders. 3.8 As outlined in Figure 1 below an officers’ working group (OWG) has been established to incept, manage and complete the development of the revised economic strategy. The OWG (specifically the Economic Growth Manager) will be responsible for the delivery of a six weekly highlight reports to the Executive Leadership Team (ELT), Argyll and Bute Council and for keeping all elected Page 63
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members informed through Policy Lead and committee reports. Indeed, it is proposed that the final Argyll and Bute Council Economic Strategy will be signed off at the Environment, Development and Infrastructure (EDI) meeting in December 2023. 3.9 The OWG met for the first time on Thursday, 4th May, and is comprised of council officers (particularly from Development & Economic Growth and Community Development) and initially the HIE Area Manager, Argyll and the Islands. Colleagues who present various bodies and organisations who sit on the Argyll and Bute Community Planning Partnership will also be kept informed of the progress of the development of the economic strategy and revised LOIP through formal meetings/consultation events. 3.10 It is proposed that the OWG reinvigorates the Argyll Economic Resilience Forum to become the Industry Advisory Forum, complete with additional industry contacts as appropriate, to complement the work of the OWG and help to shape and influence the strategy’s direction and development. 3.11 The OWG has drawn up clear terms of reference for the development and delivery of a revised economic strategy for Argyll and Bute Council, which has been incorporated into Project Initiation Document (PID), see Appendix 1. 3.12 Beyond the completion of the strategy, governance of the economic strategy and action plan could sit within the Community Planning Partnership Management Committee, with due cognisance of this work stream(s) captured in the priorities for the refreshed LOIP. Page 64
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Indicative Timeline: Scope and Process 3.13 Table 1 provides a staged, iterative and participatory approach that will be required from appropriate council officers, partners/stakeholders and communities. Table 1: Economic Strategy and Action Plan Development Indicative Timeline 2023 Mar Apr May Jun Hols Aug Sept Oct Nov Dec Project Inception and Engagement Stage 1: Establish the Officers’ Working Group and Industry Advisory Forum with clear terms of reference incorporated into a PID – to meet regularly, with ongoing feedback to ELT, Policy Leads and committees, CPP partners throughout 2023. Stage 2: OWG gathering of an evidence base – feed in repopulation analysis and Community Development Survey sense of direction (consideration given to commissioning consultancy support aligned to specific stages of work e.g. collaborative community engagement and communication). Outcome Stages 1-2: Initial Baseline Report Strategic Pillars/Objectives and Priorities Stage 3: OWG preparation of draft pillars/objectives, priorities and SWOT analysis. Stage 4: Shared consultation/engagement/communication events for strategy and LOIP – pillars/objectives, priorities and SWOT to understand drivers of outcomes and impacts. Stage 5: Identify ways to prioritise and/or target interventions to create and enable an ambitious wellbeing economy. Outcome Stages 3-5: Agreed Strategic Pillars/Objectives and Priorities Further Consultation, Engagement and Prioritisation Stage 6: Further deep dive and meaningful engagement – by themes and appropriate geographical areas. Stage 7: Map out the prioritised policies, projects and programmes to be delivered in an Action Plan. Stage 8: Further consultation & engagement on the associated Action Plan complete with a measurement framework, with clear outcomes & impacts. Outcome Stages 6-8: Draft Economic Strategy for Senior Management scrutiny Finalise Economic Strategy and Associated Action Plan Stage 9: Preparation of EDI Committee paper. Stage 10: Address pre- agenda commentary on Economic Strategy. Outcome Stages 9-10: Final sign off of the Economic Strategy and Action Plan by the EDI Committee Page 65
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3.14 Particular focus will be given to the National Standards for Community Engagement1; the Wellbeing Economy Toolkit2 and the EDAS Guide to Implementing Community Wealth Building.3 Proposed Funding and Delivery Capacity 3.15 As referenced in Table 1, the OWG will bring in external expertise as appropriate. At present, there is no additional funding other than that previously agreed for a staffing resource in the Restart, Recovery and Renew: Delivering our Recovery Strategy and Action Plan paper at the Policy and Resources Committee, December 2021. 3.16 To increase the staffing capacity for this work, the contract for the Settlement Project Support Officer has been extended by a year, in the first instance, to June 2024. The demographic quantitative and supporting qualitative data already gathered, and continues to be captured by this officer, will be a key contribution to the robust evidence base and ongoing monitoring activity required for the revised economic strategy. That said, the continuation of the joint funding model associated with this post is being considered with HIE and the Scottish Government. 4.0 CONCLUSION 4.1 This paper provides Committee with the details on the relevant context, proposed governance arrangements, scope and process of work, including community and business engagement and consultation proposals, funding and associated timelines to take forward a new economic strategy for Argyll and Bute from 2023. 4.2 The council remains committed to the future regeneration of Argyll and Bute taking advantage of the opportunities we have in front of us and the barriers that need to be overcome to reach our potential as a place. A new economic strategy for Argyll and Bute consequently needs to be ambitious, targeted on priority actions that are deliverable, inclusive and developed from a solid evidence base. 4.3 The refreshed strategy should be fully cognisant on the impacts of the economic shocks of the last three years but embracing innovation and forward looking, with a place-based and business/person centred approach, to secure a fair, prosperous future for the area, more resilient to external factors including the rapid advances in technology and increasing impacts of climate change. 1 https://www.voicescotland.org.uk/national-standards 2 https://www.gov.scot/publications/wellbeing-economy-toolkit-supporting-place-based-economic-strategy-policy- development/documents/ 3 Implementing-Community-Wealth-Building-A-Guide.pdf (edas.org.uk) Page 66
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5.0 IMPLICATIONS 5.1 Policy - current Argyll and Bute Economic Strategy, LOIP and National Strategy for Economic Transformation (NSET – 10 year duration). 5.2 Financial - funding consideration to be given to a budget for external consultancy work as appropriate, in liaison with the Community Development/CPP work on the revision of the LOIP. There is currently a focus on the joint funding model between the council, HIE and the Scottish Government for the continuation of the Settlement Project Support Officer post. 5.3 Legal - all appropriate legal implications have been taken into consideration. 5.4 HR - the Settlement Project Support Officer post will be extended until June 2024, utilising the funding agreed at the Policy and Resources Committee, December 2021. 5.5 Fairer Scotland Duty - the Fairer Scotland Duty, Part 1 of the Equality Act 2010, came into force in April 2018. The duty places a legal responsibility on particular public bodies in Scotland, such as Argyll and Bute Council, to pay due regard to (actively consider) how they can reduce inequalities of outcome, caused by socio-economic disadvantage, when making strategic decisions and how this has been implemented. 5.5.1 Equalities - all activities have complied with all Equal Opportunities/Fairer Scotland Duty policies and obligations. 5.5.2 Socio-economic Duty - all strategic pillars/objectives, priorities and project activities will comply with the council’s socio-economic duty. 5.5.3 Islands – a refreshed economic strategy will include priorities and actions that will be delivered across the whole of Argyll and Bute including the island communities. 5.6 Climate Change – strategic priorities and activities will address the net zero transition agenda. 5.7 Risk – buy-in by key partner agencies and stakeholders to the medium to longer- term strategic priorities could be challenging due to the uncertainty around future funding streams; many still decided on an annual basis. 5.8 Customer Service – None. Kirsty Flanagan, Executive Director responsible for Development and Economic Growth 4th May 2023 Policy Lead for Economic Growth, Communities and Corporate Services: Councillor Alastair Redman Page 67
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For further information contact: Fergus Murray, Head of Development and Economic Growth Tel: 01546 604293 and e-mail: fergus.murray@argyll-bute.gov.uk Ishabel Bremner, Economic Growth Manager Tel: 01546 604375 and e-mail: ishabel.bremner@argyll-bute.gov.uk Appendix 1: Project Initiation Document Page 68
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1 Council’s Economic Strategy Refresh Project Initiation Document Version 1.1 Author: Ishabel Bremner Economic Growth Manager (Key input from the Economic Strategy Refresh Officers’ Working Group) Page 69
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Project Initiation Document Council’s Economic Strategy Refresh 2 Contents: 1. Project Initiation Document History 1.1 Document Location 3 1.2 Revision History 3 1.3 Approvals 3 1.4 Distribution 3 2. Introduction 2.1 Purpose of Document 4 2.2 Background 4 3. Project Definition 3.1 Aims and Objectives 4 3.2 Project Scope 4 3.3 Method of Approach 5 3.4 Project Governance and Control 5 3.5 Project Team – Roles and Responsibilities 7 4. Project Deliverables and Associated Timescales 9 5. Risk Log 11 6. Key Stakeholders 6.1 Communications 12 6.2 Stakeholder analysis 12 7. Budget 13 8. Quality Plan 8.1 Quality Expectations 13 8.2 Quality Criteria 13 9. Project Controls 9.1 Control 13 9.2 Configuration Management 14 9.3 Tolerances 14 9.4 Exception Process 14 10. Acceptance Criteria 10.1 Acceptance Criteria 14 Page 70
