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Agenda reports pack

Argyll and Bute Council · 9 December 2025
Back to Helensburgh & Lomond Area Committee — 9 December 2025 and its agenda

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Argyll and Bute Council
Comhairle Earra-Ghàidheal Agus Bhòid 
Executive Director:  Douglas Hendry 
Kilmory, Lochgilphead, PA31 8RT
Tel:  01546 602127  Fax:  01546 604435
DX 599700 LOCHGILPHEAD
5 December 2025 
NOTICE OF MEETING 
A meeting of the HELENSBURGH & LOMOND AREA COMMITTEE will be held in the
HELENSBURGH CIVIC CENTRE AND BY MICROSOFT TEAMS on TUESDAY, 9 DECEMBER
2025 at 9:30 AM, which you are requested to attend. 
Douglas Hendry
Executive Director 
BUSINESS 
1. APOLOGIES 
2. DECLARATIONS OF INTEREST 
3. MINUTE OF THE MEETING OF THE HELENSBURGH AND LOMOND AREA
COMMITTEE, HELD ON TUESDAY 9 SEPTEMBER 2025 (Pages 5 - 14) 
4. PUBLIC QUESTION TIME 
5. HELENSBURGH, CARDROSS AND DUMBARTON CYCLEPATH UPDATE (Pages
15 - 30)  
Report by Executive Director with the responsibility for Development and Economic
Growth 
6. POLICE SCOTLAND UPDATE (Pages 31 - 34)  
Update from Inspector Bart Simonis, Police Scotland 
7. AREA COMMITTEE QUARTERLY PERFORMANCE REPORTS - FQ2 2025/26
(Pages 35 - 68)  
Report by Executive Director with responsibility for Customer Support Services 
8. ROADS AND INFRASTRUCTURE SERVICES UPDATE (Pages 69 - 76)  
Report by Executive Director with responsibility for Roads and Infrastructure Services 
9. COLQUHOUN SQUARE - CHORD LEGACY FUND: PRINCIPLES FOR
REINVESTMENT (Pages 77 - 80)  
Report by Executive Director with responsibility for Roads and Infrastructure Services. 
Public Document Pack

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10. ELECTRIC VEHICLE CHARGING STRATEGY (Pages 81 - 102)  
Presentation by Project Manager with responsibility for Roads and Infrastructure
Services 
11. HELENSBURGH SKATING POND IMPROVEMENTS PROJECT (Pages 103 - 112)  
Report by Executive Director with responsibility for Development and Economic
Growth 
12. CHARITABLE TRUSTS, BEQUESTS AND TRUST FUNDS (Pages 113 - 118)  
Report by Executive Director with responsibility for Legal and Regulatory Support 
13. ARGYLL AND BUTE HEALTH AND SOCIAL CARE PARTNERSHIP
PERFORMANCE REPORT - FQ1 2025/26 (APRIL TO JUNE) (Pages 119 - 134)  
Report by Senior Manager Performance & Improvement, Argyll and Bute Health and
Social Care Partnership 
REPORT(S) FOR NOTING 
14. SAKURA CHERRY TREE PROJECT UPDATE (Pages 135 - 138)  
Report by Executive Director with responsibility for Legal and Regulatory Support 
15. DRAFT HELENSBURGH AND LOMOND AREA COMMITTEE WORKPLAN (Pages
139 - 142) 
16. NOTICE OF MOTION UNDER STANDING ORDER 13 
Dumbarton to Helensburgh – Bus Timetable 
A new bus timetable, recently introduced on the Dumbarton to Helensburgh route,
leaves some Hermitage Academy pupils and parents, who live in Cardross, with a
choice of leaving very early, meaning they have to hang around waiting for the school
doors to open, or catching the next, later bus which is often delayed and means
pupils miss registration or even the start of period one. 
Helensburgh and Lomond Area Committee, therefore, agrees that the Chair write to
SPT and First Bus asking that the service bus timetable between Dumbarton and
Helensburgh be adjusted in the morning to allow pupils travelling from Cardross by
bus to get to Hermitage Academy in time for registration rather than arriving just in
time for the first class. And to also seek the support of Council SPT representative
Councillor Gordon Blair and Policy Lead - Roads, Transport and Amenity Services
John Armour in seeking this alteration to the timetable. 
Proposed:        Councillor Fiona Howard 
Helensburgh Central 
Seconded:      Councillor Graham Archibald Hardie  
Helensburgh Central 
Helensburgh & Lomond Area Committee 
Councillor Fiona Howard (Chair)

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Councillor Math Campbell-Sturgess (Vice-Chair)
Councillor Maurice Corry Councillor Graham Hardie 
Councillor Mark Irvine  Councillor Paul Donald Kennedy
Councillor Ian MacQuire Councillor Gary Mulvaney
Councillor Iain Paterson Councillor Gemma Penfold   
Contact: June Begg, Senior Committee Assistant - 01546 604589

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MINUTES of MEETING of HELENSBURGH & LOMOND AREA COMMITTEE held
HELENSBURGH AND LOMOND CIVIC CENTRE AND BY MICROSOFT TEAMS 
on TUESDAY, 9 SEPTEMBER 2025 
Present: Councillor Fiona Howard (Chair) 
Councillor Maurice Corry
Councillor Graham Hardie
Councillor Ian James MacQuire 
Councillor Iain Shonny Paterson
Councillor Gemma Penfold 
Attending: Stuart McLean, Committee Manager, Argyll and Bute Council
Mark Calder, Project Manager
Inspector Bart Simonis, Police Scotland
Colin Young, Strategic Transportation Delivery Officer
Suzanne Mason, Engagement and Communities Lead
Antonia Baird, Community Development Officer
Seymour Adams, Chair of Cultural, Heritage and Arts Assembly
(CHARTS) 
1. APOLOGIES FOR ABSENCE 
The Vice-Chair welcomed everyone to the meeting. 
Apologies for absence were intimated on behalf of Councillors Mark Irvine (Chair), Paul
Donald Kennedy and Gary Mulvaney. 
2. DECLARATIONS OF INTEREST 
There were no declarations of interest intimated. 
3. MINUTE OF THE MEETING OF THE HELENSBURGH AND LOMOND AREA
COMMITTEE, HELD ON 10 JUNE 2025 
The Minute of the meeting of the Helensburgh and Lomond Area Committee, held on 10
June 2025, was approved as a correct record. 
4. PUBLIC QUESTION TIME 
The Vice-Chair noted that several questions had been submitted by members of the public
in advance of the meeting. The Vice-Chair then invited any other members of the public in
attendance to submit any questions they may have. 
Dr Peter Brown 
Having noted that Dr Peter Brown was not in attendance the Committee Manager read out
the questions submitted by him in advance of the meeting as follows: 
Question 1
At the Area Committee meeting in June, Councillors deferred holding a public meeting
about the Leisure Centre closure and repair work until tenders had been awarded.  That
has now been done - when will the Councillors be willing to attend a public meeting to
address the community about the Leisure Centre situation?
Public Document PackPage 5 Agenda Item 3