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Project Initiation Document Council’s Economic Strategy Refresh 3 1. Project Initiation Document History 1.1 Document Location This document is only valid on the day it was printed. The source of the document will be found on the project manager’s PC in location. 1.2 Revision History Revision date Version No Summary of Changes Changes marked 04/05/23 1.1 Completion of full PID, including addressing feedback from the Executive Leadership Team meeting on 25/04/23 All sections of PID now completed 1.3 Approvals This document requires the following approvals. Name Signature Title Date of Issue Version 1.4 Distribution This document has been distributed to:- Name Title Date of Issue Version Fergus Murray Head of Development and Economic Growth 04/05/23 1.1 Kirsty Flanagan Executive Director 04/05/23 1.1 Page 71
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Project Initiation Document Council’s Economic Strategy Refresh 4 2. Introduction 2.1 Purpose of Document The purpose of this Project Initiation Document (PID) is to: a) To set out the aims, objectives and outcomes of the project. b) To define the scope of the project. c) Set out the workstreams, key stages, activities, resources and responsibilities d) Set out the arrangements for governance and management of risks, issues and dependencies. 2.2 Background A refreshed Argyll and Bute economic strategy must be ambitious for our area, focused on priority actions, inclusive and developed from a solid and defensible evidence base. Continued focus is required on the medium to longer-term economic and social recovery agenda for Argyll and Bute in response to the economic shocks of the last three years. In particular, the pandemic, EU Exit and the cost of living, including the cost of doing business, crises. The strategy should be forward looking, with a place-based and business/person centred approach, to secure a fair, inclusive, and a prosperous future for the area, more resilient to external factors including the rapid advances in technology and increasing impacts of climate change. 3. Project Definition 3.1 Aims and Objectives To develop and deliver an economic strategy for Argyll and Bute that is ambitious, targeted on our priorities, inclusive and forward looking. 3.2 Project Scope The new Argyll and Bute Council Economic Strategy will be prepared with a strong focus on collaborative working with partner agencies and stakeholders across Argyll and Bute and externally. Highlands and Islands Enterprise (HIE) is also reviewing its strategy. HIE has been invited to assist in the development of this strategy as a critical delivery partner to ensure synergies and complementary of the strategic direction and associated actions with the HIE Strategy. The outcome will be the development of a deliverable strategy matched to the available resources that will generate the desired impact. Page 72
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Project Initiation Document Council’s Economic Strategy Refresh 5 3.3 Method of Approach The project will be taken forward by an Officers’ Working Group (OWG) and with input from an Industry Advisory Forum, both with clear terms of reference, including regularly meetings and ongoing feedback to ELT and Policy Leads throughout 2023 via regular highlight reports and committee reports as appropriate. 3.4 Project Governance and Control Role Resource Key Responsibilities and Activities Political Input Elected members To provide appropriate feedback and input through Policy Lead and committee reports on the economic strategy throughout 2023. Project Sponsor Executive Leadership Team (ELT) To be accountable for successful delivery of the project: achievement of desired outcomes realisation of expected benefits Internal and external promotion of project Consideration and feedback on six weekly highlight reports from the Project Manager Liaison with Senior Responsible Officer (SRO) and Project Manager. SRO and Project Manager SRO: Fergus Murray, Head of Development and Economic Growth Project Manager: Ishabel Bremner, Economic Growth Manager Chair Officer Working Group (OWG) meetings. Admin resource required - to be confirmed. Ensure OWG meets its remit. Ensure Argyll Economic Resilience Forum is reinvigorated to become the Industry Advisory Forum with clear terms of reference. Provide six weekly progress highlight reports to ELT – Policy Lead and committee reports as appropriate throughout 2023. Internal and external collaborative promotion of the strategy development aligned to clear community engagement and communication plan/approach. To be accountable for successful delivery of the economic strategy – the driving force behind it. Successful achievement of agreed deliverables Empowered to direct the project overall, to take decisions and resolve escalated issues. To own the vision for the project. To manage key strategic risks. Page 73
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Project Initiation Document Council’s Economic Strategy Refresh 6 Officers’ Working Group Membership: Council Officers from Development and Economic Growth and Community Development HIE, Argyll and the Islands, Area Manager. Provide visible leadership and commitment to the Project. Endorse and support the Project Manager on an ongoing basis. Attendance at OWG to be held on a three weekly basis throughout 2023 - if necessary, nominate a proxy. Reach agreement of the PID and ongoing update of plans. Provide all resources and facilities required for the project – admin and financial support. Reach agreement of the milestone achievements. Undertake regular reviews of scope and identification of benefits to ensure the continued alignment to business continuity and corporate priorities. Industry Forum Meetings as and when required throughout 2023. It is proposed that the OWG reinvigorates the Argyll Economic Resilience Forum to become the Industry Advisory Forum, complete with additional industry contacts as appropriate, to complement the work of the OWG and help to shape and influence the strategy’s direction and development. This will be concluded by the end of May 2023. Page 74
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Project Initiation Document Council’s Economic Strategy Refresh 7 3.5 Project Team – Roles and Responsibilities Role Resource Responsibility SRO/Project Manager Staff time - officers and admin resource Overall management and first point of contact. To operationally manage the project, co- ordinating and delivery of all project products. Ongoing project planning and management. Six weekly highlight reports to ELT for consideration and feedback. Policy Lead and committee reports as appropriate throughout 2023. To operate the governance framework, including management of benefits, stakeholders, risks and issues, resources, quality, planning and control. Develop and issue work packages. Officers’ Working Group Staff time – officers and admin resource and finance for third party support to be considered as appropriate. Develop a refreshed Argyll and Bute Economic Strategy that is ambitious for our area, focused on priority actions and developed from a solid and defensible evidence base. The strategy should be forward looking, with a place-based and business/person centred approach, to secure a fair, inclusive, and a prosperous future for the area, more resilient to external factors including the rapid advances in technology and increasing impacts of climate change. Focus on the medium to longer-term (next five to ten years) economic and social recovery agenda for Argyll and Bute in response to the economic shocks of the last three years. In particular, the pandemic, EU Exit and the cost of living, including the cost of doing business, crises. Develop an associated Action Plan (reviewed annually) to include the requirement to monitor and evaluate the performance and impact of the Economic Strategy over time. Foster collaboration and a joined-up approach to the strategy’s preparation, working closely with the Community Development Team who are currently Page 75
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Project Initiation Document Council’s Economic Strategy Refresh 8 Role Resource Responsibility revising the Local Outcome Improvement Plan on behalf of the Argyll and Bute CPP, partner agencies and stakeholders across Argyll and Bute and externally. Re-invigorate the Argyll Economic Resilience Forum to become the Industry Advisory Forum, to complement the work of the OWG and help to shape and influence the strategy’s direction and development. Share and communicate information with the ELT through six weekly highlight reports, with elected members through ongoing committee papers, the first going to the EDI Committee, 1st June 2023 and ongoing updates with relevant Policy Leads and CPP Strategic Partners, as appropriate. Feedback sought on key development milestones. Share consultation/engagement/ communication approach and events with that for the Local Outcome Improvement Plan (LOIP). Page 76
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Project Initiation Document Council’s Economic Strategy Refresh 9 4. Project Deliverables and Associated Timescales Deliverable Estimated completion date Responsibility Project Inception and Engagement Stage 1: Establish the Officers’ Working Group (OWG) and Industry Advisory Forum with clear terms of reference – to meet regularly, with ongoing feedback to ELT and Policy Leads throughout 2023. End of May 2023 Project Manager Stage 2: OWG gathering of an evidence base – feed in repopulation analysis and Community Development survey sense of direction (consideration given to commissioning consultancy support aligned to specific stages of work e.g. collaborative community engagement and communication). End of May 2023 Officers’ Working Group Outcome Stages 1-2: Initial Baseline End of May 2023 Officers’ Working Group Strategic Pillars/Objectives and Priorities Stage 3: OWG preparation of draft pillars/objectives, priorities and SWOT analysis. End of June 2023 Officers’ Working Group Stage 4: Shared consultation/ engagement/communication events for strategy and LOIP – pillars/objectives, priorities and SWOT to understand drivers of outcomes and impacts. End of June 2023 Officers’ Working Group Stage 5: Identify ways to prioritise and/or target interventions to create and enable an ambitious wellbeing economy. End of June 2023 Officers’ Working Group Outcome Stages 3-5: Agreed Strategic Pillars/Objectives and Priorities End of August 2023 Officers’ Working Group Further Consultation, Engagement, Communication and Prioritisation Stage 6: Further deep dive and meaningful engagement – by themes and appropriate geographical areas. End of August 2023 Officers’ Working Group Page 77
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Project Initiation Document Council’s Economic Strategy Refresh 10 Deliverable Estimated completion date Responsibility Stage 7: Map out the prioritised policies, projects and programmes to be delivered in an Action Plan. End of September 2023 Officers’ Working Group Stage 8: Further consultation & engagement and communication on the associated Action Plan complete with a measurement framework, with clear outcomes & impacts. End of September 2023 Officers’ Working Group Outcome Stages 6-8: Draft Economic Strategy for Senior Management scrutiny End of October 2023 Officers’ Working Group Finalise Economic Strategy and Associated Action Plan Stage 9: Preparation of EDI Committee paper. End of November 2023 Project Manager/Officers’ Working Group Stage 10: Address pre- agenda commentary on Economic Strategy. End of November 2023 Project Manager/Officers’ Working Group Outcome Stages 9-10: Final sign off of the Economic Strategy by the EDI Committee End of December 2023 EDI Committee Page 78
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Project Initiation Document Council’s Economic Strategy Refresh 11 5. Risk Log Ref Risk Area of Risk Inherent Inherent Inherent Risk Mitigation Residual Residual Residual Actions Planned risk risk Risk per Procedures/Controls risk risk Risk per Impact Probability matrix in place Impact Probability Matrix (1-3) (1-3) (1-9) (1-3) (1-3) (1-9) 1 Delivery Significant slippage in timescales and stages. 2 3 6 Establish Officers’ Working Group (OWG) Inaugural meeting on 4th May discussed the terms of reference, future meetings, governance framework agreed at ELT, required third party support and reinvigoration of the Argyll Economic Resilience Forum to become the Industry Advisory Forum. 2 1 2 OWG has put in place a clear terms of reference (inc. governance framework – see section 3.5) and a programme of meetings throughout 2023 to ensure that a refreshed Economic Strategy and associated Action Plan is finalised for delivery from early 2024 to 2029. 2 Financial Securing a budget to take forward required external support. 2 3 6 Discussed at OWG on 4th May 2023. 2 1 2 A detailed budget plan will be prepared and submitted in due course Page 79
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Project Initiation Document Council’s Economic Strategy Refresh 12 6. Key Stakeholders 6.1 Communications and Community Engagement Communications/engagement will be managed by the OWG in close liaison with the Community Development Team. It will be the responsibility of the OWG to ensure a regular flow of informative and timely communications to all stakeholders. The OWG will use already identified communication/engagement frameworks/toolkits and online mechanisms as a means for undertaking wider communication and consultation. This will be aligned with the communication/community engagement schedule for the revised LOIP and the work of the council’s new Community Engagement Strategy Group. Members of the OWG sit on the Community Engagement Strategy Group. 6.2 Stakeholder analysis To shape and influence the strategy’s direction and development will require engagement and communication with a number of key stakeholders. The OWG has identified some initial stakeholders, as listed below, and this will feed into ongoing discussions on the appropriate mechanism/varying approaches to gather feedback from specific stakeholders/organisations. Stakeholders are as follows: Residents/communities of Argyll and Bute Inward investors across key sectors e.g. whisky, renewables, tourism, etc. Local businesses Visitors to Argyll and Bute CPP strategic partners Elected members Community Councils Third sector organisations/trusts/social enterprises, etc. Utility providers. Page 80
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Project Initiation Document Council’s Economic Strategy Refresh 13 7. Budget A detailed budget plan will be prepared and submitted in due course. 8. Quality Plan 8.1 Quality Expectations Approach In accordance with best value principles Deliverables The Project Manager and SRO will be responsible for assuring the quality and availability of the project products and the documentation underpinning the project. Consultation Consultation with stakeholders must be comprehensive and facilitated by use of methods to record, quantify and analyse the outcomes of such consultation. Standards Prince2 is the standard project management methodology employed throughout the project. Installed equipment should meet relevant Industry Standards for safety and design and be accompanied by relevant certificates and documentation. 8.2 Quality Criteria Project documentation will be in a consistent format using standard templates and configuration management rules within shared directories. Every work package issued will specify the acceptance quality criteria. Subject matter experts will be consulted in the development and completion of key products. Customer input will be sought wherever possible on customer facing elements. 9. Project Controls 9.1 Control SRO/Project Manager will hold regularly meetings with the OWG to review progress against plan. A six-weekly highlight report will be presented at ELT meetings. Page 81
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Project Initiation Document Council’s Economic Strategy Refresh 14 9.2 Configuration Management The Project Manager will be responsible for version control. The Project Manager will ensure that a library of project products, records of meetings, technical documentation and any other relevant documentation will be held in dedicated MS Teams space for access by all OWG members. 9.3 Tolerances Once the PID has been agreed the following tolerances will apply: Time: Delay of project project milestone of more than one week must be reported by the project manager to the SRO. Delay of a project milestone of more than three weeks must be reported to ELT. Cost: Increase in project costs (once budget agreed) by more than 10% must be reported to ELT. 9.4 Exception Process If the timescales or cost of the project is likely to exceed the agreed tolerance levels, the Project Manager will produce an exception report which will be sent ELT. All Change Requests will be submitted as Exception Reports. The Exception Report will include: A description of the cause of the deviation from plan. The consequences of the deviation. The available options. The effect of each option on the business case, risks, project and stage tolerances. The Project Manager’s recommendations. 10. Acceptance Criteria 10.1 Acceptance Criteria The criteria for acceptance of the project are the delivery and sign off of all the deliverables to the satisfaction of the ELT and finally by the EDI Committee in December 2023. Page 82
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH 1 JUNE 2023 ECONOMIC GROWTH TEAM ACHIEVEMENTS FOR 2022/23 1.0 HEADLINES 1.1 The purpose of this paper is to provide members of the Environment, Development and Infrastructure Committee with an update on the delivery of services and associated outcomes by the overarching Economic Growth Team, within the Development and Economic Growth Service, during 2022/23. 1.2 The overarching Economic Growth Team comprises of an Economic Growth Manager who has oversight over four teams as follows: Business Gateway Employability UK and External Policy Economic Growth - Sectoral Opportunities and Investment 1.3 The content of this paper has been summarised into an infographic, see Appendix 1. 2.0 RECOMMENDATIONS 2.1 It is recommended that Members of the Environment, Development and Infrastructure Committee note and consider the update on the delivery of services in 2022/23 by the Economic Growth Team. 3.0 DETAILS Background 3.1 The thematic focus of the Economic Growth Manager and the four teams is as outlined in Figure 1 below, complete with the inclusion of key service interventions and activities delivered in a complementary and collaborative manner e.g. businesses being informed of employability funding to assist with recruiting specific targeted individuals/groups. Page 83 Agenda Item 11
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Figure 1 Page 84
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BUSINESS SUPPORT 3.2 The key achievements by the Business Gateway Team with regard to their business support activity during 2022-23 are summarised below. 3.3 Supporting new and growing businesses, 2022/23: 425 business enquiries received locally 645 Business Adviser meetings 277 existing businesses supported 118 new start-up businesses supported The customer satisfaction with regard to this activity was as follows: 87% compared to a national average of 81% 93% of recipients reported their business will benefit 95% of recipients reported they would recommend the Business Gateway service. “It was wonderful to be back in touch with Business Gateway – you have always been such a positive force and it is a real boost to have you with us as we launch Highland Biltong.” Source: Highland Biltong 3.4 COVID Recovery Support - Local Authority COVID Economic Recovery (LACER) Fund support from the Scottish Government during 2022-23 was administered by the Business Gateway Team who put in place two schemes: Small Business Development Grants; and Business Start Up Grants. Taking each of these schemes in turn, the outcomes achieved were: Small Business Development Grants: 74 Small Business Development Grants awarded worth £354k in total Customer feedback: 89% reported it will help them grow more quickly 84% reported it will help them improve the quality of their business 62% reported it will help them go ahead sooner with their development. Business Start Up Grants: 44 Business Start Up Grants awarded worth £148k in total Customer feedback: 93% reported it will help them grow more quickly 84% reported it will help them improve the quality of their business 50% reported it will help them start the business sooner. “In just six months the LACER grant has made an enormous difference to my business.” Source: Islay Prints Page 85