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Question 2
Since the Area Committee meeting in June, there have been 3 updates to the Council's
webpage informing the community about progress on the Leisure Centre works.  That is 3
updates in 3 months.  The last two updates promised scaffolding would be in place by
now, and it's not.  At the Area Committee meeting in March, Councillor Corry called for
regular progress updates, like the weekly updates that were provided when the building
was being constructed.  Why are the community still not being provided with regular
updates?
The Committee Manager advised that on receipt of these questions he had passed them
to the Project Lead for Helensburgh Leisure Centre Repairs, Andrew Collins, who had
asked that he deliver the following update:
Officers are aware of the request from Helensburgh Community Council and agree with
the consensus view from Councillors at the June Area Committee which was summarised
by the Chair Cllr Irvine that a ‘public meeting at this time would not be appropriate.’  
That remains the position as not all contracts have been awarded at this stage, notable
the internal fit out.  All information that can be shared is contained within the regular
updates on the website.  
Our focus remains on returning the leisure centre to use for everyone as soon as possible.
We continue to share updates with communities across social media and have a
dedicated web page with updates images as work progresses. The last update was
provided 2 weeks ago.  Updates are issued monthly and are designed to tie in with
Community Council meetings. The next update will be at the end of this month. 
Hub North Scotland are playing a key role in the project by providing project management
and working collaboratively with developers, builders, and their supply chain partners. 
The Council’s contractor Galiford Try has now taken possession of the site and is
establishing the compound site and scaffolding.  Site cabins were erected last week and
works are ongoing this week.  There has been a slight delay in completing the necessary
design for the scaffolding due to the complexity between the scaffolding and the existing
structure. Works to erect the scaffolding are now due to start next week on 15 September
for a period of four weeks. Works on the roof will be ongoing throughout the Autumn.  
We have every sympathy for everyone affected by the consequences of Storm Eowyn.
Our focus in on returning the pool and leisure centre to use as soon as possible, and we
have provided an idea of the range of actions needed for this on our website. At this stage
we forecast the building to re-open by the end of March 2026. We will continue to share
updates on both our website and across social media. 
Councillor Corry supported the statement by the Project Lead for Helensburgh Leisure
Centre Repairs and confirmed that the council is doing all it can to get contractors on site
to begin the required work.
Question 3
This question is for the three Helensburgh and Lomond Councillors who are on the
Environment, Development and Infrastructure (EDI) Committee.  At the EDI meeting this
Thursday, there is a proposal from officers to change the policy on 2nd domestic bin
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collections.  Are Councillors aware that the officers' report misrepresented the consultation
results from the 821 residents who responded to the public consultation? 
In the question which asked "Do you think the criteria below for providing an additional
general wate bin, free of charge, are correct? Households of 5+ people", the summary of
results said "A significant majority of respondents (69%) support the current policy of
households with over 5 residents can access a second green bin free of charge".  This is
a significant difference - the officers have incorrectly said "over 5" but the current policy,
and the survey question was about "5 and over".  The officers are now proposing that
second bins are provided for households with "6 and over" inhabitants.  Are Councillors
aware of this misrepresentation of the result of the public consultation?
In response Mark Calder, Project Manager, advised that he would take this back to the
Department for consideration.
Councillor Hardie advised he will raise this question with Councillor John Armour, Policy
Lead for Roads, Transport and Amenity Services. 
Lizzie Donaldson, Chair of Parents for Active Learning, Hermitage Primary School
Question 1
Why does the Council think that the Annex is land it can give away out of purposes for
Education when it is sitting on the footprint of the school, within school wall boundaries,
which is land gifted by the original Cramb family for the purposes of education?
Question 2
What guidelines does Aryll and Bute Council use for declaring the legal size a playground
should be, based on school roll numbers?
The Committee Manager advised that on receipt of these questions he had passed them
to colleagues in Education and Commercial Services who had asked that he provide the
following response:
Both Officers from Education and Commercial Services have kept in contact with the
Parents for Active Learners (PAL) Group and note the formation of the new Trust.   
Officers are in the early stages of looking at the old annexe site for possible housing.
There are a number of issues to address before determining its suitability. If this is not
possible, alternative uses such as an outdoor play area may come back for consideration.
Outdoor play and learning are important parts of school life. Hermitage Primary has a
number of options available to them for outdoor play including their own existing outdoor
space, the sports pitch at Parklands and Hermitage Park. 
In Scotland the size of school grounds is governed by the School Premises (General
Requirements and Standards) Regulations 1967 (as amended) 
Councillor Corry responded that he had been approached by a number of constituents
who had raised concerns over the proximity of the proposed housing to the playground
and that the health and wellbeing of the children should be the primary focus. Councillor
Corry added that he would prefer that the site be identified for a purpose other than
housing and that he would support an extended playground.
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Councillor Howard advised that she had signed the associated petition and agreed with
Councillor Corry, adding that she would be more than happy to work with him on this
matter. 
Councillor MacQuire also agreed with Councillor Corry and that it would be beneficial to
explore what provisions are made at other schools and that the playground at the school
should reflect the current and future school rolls. 
Councillor Penfold said that she supported the Councillors statements and that the area
should not be used for housing but for the school. 
Elizabeth Lambert, Helensburgh Community Council – Town Improvement Group 
Question 1 
When will the broken benches in Colquhoun Square be repaired? 
I first reported the one by the flower beds in February and again in March and August.
Since February another three have been broken and added to my reporting but none have
been fixed. It doesn’t help that there is no method of reporting broken benches on the
report it tool, so I’ve no idea if the emails are being registered or actioned. The benches
will cost a lot to replace so repair is still the most cost-effective action. Please can I get an
update on when they will be repaired? 
Question 2 
If replacement benches are being considered can Helensburgh Community Council be
consulted on the design and materials of replacement benches, to avoid the errors made
in selecting the ones in Colquhoun Square? 
The Project Manager, Mark Calder, agreed that it is not helpful that this issue cannot be
reported via the website and apologised that Miss Lambert had not received a response to
her submission and will investigate this with the local team. Mr Calder advised that the
benches are sourced from non-standard material and as such when there are faults it can
be difficult to identify replacement parts and would arrange to meet with Miss Lambert to
scope potential improvements. 
Question 3 
It is not helpful that updates regarding the Helensburgh Leisure Centre are received the
day after the Helensburgh Community Council meetings, can this be changed? 
Councillor Howard advised that it was her understanding that the Community Council did
receive the updates prior to their meetings and that she herself had forwarded them.
Councillor Howard added that she would refer this matter to officers. 
Lynsey Young 
Question 1 
The community welcomes the recent progress made on the Helensburgh, Cardross and
Dumbarton Cyclepath project, specifically that the required ecology studies have begun.
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Can you please confirm that the Council has received the promised external resource
from Transport Scotland? 
Question 2 
With regards to maintenance, has the Councils Biodiversity Officer or Nature Scot been
consulted about maintaining the areas around the cycle paths, once completed, to ensure
they remain nature friendly? 
The Strategic Transportation Delivery Officer, Colin Young, confirmed that funding had not
yet been received, and that the resource, at this time, was being picked up by the Council.
Mr Young added that no consideration had been given to the planting scheme and that
this would be addressed at a future date. 
Mrs Vivienne Dance 
Question 1 
With regards to Hermitage Primary School, would it be possible to have a timeline and a
list of decisions that led to the decision that the Annex be identified for housing? 
Question 2 
Businesses within Helensburgh are investing heavily in improving their premises. Approval
to demolish the eyesore at 6-9 East Clyde Street, Helensburgh was approved in 2024,
why has this not been undertaken? 
Question 3 
Resource was awarded to secure the conservation status of Helensburgh. Can the Area
Committee confirm what the money has been used for? 
Question 4 
The Council are considering changing the fee structure for Temporary Traffic Regulation
Orders, which will negatively impact on the Christmas Light Switch On event in
Helensburgh. Would the Area Committee revisit this decision? 
Question 5 
Can the Area Committee confirm that the Helensburgh Leisure Centre reopening date of
March 2026 remains the target? 
Question 6 
When will the Tourist Tax be determined, as the delay is causing significant concern? 
Councillor Howard confirmed that the Argyll and Bute Council Visitor Levy Consultation
report was available on the Council website. 
Councillor Corry said that he was under the impression that there was no charge to
charities for road closures and that he would investigate the matter. Mark Calder said he
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would also speak with Mrs Dance regarding road closures and what arrangements were
required for over the Christmas period. 
Member of the Public 
Having moved to the area in 2022 I would like to see more autonomy for Helensburgh and
Lomond. 
The Committee Manager confirmed that the council area is divided into four administrative
areas, Bute and Cowal; Helensburgh and Lomond; Mid Argyll, Kintyre and the Islands;
Oban, Lorn and the Isles and that he would be happy to share the scheme of delegation
with the member of the public. 
Cameron Foy, Destination Helensburgh 
There is a lack of general maintenance in Colquhoun Square with regards to bins, drains,
gardens and benches. 
Mark Calder advised he was aware of a number of defects at this locality and is scoping
funding opportunities to set right some of the issues identified by Mr Foy. 
Angela Anderson, Plastic Free Helensburgh 
Question 1 
A sewer which had burst close to the Henry Bell monument has now been fixed, but the
surrounding granite was not. Sewers and drains are a continual problem in the town with
gravel washing into them.  What can be done to resolve this issue? 
Councillor McQuire advised that the identified drains were scheduled to be cleaned next
week. 
Member of the Public 
Question 1 
What can be done about the public toilets at Helensburgh pierhead?  The payment
machines are not working properly. They are taking payment but not allowing access. 
Mark Calder advised that the payment system used has had problems at various locations
and that in such circumstances the doors should have been set to ‘free’ to allow access.
Mr Calder added that a contractor is working towards resolving this issue and that
provision of public toilets is not a statutory obligation and costs the Council a significant
amount each year. 
Councillor Hardie said they are not set to ‘free’ and have been taking money but the doors
are not opening. 
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5. HELENSBURGH, CARDROSS AND DUMBARTON CYCLEPATH
PROGRESS REPORT 
Consideration was given to a report updating Members on the progress made since the
Helensburgh and Lomond Area Committee on 11 March 2025 in relation to the delivery of a
high quality walking and cycle route linking Helensburgh, Cardross and Dumbarton. 
Decision 
The Helensburgh and Lomond Area Committee: 
1. Welcomed the positive engagement with landowners in Phases 1 & 2. 
2. Approved the draft Phase 3 (Helensburgh Town) Concept Design contained within
Appendix 2 of the submitted report. 
3. Instructed Officers, subject to securing external funding and suitable tender returns, to
seek to appoint a design team to complete development of Phase 3 designs through
Developed Design and Technical Design stages. 
4. Instructed Officers to submit an application to the Active Travel Infrastructure Fund Tier
2 to enable work to continue in the next financial year. 
5. Recommended that Officers work to identify potential sources of construction match
funding, estimated to require a minimum of £3M to complete the route. 
6. Instructed Roads and Infrastructure Service to adopt all sections of the Helensburgh –
Cardross – Dumbarton Cyclepath once constructed, including those not contiguous
with an adopted road, and maintain as part of the Council Roads Asset Management
Plan. 
(Reference: Executive Director with the responsibility for Development and Economic
Growth, dated 26 August 2025, submitted) 
6. POLICE SCOTLAND UPDATE 
Consideration was given to an update which provided information on the ongoing work of
the Service and information on serious and organised crime; acquisitive crime; road safety
and road crime; anti-social behaviour and violent crime; public protection; and community
engagement.
Decision 
The Helensburgh and Lomond Area Committee noted the contents of the report. 
(Reference: Report by Inspector Bart Simonis, Police Scotland, dated July 2025,
submitted) 
7. CHARTS - ARGYLL AND THE ISLES 
The Committee gave consideration to a presentation by the Chair of the Cultural Heritage
and Arts Assembly (CHARTS) for Argyll and the Isles. The presentation included
information on the strategic aims, key projects and impact of partnership working on both
regional and local areas and provided highlights of key projects throughout the
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Helensburgh and Lomond Area. Mr Adams also provided information in relation to funding
streams and the benefits of the continued support received from Argyll and Bute Council. 
Decision 
The Helensburgh and Lomond Area Committee considered and noted the information
provided in the presentation. 
(Reference: Presentation by Chair, Cultural Heritage and Arts Assembly for the Argyll and
Isles, dated August 2025, submitted) 
8. AREA COMMITTEE QUARTERLY PERFORMANCE REPORTS - FQ1
2025/2026 
The Committee gave consideration to the Area Performance Report for financial quarter 1
of 2025/26 (April - June 2025) which illustrated the agreed performance measures for this
period. 
Decision 
The Helensburgh and Lomond Area Committee noted the performance and supporting
commentary as presented. 
(Reference: Report by Executive Director with responsibility for Customer Support
Services, dated 12 August 2025, submitted) 
9. ROADS AND INFRASTRUCTURE SERVICES UPDATE 
The Committee gave consideration to a report which provided links to the recent activities
of Roads and Infrastructure Services. 
Decision 
The Helensburgh and Lomond Area Committee noted the contents of the report. 
(Reference: Report by Executive Director with responsibility for Roads and Infrastructure
Services, dated 11 August 2025, submitted) 
10. RECYCLING AND RECOVERY PERFORMANCE 
Consideration was given to a report providing details on the council’s recycling and landfill
diversion performance along with national policy, targets and regulations which are likely
to impact on future performance. 
Decision 
The Helensburgh and Lomond Area Committee noted the details as outlined in the report
and the national policy drivers that would likely impact over the coming years. 
(Reference: Report by Executive Director with responsibility for Roads and Infrastructure
Services, dated August 2025, submitted) 
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11. SUPPORTING COMMUNITIES FUND 2025/2026 
Consideration was given to a report which detailed recommendations for the award of the
Council’s Supporting Communities Fund (SCF) for the 2025/26 round of funding that had
been made available for distribution by Council to organisations in the Helensburgh and
Lomond area. 
Decision 
The Helensburgh and Lomond Area Committee agreed that the 20 applications, marked
as ‘Award’ and ‘Partial Award’ within Appendix 1 of the report, are awarded funding from
the Supporting Communities Fund Budget totalling £22,500, as follows: 
Ref Applicant Recommendation Amount 
Requested
Recommended 
Award 2024/25
1 Fun First Award  £ 1,500.00  £ 1,500.00
2 Helensburgh Community
Hub
Award  £ 1,100.00  £ 1,100.00
3 Garelochhead Support
Trust
Award  £ 1,200.00  £ 1,200.00
4 Parents For Change Award  £ 1,500.00  £ 1,500.00
5 Friends of Loch Lomond &
The Trossachs
Award  £ 1,500.00  £ 1,500.00
6 Rhu and Shandon
Community Trust
Award  £ 1,477.00  £ 1,477.00
7 Princess Louise Hall  Award  £ 445.00  £ 445.00
8 Helensburgh Music Society Award  £ 1,200.00  £ 1,200.00
9 Helensburgh and Lomond
Highland Games
Award  £ 1,500.00  £ 1,500.00
10 COVE & KILCREGGAN
YOUTH CAFE
Award  £ 1,480.00  £ 1,480.00
11 Arrochar Gaelic Language
and Culture Society
Award  £ 700.00  £ 700.00
12 Friends of Hermitage Park
Association
Award  £ 500.00  £ 500.00
13 Sounds Good Community
Singing Group
Award  £ 1,500.00  £ 1,500.00
14 The Helensburgh Lunch
Club
Award  £ 964.00  £ 964.00
15 Cove & Kilcreggan 10k
Run/Walk and Fun Run
Award  £ 1,500.00  £ 1,500.00
16 Kirkmichael Community
Development Group
Award  £ 410.00  £ 410.00
17 Geilston Hall Management
Committee
Award  £ 1,500.00  £ 1,500.00
18 Cove and Kilcreggan
Community Council
Award  £ 495.00  £ 495.00
19 Garelochhead Bowling Club Award  £ 1,400.00  £ 1,400.00
20 Garelochhead Residents
Association
Partial Award   £ 1,480.00 £ 629.00
21 Stopgap Community
Cinema CIC
No award   £ 1,500.00 £             -
22 Helensburgh Art Club  No award  £ 500.00 £             -   
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Ref Applicant Recommendation Amount 
Requested
Recommended 
Award 2024/25  
TOTAL    £ 25,351.00  £ 22,500.00 
(Reference: Report by Chief Executive, dated 28 July 2025, submitted) 
12. APPOINTMENT TO DUNBRITTON HOUSING ASSOCIATION 
The Committee gave consideration to a report which sought the appointment of an
Elected Member to be the Council representative to Dunbritton Housing Association.   
Decision 
The Helensburgh and Lomond Area Committee agreed that Councillor Fiona Howard
would be the Council representative to Dunbritton Housing Association. 
(Reference: Report by Executive Director with responsibility for Legal and Regulatory
Support, dated July 2025, submitted) 
13. SUPPORTING COMMUNITIES FUND -  MONITORING OF PROJECTS
FUNDED 2023/24 
Consideration was given to a report providing information on the impact and spend of
funding awarded to community projects from the Council’s Supporting Communities Fund
in 2023/24. 
Decision 
The Helensburgh and Lomond Area Committee noted the positive contribution of the
Supporting Communities Fund detailed in section 4 and within the attached table; and that
no funds were to be returned. 
(Reference: Report by Chief Executive, dated 9 September 2025, submitted) 
14. DRAFT HELENSBURGH AND LOMOND AREA COMMITTEE WORKPLAN 
The Helensburgh and Lomond Area Committee workplan was before members for
information. 
Decision 
The Helensburgh and Lomond Area Committee noted the contents of the workplan. 
(Reference: Helensburgh and Lomond Area Committee workplan, dated September 2025) 
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ARGYLL AND BUTE COUNCIL  Helensburgh and Lomond Area
Committee
DEVELOPMENT AND ECONOMIC
GROWTH 
09 December 2025 
Helensburgh, Cardross and Dumbarton Cyclepath Progress Report 
1.0 EXECUTIVE SUMMARY 
1.1. This report updates Members on the progress made since the previous report to
this Committee on 09 September 2025 in relation to the delivery of a high-quality
walking and cycle route linking Helensburgh, Cardross and Dumbarton. 
1.2. Surveys: initial topographical and ecological surveys have been completed.
Winter birds surveys necessary due to the proximity of the project to the Inner
Clyde SSSI are ongoing and are forecast to be completed by spring 2026. 
1.3. Phase 1: The design consultants, Connected Transport Planning (CTP), are
undertaking a deliverability review re-considering both the route adjacent to the
inland side of the railway line and a route adjacent to the A814 road. This
deliverability review considers a range of relevant factors including construction
works, drainage, land take, maintainability, landowner support and ecology. The
team are working towards concluding the deliverability review of Phase 1 route
options this calendar year. At time of writing, the review indicates that a route
following the southern (seaward) side of the A814 would be more deliverable
compared to a route following the inland side of the railway as well as offering
additional benefits for future maintainability and personal safety perspectives.
Therefore, at the time of writing the emerging preferred route for phase 1 is
adjacent to the A814. 
1.4. As part of the deliverability review of Phase 1, Officers and consultancy staff
working collaboratively have continued to meet with landowners to seek their
support for a single route. All landowners have provisionally stated support for a
route following the A814 subject to localized design considerations. It is expected
that having landowner support for a single route will enable faster development
and delivery of the route and is a consideration in the route deliverability review
process. 
1.5. Phase 2: Following the deliverability review of the section of the route linking