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3.5 DigitalBoost is a national programme, with training and one-to-one expert help delivered by local Business Gateways. A total of £33k of DigitalBoost support was leveraged for Argyll and Bute businesses from Digital Scotland during 2022/23. Over the last financial year the take-up by businesses was substantive as outlined below. Despite its success, at present there is no future funding for DigitalBoost confirmed by the Scottish Government for 2023/24. During 2022/23: 364 Argyll and Bute businesses attended webinars to boost their digital skills 77 businesses have received one hour surgeries with a digital expert 17 businesses have received in depth support sessions with digital expert (1 to 2 days). “The adviser was open to helping with my specific needs. It was tremendous personal technical support and development.” Source: RefabriKate “One to one is extremely valuable to a small business, with help for your specific business.” Source: Achnashelloch Farm Shop and Café “We identified 10 actions to focus on to improve our digital strategy, well work the hours investment.” Source: Fyne Sea Tours “Very focused advice on what I can change straight away.” Source: Scottish Island Art 3.6 The Business Gateway Local Growth Accelerator Programme was a £855k programme of additional business support designed and administered by the Argyll and Bute Business Gateway Team levering in £524k of European Regional Development Fund money for the programme period 2014-2020. The timescale for delivery was extended, due to the pandemic, with the programme closed to new applicants at the end of March 2023. The total awarded to businesses over the duration of the programme was £851k which comprised of 192 grants and 66 in-depth specialist advice sessions. For 2022/23, £111k of grants were awarded across 33 grants and £20k for 17 specialist advice sessions to Argyll and Bute businesses for growth or recovery support. Monitoring of 119 unique recipients followed up so far shows a positive impact with: an increase of 145 FTEs (+40%) £11.1m of turnover (+53%) “We would never have been able to achieve what we’ve done without the support of our adviser, the Business Gateway team and the Local Growth Accelerator Programme.” Fynewood Ltd Page 86
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3.7 In 2022-23 Business Gateway piloted an Intensive Online Growth Programme, designed specifically to help business owners deliver a step change in their approach to achieve growth. It combined a range of tools and expert support with individual and group activities, tailored to create a practical and deliverable approach to driving growth. In total, 13 businesses took part in the 12 week programme. Feedback was positive with: 89% - said they have been encouraged to think objectively about their business and their growth plans 67% - felt supported through change 67% - built confidence in their business and their skills and strengthened their business. “It was a great to have the time and space to have fresh eyes and expertise on our business model, I appreciated being challenged and coached through some of the decisions that were needed, and it gave me a confidence in our ideas for the future.” “…given me the tools to assess and test business growth strategies for development.” “…helped us to focus, prioritise and have clear aims for the next few years.” OPPORTUNITIES AND INVESTMENT 3.8 The achievements for service delivery under the opportunities and investment theme are outlined below in Table 1, with a focus on four key areas of delivery: Rural Tourism Infrastructure Fund – where the council is an accountable body/conduit for this funding. Economic Growth/Development activity – supported by external funding. Staycation Fund and interventions – key Argyll and Bute Council priority. Settlement project is under the repopulation agenda, supported by the Scottish Government, Highlands and Islands Enterprise and the Convention of Highlands and Islands supported by the Highlands and Islands Regional Economic Partnership. As agreed by Argyll and Bute Council during 2022, the repopulations zones across the council areas are: Tiree and Coll Kintyre Bute Rosneath Peninsula. Page 87
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Table 1: Opportunities and Investment: Key Areas of Delivery and Outcomes for 2022/23 Rural Tourism Infrastructure Fund Project Funding Staffa Landing Facility Development £447,000 Glen Lochy Car Park and Glen Orchy Car Park Developments £333,000 South Islay Motorhome Park Development £370,000 Glen Lochy and Glen Orchy Car Parks Design £35,000 Benmore Gardens Car Park Design Grant £20,000 Glen Loin Car Park Design Grant £20,000 Total Rural Tourism Infrastructure Funding £1,225,000 Economic Growth/Development Project Funding Glenmorag Project £100,000 Island Skills Fund £50,000 Food & Drink Strategy £30,000 Total Economic Growth/Development Funding £180,000 Staycation Fund and Interventions Project Funding / Outcomes Staycation Fund £600,000 / Support for over 30 staycation projects Portaloos 18,800 users in 2022, with 77,220 litres of waste disposed of correctly Motorcaravan Overnight Parking Strategy Funding secured for 10 motorcaravan overnight parking sites Influx of Visitors Helped manage the 9% rise in motorcaravan use Waste Disposal 6 seasonal waste disposal tanks supported Settlement Project – Prepopulation Agenda Project Funding / Outcomes Settlement Project Support Officer £50k – all on-costs for 2022/23 (funding secured for 2023/24) Understanding 350 resident responses to online consultation, with 20 community interviews and 4 community engagement visits. Promoting Updated Argyll and Bute MyJobScotland space. Recorded a graduate podcast with the council’s CEO and supported the reorganisation of the Employability web page. Supporting One Resettlement Flyer developed and 4 key community contact lists completed. Actively collaborate with settlement officers in Uist/Highland to support active relocation. Encouraging 10 Resettlement Case Studies developed from those who have made the move to Argyll and Bute Page 88
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UK AND EXTERNAL POLICY 3.9 During 2022/23 the UK and External Policy focus of Economic Growth acted as the Accountable Body for a number of funding streams, all of which had to be delivered in very short timescales, as money was awarded in the latter part of the delivery year of 2022/23. 3.10 Table 2 outlines the UK and External Policy Team achievements, which includes the preparation of the UK Shared Prosperity Fund Investment Plan, 2022-25, led by the Economic Growth Manager, with input from the teams across Economic Growth, other council departments and external partners/stakeholders. Table 2: UK and External Policy Achievements 2022/23 Completion of the European Maritime and Fisheries Fund Six projects support across Argyll and Bute Total Funding Feasibility of Seaweed Farming £985,184 Piers Improvements Ulva (Preparation for Capital Works) Commercial Fuel Berth Tobermory Ulva Pier Improvements Aird Fada Seaweed Farm Clyde Fisherman’s Association Project Enabler - Fishing Communities Community Led Local Development Fund, 2022/23 Through the establishment of a Local Action Group (latter part of 2022/23) who approved a total of 18 projects that were successfully delivered, with the Economic Growth Manager and this team acting as the Accountable Body. £697,143 UK Government’s Levelling Up Agenda UK Community Renewal Fund – co-ordination of bids and financial monitoring of 8 projects Total Funding Curriculum Development for STEM Hubs Project £1,990,597 Driving Economic Growth Through A Bounce Back Curriculum For Argyll & Bute MACC Hydrogen Futures Viability stud Optimising carbon sequestration for community wealth building Recovery and regeneration of Tarbert The Dunoon Project Stage Two The Seaweed Academy West Coast UAV Innovation Logistics and Training Hub Page 89
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Table 2: UK and External Policy Achievements 2022/23 (continued) UK Government’s Levelling Up Agenda Argyll and Bute UK Shared Prosperity Fund Investment Plan, 2022-25 Core Investment Priorities No. of projects Allocation Communities and place 7 £1,154,012 Supporting local business 6 £1,150,153 People and skills 6 £1,265,139 Total 19 £3,569,304 Multiply No. of projects Allocation Adult numeracy projects 3 £229,892 3.11 As shown in Table 2 above, there are 19 interventions (projects) under the core UK Shared Prosperity Fund (UKSPF) which has a total project budget of £3,569,304. 3.12 The Multiply allocation within the Argyll and Bute UKSPF Investment Plan has been ring-fenced to deliver adult numeracy programmes/projects, with a total budget of £745,258. There are currently three projects under the Multiply intervention, with a total value of £229,892. The balance of the funding (£515,366) still has to be awarded and a procurement exercise is expected to be completed by the end of August 2023 to award contracts for the balance. EMPLOYABILITY 3.13 The Council’s Employability Team within Economic Growth operates as a commercial service, supported solely by external funding and receives no financial support from the council. The team successfully manages the delivery of Scottish Government funding through numerous No One Left Behind (NOLB) funding interventions, delivered by the team and other delivery partners across the whole of Argyll and Bute, see: Helping people into work (argyll-bute.gov.uk). These partners are members of the Argyll and Bute Employability Partnership which is chaired by the Economic Growth Manager. 3.14 Through formal service level agreements, the Employability Team has managed and monitored the delivery and performance of NOLB funding interventions by external delivery partners. During 2022/23 a total of 289 vulnerable individuals have been supported across the whole of the Argyll and Bute Council area. 3.15 In addition the activities and outcomes for 2022/23 delivered solely by the Employability Team are summarised in the paragraphs below. Page 90
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3.16 Under the No One Left Behind 25+ Employer Recruitment Incentive (ERI) delivered on behalf of the Scottish Government: 8 participants supported between June 2022 to March 2023. 1 leaver has moved into work with another employer and the other 7 continue to be supported. 6 employers accessed the funding. 3.17 No One Left Behind – Argyll and Bute Employer Recruitment and Training Incentive (ABERTI) delivered on behalf of the Scottish Government: 11 participants in subsidised employment between 1st April 2022 to 31st March 2023, with 10 retained in permanent contracts by employer post funding. 11 employers accessed the funding. 3.18 The Young Person’s Guarantee ERI delivered on behalf of the Scottish Government: 52 participants commenced subsidised employment between1st April 2022 to 31st March 2023 10 early leavers, 1 in an apprenticeship with another employer, 1 returned to school and 8 whereabouts unknown. 44 employers accessed the funding. 3.19 Parental Employability Support Fund (PESF) delivered on behalf of the Scottish Government: 18 parents commenced support 1st April 2022 to 31st March 2023 (15 unemployed/3 low income employed). Of these 18 parents: 3 have ceased support due to health issues/moving from area. 3 have increased their household income. 1 is in full time education. 10 are currently undertaking training. 1 has entered employment. During 2022/23 the Employability Team introduced a Parental Transition Fund aimed at parents receiving support through the PESF who successfully secure employment – it helps covers some transition to work costs, see Parental Transition Fund (argyll-bute.gov.uk) 3.20 The Employability Team delivers Fair Start Scotland on behalf of PeoplePlus. During 2022/23 the achievements for our vulnerable residents are as follows: 83 participants commenced support 1st April 2022 to 31st March 2023. Of these 83 participants: 26 moved into work and in work support delivered. 26 exited the service early 31 continuing to receive pre-work support. Page 91
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3.21 Some of the feedback and comments to the key workers in the Employability Team received by participants on employability support programmes are noted below. “I just wanted to send a wee quick message to you to thank you for helping me. I cried when I came off the phone to you. I've been trying so long for this and was desperate to get a break and I'm actually now feeling so positive about the future”. “Just to let you know I passed my HGV driving test this afternoon!! It still feels like a dream. I'm still in shock. Just wanted to say thanks so much for what you did. I couldn't have done this without you. I've finished reading the book you recommended so it's onwards and upwards for me now.” “Thank you so much for the support I have received to date. There is no way I would have been able to afford to pay to put myself through this course, and the fact that you paid for all the resources I needed to help me through my course was amazing. It was also great to know my PESF support Worker was only a call away if I had any queries or needed help with anything. Thank you!”. “I always feel so much better after talking to my Fair Start Keyworker and having appointments keeps me going.” “My life has completely changed and I feel that without your help and support and the opportunity afforded by Fair Start Scotland I would not be where I am today.” OTHER SUBSTANTIVE AREAS OF WORK 3.22 The Economic Growth Manager works with staff across all the teams and themes under the overarching Economic Growth Team. A summary of other activities and interventions delivered is outlined in Figure 1. However, one substantive area of work for the manager is the officer lead for the Rural Growth Deal, Rural Skills Accelerator Programme (RSAP), where good progress has been made during 2022/23 to develop outline business cases for the overarching RSAP and its component parts. Elements of the proposals have been taken forward already, due to £807,000 of match funding, mainly from external sources, this includes the creation of a Dunoon Community STEM Hub. 3.23 The work on the Council’s Economic Strategy Refresh commenced in the latter part of 2022/23 and a separate paper has been prepared for members on this important and substantive area of work, to be project managed by the Economic Growth Manager, with key alignment to the work underway to revise the Argyll and Bute CPP Local Outcome Improvement Plan. Page 92
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4.0 CONCLUSION 4.1 The purpose of this paper is to provide members of the Committee with an update on the wide-ranging activities of the overarching Economic Growth Team during 2022/23, including delivery of the services and associated outcomes in compliance with funding requirements. 4.2 Although the activities and outcomes seem quite disparate there is an underlying theme of collaboration, facilitation and complementary work across the teams under Economic Growth, with extensive collaboration with other council teams, the third sector, government agencies and commercial companies. A lot has been achieved during 2022/23 by small teams of staff. 4.3 Going forward into 2023/24, and beyond, will see a number of additional interventions across all of the Economic Growth Teams with outcomes supported by funding streams such as the UK Shared Prosperity Fund, in addition to ongoing activity funded by the Scottish Government. 5.0 IMPLICATIONS 5.1 Policy - current Argyll and Bute Economic Strategy, LOIP and National Strategy for Economic Transformation (NSET – 10 year duration). 5.2 Financial – numerous external funding streams, as detailed in the paper. 5.3 Legal - all appropriate legal implications have been taken into consideration. 5.4 HR – none. 5.5 Fairer Scotland Duty - the Fairer Scotland Duty, Part 1 of the Equality Act 2010, came into force in April 2018. The duty places a legal responsibility on particular public bodies in Scotland, such as Argyll and Bute Council, to pay due regard to (actively consider) how they can reduce inequalities of outcome, caused by socio-economic disadvantage, when making strategic decisions and how this has been implemented. 5.5.1 Equalities - all activities have complied with all Equal Opportunities/Fairer Scotland Duty policies and obligations. 5.5.2 Socio-economic Duty - all project activities have complied with the council’s socio-economic duty. 5.5.3 Islands – interventions have been delivered across the Argyll and Bute area, including island communities. 5.6 Climate Change – there are a number of net zero and climate resilience interventions supported within the Argyll and Bute UK Shared Prosperity Fund Investment Plan. Page 93
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5.7 Risk – ongoing delivery of opportunities afforded by external funding has only been possible with associated revenue funding. However, many funding sources are only for one year, which makes staff recruitment and retention difficult, particularly in an area such as Argyll and Bute with many remote rural and island communities. Through various officer networks, such as Scottish Local Authorities Economic Development group, focus has been given to the need to influence funding bodies on the benefit of multi-annual funding streams. 5.8 Customer Service – None. Executive Director with overall responsibility for Development and Economic Growth: Kirsty Flanagan Policy Leads for Economy and Rural Growth, Islands and Business Development and Strategy Development: Councillor Redman, Councillor McCabe and Councillor Currie respectively 18th May 2023 For further information contact: Fergus Murray, Head of Development and Economic Growth fergus.murray@argyll-bute.gov.uk Ishabel Bremner, Economic Growth Manager ishabel.bremner@argyll-bute.gov.uk APPENDIX 1: infographic on Economic Growth Team Achievements for 2022/23 Page 94
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Economic Growth Team comprises of an Economic Growth Manager who has oversight over four teams as follows: ECONOMIC GROWTH 2022/2023 KEY AREAS OF DELIVERY Opportunities and Investment UK and External Policy Business Gateway Employability Page 95
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OPPORTUNITIES AND INVESTMENT RURAL TOURISM INFRASTRUCTURE FUND OPPORTUNITIES & INVESTMENT PROJECTS £100kGlenmorag Project £50kIsland Skills Fund £30kFood & Drink Strategy £1,225,000 6 projects of funding supported across Argyll & Bute Page 96
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20 community interviews. 4 community engagement visits. 350 resident responses. Understanding Updated ABC myjobscotland. Recorded a graduate podcast. Supported the reorganisation of employability page. Actively promote #abplace2b 1 resettlement flyer developed. 4 key community contact lists completed. Collaboration with settlement officers in Uist and Highland to support active relocation. Supporting STAYCATION INTERVENTIONS SETTLEMENT PROJECT Promoting 10 Resettlement Case Studies developed from those who have made the move to Argyll and Bute. Encouraging litres of waste disposed of correctly by users in 2022 77,220 118,800 disposal tanks supported Secret Glen, Bunessan, Mull, Holy Loch, Tiree, FLS 6 seasonal waste Helped manage motorcaravan use the rise 9%£600K 30 staycation projects of funding supported over Funding secured for 10motor caravan overnight parking sites Page 97
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projects across Argyll & Bute £985,184 Aird Fada Seaweed Farm Ulva Pier Improvement (Preparation for capital works) Aird Fada Seaweed Farm Feasibility of Seaweed Farming Commercial Fuel Berth Tobermory Clyde Fisherman’s Association Project Enabler - Fishing Communities Ulva Pier Improvements COMPLETION OF THE EUROPEAN MARITIME AND FISHERIES FUND Argyll and the Islands CLLD Local Action Group £697,143£697,143Funding of was distributed by the UK and External Policy team 1818 projects approved by the to 6 of funding supported UK AND EXTERNAL POLICY COMMUNITY LED LOCAL DEVELOPMENT FUND (CLLD) Page 98
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ARGYLL AND BUTE UK SHARED PROSPERITY FUND INVESTMENT PLAN, 2022-25 Communities and Place Supporting Local Businesses People and Skills Multiply Adult numeracy projects £1,154,012 £1,150,153 £1,365,139 £ 229,892 UK COMMUNITY RENEWAL FUND CO-ORDINATION OF BIDS & FINANCIAL MONITORING Curriculum development for STEM Hubs project Driving Economic Growth through a Bounce Back Curriculum for Argyll and Bute Feasibility MACC Hydrogen Futures viability study of seaweed farming Optimising carbon sequestration for community wealth building Recovery and regeneration of Tarbert The Dunoon Project Stage Two The Seaweed Academy West Coast UAV Innovation Logistics and Training Hub 8£1,990,597 of funding supported projects across Argyll & Bute Page 99