Cardross and Dumbarton, some amendments have been made to the concept
design. The most significant amendment identified is to improve the design for the
Ferry Road/Craigend Road/A814 junction. Realignment of Craigend Road
improves the sightlines and access for the farms located on the private Craigend
Road and has enabled the design for the junction of Ferry Road/A814 to be
revised, with an updated design for a signalised pedestrian crossing in lieu of the
previously promoted signalised junction. This updated design for Ferry
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Road/A814 is forecast to be fully accommodated within the road corridor,
therefore there is no requirement for any space from residential gardens. The
design reduces the visual impact compared to the previous proposal to fully
signalise the junction of Ferry Road/Craigend Road/A814. The changes are also
forecast to improve visibility for drivers exiting from Ferry Road. 
1.6. Landowners on the Phase 2 section linking Cardross and Dumbarton have
agreed in principle to an outline design. The consultant’s civil engineering team
are now detailing the outline design up to developed design stage, suitable for
future public engagement planned for spring/summer 2026. 
1.7. The engineering team are working to define the ground investigation surveys
required to enable the full engineering design, and will be engaging with relevant
landowners to seek their agreement to undertake these surveys in the coming
weeks. It is anticipated that surveys could be completed early in the new year,
subject to securing landowner agreement. 
1.8. Phase 3: Officers are working to tender for a new design team to progress the
designs for Phase 3 linking Helensburgh Waterfront to Morrison’s Supermarket
from the current concept stage through developed and technical stages, subject
to securing funding in future financial years. 
1.9. Funding: Officers have continued engagement with colleagues in Transport
Scotland and now expect to receive a funding offer for 25/26 in early December.
Transport Scotland have confirmed that this funding offer can be backdated to
cover costs incurred across the full financial year 25/26. Transport Scotland has
also commenced the funding application process for 26/27, as active travel
funding is only awarded for a single financial year at a time. 
RECOMMENDATIONS 
1.10. It is recommended that the Helensburgh and Lomond members: 
1.10.1.Welcome the continued positive engagement of landowners. 
1.10.2.Support the updated layout for the junction of A814 / Ferry Road / Craigend Road. 
1.10.3.Instruct Officers to progress the Phase 1 route on basis of the one which is
identified as the most deliverable following conclusion of the deliverability review. 
1.10.4.Support efforts of Officers, subject to receiving suitable tender returns, to seek to
appoint a design team to complete development of Phase 3 designs through
Developed Design and Technical Design stages.  
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ARGYLL AND BUTE COUNCIL  Helensburgh and Lomond Area
Committee
DEVELOPMENT AND ECONOMIC
GROWTH 
09 December 2025 
Helensburgh, Cardross and Dumbarton Cyclepath Progress Report 
2.0 INTRODUCTION 
2.1. This report updates Members on the progress made since the previous report to
this Committee on 09 September 2025 in relation to the delivery of a high-quality
walking and cycle route linking Helensburgh, Cardross and Dumbarton. 
2.2. Full details of the project, including previous progress is available in the project
update reports previously presented to this Committee. 
3.0 RECOMMENDATIONS 
3.1. It is recommended that the Helensburgh and Lomond members: 
3.1.1. Welcome the continued positive engagement of landowners. 
3.1.2. Support the updated layout for the junction of A814 / Ferry Road / Craigend Road. 
3.1.3. Instruct Officers to progress the Phase 1 route on basis of the one which is
identified as the most deliverable following conclusion of the deliverability review. 
3.1.4. Support efforts of Officers, subject to receiving suitable tender returns, to seek to
appoint a design team to complete development of Phase 3 designs through
Developed Design and Technical Design stages. 
4.0 DETAIL 
Funding 
4.1. Officers have continued engagement with colleagues in Transport Scotland and
now expect to receive a funding offer for 25/26 in early December. Transport
Scotland have confirmed that this funding offer can be backdated to cover costs
incurred across the full financial year 25/26. 
4.2. Transport Scotland have commenced the funding application process for 26/27,
as ATIF funding is only awarded for a single financial year. It is understood that
previous applications will require to be updated and will be reconsidered against
all other projects applied for in 26/27, but a new full application form will not require
to be completed as most of the information will not have changed. 
Landowner Engagement
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4.3. Landowner investigation for Phase 1 (Moss Road, Colgrain to Cardross) has
identified the land is held by 5 landowners. Phase 2 (Ferry Road, Cardross to
Dumbarton) has a total of 6 landowners identified. 
4.4. Phase 1: Officers and staff from the design consultants have continued to meet
with landowners on Phase 1 of the route between Cardross and Helensburgh
individually and as a group to seek landowner support for a single, deliverable
route. All landowners have provisionally stated support for a route following the
A814, subject to localized design considerations. It is expected that having
landowner support for a single route will enable faster development and delivery
of the route and is a consideration in the route deliverability review process. 
4.5. Phase 2: Following some amendments to the concept design, landowners on the
Phase 2 section linking Cardross and Dumbarton have agreed in principle to the
outline design. 
4.6. It is planned to continue dialogue with landowners as designs are developed to
capture landowner views within the design development process. 
Design 
Phase 1 Colgrain to Cardross 
4.7. Following securing the agreement of landowners, the initial non-invasive ecology
and topographical surveys have been completed. Winter birds surveys are
programmed to continue until spring 2026. 
4.8. As a number of changes have occurred since the current preferred route
alignment was selected in 2019, a deliverability review re-considering the route
adjacent to the inland side of the railway line and a route adjacent to the A814
road is being undertaken by the design consultants, Connected Transport
Planning (CTP). The purpose of this review is to identify the most deliverable
alignment, considering a range of relevant factors including construction works,
drainage, land take, maintainability, landowner support and ecology. The team
are working towards concluding the deliverability review of Phase 1 route options
this calendar year. At time of writing, the review indicates that a route following
the southern (seaward) side of the A814 would be more deliverable compared to
a route following the inland side of the railway. Both routes are forecast to provide
a similar level of end-user benefits with the road route offering additional
advantages in terms of natural surveillance and user safety. Therefore, at the time
of writing the emerging preferred route for phase 1 is adjacent to the A814. 
4.9. As part of the deliverability review of Phase 1, Officers and consultancy staff
working collaboratively have continued to meet with landowners to seek their
support for a single route. All landowners have provisionally stated support for a
route following the A814. It is expected that having full landowner support for a
single route will ultimately enable faster development and delivery of the route by
avoiding compulsory purchase. Landowner support is therefore a consideration
in the route deliverability review process.
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4.10. Following conclusion of the deliverability review, and any decision required on
route alignment to be developed, to continue to make progress with this project;
it is proposed that the consultant’s civil engineering team should progress to
developing designs for the route identified as the most deliverable up to developed
design stage, suitable for future public engagement in spring/summer 2026. 
4.11. The engineering team should also define the ground investigation surveys
required to enable the full engineering design and commence engagement with
relevant landowners to seek their agreement to undertake these surveys early in
2026. 
Phase 2 Cardross to Dumbarton 
4.12. Following securing the agreement of landowners, the initial non-invasive ecology
and topographical surveys have been completed. Winter birds surveys are
programmed to continue until spring 2026. 
4.13. The Ferry Road/Craigend Road/A814 junction design has been recast to realign
Craigend Road thereby improving the sightlines and access for the farms located
on the private Craigend Road. This has enabled the design for the junction of
Ferry Road/A814 to be revised with an updated design for a signalised pedestrian
crossing. This updated design can be fully accommodated within the road
corridor, therefore there is no requirement for any space from private gardens,
and reduces the visual impact compared to the previous proposal to fully signalise
the junction of Ferry Road/Craigend Road/A814 while improving sightlines for
drivers existing Ferry Road.  The concept general arrangement drawing for the
revised design is included as Appendix 2. 
4.14. The consultant’s civil engineering team are now detailing the outline designs up
to developed design stage, suitable for future public engagement in
spring/summer 2026. 
4.15. The engineering team are also working to define the ground investigation surveys
required to enable the full engineering design and will be engaging with relevant
landowners to seek their agreement to undertake these surveys in the coming
weeks. It is anticipated that phase 2 ground investigation surveys could be
completed early in the new year, subject to securing landowner agreement. 
Phase 3 Helensburgh Town 
4.16. Officers are working to tender for a new design team to progress the designs for
Phase 3 from the current concept stage through developed and technical stages,
subject to securing funding in future financial years. 
Land Acquisition 
4.17. Previous discussions with landowners have confirmed they wish to provide the
least land practical to deliver the path. As such, progression of land acquisition
requires designs to be further developed to firmly identify the necessary land.
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Once the design process has been completed, the Council’s Estates Team will
require to engage with landowners in a timely manner to progress land acquisition. 
Construction 
Cardross Rail Station to Geilston Burn 
4.18. Cardross Rail Station to Geilston Burn. The Council’s Roads and Infrastructure
Service have completed most elements of the cyclepath through Cardross Park,
with only a small amount of fencing still to be installed. It is expected that the costs
for the remaining fencing work will require to be covered from a yet to be identified
internal Council budget. 
4.19. To protect the public, the bridge over the Geilston Burn will remain fenced off until
access is agreed to land on the west side of the Burn to construct the path through
to an accessible destination. 
Maintenance 
4.20. It is a requirement of the external funders that a written maintenance plan
including confirmation of how this will be funded and delivered is developed as
part of the design process. At present, the Council does not receive any funding
for the maintenance of cyclepaths and none of the current external funding
sources secured through competitive bidding for active travel include
maintenance as an eligible cost. This anomaly has been repeatedly raised by
Officers with Transport Scotland Officials and it is recognised to be inconsistent
with the Scottish Government’s commitments regarding capital funding for active
travel projects. 
4.21. The Roads and Infrastructure Service are the single service within the Council
which includes infrastructure maintenance teams appropriately trained and
qualified to undertake maintenance of cyclepaths. The Traffic and Development
Officer for Helensburgh and Lomond is a member of the officer project group for
the cyclepath and is providing input from Roads and Infrastructure Service on the
designs to ensure these meet Roads and Infrastructure Service requirements for
adoption. 
Programme 
4.22. Appendix 1 provides the current programme of the key stages and forecast
timescales for each section of the Phase 1: Helensburgh to Cardross section of
the Cyclepath; Phase 2: Cardross to Dumbarton; and, Phase 3: Helensburgh:
Hermitage Academy to Town Centre. 
Risk 
4.23. Risk refers to events which have not yet happened but which could impact on the
project if they were to happen. A risk can be negative or positive to the project.
Risks are identified through the lifetime of the project and, where possible,
mitigation is planned to minimise negative impacts or maximise positive impacts.
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As risks evolve relatively slowly through the lifetime of a project, it is not expect
that the tables below will alter significantly within the current stage of work. 
4.24. Project risks relate to risks which could affect the overall project. Table 1 provides
the top 5 identified project risks and planned mitigation. 
Table: Selected Project Risks
Risk Risk Description Risk Impact Mitigation
Land access Inability to secure
agreement for temporary
access to land required to
undertake surveys.
High 1. Positively engage with landowners
to seek voluntary access
agreements.
2. Consideration of Council’s
statutory powers if necessary.
Land
acquisition
Inability to secure
agreement for land required
within an acceptable
timescale and cost.
High 1. Engagement with landowners to
gain acceptance of design.
2. Use of Council’s Estates Team to
lead land acquisition.
3. Consideration of option of a CPO.
Programme Inability to meet challenging
programme timeline.
High 1. Regular review of programme.
2. Work with key stakeholders to
understand programme drivers
and barriers.
3. Establish realistic timescales for
each package of work.
Funding Inability to secure necessary
funding to pay of either (a)
design work; and/or, (b)
construction costs.
Medium 1. Engagement with external
funder(s) to ensure project meets
their design and funding
requirements.
2. Review funding options regularly to
ensure funding sought/secured is
most appropriate to the project.
3. Early engagement with Members
to identify potential sources of
construction match funding.
Community
support
Loss of community support
for the project.
Low 1. Consult community on key design
decisions at appropriate time.
2. Seek to deliver project which
meets community’s key
requirements.
3. Keep community informed via
project updates at appropriate
times, including area committee
reports. 
4.25. Design risk refers to risk that the design fail to meet the required standards
and/or design conditions imposed by external factors, for example
environmental requirements. Design risks, if allowed to occur, can become
issues which may mean the project design has to be changed, which can cause
delays and cost increases. Defects or failures in the design can also result in
an increase in future maintenance costs.  Table 1 provides the top 5 identified
design risks and planned mitigation. 
Table 2: Selected Design Risks
Risk Risk Description Risk Impact Mitigation
Ecological
Impacts
Working adjacent to the
Inner Clyde SSSI and
RAMSAR site results in
High 1. Engage with regulators, e.g.
NatureScot, at early stage in design.
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additional ecological
requirements which the
designs must meet. 
2. Undertake comprehensive
ecological surveys to inform design.
3. Develop full Habitat Regulations
Appraisal to ensure ecological
requirements taken into account in
design.
Proximity to
railway
The majority of the route is
in proximity to the live
railway and requires to
ensure the designs do not
negatively impact on the
railway.
High 1. Early engagement with Network Rail
to understand their safety and
operational requirements.
2. Seek to agree ‘standard’ approach
to mitigating safety and operation
requirements which can be applied
to all or most of route.
3. Review of designs to ensure railway
safety and operational risk is
mitigated appropriately.
Ground
Conditions
Lack of Ground
Investigation (GI) limits
understanding of the
ground conditions the
route will be constructed
over.
High 1. Design route to be as robust as
practicable.
2. Undertake Ground Investigation
works at earliest practicable date.
Drainage The design will require to
cater for run-off and
drainage, while satisfying
regulatory requirements.
Medium 1. Develop drainage designs through
design process.
2. Engage with regulators, e.g. SEPA,
at early stage in design.
3. Engage with landowners, as
repository of knowledge of existing
conditions, during design
development.
Flood Risk The route is close to and,
in locations, within areas
identified as at risk from 1
in 200 year flood events.
Medium 1. Develop flood risk assessment at
early stage in design process to
identify key areas of risk.
2. Keep flood risk assessment under
review through design process.
3. Design of cyclepath to take account
of flood risk where appropriate. 
5.0 CONCLUSION 
5.1. Completion of the Helensburgh, Cardross and Dumbarton Cyclepath will provide
a dedicated, high quality, accessible walking and cycle route linking Helensburgh,
Cardross and Dumbarton. This route will provide opportunities for all in the
Helensburgh – Cardross – Dumbarton corridor to travel more sustainably and
actively by walking and cycling. This will provide a safe alternative to having to
use a private car to travel between these communities and help lower Argyll and
Bute’s carbon footprint. Funding for these works has been secured from our key
active travel partners with further bids being developed to enable the design and
construction of further sections of the cycleway as and when land acquisition has
been concluded. 
5.2. The delivery of the Helensburgh, Cardross and Dumbarton Cyclepath is
dependent on completing the design work, securing highly competitive external
challenge funding, committing appropriate match funding and securing access to
private land for the route. 
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6.0 IMPLICATIONS 
6.1. Policy Completion of this project will support the Council’s
Outcomes Improvement Plan outcomes 1: Transport
Infrastructure and 3: Community Wellbeing. 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.
6.2. Financial The design, construction and land purchase will be
funded by external competitive funding applications.
External funding is not currently available to cover
maintenance costs.  To date, the Council has not
contributed any funding to design or capital costs.  
There is strong evidence that people who are more
active, for example by walking or cycling, have been
physical and mental health and are less likely to require
social care services in later life which could result in a
future saving to the Council or HSCP.
6.3. Legal Continued input will be required from Legal Services to
support contractual agreements and land purchase.
6.4. HR None.
6.5. Customer Service None.
6.6. Risk There is a reputational risk to the Council if the project
is not completed within a reasonable timeframe.
6.7. Climate Change Active Travel is the least carbon intensive mode of
travel.  Providing the opportunity for residents and
visitors to consider an alternative to having to use a
private car to travel between these communities will help
lower Argyll and Bute’s carbon footprint.
6.8. Fairer Scotland
Duty
The route, once completed, will offer residents and
visitors the opportunity to choose to travel actively,
which is lower cost than alternative modes of transport. 
The route will also improve access to essential services,
retail, leisure and employment opportunities for
residents living along the route, thereby increasing
opportunities to reduce socio-economic disadvantage.
6.9. Equalities Completion of this project will provide opportunities for
all in the Helensburgh – Cardross – Dumbarton corridor
to travel more sustainably and actively by walking,
wheeling and cycling.
The route has been designed to be DDA compliant and
will provide a safe and accessible route for those with
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mobility aids including wheelchairs and
parents/guardians with a child’s pram or buggy.
6.10. Socio-economic
Duty
The route, once completed, will offer residents the
opportunity to choose to travel using active travel, which
are lower cost than alternative modes of transport.  The
route will also improve access to essential services,
retail, leisure and employment opportunities for
residents living along the route, with studies
demonstrating those who travelled actively had a higher
monthly spend in local businesses than those who
travel via motorised transport.
The path will also offer opportunities for individuals to
travel for leisure, again encouraging spend in local
businesses along and connected by the route.
6.11. Islands
Communities
There are no adverse impacts.
6.12. The Rights of the
Child (UNCRC)
Active travel is the most accessible mode of travel to
young people, as it does not have any minimum age
limits, does not require any form of licence, is free to
use and is not tied to any fixed timetable.
All new active travel infrastructure is designed to be
utilised by an unaccompanied 12 year old.
Engagement feedback demonstrates even stronger
support for the delivery of the Helensburgh – Cardross
– Dumbarton Cyclepath from younger members of the
community than the already high overall level of
community support. Wider engagement with school
pupils indicates that the vast majority of pupils strongly
support the provision of new active travel infrastructure,
even where it would adversely impact other modes of
transport.   
Kirsty Flanagan
Executive Director with the responsibility for Development and Economic
Growth 
Policy Lead: Cllr John Armour 
28 November 2025                                                  
For further information contact:  Colin Young   
Strategic Transportation Delivery Officer   
Colin.Young@argyll-bute.gov.uk    
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APPENDICES 
Appendix 1: Helensburgh, Cardross & Dumbarton Cyclepath Programme
Appendix 2: Revised Concept General Arrangement Drawing for Junction of A814 /
Ferry Road / Craigend Road.
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Page 27

Appendix 1: Helensburgh, Cardross & Dumbarton Cyclepath Programme 
Activity
2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Funding Applications                                                
Phase 1: Helensburgh to Cardross                                    
Route Design: Helensburgh to Cardross                                                
Land Purchase Negotiations: Helensburgh to Cardross                                                
CPO Process (if required):                                                
- Provide CPO recommendation to Council                                    
- Develop CPO                                                
- Gain Full Council approval for CPO                                                
- Advertise CPO                                    
- Lodge CPO with Scottish Government                                                
- CPO Process                                                
Construction: Helensburgh to Cardross                                                
Construction of Helensburgh to Cardross Section 1                                                
Construction of Helensburgh to Cardross Section 2                                                
Construction of Helensburgh to Cardross Section 3                                                
Construction of Helensburgh to Cardross Section 4                                                
Phase 2: Cardross to Dumbarton                                    
Route Design: Cardross to Dumbarton                                                
Land Purchase Negotiations: Cardross to Dumbarton                                                
CPO Process (if required):                                                
- Provide CPO recommendation to Council                                    
- Develop CPO                                                
- Gain Full Council approval for CPO                                                
- Advertise CPO                                    
- Lodge CPO with Scottish Government                                                
- CPO Process                                                
Construction: Cardross to Dumbarton                                                
Construction of Cardross to Dumbarton Section 1                                    
Construction of Cardross to Dumbarton Section 2                                    
Construction of Cardross to Dumbarton Section 3                                                
Construction of Cardross to Dumbarton Section 4                                                
Helensburgh: Hermitage Academy to Town Centre                                    
Community Consultation & Route Identification                                    
Route Design                                    
Land Access Negotiations (if required)                                    
Redetermination Order(s) / Traffic Regulation Order(s)                                    
Construction of route from Hermitage Academy to Helensburgh Town
Centre Section 1                                    
Construction of route from Hermitage Academy to Helensburgh Town
Centre Section 2                                                 
Colour Key (Responsibilities / Lead): 
Green: Strategic Transportation (Development and Economic Growth) 
Blue: Road and Infrastructure Service 
Orange: Estates Service 
Red: Legal 
Purple: External to Council (e.g. Scottish Government)
Negotiated
access
If no private
land required
If no private land
required
Negotiated
access
Negotiated
access
Negotiated
access
Negotiated
access
Negotiated
access
Negotiated
access
Negotiated
access
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LP
LP
LP
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BUS
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P
P
P
P
GV
MKR
MKR
MKR
AP101
10.423
AP100
12.964
9.77
8.81
8.79
8.95
8.66
8.97
8.80
8.57
8.94
8.77
8.73
8.93
8.49
8.88
8.37
8.67
8.82
8.33
8.67
8.62
8.80
9.468.46
8.33
9.49
8.82
8.66
8.94
9.08
8.70
9.19
9.48
9.27
9.62
9.84
9.66
9.78
9.88
9.87 10.80
9.76
9.89
9.89
9.83 10.64
9.93
9.68
9.64
9.81
9.75
9.84
9.74
9.67
9.64
9.80
9.70
9.69
9.85
10.58
9.75
9.65 10.50
9.76
9.60
9.52
9.70
9.72
9.43
9.62
9.62
9.20
9.25
9.07
8.52
8.42
8.07
8.22
8.01
8.02
8.03
8.10
8.01
7.89
7.80
7.83
7.98
7.83
8.52
8.66
9.29
8.98
9.29
9.08
8.82
9.46
9.57
9.58
9.52
9.51 9.56
9.55
9.46
9.46
9.38
9.19
9.31
9.41
9.43
9.31
9.16
9.44
9.54
9.67
9.54
9.41
9.19
9.17
8.90
8.73
9.32
9.24
9.55
10.29
11.34
10.00
9.89
11.75
11.61
10.21
10.40
13.01
12.92
12.82
12.66
12.49
12.29
12.05
11.43
11.21
10.95
10.40
10.32
10.24
10.41
10.76
11.29
12.00 12.66
12.91
12.92
12.75
12.52
12.40
12.2011.97
11.58
11.03
10.87
10.6510.56
10.58
10.25
10.07
11.24
9.66
10.55
9.29
9.79 9.71
9.92
8.98
9.03
8.90
9.00
8.78
8.94
9.06
9.18
9.44
9.69
9.94
10.20
10.22
10.26
10.33
10.44
10.39
10.33
10.27
10.12
9.88
9.68
9.35
9.15
8.99
8.98
9.12
9.28
9.52
9.63
9.84
9.94
10.20
10.18
10.16
10.23
10.18
10.30
10.32
10.82
13.12
13.49
14.08
14.58
15.49
16.81
18.02
19.18
19.94
18.88
17.50
15.96
14.87
14.52
14.06
13.63
19.86
18.82
17.81
16.22
14.76
13.73
12.74
11.84
10.83
11.85
13.31
14.33
15.98
17.67
18.82
19.91
18.98
17.85
15.67
14.41
13.28
19.30
19.19
18.57
17.73
17.28
19.16
18.31
17.37
16.35
15.26
14.39
13.85
13.22
12.90
17.16
13.63
1.64
1.72
1.05
1.62
1.08
1.70
0.99
1.55
0.99
1.43
0.97
1.47
0.90
1.54
0.96
1.51
0.96
1.56
1.09
1.75
1.85
1.87
1.22
1.38
2.06
1.99
1.24
1.37
2.14
2.25
2.16
2.54
2.69
2.56
2.67
3.00
3.37
3.43
3.65
3.73
3.46
3.72
4.29
3.98
4.13
3.82
4.08
4.47
4.36
4.724.81
4.59
4.88
5.06
5.10
5.01
5.18
5.23
5.60
5.79
6.20
6.38
6.58
6.35
6.48
6.20
6.46
6.20
6.30
6.34
6.20
6.41
6.38
6.35
6.32
6.226.39
6.10
6.005.71
4.60
5.67
5.37
4.39
5.43
4.23
5.08
5.14
3.75
1.70
1.66
2.85
3.02
2.36
4.58
4.81
4.67
4.71
4.81
4.80
4.674.72
4.76
4.90
4.67
4.43
4.38
4.50
4.66
4.63
5.15
5.25
2.41
5.65
5.59
5.16
6.07
6.12
6.11
5.76
6.16
6.40
7.88
9.07
9.21
9.18
9.07
9.58
9.27 9.27
9.31
9.53
9.92
10.009.98
9.93
9.82
9.78
9.35
9.57
10.00
10.13
13.27
13.89
14.34
14.68
15.66
16.90
18.13
19.12
20.0921.05
19.26
17.60
15.86
14.47
13.80
13.68
13.32
13.03
12.86
13.17
12.45
12.16
12.36
20.06
19.35
18.54
15.88
12.92
11.14
9.93
8.87
8.52
8.26
8.04
8.12
8.11
8.10
8.41
8.34
8.53
9.12
10.09
11.61
12.95
20.12
19.42
19.59
19.74
18.31
17.94
18.38
19.05
19.59
18.75
18.36
18.07 18.09
17.81 17.74
16.55
15.42
15.35
15.34
15.02
14.29
13.53
13.13
12.89
12.66
12.28
17.43
10.67
10.66
10.64
10.60
10.49
10.37
10.44
10.56
10.64
10.66
10.63
10.81
10.83
10.78
10.37
10.47
10.56
10.58
10.63
10.65
10.68
10.82
10.85
10.84
10.81
10.83
10.79
10.81
10.76
10.70
10.67
10.64
10.62
10.77
10.76
10.73
10.64
10.52
7.80
7.80
7.65
7.86
8.07
8.27
8.60
8.77
8.568.85
9.85
10.31
10.35
11.17
13.03
14.15
14.85
16.34
18.10
17.81
18.56
19.44
0.55
0.54
0.56
0.57
0.60
0.61
0.61
0.64
0.62
0.57
0.57
0.59
2.14
2.01
8.01
8.02
7.96
8.05
8.05
8.29
1.32
1.19
1.12
1.02
0.95
0.96
0.94
0.83
0.81 0.75
0.80 0.80
0.82
0.79
0.80
0.84
8.04
8.23
8.59
6
6
6
8
44
4
4
4
2
2
2
2
2
8
8
8
8
10
10
10
14
14
12
12
12
18
18
18
16
16
10
6
BT
BT
J-Box
Tarmac
Road
Tarmac
Road
Tarmac
Footpath
Tarmac
Footpath
A814
A814
Stone Wall 1.0m
Stone Wall 1.0m
Mail Box
Post
&
Wire
1.0m
FH
Stone Wall
Stone Wall
Stone Wall
Sign
Stone Wall
Stone Wall
Stone Wall
Stone Wall
Stone Wall
Grass
BT
J-Box
Sign
FH
BT
Sign
Post
&
Wire
1.2m
Post
&
Wire
1.2m
Tarmac
Footpath
Tarmac
Footpath
Tarmac
Footpath
Tarmac
Footpath
Grass
Grass
Grass
Grass
Grass
Grass
Grass
Tarmac
Footpath
Top of wall
Level
Top of wall
Level
Top of wall
Level Top of wall
Level
Top of wall
Level
Top of wall
Level
Top of wall
Level Top of wall
Level
Stn : AP100
E : 235011.846
N : 676963.914
Z : 12.964Stn : AP101
E : 234975.183
N : 677005.741
Z : 10.423
Timber 1.8m
Timber 1.8m
CTV
Stone 0.4m
Stone 0.4m
Tarmac
Footpath
Tarmac
Footpath
Hedge 2.0m
Hedge 2.0m
Post & Wire 1.0m
Post
&
Wire
1.0m
Stone
Wall
Stone
Wall
(TOW)
(TOW)
Stone
Wall
Stone
Wall
(TOW)
Grass
Grass
Grass
Grass
Grass
Grass
Grass
Grass
Grass
Grass
Grass
Vegetation
Vegetation
Post
&
Wire
1.2m
MH CL
Ferry
Road
Post & Wire 1.0m
Post & Wire 1.0m
Post & Wire 1.0m
Post & Wire 1.0m
Rocks
Rocks
Rocks
Rocks
Rocks
Dense Vegetation
Dense Vegetation
Dense Vegetation
Dense Vegetation
A814 TO DUMBARTON
CRAIGENDROAD
GLASGOW TO HELENSBURGH RAILWAY LINE
FERRYROAD
CUTLINE
CUTLINE
FERRY ROAD
SV
SV
SV
SV SV
SVSV
SV
SV
LP
LP
LP
LP
LP
RS
BUS
ER
P
P
P
P
GV
MKR
MKR
MKR
AP101
10.423
AP100
12.964
9.77
8.81
8.79
8.95
8.66
8.97
8.80
8.57
8.94
8.77
8.73
8.93
8.49
8.88
8.37
8.67
8.82
8.33
8.67
8.62
8.80
9.468.46
8.33
9.49
8.82
8.66
8.94
9.08
8.70
9.19
9.48
9.27
9.62
9.84
9.66
9.78
9.88
9.87 10.80
9.76
9.89
9.89
9.83 10.64
9.93
9.68
9.64
9.81
9.75
9.84
9.74
9.67
9.64
9.80
9.70
9.69
9.85
10.58
9.75
9.65 10.50
9.76
9.60
9.52
9.70
9.72
9.43
9.62
9.62
9.20
9.25
9.07
8.52
8.42
8.07
8.22
8.01
8.02
8.03
8.10
8.01
7.89
7.80
7.83
7.98
7.83
8.52
8.66
9.29
8.98
9.29
9.08
8.82
9.46
9.57
9.58
9.52
9.51 9.56
9.55
9.46
9.46
9.38
9.19
9.31
9.41
9.43
9.31
9.16
9.44
9.54
9.67
9.54
9.41
9.19
9.17
8.90
8.73
9.32
9.24
9.55
10.29
11.34
10.00
9.89
11.75
11.61
10.21
10.40
13.01
12.92
12.82
12.66
12.49
12.29
12.05
11.43
11.21
10.95
10.40
10.32
10.24
10.41
10.76
11.29
12.00 12.66
12.91
12.92
12.75
12.52
12.40
12.2011.97
11.58
11.03
10.87
10.6510.56
10.58
10.25
10.07
11.24
9.66
10.55
9.29
9.79 9.71
9.92
8.98
9.03
8.90
9.00
8.78
8.94
9.06
9.18
9.44
9.69
9.94
10.20
10.22
10.26
10.33
10.44
10.39
10.33
10.27
10.12
9.88
9.68
9.35
9.15
8.99
8.98
9.12
9.28
9.52
9.63
9.84
9.94
10.20
10.18
10.16
10.23
10.18
10.30
10.32
10.82
13.12
13.49
14.08
14.58
15.49
16.81
18.02
19.18
19.94
18.88
17.50
15.96
14.87
14.52
14.06
13.63
19.86
18.82
17.81
16.22
14.76
13.73
12.74
11.84
10.83
11.85
13.31
14.33
15.98
17.67
18.82
19.91
18.98
17.85
15.67
14.41
13.28
19.30
19.19
18.57
17.73
17.28
19.16
18.31
17.37
16.35
15.26
14.39
13.85
13.22
12.90
17.16
13.63
1.64
1.72
1.05
1.62
1.08
1.70
0.99
1.55
0.99
1.43
0.97
1.47
0.90
1.54
0.96
1.51
0.96
1.56
1.09
1.75
1.85
1.87
1.22
1.38
2.06
1.99
1.24
1.37
2.14
2.25
2.16
2.54
2.69
2.56
2.67
3.00
3.37
3.43
3.65
3.73
3.46
3.72
4.29
3.98
4.13
3.82
4.08
4.47
4.36
4.724.81
4.59
4.88
5.06
5.10
5.01
5.18
5.23
5.60
5.79
6.20
6.38
6.58
6.35
6.48
6.20
6.46
6.20
6.30
6.34
6.20
6.41
6.38
6.35
6.32
6.226.39
6.10
6.005.71
4.60
5.67
5.37
4.39
5.43
4.23
5.08
5.14
3.75
1.70
1.66
2.85
3.02
2.36
4.58
4.81
4.67
4.71
4.81
4.80
4.674.72
4.76
4.90
4.67
4.43
4.38
4.50
4.66
4.63
5.15
5.25
2.41
5.65
5.59
5.16
6.07
6.12
6.11
5.76
6.16
6.40
7.88
9.07
9.21
9.18
9.07
9.58
9.27 9.27
9.31
9.53
9.92
10.009.98
9.93
9.82
9.78
9.35
9.57
10.00
10.13
13.27
13.89
14.34
14.68
15.66
16.90
18.13
19.12
20.0921.05
19.26
17.60
15.86
14.47
13.80
13.68
13.32
13.03
12.86
13.17
12.45
12.16
12.36
20.06
19.35
18.54
15.88
12.92
11.14
9.93
8.87
8.52
8.26
8.04
8.12
8.11
8.10
8.41
8.34
8.53
9.12
10.09
11.61
12.95
20.12
19.42
19.59
19.74
18.31
17.94
18.38
19.05
19.59
18.75
18.36
18.07 18.09
17.81 17.74
16.55
15.42
15.35
15.34
15.02
14.29
13.53
13.13
12.89
12.66
12.28
17.43
10.67
10.66
10.64
10.60
10.49
10.37
10.44
10.56
10.64
10.66
10.63
10.81
10.83
10.78
10.37
10.47
10.56
10.58
10.63
10.65
10.68
10.82
10.85
10.84
10.81
10.83
10.79
10.81
10.76
10.70
10.67
10.64
10.62
10.77
10.76
10.73
10.64
10.52
7.80
7.80
7.65
7.86
8.07
8.27
8.60
8.77
8.568.85
9.85
10.31
10.35
11.17
13.03
14.15
14.85
16.34
18.10
17.81
18.56
19.44
0.55
0.54
0.56
0.57
0.60
0.61
0.61
0.64
0.62
0.57
0.57
0.59
2.14
2.01
8.01
8.02
7.96
8.05
8.05
8.29
1.32
1.19
1.12
1.02
0.95
0.96
0.94
0.83
0.81 0.75
0.80 0.80
0.82
0.79
0.80
0.84
8.04
8.23
8.59
6
6
6
8
44
4
4
4
2
2
2
2
2
8
8
8
8
10
10
10
14
14
12
12
12
18
18
18
16
16
10
6
BT
BT
J-Box
Tarmac
Road
Tarmac
Road
Tarmac
Footpath
Tarmac
Footpath
A814
A814
Stone Wall 1.0m
Stone Wall 1.0m
Mail Box
Post
&
Wire
1.0m
FH
Stone Wall
Stone Wall
Stone Wall
Sign
Stone Wall
Stone Wall
Stone Wall
Stone Wall
Stone Wall
Grass
BT
J-Box
Sign
FH
BT
Sign
Post
&
Wire
1.2m
Post
&
Wire
1.2m
Tarmac
Footpath
Tarmac
Footpath
Tarmac
Footpath
Tarmac
Footpath
Grass
Grass
Grass
Grass
Grass
Grass
Grass
Tarmac
Footpath
Top of wall
Level
Top of wall
Level
Top of wall
Level Top of wall
Level
Top of wall
Level
Top of wall
Level
Top of wall
Level Top of wall
Level
Stn : AP100
E : 235011.846
N : 676963.914
Z : 12.964Stn : AP101
E : 234975.183
N : 677005.741
Z : 10.423
Timber 1.8m
Timber 1.8m
CTV
Stone 0.4m
Stone 0.4m
Tarmac
Footpath
Tarmac
Footpath
Hedge 2.0m
Hedge 2.0m
Post & Wire 1.0m
Post
&
Wire
1.0m
Stone
Wall
Stone
Wall
(TOW)
(TOW)
Stone
Wall
Stone
Wall
(TOW)
Grass
Grass
Grass
Grass
Grass
Grass
Grass
Grass
Grass
Grass
Grass
Vegetation
Vegetation
Post
&
Wire
1.2m
MH CL
Ferry
Road
Post & Wire 1.0m
Post & Wire 1.0m
Post & Wire 1.0m
Post & Wire 1.0m
Rocks
Rocks
Rocks
Rocks
Rocks
Dense Vegetation
Dense Vegetation
Dense Vegetation
Dense Vegetation
9.600m9.099m
9.127m
9.538m
10.095m
10.429m
9.428m
9.054m
8.711m 8.585m
8.786m
9.162m
9.591m
9.751m
11.230m
12.822m
14.422m
15.260m
16.836m
17.802m
18.603m
19.090m
14.515m
12.210m
13.711m
11.933m
9.357m
1:3.6
1:3.8
1:4.3
1:4.2
1:2.8
1:2.9
1:3.0 1:3.0
1:2.9
1:10.6
1:10.9
1:10.5
1:10.1
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1:9.3
SVSV
SV
SV
SV
SV
SV
SV
SV
SV
SV
SV
SV
SV
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SV
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SV
SV
SV
SV
SV
SV
SV
BD
BD
BD
BD
BD
BD
BD
BD
BD
BD
BD
BD
BD
BD
BD
BD
BD
BD
BD
BD
BD
BD
LP
LP
LP
LP
LP
LP
LP
IL
IL
IL
IL
IL
IL
IL
IL
IL
CCTV
CCTV
RS
RS
RS
RS
RS
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BUS
BUS
BUS
BUS
D
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TP
TP
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SL
SL
SL
P
P
P
P
P
P
P
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GV
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MKR
MKR
MKR
MKR
MKR
MKR
MKR
MKR
MKR
MKR
MKR
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MKR
MKR
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AP29.367
AP19.972
AP34.539
AP43.695
AP4A3.483
AP52.542
AP62.696
AP71.152
AP6A3.738
AP10110.423
AP100
12.964
MK410.846
MK39.500
4.17
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4.12
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.
5
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3.98
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3.76
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3.63
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3.06
2.92
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3.43
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4.564.52
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4.46
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3
6.73
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7.12
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6
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9
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7.31
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7.02
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7.88
8.60
9.17
9.89
9.87
9.65
9.09
8.43
8.72
9.05
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8.02
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8.97
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9.48
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5.95
5.79
5.11
4.29
4.25
4.10
4.00
2.78
3.05
1.21
1.32
1.19
1.12
1.02
0.95
0.96
0.94
0.83
0.81
0.75
0.80
0.80
0.82
0.79
0.80
0.84
0.78
0.78
0.78
0.81
0.81
0.84
0.76
0.75
0.79
0.94
0.77
0.85
0.81
0.84
0.79
0.76
0.80
0.82
0.81
1.52
8.04
8.23
8.59
4
4
4
4
4
6
6
6
8
8
8
8
88
8
8
88
8
10
10
1
0
10
8
8
8
8
6
6
6
6
66
6
6
6
66
6
6
6
6
6
6
66
4
4
4
4
2
2
2
2
4
4
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8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
6
6
8
8
8
8
8
4
4
4
4
4
4
4
4
4
4
4
4
4
44
4
2
2
2
2
2
2
2
2
2
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8
8
8
8
10
10
10
10
14
14
12
12
12
18
18
18
16
16
2
2
2
2
2
2
2
2
2
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8
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Dense Vegetation
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C
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Stn : AP7E : 236345.555
N : 676176.872Z : 1.152
Stn : AP6E : 236348.137N : 676233.959Z : 2.696
Stn : AP5E : 236330.088N : 676248.878
Z : 2.542
Stn : AP4
E : 236337.277N : 676270.921Z : 3.695
Stn : AP3E : 236333.367N : 676299.097Z : 4.539
Stn : AP2E : 236352.574N : 676361.042Z : 9.367
Stn : AP1E : 236314.142N : 676384.698
Z : 9.972
Stn : AP100
E : 235011.846N : 676963.914Z : 12.964
Stn : AP101E : 234975.183
N : 677005.741Z : 10.423
A814
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Vegetation
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Vegetation
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Dense Vegetation
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Overgrowth
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Overgrowth
Overgrowth
Overgrowth
Overgrowth
Overgrowth
Overgrowth
Overgrowth
Overgrowth
Overgrowth
Overgrowth
Overgrowth
Overgrowth
Overgrowth
Overgrowth
Dense Vegetation
Dense Vegetation
1
SVSV
SV
SV
SV
SV
SV
SV
SV
SV
SV
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BD
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BD
BD
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LP
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IL
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CCTV
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RS
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P
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MKR
MKR
MKR
MKR
MKR
MKR
MKR
MKR
MKR
MKR
MKR
MKR
MKR
MKR
MKR
AP29.367
AP19.972
AP34.539
AP43.695
AP4A3.483
AP52.542
AP62.696
AP71.152
AP6A3.738
AP10110.423
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9.600m9.099m9.127m9.538m10.095m10.429m9.428m9.054m8.711m8.585m8.786m9.162m9.591m9.751m
11.230m12.822m14.422m15.260m16.836m17.802m18.603m19.090m14.515m12.210m13.711m11.933m9.357m1:3.61:3.8
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Reproduced from the Ordnance Survey map
with the permission of the Controller of His
Majesty's Stationery Office. Licence no.
100048755. Crown copyright reserved.
PROPOSED ROUTE TO BE CO-ORDINATED WITH EXISTING
PUBLIC UTILITIES. WHERE APPROPRIATE PUBLIC UTILITIES MAY
REQUIRE DIVERTED/PROTECTED. ANY DIVERSION/PROTECTION
WORKS WILL BE IN AGREEMENT WITH ALL RELEVANT
AUTHORITIES.
KEY PLAN
N.T.S
Drawing No. Revision
Date:
Drawn: Ck'd:
Date: DO NOT SCALE
Scale @ A1:
Revisions Drn.
B&B Project No:
Date
Telephone: 0141 566 2000
Email: glasgow@blythandblyth.co.uk
www.blythandblyth.co.uk
8 Elliot Place, Glasgow G3 8EP
Suite 3/5, Skypark 1
&
Argyll & Bute Council
ACTIVE TRAVEL SCHEME
HELENSBURGH TO DUMBARTON
PHASE 2 - CARDROSS TO DUMBARTON
GENERAL ARRANGEMENT SHEET 1 OF 6
JM
21.03.25
MMc
21.03.25
1:5000
HCD-BLY-XX-XX-DR-C-91008 P01
GC23106
WIP
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Page 31