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enquiries received locally from Argyll and Bute businesses425 118 new start-up businesses supported meetings with a business adviser645 277 existing businesses supported COVID RECOVERY SUPPORT Business Start Up Grants44 £148k in totalawarded worth Business Gateway administered 2 grants under the Local Authority Covid Economic Recovery fund from Scottish Government Small Business Development Grants74 £354k in totalawarded worth BUSINESS GATEWAY SUPPORTING NEW & GROWING BUSINESSES Page 100
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Argyll and Bute businesses attended webinars to boost their digital skills364 77 17 1 hr digital surgeries with a digital expert in depth digital support sessions with a digital expert of support leveraged for Argyll and Bute businesses from Digital Scotland£33k (1 to 2 days) INTENSIVE GROWTH PROGRAMME Argyll and Bute Business Growth Programme Make the Change In 22/23 Business Gateway piloted an intensive online growth programme, designed specifically to help business owners deliver a step change in their approach and achieve growth. It combined a range of tools and expert support with individual and group activities, tailored to create a practical & deliverable approach to driving growth. 1313 businesses took part in the 12 week programme. Page 101
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LOCAL GROWTH ACCELERATOR PROGRAMME programme of additional business support £855k of European Regional Development Fund money. £524k designed and administered by Business Gateway, levering in £851khas been awarded in total, across grants and “We would never have been able to achieve what we’ve done without the support of our adviser, the Business Gateway team and the Local Growth Accelerator Programme.” Fynewood Ltd THE PROGRAMME CLOSES IN 2023 192 66in-depth specialist advice sessions In 22/23 we awarded 33 £111k across specialist advice sessions grants and £20k for 17 to Argyll and Bute businesses for growth or recovery support. Monitoring of the unique recipients followed up so far shows a positive impact with: an increase of FTEs (+40%) and turnover (+53%) 119 145£11.1m Page 102
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Based on the Isle of Iona, Aosdàna designs and manufactures contemporary jewellery with a Celtic influence. Business owner, Mhairi Killin, founded Aosdàna in 2003, and regularly collaborates with a range of external designers, creatives, and institutes on a variety of projects which often involve new techniques and innovations. Having operated successfully for almost two decades, most of Aosdàna’s sales were generated from its gallery on the island, where some of the jewellery ranges are also designed and made. However, like many other small businesses, pandemic closures and subsequent travel restrictions meant the main source of income for Mhairi dwindled. During this time, however, Mhairi, together with award-winning jewellery designer Maeve Gillies, won an Innovate UK award to develop a range of jewellery based on the heritage of original Iona silversmiths, the Ritchies. The Ritchies were a husband and wife team who founded the tradition of crafting Celtic jewellery and silversmithing on the island. Mhairi approached Business Gateway for support and guidance on how to reach a wider audience and generate global sales for the new range, the Kist o’ Ritchies. She received 1:1 support from a dedicated business adviser, as well as advice on funding, a strategic review of her business, and signposting to a wider network. “Support from Business Gateway has been so beneficial. Not only has their assistance helped me re-evaluate my business strategy, but it has also allowed me to invest in strong product photography for my website, which will help me greatly when launching into international markets later this year. I can’t thank Business Gateway enough for their ongoing support.” The Kist o’ Ritchies collection utilises the latest manufacturing technology to navigate the lack of metalworking skills on the island. Featuring 3D scanning, CAD and 3D printed prototyping to help preserve the key historical designs from the 19th and 20th centuries. The modern jewellery range will launch in Spring 2023 and is expected to attract international markets including the USA and Canada. CLIENT CASE STUDY Aosdàna Page 103
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NO ONE LEFT BEHIND ARGYLL AND BUTE EMPLOYER RECRUITMENT AND TRAINING INCENTIVE (ABERTI) During 2022/23 a total of 289 vulnerable individuals have been supported by the council and strategic partners into employment across Argyll and Bute. EMPLOYABILITY NO ONE LEFT BEHIND 25+ EMPLOYER RECRUITMENT INCENTIVE (ERI) accessed the funding 6 employers participants supported8 7 1 continue to be supported and leaver has moved into work with another employer accessed the funding 11 employers participants in subsidised employment, with11 10 retained in permanent contracts by employer post funding The following outcomes are those achieved by the Council’s Employability Team in 2022/23. Page 104
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participants commenced subsidised employment accessed the funding 44 employers PARENTAL EMPLOYABILITY SUPPORT FUND (PESF) During 2022/23 the Employability Team introduced a Parental Transition Fund to help cover transition to work costs. This was aimed at parents receiving support through the PESF who successfully secure employment. YOUNG PERSON'S GUARANTEE EMPLOYER RECRUITMENT INCENTIVE 52 whereabouts unknown early leavers10 1 in an apprenticeship with another employer 1 returned to school 8 parents commenced support (15 unemployed/3 low income employed)18 have ceased support due to health issues/moving from area. 3 3 have increased their household income 1 is in full time education are currently undertaking training10 1 has entered employment Page 105
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t “I am learning every day and now getting the chance to use the skills I have learnt from college and helping experienced trades people. I also have a few quid to be able to go out and socialise with my friends which I couldn’t really afford to do before” YOUNG PERSON'S GUARANTEE EMPLOYER RECRUITMENT INCENTIVE FAIR START SCOTLAND participants commenced support83 moved into work and in work support delivered26 26 exited the service early 31 are continuing to receive pre-work support “My family and I have received a lot of support since coming to Scotland. I received a bike and a laptop which has helped me work more hours and I am able to study in my free time. I hope to start up my own business in the future. The continued support I receive from my PESF worker is very much appreciated” PARENTAL EMPLOYABILITY SUPPORT FUND “I’m extremely grateful for the support provided by ABERTI, this gave my employer the incentive to appoint me as an adult apprentice particularly given the additional costs associated due to my age” ARGYLL AND BUTE EMPLOYER RECRUITMENT INCENTIVE Page 106
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Elements of the proposals have been taken forward £807k of match funding, mainly fromwith external sources, taking forward the creation of a Dunoon Community STEM Hub. COUNCIL’S ECONOMIC STRATEGY REFRESH ECONOMIC GROWTH MANAGER UPDATE RURAL SKILLS ACCELERATOR PROGRAMME (RSAP) Led by the Economic Growth Manager, where good progress has been made during 2022/23 to develop outline business cases for the overarching RSAP and its component parts: STEM Hub Business Skills UHI Argyll built environment in Dunoon This commenced in the latter part of 2022/23 to be project managed by the Economic Growth Manager, with key alignment to the work underway to revise the Argyll and Bute CPP Local Outcome Improvement Plan. Page 107
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH 1 JUNE 2023 DECLARING AN ARGYLL AND BUTE HOUSING EMERGENCY 1.0 EXECUTIVE SUMMARY 1.1 The housing system is increasingly complex and contains wide ranging effects on the society we live and work in. Across the UK, the housing system is now in a position commonly recognised as being in a state of emergency, with a consistent reduction in supply, a steady increase in demand including for different types of housing, and increasing levels of un-affordability. This situation has been evident for a number of years but recent events such as the pandemic and now the cost of living crisis has exacerbated this situation. 1.2 Within Argyll and Bute, these problems have had a direct impact on property prices with substantial increases in our area in recent years, private rental levels rising at a substantial rate, housing availability decreasing despite our social rent build programme and local wages not keeping up with inflation. 1.3 The Council has already identified improving housing solutions for local people as a priority. After careful consideration of the numerous issues in front of us, including a rise in homelessness, and a lack of housing choice for key workers it is now considered necessary for the Council to specifically acknowledge a “Housing Emergency”. This will help to focus our resources and ultimately justify future decision making if any additional interventions are to be taken forward following further consideration by the council and our housing partners. 1.4 Consequently, there is also a need for the Local Housing Strategy (LHS) to consider these recent issues in more detail and examine if they can be addressed by the Council, or our partners including the Scottish Government. The LHS is updated annually, and it is proposed that this is the appropriate vehicle to do this. 1.5 To support this, officers have set up an internal Housing Group with relevant senior officers from across the Council’s Services participating. The aim of the group is to look at the key barriers and constraints to the development of housing, to consider direct intervention at all levels including radical housing delivery models, to consider new policy measures that could be employed by the Council, or the Scottish Government; to engage and facilitate with other relevant stakeholders including our communities. The work of this group will then feed in to the annual review of the LHS before the end of the year (2023). Page 109 Agenda Item 12