OFFICIAL: POLICE AND PARTNERS 
Please note that all data included in this report are management information and not official statistics.
All data are sourced from Police Scotland internal systems and are correct as of date of publication.
Unless stated otherwise numerical comparisons are against the previous year to date and the previous
five-year average for the same data period specified. 
OFFICIAL: POLICE AND PARTNERS 
Argyll & West Dunbartonshire Division
Helensburgh and Lomond Area Committee 
December 2025 
The priorities for your area are decided by data from our strategic assessment which details
threats and risks, and also from feedback from local authorities, partners, and residents in the
Local Policing Survey. The current priorities are:
• Serious and organised crime
• Crimes of theft and dishonesty (acquisitive crime)
• Road safety and road crime
• ASB & Violent crime
• Public protection.
Acquisitive Crime 
Acquisitive crime remains a local priority especially as we move towards the winter months
where community members can feel more vulnerable during the darker evenings. Our
preventions team continue to look for ways to raise the importance of crime prevention
within in the community. Small steps and a review of personal routines can help reduce the
likelihood of becoming the victim of opportunistic crime.   
During the reporting period we seen a rise in common thefts from farms and other
agricultural places. We continue to look for innovative ways to highlight crime prevention
opportunities within this sector. A farm watch started in Helensburgh and Lomond area
connecting many of the local farmers who are now able to interact in the same way as a
neighbourhood watch scheme. Our preventions team have been visiting our agricultural
sites offering advice about securing equipment and handing out specialist DNA marking kits. 
Digital evidence sharing capability, which revolutionises the way we collect and process
digital evidence throughout the criminal justice system, is now live in Argyll. Digital Evidence
Sharing Capability (DESC) is a programme designed to deliver an end to end service which
will collect, manage and share digital evidence throughout the criminal  justice process.
COWAL, BUTE & HELENSBURGH PRIORITIES 2023-2026 
Page 31 Agenda Item 6

Page 32

OFFICIAL: POLICE AND PARTNERS 
Please note that all data included in this report are management information and not official statistics.
All data are sourced from Police Scotland internal systems and are correct as of date of publication.
Unless stated otherwise numerical comparisons are against the previous year to date and the previous
five-year average for the same data period specified. 
OFFICIAL: POLICE AND PARTNERS
DESC will allow members of the public/businesses to quickly and easily submit digital
evidence online (via portal).
Road Safety 
Our traffic detections continue to increase which is testament to the proactive work by our
specialist officers and our local policing teams. We continue to target those drivers putting
people’s safety at risk as a result of their poor driving standards, decision making or
condition of the vehicles being driven on the roads. 
The circumstances of any fatal road crash are investigated thoroughly by national specialist
crash investigation teams. The expertise and understanding of road traffic legislation is
shared locally to our local officers to ensure we are upskilling our own officers patrolling our
communities. 
We continue to develop our Road Safety Partnership meetings, which involves stakeholders
from the Local Authority, Roads, Transport Scotland and others. We now review all fatal
crash scenes to ensure that any contributory factors are assessed and reviewed to reduce
the risk of further accidents at the same location.
During this reporting period we commenced our Fatal 5 - Young Drivers Campaign. The
feedback received from pupils has been very encouraging. We have engaged senior pupils in
Rothesay, Dunoon, Helensburgh, Campbeltown, Lochgilphead, Oban, Tobermory & Tarbert.
The young driver presentations to S6 pupils consists of a case study involving 4 newly
qualified drivers who were racing on a rural road resulting in a double fatality acc. These
sessions create open discussions which the generation of young persons who have just
reached driving age. These sessions allow us to positively influence decision making and to
focus awareness on the fatal 5 campaign which include, driving whilst unfit to do so,
speeding, not wearing seat belts and distraction.
ASB/Violence   
All operational officers are briefed daily prior to deployment to furnish them with the
intelligence and information required to be able to identify those involved in violence and
ASB. 
We are committed to supporting our nighttime economy. Since 1st April our local policing
teams have recorded over 200 visits to licenced premises. Our Divisional Licensing Team
provides guidance and support to Local Policing in relation to the sale and supply of alcohol
within our communities, ensuring licensed premises operate in accordance with liquor
licensing legislation and promote responsible trading aligned with the Licensing Objectives.
We have a range of options to assist us with any identified issues. These options form a
Page 32