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1.3 It is recommended that the Environment, Development and Infrastructure Committee:- Consider the contents of this paper and formally declare a “Housing Emergency” in Argyll and Bute; Note the intention to update the Local Housing Strategy; Note the intention to hold an Argyll and Bute housing summit together with relevant stakeholders in the Autumn of 2023; Note the operational officers group will explore and develop a series of options that will be brought forward to Members for consideration as and when developed. Page 110
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH 1 JUNE 2023 DECLARING AN ARGYLL AND BUTE HOUSING EMERGENCY 2.0 INTRODUCTION 2.1 This report outlines the key characteristics of stress within the Argyll and Bute housing system. It proposes that the Council formally acknowledges a Housing Emergency. It goes on to suggest that the Council’s Local Housing Strategy should be updated to identify in detail what these issues are and how they might be tackled by the Council and or partners. 2.2 The report notes that an operational Officer Housing Group has already been established to explore and develop a series of options for Members’ consideration. This includes looking at key barriers and constraints to development, considering direct intervention at all levels including radical housing delivery models, considering potential new policy measures that could be employed by the Council or Scottish Government. The operational group will use the Strategic Housing Forum, in the first instance, to report any options for considering, and to facilitate engagement with other stakeholders. 3.0 RECOMMENDATIONS 3.1 It is recommended that the Environment, Development and Infrastructure Committee:- Consider the contents of this paper and formally declare a “Housing Emergency” in Argyll and Bute; Note the intention to update the Local Housing Strategy; Note the intention to hold an Argyll and Bute housing summit together with relevant stakeholders in the Autumn of 2023; Note the operational officers group will explore and develop a series of options that will be brought forward to Members for consideration as and when developed. Page 111
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4.0 DETAIL A HOUSING EMERGENCY 4.1 The UK housing system is complex and wide ranging in its effects on the society we live and work in. Over recent decades within the UK, including Scotland, structural changes within the housing system have occurred which see us now in a position which is commonly recognised as a housing emergency across the UK. 4.2 Described at its most basic level: There has been a reduction in the amount of housing supply whilst at the same time a sustained increase in demand. At the same time there has been a significant increase in property values, at a rate that has been well above national and local wage increases. There is a smaller percentage of the housing stock available as socially rented accommodation due to changes in the local economy. Property has been as a financially attractive investment for those with available capital, and this has helped drive price increases. There has been limited regulation of the private rental sector. We have an ageing population and an elderly and social care system that is facing considerable challenges and changes in delivery. Construction prices increased by 22% during 21-22. There are significant labour/skills shortages across a range of professions and trades. 4.3 These problems/issues have a direct impact on property prices, rental levels, and general housing availability that contributes to wider economic and social challenges. Whilst many housing issues are common and widespread, the UK is a large and disparate geography, and the nature of the national housing emergency manifests itself differently in different geographical areas and localities. 4.4 In Argyll and Bute the stark reality and critical stresses in the housing system can be characterized by some key statistics listed in the paragraphs below: High Numbers On Housing Waiting List 3,290 people on the housing waiting list, 8% more than last year. High Homelessness 253 households classified as homeless, 15% more than last year, and 127 currently in temporary accommodation. Low Number of New Tenancies Created In 22/23, 811 new social rented tenancies were created and this is still a little Page 112
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lower than pre-pandemic. In 2022, there were 4 applicants per tenancy created. Unaffordable Sales Prices The average house sale is up to 7 times the average wage. The average house price was £206k in 2022 (RICS.) Low Amount Of Rented Stock 5% less social rented stock than the Scottish Average. Significant Housing Stock Unavailable for Residents 6% second homes (0.9% average in Scotland (highest level of second homes ownership in Scotland). 11% vacant and second homes (4% for Scotland). Including NDR registered holiday lets, the total unavailable housing stock in Argyll and Bute can be as little as 0.8% in Helensburgh, commonly 20% in many rural settlements, and well in excess of 40% in certain rural villages such as Portnahaven or Balemartin. Property Sales Go To People Not Residents In Argyll and Bute 43% property sales in Argyll and Bute are to people from outside the Area, and this is much higher in certain parts of Argyll and Bute Little Speculative Private House Building Outside Helensburgh and Lomond Excluding Helensburgh and Lomond, the rate of private house completions on sites of 5 or more over the last 5 years, is only 16.8% of what would be expected for the size of population in Scotland. (131 actual, 780 predicted). Rapidly Ageing Population 25% currently over 65 years of age and a predicted 23% increase in numbers over 75 by 2028. At the same time under 15s decrease by 18%. Reducing Household Size Average household size in 2021 is the lowest in Scotland at 1.96 (Scotland 2.12). Rapid Increase In Construction Costs 22% increase in construction costs 2021 to 2022 (BICS National Data). Island costs are significantly higher. Page 113
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Community Housing Priority 56% believe housing for local families is needed for communities to thrive in the future (HIE Survey, 2022). Lack of Accommodation Stifles Employment Majority of employers surveyed on Mull and Iona think lack of worker accommodation is a problem, impacting negatively on current operations and stifling growth and investment. (MICHT Survey 2022). Majority of employers surveyed on Islay have experienced difficulties recruiting staff due to lack of housing (Islay Strategic Housing Overview 2019). DEFINING THE PROBLEM 4.5 This is a complex and interdependent picture and collectively these local statistics point to a Housing Emergency within Argyll and Bute, set within the context of a national crisis that exacerbates the issues we face. The Council has already declared housing as one of its top priorities bringing forward a number of projects across Argyll and Bute. It would however be useful for the Council to specifically acknowledge and declare a “Housing Emergency”, as this will help to focus our limited resources, help raise the issue at a national level, and ultimately justify future decision making if any further interventions are decided upon. 4.6 To be able to think about how best to tackle this, it is helpful to try and identify common themes, and this can be done by considering four key issues: Shortage of New Build Private Housing Supply Outside Helensburgh and Lomond there is practically no speculative private new build, and this means there are few starter homes for purchase, or smaller homes for downsizing. Both vital to maintain a healthy functioning housing market and communities that support them. Unavailability and Affordability of the Existing Private Housing Stock A significant proportion of the housing stock is unavailable for occupancy as principal homes by permanent residents because it is in use for holiday homes, or holiday letting, and occasionally contract workers. This places stress on the rest of the housing system. In addition, the unaffordability of the housing stock that is on the market further exacerbates the problem and often favours purchasers from outside the local area with greater economic resources at their disposal. Effectiveness of Social Rented Stock With high demand, long waiting times, slow turnover of housing stock, high numbers of homelessness in temporary accommodation, and a mismatch between stock bedroom size and demand, the social rented supply is not Page 114
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performing as efficiently as it could. As a stock transfer Council, we are not in direct control and must work closely with RSLs and the Scottish Government to address these issues. Maintaining New Build Social Supply Despite successful delivery of the Strategic Housing Investment Programme over recent years, it remains challenging to deliver new build social rented stock at the necessary volume when developing in remote rural areas with high construction costs, significant infrastructure requirements, labour and contractor shortages, increasing finance costs and a finite development appetite in terms of risk. TACKLING THE ISSUES 4.7 There is no single silver bullet solution to these issues, but the requirement for a broad range of activities, both short and long term. Some of these will be improving or adjusting existing activities, some will be exploring new ways of working and enabling partners, and some may involve new types of direct Council interventions. 4.8 Whilst having transferred the Council’s Housing Stock to RSLs, the Council remains the Strategic Housing Authority for the Area, and is also the Statutory Planning Authority. As such, it is required to produce a Local Housing Strategy (LHS) approved by Scottish Government. 4.9 The current LHS covers the period 2022-2027 and sets out the authority’s strategic vision for housing, taking into account national policy, local priorities, and based on a detailed understanding of need and demand in the Area. It is based on very extensive consultation with all sectors and stakeholders in the housing market. 4.10 The LHS identifies many of the statistical characteristics and issues outlined above. Its sets out the strategy that underpins how the Council seeks to meet the housing need and demand for all tenures within the Area. Fundamentally, this flows from the identification of a Housing Supply Target. This then flows in to the Council’s Local Development Plan, which identifies the land required on which to develop the housing, and the Council’s Strategic Housing Investment Plan, which identifies where investment in new social housing will occur. 4.11 The Council has significant influence on the provision of social housing, and is a key partner in the operation of the existing social housing stock. However, in the private tenure of the housing market, both for sale and rent, the Local Housing Strategy has traditionally had less influence. Through the Housing Supply Target, the LHS identifies how many private sector homes are required, and the LDP identifies suitable land on which this can be provided. However, beyond this, there is a reliance on the private sector to develop and provide the houses. In a normal market situation this successfully delivers speculative housing for sale on sites identified in LDPs. However, over recent years in remote rural areas such as we Page 115