Page 33

OFFICIAL: POLICE AND PARTNERS 
Please note that all data included in this report are management information and not official statistics.
All data are sourced from Police Scotland internal systems and are correct as of date of publication.
Unless stated otherwise numerical comparisons are against the previous year to date and the previous
five-year average for the same data period specified. 
OFFICIAL: POLICE AND PARTNERS
staged but flexible response, from simply engaging with and advising the staff at licensed
premises at the lower end of the scale, to grading premises as being ‘Problematic’ and
requesting a review of a premise licence by the Licensing Board in relation to more serious
matters.  
We have been engaging with Crimestoppers Scotland to see how we can promote their vital
role within our rural communities. It is vital that we continue to encourage and empower
our communities to speak up about crime within their villages and towns. Crimestoppers is a
unique anonymous service and more than ever our communities need Crimestoppers
unique guarantee of anonymity to report concerns. Serious and Organised crime often
harms the most vulnerable in our communities, from drug dealing to exploitation via County
Lines. It is vital that our we encourage people to report anonymously and help them on
what to do; from spotting the key signs of crimes to being an active bystander
Public Protection 
We continue to support individuals through a victim centred approach. Our officers receive
regular training and guidance to ensure that we are supporting those affected with a
professionalism and empathy. 
Public protection is often complex. Policing on its own is not the solution. By working in
partnership, taking a multi-agency approach, increasing public confidence and raising public
awareness, we are better placed to identify threat, manage risk and prevent harm
A scheme launched ten years ago by Police Scotland has seen over 19,500 disclosures made
to people about their partner's abusive past.
The Disclosure Scheme for Domestic Abuse Scotland (DSDAS) was launched on 1 October
2015 following a successful trial in Ayrshire and Aberdeen city, and since then has received
over 35,500 requests to ask about the background of a partner. DSDAS is an important
preventative tool in tackling domestic abuse.
Of the 35,847 requests received, 19,867 disclosures (55 per cent) have been made to tell
individuals their partner has a violent or abusive past.
Before the DSDAS scheme, there was no formal way of an individual finding out if their
partner had a previous history of abusive behaviour. And similarly, there was no mechanism
for police to proactively tell individuals if their partner posed a risk to them.
The introduction of DSDAS has made significant changes and improvements to the violence
against women landscape. It gives people the right to ask and police the right to tell
individuals at risk of domestic abuse about the history of their partner. They can then make
an informed decision about their relationship.
Page 33

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OFFICIAL: POLICE AND PARTNERS 
Please note that all data included in this report are management information and not official statistics.
All data are sourced from Police Scotland internal systems and are correct as of date of publication.
Unless stated otherwise numerical comparisons are against the previous year to date and the previous
five-year average for the same data period specified. 
OFFICIAL: POLICE AND PARTNERS
The DSDAS form is available on our
website: https://www.scotland.police.uk/secureforms/disclosure/
Local News
We are now planning for our seasonal winter safety campaigns which will involve high
visibility patrols within the community to deter ASB and seasonal acquisitive crime. 
We will be working with our partnerships team to ensure that we maximise our media
opportunities to highlight various crime prevention ideas to benefit our communities which
will reduce the impact of acquisitive crime.
Our officers are always willing to advise on crime prevention matters and we would
encourage those of you who feel they could benefit from advice to get in touch. 
Useful Links/Contacts 
• Argyll and Bute Communtiy Directory - https://abcd.scot/ including warm spaces
information
• Crimestoppers – Crimestoppers in Scotland | Crimestoppers (crimestoppers-uk.org) 0800
555 111
• Scottish Partnership Against Rural Crime – www.scottishparc.co.uk 
• Women’s Aid - Home - Women's Aid (womensaid.org.uk) 
• Citizens Advice – 0808 164 6000
• Argyll and Bute Council Trading Standards – 01546 605 519
• Argyll and Bute Council – https://www.argyll-bute.gov.uk/my-council/how-contact-us 
• Transport Scotland – road related incidents and road closures -
https://www.traffic.gov.scot/traffic-information/incidents
• Scottish Water - https://www.scottishwater.co.uk/Help-and-Resources/Contact-Us 0800
0778 778
• NHS24 (including mental health support) – 111 or https://www.nhsinform.scot/ 
Follow us on Social Media and help share loacl appeals and education messages
• Facebook -  Police Scotland Argyll and West Dunbartonshire 
• X (formerly Twitter) – PSOSArgyllBute and PSOS ArgWestDunb 
Sign up to Neighbourhood Watch to receive local alerts and bulletins for your community area -
https://neighbourhoodwatchscotland.co.uk/#0 
Have your say on your local policing priorities - Your Police 2024-2025 - Police Scotland - Citizen
Space 
Page 34

Page 35

ARGYLL AND BUTE COUNCIL     HELENSBURGH AND LOMOND AREA  
COMMITTEE                                                 
CUSTOMER SUPPORT SERVICES          9 DECEMBER 2025 
AREA COMMITTEE QUARTERLY PERFORMANCE REPORTS – FQ2 2025/26 
1.0 EXECUTIVE SUMMARY 
Performance data is recorded and reported quarterly for each Council department as
well as for the Council as a whole. Each of the Council’s four administrative areas is
represented by an Area Committee. The performance information presented to these
committees is tailored to address topics of particular relevance and importance to the
respective area. 
Area committee are requested to note and consider the performance and supporting
commentary as presented. 
Page 35 Agenda Item 7