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have in Argyll and Bute, there has been very limited appetite from private market house builders to develop in this manner. At the same time, unpredictable changes in the private rental market, whereby the growth of un-regulated short- term letting, and changes in the financial attractiveness of letting have reduced the number of properties available for let to permanent residents. 4.12 There is therefore a need for the LHS to consider these issues in more detail, and examine if and how they can be addressed both by the Council, and in partnership with other stakeholders in the housing delivery system including the private sector, community groups, RSLs and the Scottish Government. It is normal practice for the Housing Service to produce an annual LHS update and it is proposed that this is the appropriate vehicle to do this. 4.13 To support this officers have already set up an operational Officer Housing Group with senior officers from across the Council’s services. The group will explore and develop a series of options for Members’ consideration. This includes looking at key barriers and constraints to development, considering direct intervention at all levels including radical housing delivery models, considering potential new policy measures that could be employed by the Council or Scottish Government. The operational group will use the Strategic Housing Forum, in the first instance, to report any options for considering, and to facilitate engagement with other stakeholders. 4.14 The Group will create a direct action or delivery programme. This will largely be site focused, although may also include proposed thematic policy interventions. The Group will seek to evaluate the proposals of the Delivery Programme against identified criteria including:- Fit with the Council’s Policy Framework: Particularly the LHS, SHIP, Local Development Plan 2, National Planning Framework4 and the emerging Argyll and Bute Economic Development Strategy. Scale of impact in meeting identified need and demand. Risk of proposals set against need and demand. Key barriers to success and delivery. Funding landscape available to the council and our partners. 4.15 A similar style Delivery Programme will become a statutory requirement in support of the new style Local Development Plans, which will be introduced in the next few years. It is envisaged that the resultant Delivery Programme would be maintained as a working document with regular review and monitoring. Many of the outcomes from the Delivery Programme will be capable of implementation through normal business, but it is expected that there will be a number of proposals which will require decisions of the Council to implement. Examples might include: Development Site purchase and or CPO; Purchase of off the shelf new build private housing for rent-or re-sale; Purchase of second homes appearing for sale, and their re-sale with burdens to ensure occupancy as principal homes; Implementation of planning control to regulate short-term letting. Page 116
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Development of accommodation to act as a temporary or touch-down location for workers arriving on the islands. 4.16 The Housing Group is already in operation and is in the process of developing proposals at speed. It will feed in to the annual review of the LHS before the end of the year that will be presented to members for a further decision. It is also intended to hold a housing summit in the Autumn in collaboration with a number of our housing delivery partners. EXISTING PROGRESS 4.17 It is important to note, that notwithstanding the issues and challenges raised in this report, a significant amount of progress is already being made. The Council’s award winning empty homes team has expanded and is working effectively to bring disused properties back in to use. Developments in Helensburgh have continued to deliver private new build market homes at scale. Phase 3 of Dunbeg coming to completion with plans underway for phase 4. 251 new affordable homes on site during 21/22. More social housing built on the islands than for many years. Community Housing groups delivering their own housing developments in places such as Colonsay, Ulva, Ulva Ferry and Gigha. £2m in 21/22 invested in improving housing stock energy efficiency with a further £2m in 2022/23. Taking forward key worker housing through the Rural Growth Deal in places such as Tobermory and Bowmore. 4.18 A wide range of other work is highlighted at: ARGYLL AND BUTE LOCAL HOUSING STRATEGY 2004-2009 (argyll-bute.gov.uk) 5.0 CONCLUSION 5.1 There is a Housing Emergency across the UK including Scotland and Argyll and Bute. It is sensible to acknowledge it at a local level justified by the stark statistics that have informed this opinion. The Council intends to refresh its LHS to ensure we are specifically addressing the issues identified with a clear focus on housing delivery actions. There is a clear intention to hold a housing summit in the Autumn of 2023 to examine this issue further bringing together a range of housing stakeholders and partners. An Officer Housing Group has been established to focus on these issues and to identify appropriate actions which are likely to include new and direct housing interventions. 6.0 IMPLICATIONS 6.1 Policy - The proposal is consistent with current Council priorities and the Local Housing Strategy vision and outcomes which are directly aligned with the overarching objectives of the Outcome Improvement Plan, in particular Page 117
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Outcome 2 – we have infrastructure that supports sustainable growth. 6.2 Financial - None directly arising from this report but future housing delivery actions will require additional funding at some stage from the council and our partners if delivery is to be accelerated. 6.3 Legal – None. 6.4 HR – None. 6.5 Equalities (Fairer Duty Scotland) - The proposals are consistent with aims and objectives set out in the local housing strategy, which is subject to an EQIA. 6.5.1 Equalities – Protected Characteristics - There are targets set within the SHIP to deliver housing which meet the needs of specialist groups. 6.5.2 Social-Economic Characteristics - The delivery of affordable housing across Argyll and Bute facilitates socio-economic opportunities for all. The SHIP links with the Child Poverty Strategy. 6.5.3 Islands - The delivery of affordable housing across Argyll and Bute facilitates socio-economic opportunities for all. The SHIP links with the Child Poverty Strategy. 6.6 Risk - The Housing Needs and Demand Assessment process takes full account of housing need on the islands. 6.7 Climate Change – New housing in the right location helps reduce carbon outputs particularly when heating is provided using renewable energy and utilizing high standards of insulation which can also be applied to existing stock. 6.8 Customer Service – None. Kirsty Flanagan Executive Director with Responsibility for Development and Economic Growth Cllr Robin Currie, Policy Lead for Economy and Rural Growth June 2023 For further information contact: Fergus Murray, Head of Development and Economic Growth Fergus.Murray@argyll-bute.gov.uk Matt Mulderrig, Development Policy and Housing Manager Matt.Mulderrig@argyll-bute.gov.uk Douglas Whyte, Team Lead – Housing Strategy Douglas.Whyte@argyll-bute.gov.uk Page 118
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Environment, Development and Infrastructure Committee Work Plan 2023/24 This is an outline plan to facilitate forward planning of reports to the Environment, Development and Infrastructure Committee. Date Title Service/Officer Date Due Comments 1 June 2023 Roads Capital Programme Member Engagement Roads and Infrastructure Services 9 May 2023 Route Optimisation Roads and Infrastructure Services Bridges and Structures update Roads and Infrastructure Services Waste Strategy Update Roads and Infrastructure Services Argyll and Bute UK Shared Prosperity Fund Investment Plan Update Development and Economic Growth Active Travel Update Development and Economic Growth Refresh of Argyll and Bute Economic Strategy 2019- 2023: 2024-2029 Development and Economic Growth Economic Growth Team Achievements for 2022/23 Development and Economic Growth Declaring an Argyll and Bute Housing Emergency Development and Economic Growth 31 August 2023 Annual Winter Service Policy Roads and Infrastructure Services 8 August 2023 Page 119 Agenda Item 13
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Environment, Development and Infrastructure Committee Work Plan 2023/24 Rest and Be Thankful Update Roads and Infrastructure Services Requested at 02.03.2023 meeting EVC Update Roads and Infrastructure 30 November 2023 Annual Status and Options Report (ASOR) Roads and Infrastructure Services 7 November 2023 29 February 2024 Annual Status and Options Report (ASOR) Road Condition Index Annual Report Roads and Infrastructure Services 6 February 2024 Roads Reconstruction Capital Programme Roads and Infrastructure Services Future Items Shared Prosperity Fund Development and Economic Growth Programme of Footway Works Roads and Infrastructure Services Requested at 02.03.2023 meeting – no date specified. Page 120