Page 36

ARGYLL AND BUTE COUNCIL  HELENSBURGH AND LOMOND 
CUSTOMER SUPPORT SERVICES        9 DECEMBER 2025 
AREA COMMITTEE QUARTERLY PERFORMANCE REPORTS – FQ2 2025-26 
2.0 INTRODUCTION 
2.1 This paper presents the Area Performance Report for Financial Quarter 2 2025/26
(July – September 2025) and illustrates the agreed performance measures. 
3.0 RECOMMENDATIONS 
3.1 It is recommended that the Area Committee –
a) Notes and considers the performance and supporting commentary as
presented. 
4.0 DETAIL
4.1 This paper presents the Area Performance Report for Financial Quarter 2
2025/26 (July – September 2025) and illustrates the agreed performance measures.
4.2 The features of the Performance Report are as follows: -
 Indicators are grouped by Corporate Outcome.
 The data table for each indicator is colour coded to identify the level of
reporting.
o Area level measures are blue
o Council level measures are grey
o COI measures are white 
 Each indicator details the
o Target, Actual and Performance status (Green / Red / No Target) for
the current and four previous financial quarters.
o Commentary for the current financial quarter only.
o Narrative explaining the performance trend e.g. This indicator is
above Target and performance has improved since the last reporting
period.
o Where appropriate a Performance Trend Line has been added.
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o The name of the Responsible Officer.
o Where possible performance is presented at both Area and Council
level. 
4.3 The commentary for each indicator helps ‘Tell Our Story’ and enables Elected
Members to put the performance data into perspective and understand if an issue
is local in nature or should be escalated up to a Strategic Committee. 
4.4 As part of our improvements to performance reporting and making best use of the
digital technology available to us, the information contained in this report is also
available in your online scorecard which can be accessed via the Members area
on The Hub. If support is required to navigate the online scorecard, please
contact lorna.gillies@argyll-bute.gov.uk
4.5 To improve the response to performance queries, it is requested that should there
be any queries that either the Responsible Person or Kay Owen are contacted.
This should enable some queries being resolved or clarified prior to the Area
Committee meeting and therefore being carried forward as Actions at a
subsequent meeting 
5.0 CONCLUSION
5.1 Area Committee are asked to note and consider the performance and
supporting commentary as presented. 
6.0 IMPLICATIONS 
6.1 Policy     All of the indicators in this report are based on 
agreed Council policy. 
6.2 Financial    All indicators with financial implications are actively     
managed through agreed budget monitoring 
processes. 
6.3 Legal All appropriate legal implications are complied
with. 
6.4 HR    All HR implications are actively managed 
through agreed Wellbeing and Management 
monitoring processes. 
6.5 Customer Service   All activities with customer feedback or insight are     
rigorously monitored for improvement 
6.6 Risk    Without this information Elected Members are less     
informed of activities within their area. 
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6.7 Climate Change   The Council is committed to working towards net     
zero. 
6.8 Fairer Scotland Duty  None arising directly from this report. An IIA is not
required for performance reporting. 
6.9 Equalities – protected 
characteristics  None arising directly from this report. All activities
monitored in this report comply with the council’s
equality policies and obligations. An IIA is not
required for performance reporting. 
6.10 Consumer Duty None arising directly from this report. An IIA is not
required for performance reporting. 
6.11 Island Communities  None arising directly from this report. An IIA is not
required for performance reporting. 
6.12 Children’s Rights and
Wellbeing None arising directly from this report. An IIA is not
required for performance reporting. This report
highlights examples of how the Council is
committed to and working towards reducing child
poverty and improving outcomes for every child. 
Kirsty Flanagan 
Executive Director  
7th November 2025 
For further information contact:  
Jane Fowler 
Head of Customer Support Services 
APPENDICES 
Appendix 1 FQ2 2025/26 All Areas Performance Report 
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#
Indicator Responsible Person Reported Page
COI - Maximise distribution of Scottish Welfare Fund Fergus Walker A&B only 3
COI - Percentage of clients satisfied that they are better able to deal with their financial problems following
our support and intervention Lee Roberts A&B only 4
Number of parking penalty notices issued Hugh O'Neill Area 5
Car parking income to date (cumulative) Hugh O'Neill Area 6 - 7
Number of dog fouling complaints Tom Murphy Area 8
COI - Increase the percentage of our care experienced young people that have the recommended additional
tracking and monitoring plans in place Louise Chisholm A&B only 9
COI - Provide quality meals within cost margins to all pupils Christine Boyle A&B only 10
Maximise the percentage of 16-19 year olds participating in education, training or employment Jennifer Crocket Area 11
2025/26 FQ2 Helensburgh and Lomond Performance Report
The information presented is a summary of the agreed measures.
Unless stated otherwise, performance is presented at both Area and Council-wide levels.
The measure shows the performance against target for the current previous three reporting periods with an explanation of performance trend.
Where appropriate a trend line has been added to illustrate movement in 'Actual' over the reporting period.
Corporate Outcome: People live active, healthier and happier lives
Corporate Outcome: People live in safer and stronger communities
Corporate Outcome: Children and young people have the best possible start
Corporate Outcome: Education, skills and training maximises opportunities for all
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Classification: OFFICIAL#
Indicator Responsible Person Reported Page
Number of affordable social sector new builds completed per annum Kelly Ferns Area 12
Percentage of pre-planning application enquiries processed within 20 working days Peter Bain Area 13 - 14
Average number of weeks to determine householder planning applications Peter Bain Area 15 - 16
Number of empty properties Jonathan Welch Area 17
COI - Number of new homeless applicants who required temporary accommodation this period Morven Macintyre A&B only 18
COI - Maintain the percentage of local suppliers that benefit from the award of contracts via the
procurement portal Anne MacColl-Smith A&B only 19
COI - Increase the number of community benefits that are delivered through contracts we award locally Anne MacColl-Smith A&B only 20
Percentage of street lighting faults repaired within 10 days Tom Murphy Area 21
Number of waste collection complaints Tom Murphy Area 22
COI (part) - Percentage of waste recycled, composted and recovered Andy Summers Area 23 - 24
COI - Number of tonnes of waste sent to landfill Andy Summers A&B only 25
COI - LEAMS (Local Environment Audit and Management System) Tom Murphy Area 26
COI - Teacher sickness absence Jennifer Crocket (B&C and MAKI)
Wendy Brownlie (H&L and OLI) Area 237
COI - LGE staff (including non-Teacher) sickness absence Carolyn Cairns Area 28
COI - Increase the percentage of all self-service automated contacts Robert Miller A&B only 29
Corporate Outcome: We have an infrastructure that supports sustainable growth
Corporate Outcome: Making it happen
Corporate Outcome: Our economy is diverse and thriving
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 A&B 95.3% 123.0% 27.7% Green - Actual
exceeds Target
In FQ2 2025/26, we received a total of 1013 applications to the Scottish Welfare Fund, comprising 676 Crisis Grant
applications and 337 Community Care Grant applications.  We made 593 awards to the value of £281,810. 420 Crisis Grant
awards and 173 Community Care Grant awards, which is a 9% increase compared to the same period last year. Our
expenditure of £281,810 at the end of FQ2 is £52,668 above the profiled budget. We are continuing to support applications
from medium and high priorty cases but monitoring this closely.
Period Actual FQ1 Commentary
2024/25 FQ2 72.9%
2024/25 FQ3 79.7%
2024/25 FQ4 119.8%
2025/26 FQ1 119.0%
2025/26 FQ2 123.0%
Corporate Outcome - People live active, healthier and happier lives
COI - Maximise distribution of Scottish Welfare Fund
Responsible Person: Fergus Walker
This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only.
This indicator for FQ2 exceeds the target and performance has increased since the last reporting period.
Actual trend line
In FQ1 2025/26, we received a total of 510 applications to the Scottish Welfare Fund, comprising 347 Crisis Grant applications
and 163 Community Care Grant applications. We made 312 awards in total to the value of £135,819. 227 Crisis Grant awards
and 85 Community Care Grant awards reflecting a 13% increase compared to the same period last year. Our allocated budget
from the Scottish Government for 2025/26 is £458,284. Our expenditure of £135,819 at the end of FQ1 is £21,249 above the
profiled budget for the quarter. This higher spend indicates the growing pressure on the fund and highlights the ongoing
importance of the Scottish Welfare Fund in providing vital support to individuals and families facing financial hardship. The
Council currently provides support for both medium and high priority cases under SWF and DHP. This is subject to ongoing
review, and should circumstances require a recommendation will be made to restrict support to high-priority cases only.
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 A&B 100% 100% 0% Green - Actual
meets Target
This is a voluntary survey with no obligation for clients to respond either in full or in part. It is also common for incomplete
returns to be received. In FQ2 2025/26, 14 survey forms were distributed to clients. 5 were returned. Of these 5 returns, 5
responded to the question relating to being better able to deal with their financial problems. Of these 5 respondents, 5
responded positively, whilst 0 responded negatively. Accordingly, 100% of clients that responded were positive about their
experience i.e. no negative comments or responses were reported.
Period Actual FQ1 Commentary
2024/25 FQ2 100%
2024/25 FQ3 100%
2024/25 FQ4 100%
2025/26 FQ1 100%
2025/26 FQ2 100%
Corporate Outcome - People live active, healthier and happier lives
COI - Percentage of clients satisfied that they are better able to deal with their financial problems following our support and intervention
Responsible Person: Lee Roberts
This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only.
This indicator for FQ2 meets the target with no change in performance since the last reporting period.
Actual trend line
This is a voluntary survey with no obligation for clients to respond either in full or in part. It is also common for incomplete
returns to be received. In FQ1 2025/26, 7 survey forms were distributed to clients. 7 were returned. Of these 7 returns, 6
responded to the question relating to being better able to deal with their financial problems. Of these 6 respondents, 5
responded positively, whilst 0 responded negatively. Accordingly, 100% of clients that responded were positive about their
experience i.e. no negative comments or responses were reported.
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 H&L No Target 1,022 N/A N/A
Penalty Charge Notice numbers are down by 400 compared to the same quarter of the previous financial year.  This is due to
visitors and other drivers becoming accustomed to the Luss Traffic Management  - Traffic Regulation Order (as it has become
established).
Period Actual FQ1 Commentary
2024/25 FQ2 1,426
2024/25 FQ3 296
2024/25 FQ4 401
2025/26 FQ1 1,401
2025/26 FQ2 1,022
2025/26 FQ2 A&B No Target 2,090 N/A N/A
There is an approximate 10% variance in Penatly Charge Notcies compared to the same quarter of the previous financial year. 
The most likley cause of the reduction is the bedding in of the Luss Traffic Management Order and the associated reduction of
breaches, as visitor and local drivers become more familiar with the restrictions.
Period Actual FQ1 Commentary
2024/25 FQ2 2,302
2024/25 FQ3 968
2024/25 FQ4 1,253
2025/26 FQ1 2,536
2025/26 FQ2 2,090
Corporate Outcome - People live in safer and stronger communities
Number of parking penalty notices issued
Responsible Person: Hugh O'Neill
This indicator is reported quarterly. The performance presented is at area level and Council-wide.
This indicator for FQ2 shows the number of parking penalty notices has decreased since the last reporting period.
Actual trend line
Numbers tracking higher than previous FQ1.  Impacted by both the period of good weather and the introduction of the
pavement parking prohibitions.
This indicator for FQ2 shows the number of parking penalty notices has decreased since the last reporting period.
Actual trend line
Higher than previous FQ1, due to the periods of good weather which encourage greater visitor numbers at tourist
destinations and the impact of the enforcement of the pavement parking prohibitions.
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 H&L £148,675 £161,565 £12,890 Green - Actual
exceeds Target Slightly up, to be welcomed, but no obvious reason identified.
Period Target Actual FQ1 Commentary
2024/25 FQ2 £126,440 £135,724
2024/25 FQ3 £170,198 £184,344
2024/25 FQ4 £207,892 £209,807
2025/26 FQ1 £77,707 £78,111
2025/26 FQ2 £148,675 £161,565
£18,921
£63,111
£1,390
£25
£8
£0
£83,455
This indicator for FQ2 shows the cumulative amount of income has exceeded the cumulative target.
Actual trend line
There is no trend as this data is
cumulative as of FQ1 each financial year.
Despite target being rasied compared to previous FQ1, target has been met.
Corporate Outcome - People live in safer and stronger communities
Car parking income to date (cumulative)
Responsible Person: Hugh O'Neill
This indicator is reported quarterly. The performance presented is at area level and Council-wide.
Income Collected During FQ2
Arrochar
Luss, Lomond
Sinclair Street, Helensburgh
Maitland Street, Helensburgh
Pier, Helensburgh
H&L
Total
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Period Area Target Actual Variance Status FQ1 Commentary
2025/26 FQ2 A&B £681,962 £675,793 -£6,169 Red - Actual
below Target Less than 1% variance in income.  Supports the current target having been set correctly.
Period Target Actual FQ1 Commentary
2024/25 FQ2 £594,132 £639,207
2024/25 FQ3 £832,042 £887,707
2024/25 FQ4 £963,049 £1,011,360
2025/26 FQ1 £309,143 £309,660
2025/26 FQ2 £681,962 £675,793
Corporate Outcome - People live in safer and stronger communities
Car parking income to date (cumulative)
This indicator for FQ2 shows the cumulative amount of income is lower than the cumulative target.
Actual trend line
There is no trend as this data is
cumulative as of FQ1 each financial year.
Despite target being rasied compared to previous FQ1, target has been met (over 100% achieved).
Responsible Person: Hugh O'Neill
This indicator is reported quarterly. The performance presented is at area level and Council-wide.
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 H&L No Target 0 N/A N/A 8 dog fouling complaints were received this quarter for Helensburgh and Lomond, no fines issued.
Period Actual FQ1 Commentary
2024/25 FQ2 5
2024/25 FQ3 8
2024/25 FQ4 11
2025/26 FQ1 6
2025/26 FQ2 8
2025/26 FQ2 A&B No Target 36 N/A N/A
The total number of dog fouling complaints received this quarter was 36.  There were no dog fouling fines issued over July,
August and September, it is difficult to issue fines as the Wardens have to act on information given or witness it.  As always
when time allows the Warden service will continue to monitor and patrol.
Period Actual FQ1 Commentary
2024/25 FQ2 33
2024/25 FQ3 65
2024/25 FQ4 75
2025/26 FQ1 44
2025/26 FQ2 36
Corporate Outcome - People live in safer and stronger communities
Number of dog fouling complaints
Responsible Person: Tom Murphy
This indicator is reported quarterly. The performance presented is at area level and Council-wide.
This indicator for...
Actual trend line
The number of dog fouling complaints have dropped significantly this quarter compared to last. The Warden service will
continue to monitor and patrol when time allows.
This indicator for...
Actual trend line
6 dog fouling complaints were received this quarter in the Helensburgh and Lomond area, this is a drop from last month when
11 were received.
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 A&B 100% 100% 0% Green - Actual
meets Target
Each care experienced child and young person (CECYP) enrolled in an authority school continues to have tracking and
monitoring in place via our education management system, known as Seemis.  Data collected includes attendance, exclusions,
progress and attainment and wellbeing information. The Virtual School adds an additional layer of scrutiny to this process
through a series of attainment meets and partnership working, helping to ensure our CECYP have the supports required. Our
bespoke care experience application is now live and supports the care Experience Education Team access real time
information.   We continue to work with partner agencies and other local authorities to support our CECYP hosted out with
Argyll and Bute.
Period Actual FQ1 Commentary
2024/25 FQ2 100%
2024/25 FQ3 100%
2024/25 FQ4 100%
2025/26 FQ1 100%
2025/26 FQ2 100%
Actual trend line
Each care experienced child and young person (CECYP) enrolled in an authority school has tracking and monitoring in place via
our education management system, known as Seemis. Data collected includes attendance, exclusions, progress and
attainment and wellbeing information. The Virtual School adds an additional layer of scrutiny to this process through a series
of attainment meets and partnership working, helping to ensure our CECYP have the supports required. Our bespoke care
experience application testing phase will begin in the new academic year. We continue to work with partner agencies and
other local authorities to support our CECYP hosted out with Argyll and Bute.
Corporate Outcome - Children and young people have the best possible start
COI - Increase the percentage of our care experienced young people that have the recommended additional tracking and monitoring plans in place
Responsible Person: Louise Lawson
This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only.
This indicator for FQ2 meets the target with no change in performance since the last reporting period.
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 A&B +/-5.00% -4% -2% Green - Actual
exceeds Target
We will continue to monitor schools not achieving the +/- 5% target
B&C 0.81%, H&L -4.63%, MAKI -8.05%, OLI -3.35%
Period Actual FQ1 Commentary
2024/25 FQ2 -1.37%
2024/25 FQ3 0.14%
2024/25 FQ4 -2.25%
2025/26 FQ1 3.17%
2025/26 FQ2 -3.50%
Corporate Outcome - Children and young people have the best possible start
COI - Provide quality meals within cost margins to all pupils
Responsible Person: Christine Boyle
This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only.
This indicator for FQ2 within the +/-5.00% variance however performance has decreased since the last reporting period.
Actual trend line
We will continue to monitor schools not achieving the +/-5% target.
B&C 5.18%, H&L 3.04%, MAKI -1.67, OLI 7.57%
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 H&L 94.00% 93.80% -0.20% Red - Actual
below Target
As of 7th October 2025 the participation figure (16–19-year-olds in employment, training or education) in Helensburgh and
Lomond was 882 young people, which equates to 93.8%. This is 0.2% below the target and 0.7% below the annual Argyll and
Bute participation figure of 94.5% which was released by Skills Development Scotland at the end of August 2025. The
participation figure of 93.8% for FQ2 of 2025/26 is a decrease of 0.98% on the participation figure for FQ1 of 2025/26, and
represents a decrease of 1.37% on the equivalent FQ2 figure from 2024/25.
Period Actual FQ1 Commentary
2024/25 FQ2 95.17%
2024/25 FQ3 93.48%
2024/25 FQ4 92.50%
2025/26 FQ1 94.78%
2025/26 FQ2 93.80%
2025/26 FQ2 A&B 94.00% 93.70% -0.30% Red - Actual
below Target
As of 7th October 2025 the participation figure (16–19-year-olds in employment, training or education) across the whole of
Argyll and Bute was 3126 young people, which equates to 93.70%. This is 0.3% below the target and 0.8% below the annual
Argyll and Bute participation figure of 94.5% which was released by Skills Development Scotland at the end of August 2025.
The participation figure of 93.70% for FQ2 of 2025/26 is a decrease of 1.01% on the participation figure for FQ1 of 2025/26,
and represents a decrease of 2.1% on the equivalent FQ1 figure from 2024/25.
Period Actual FQ1 Commentary
2024/25 FQ2 95.80%
2024/25 FQ3 94.19%
2024/25 FQ4 93.50%
2025/26 FQ1 94.71%
2025/26 FQ2 93.70%
Actual trend line
As of 2nd July 2025 the participation figure (16–19-year-olds in employment, training or education) in Helensburgh and
Lomond was 1180 young people, which equates to 94.78%. This is 0.78% above the target and 0.48% above the annual Argyll
and Bute participation figure of 94.3% which was released by Skills Development Scotland at the end of August 2024. The
participation figure of 94.78% for FQ1 of 2025/26 is an increase of 2.28% on the participation figure for FQ4 of 2024/25, and
represents an increase of 0.62% on the equivalent FQ1 figure from 2024/25.
This indicator for FQ2 is lower than the target and performance has decreased since the last reporting period.
Corporate Outcome - Our economy is diverse and thriving
Maximise the percentage of 16-19 year olds participating in education, training or employment
Responsible Person: Jennifer Crocket
This indicator is reported quarterly. The performance presented is at area level and Council-wide.
Actual trend line
As of 2nd July 2025 the participation figure (16–19-year-olds in employment, training or education) across the whole of Argyll
and Bute was 4175 young people, which equates to 94.71%. This is 0.71% above the target and 0.41% above the annual Argyll
and Bute participation figure of 94.3% which was released by Skills Development Scotland at the end of August 2024. The
participation figure of 94.71% for FQ1 of 2025/26 is an increase of 1.21% on the participation figure for FQ4 of 2024/25, and
represents an decrease of 0.28% on the equivalent FQ1 figure from 2024/25.
This indicator for FQ2 is lower than the target and performance has decreased since the last reporting period.
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 H&L 0 0 0 Green - Actual
meets Target No completions in FQ2
Period Actual FQ1 Commentary
2024/25 FQ2 0
2024/25 FQ3 0
2024/25 FQ4 0
2025/26 FQ1 0
2025/26 FQ2 0
2025/26 FQ2 A&B 0 0 0 Green - Actual
meets Target No completions in FQ2
Period Actual FQ1 Commentary
2024/25 FQ2 26
2024/25 FQ3 6
2024/25 FQ4 9
2025/26 FQ1 0
2025/26 FQ2 0
Number of affordable social sector new builds completed per annum
Responsible Person: Kelly Ferns
This indicator is reported quarterly. The performance presented is at area level and Council-wide.
Corporate Outcome - Our economy is diverse and thriving
This indicator for FQ2 meets the target with no change in performance since the last reporting period.
Actual trend line
No completions in FQ1. There are some projects on site to complete later in year.
This indicator for FQ2 meets the target with no change in performance since the last reporting period.
Actual trend line
No completions FQ1.  
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 H&L 75.0% 48.0% -27.0% Red - Actual
below Target
Performance across the Development Management Service is still being recovered and impacted upon by the management of
a significant backlog of casework. Overall output and performance across the service is improving as staff resource issues have
been resolved. However, timeliness measures continue to be adversely impacted through the prioritisation of older statutory
'legacy' casework for determination. The target for the handling of pre-application enquiries has been set to 30 days although
this change has not yet been reflected in the format of corporate reporting. During FQ2, 27 pre-applications were responded
to within Helensburgh and Lomond. 13 responses (48%) were issued within 20 days; 15 responses (56%) were issued within
the revised target of 30 days. It is acknowledged that performance is still significantly below target on this measure but is
expected to improve as casework pressure on available staff resource from 'legacy' items decreases over time.
Period Actual FQ1 Commentary
2024/25 FQ2 40.0%
2024/25 FQ3 13.6%
2024/25 FQ4 41.0%
2025/26 FQ1 52.4%
2025/26 FQ2 48.0%
Actual trend line
Performance across the Development Management Service is still being recovered and impacted upon by the management of
a significant backlog of casework. Overall output and performance across the service is improving as staff resource issues have
been resolved. However, timeliness measures continue to be adversely impacted through the prioritisation of older statutory
'legacy' casework for determination. The target for the handling of pre-application enquiries has been set to 30 days although
this change has not yet been reflected in the format of corporate reporting. During FQ1 21 pre-applications were responded
to within Helensburgh and Lomond. 11 responses (52%) were issued within 20 days; 14 responses (67%) were issued within
the revised target of 30 days. It is acknowledged that performance is still significantly below target on this measure but is
expected to improve as casework pressure on available staff resource from 'legacy' items decreases over time.
This indicator for FQ2 is lower than the target and performance has decreased since the last reporting period.
Corporate Outcome - Our economy is diverse and thriving
Percentage of pre-planning application enquiries processed within 20 working days
Responsible Person: Peter Bain
This indicator is reported quarterly. The performance presented is at area level and Council-wide.
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 A&B 75.0% 59.0% -16.0% Red - Actual
below Target
Performance across the Development Management Service is still being recovered and impacted upon by the management of
a significant backlog of casework. Overall output and performance across the service is improving as staff resource issues have
been resolved. However, timeliness measures continue to be adversely impacted through the prioritisation of older statutory
'legacy' casework for determination. The target for the handling of pre-application enquiries has been set to 30 days although
this change has not yet been reflected in the format of corporate reporting. During FQ2, 100 pre-applications were responded
to across Argyll and Bute. 59 responses (59%) were issued within 20 days; 65 responses (65%) were issued within the revised
target of 30 days.
Period Actual FQ1 Commentary
2024/25 FQ2 49.2%
2024/25 FQ3 48.3%
2024/25 FQ4 58.5%
2025/26 FQ1 63.5%
2025/26 FQ2 59.0%
Corporate Outcome - Our economy is diverse and thriving
Percentage of pre-planning application enquiries processed within 20 working days
Responsible Person: Peter Bain
This indicator is reported quarterly. The performance presented is at area level and Council-wide.
Actual trend line
Performance across the Development Management Service is still being recovered and impacted upon by the management of
a significant backlog of casework. Overall output and performance across the service is improving as staff resource issues have
been resolved. However, timeliness measures continue to be adversely impacted through the prioritisation of older statutory
'legacy' casework for determination. The target for the handling of pre-application enquiries has been set to 30 days although
this change has not yet been reflected in the format of corporate reporting. During FQ1 137 pre-applications were responded
to across Argyll and Bute. 87 responses (63.5%) were issued within 20 days; 93 responses (67.9%) were issued within the
revised target of 30 days.
This indicator for FQ2 is lower than the target and performance has decreased since the last reporting period.
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 H&L 8.0 8.1 0.1 Red - Actual
exceeds Target
Performance across the Development Management Service has been impacted by a significant backlog of casework. Whilst
issues relating to staff resource availability have been resolved and output has significantly improved it is highlighted that
KPI's measuring average time taken remain adversely affected by the resolution of increasing volumes of 'legacy' casework.
The Council's target for 'householder' applications has been revised to 10 weeks although this is not yet reflected in the
format of corporate reports. By FQ2 only a handful of 'householder' 'legacy' items remained, this has resulted in a general
improvement across this particular performance measure. During FQ2, 22 'householder' applications were determined in
Helensburgh and Lomond, none of which were 'legacy' items.
Period Actual FQ1 Commentary
2024/25 FQ2 27.8
2024/25 FQ3 12.9
2024/25 FQ4 10.2
2025/26 FQ1 10.3
2025/26 FQ2 8.1
This indicator for FQ2 exceeds the target however performance has increased since the last reporting period.
Actual trend line
Performance across the Development Management Service has been impacted by a significant backlog of casework. Whilst
issues relating to staff resource availability have been resolved and output has significantly improved it is highlighted that
KPI's measuring average time taken remain adversely affected by the resolution of increasing volumes of 'legacy' casework.
The Council's target for 'householder' applications has been revised to 10 weeks although this is not yet reflected in the
format of corporate reports. During FQ4 only a handful of 'householder' 'legacy' items remained, this has resulted in a general
improvement across this particular performance measure. During FQ1 24 'householder' applications were determined in
Helensburgh and Lomond - including 1 'legacy' item and is reflected in the continued improvement in performance reported
for this period. Excluding 'legacy' items, the remaining 23 'householder' applications were determined in an average time of
8.6 weeks.
Corporate Outcome - Our economy is diverse and thriving
Average number of weeks to determine householder planning applications
Responsible Person: Peter Bain
This indicator is reported quarterly. The performance presented is at area level and Council-wide.
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 A&B 8.0 7.9 -0.1 Green - Actual
below Target
Performance across the Development Management Service has been impacted by a significant backlog of casework. Whilst
issues relating to staff resource availability have been resolved and output has significantly improved it is highlighted that
KPI's measuring average time taken remain adversely affected by the resolution of increasing volumes of 'legacy' casework.
The Council's target for 'householder' applications has been revised to 10 weeks although this is not yet reflected in the
format of corporate reports. By FQ2 only a handful of 'householder' 'legacy' items remained, this has resulted in a general
improvement across this particular performance measure. During FQ2 66 'householder' applications were determined across
Argyll and Bute including 3 'legacy' items and is reflected in the significant improvement in performance reported for this
period. Excluding 'legacy' items, the remaining 59 applications were determined within an average time of 8.1 weeks.
Period Actual FQ1 Commentary
2024/25 FQ2 26.1
2024/25 FQ3 15.9
2024/25 FQ4 14.2
2025/26 FQ1 10.4
2025/26 FQ2 7.9
Responsible Person: Peter Bain
This indicator is reported quarterly. The performance presented is at area level and Council-wide.
This indicator for FQ2 is lower than the target however performance has increased since the last reporting period.
Actual trend line
Performance across the Development Management Service has been impacted by a significant backlog of casework. Whilst
issues relating to staff resource availability have been resolved and output has significantly improved it is highlighted that
KPI's measuring average time taken remain adversely affected by the resolution of increasing volumes of 'legacy' casework.
The Council's target for 'householder' applications has been revised to 10 weeks although this is not yet reflected in the
format of corporate reports. During FQ1 only a handful of 'householder' 'legacy' items remained, this has resulted in a general
improvement across this particular performance measure. During FQ1 62 'householder' applications were determined across
Argyll and Bute including 3 'legacy' items and is reflected in the significant improvement in performance reported for this
period. Excluding 'legacy' items, the remaining 59 applications were determined within an average time of 8.1 weeks.
Corporate Outcome - Our economy is diverse and thriving
Average number of weeks to determine householder planning applications
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Period Area Baseline Actual Variance Status FQ2 Commentary
Period H&L 35 33 -2 Green - Actual
below Baseline
The empty rate is currently 2.43% in Helensburgh & Lomond. In the past quarter, we have seen a small decline in the number
of properties claiming empty property relief. To date, the empty business property officer has assisted 1 grant-aided project
that is nearly fully claimed and the owner anticipates commencing trading soon. We have 2 other properties with a grant offer
issued, plus up to 5 at enquiry-application stage. There is positive private sector activity with new owners/tenants taking on
empty properties and seeking planning permission for alternative uses or investment.
Period Actual FQ1 Commentary
2024/25 FQ2 -
2024/25 FQ3 -
2024/25 FQ4 -
2025/26 FQ1 34
2025/26 FQ2 33
2025/26 FQ2 A&B 277 267 -10 Green - Actual
below Baseline
The empty rate is currently 3.27%, which is down from 3.38% in the previous quarter. We have seen a decline in the number
of properties claiming empty property relief, and the empty business property grant scheme, plus the extended property
relief have both proven useful in supporting owners or incoming tenants. The support is warmly welcomed by the private
sector, as the trading environment is challenging, so the financial support to help de-risk business start-up, expansion and
alternative usage is proving a positive intervention.
Period Actual FQ1 Commentary
2024/25 FQ2 -
2024/25 FQ3 -
2024/25 FQ4 -
2025/26 FQ1 276
2025/26 FQ2 267
Corporate Outcome - Our economy is diverse and thriving
Number of empty properties
Responsible Person: Jonathan Welch
This indicator is reported quarterly. The performance presented is at area level and Council-wide.
This indicator for FQ2 shows the cumulative number of empty properties is lower than the baseline.
Actual trend line
0
This indicator for FQ2 shows the cumulative number of empty properties is lower than the baseline.
Actual trend line
A&Bs 'empty' vacancy rate is currently 3.37%. Although the measure against baseline is positive, this % does represent a
slightly higher figure (0.5%) versus historic analysis. The suite of empty business property policy changes implemented by the
council are positive and the market is responding to the new extended property relief and the business grant scheme. The role
of town centres is multi-faceted so they are impacted by many externalities. These can be an acute in rural economies already
facing challenges with depopulation, declining workforce, accessibility and macro-economic factors. Ongoing work is required
to diagnose the issues currently affecting each of our town centres, and provide a framework of approaches/interventions to
support their revival.
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 A&B No Target 31 N/A N/A
During FQ2, the housing service took 125 homeless applications and provided temporary accommodation for 31 new
homeless households.
B&C: Out of 38 Homeless Applications, 13 new households went in to temporary accommodation (10 x Serviced
Accommodation, 1 x Bed & Breakfast, 2 x Registered Social Landlord).
H&L: Out of 31 Applications, 6 new households went in to temporary accommodation (3 x Serviced Accommodation, 1 x Bed
& Breakfast, 1 x Private Sector Lease, 1 x Registered Social Landlord).
MAKI: Out of 36 Homeless Applications, 8 new households went in to temporary accommodation (5 x Private Sector Lease, 3 x
Serviced Accommodation).
OLI: Out of 19 Homeless Applications, 4 new households went in to temporary accommodation (4 x Supported
Accommodation).
There was also one Homeless Application taken from someone outside of Argyll and Bute Council area.
Period Actual FQ1 Commentary
2024/25 FQ2 40
2024/25 FQ3 27
2024/25 FQ4 30
2025/26 FQ1 27
2025/26 FQ2 31
Corporate Outcome - Our economy is diverse and thriving
COI - Number of new homeless applicants who required temporary accommodation this period
Responsible Person: Morven Macintyre
This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only.
This indicator for FQ2 shows the number of applicants has increased since the last reporting period.
Actual trend line
During FQ1, the housing service took 110 homeless applications and provided temporary accommodation for 27 new
homeless households.
B&C: Out of 26 Homeless Applications, 8 new households went in to temporary accommodation (4 x Serviced
Accommodation, 1 x Bed & Breakfast, 2 x Registered Social Landlord, 1 Private Sector Lease).
H&L: Out of 36 Applications, 8 new households went in to temporary accommodation (3 x Serviced Accommodation, 4 x Bed
& Breakfast, 1 x Private Sector Lease).
MAKI: Out of 31 Homeless Applications, 5 new households went in to temporary accommodation (3 x Private Sector Lease, 1 x
Serviced Accommodation 1 x Supported Accommodation).
OLI: Out of 17 Homeless Applications, 6 new households went in to temporary accommodation (5 x Supported
Accommodation, 1 x Serviced Accommodation).
Please note:
•  The Registered Social Landlord and Private Rented Sector properties are leased by the Council and sub-let to homeless households as temporary accommodation.
•  Serviced Accommodation is available in Cowal and Helensburgh and is for single people providing an en-suite bedroom and shared kitchen facilities.
• Supported accommodation is provided in Lorn by Blue Triangle Housing Association.
•  Emergency accommodation may on occasion be provided out with the location of the original presentation due to the pressure on the availability of temporary accommodation
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 A&B 20.0% 0.0% Not Known, due to staff resource and sickness absense data has not been collected.
Period Actual FQ1 Commentary
2024/25 FQ2 10.5%
2024/25 FQ3 23.6%
2024/25 FQ4 15.2%
2025/26 FQ1 0.0%
2025/26 FQ2
COI - Maintain the percentage of local suppliers that benefit from the award of contracts via the procurement portal
Responsible Person: Anne MacColl-Smith
This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only.
This indicator for...
Actual trend line
FQ1 data expected from Spikes Cavell (Scottish Government data base) in mid September.
Corporate Outcome - Our economy is diverse and thriving
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 A&B No Target 14 N/A N/A 14 achieved community benefits reported to Procurement Commercial & Contract Management Team for FQ2                                                                            
Period Actual FQ1 Commentary
2024/25 FQ2 31
2024/25 FQ3 -
2024/25 FQ4 44
2025/26 FQ1 0
2025/26 FQ2 14
Actual trend line
The number of achieved community benefits during FQ1 was 37.
Corporate Outcome - Our economy is diverse and thriving
COI - Increase the number of community benefits that are delivered through contracts we award locally
Responsible Person: Anne MacColl-Smith
This indicator is a Corporate Outcome Indicator that is reported in FQ2 and FQ4. The performance presented is Council-wide only.
This indicator for FQ2 shows the number of community benefits has decreased since the last reporting period.
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 H&L 75% 100% 25% Green - Actual
exceeds Target This quarter saw fewer faults reported, coinciding with the summer season and an overall improvement in performance.
Period Actual FQ1 Commentary
2024/25 FQ2 93%
2024/25 FQ3 71%
2024/25 FQ4 74%
2025/26 FQ1 85%
2025/26 FQ2 100%
2025/26 FQ2 A&B 75% 95% 20% Green - Actual
exceeds Target A relatively quiet quarter, with 40 faults reported and only 2 exceeding the required repair timescales.
Period Actual FQ1 Commentary
2024/25 FQ2 97%
2024/25 FQ3 92%
2024/25 FQ4 92%
2025/26 FQ1 90%
2025/26 FQ2 95%
This indicator for FQ2 exceeds the target and performance has increased since the last reporting period.
Actual trend line
Performance has been good as it is the lighter months and works can be inspected and fixed in a timely manner. Works can
also be planned around contractual works which also helps with the timescales of attendance.
Corporate Outcome - We have an infrastructure that supports sustainable growth
Percentage of street lighting faults repaired within 10 days
Responsible Person: Tom Murphy
This indicator is reported quarterly. The performance presented is at area level and Council-wide.
This indicator for FQ2 exceeds the target and performance has increased since the last reporting period.
Actual trend line
Performace has improved, however we are still requiring some contractor assistance especially in the Helensburgh area, some
requiring Scottish Powers attendance along with the support of civil contractors. We hope to have these works carried out
prior to the clocks changing.
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 H&L No Target 14 N/A N/A Helensburgh and Lomond rceived 14 waste collection complaints in FQ2.
Period Actual FQ1 Commentary
2024/25 FQ2 16
2024/25 FQ3 32
2024/25 FQ4 21
2025/26 FQ1 21
2025/26 FQ2 14
2025/26 FQ2 A&B No Target 36 N/A N/A
A total of 36 waste collection complaints were received for the Argyll and Bute area in FQ2.  The Helensburgh and Lomond
area remains the highest with 14 complaints, however as reported last quarter the Helensburgh and Lomond area service
12,437 properties and broken down over the quarter this equates to residual 49,748, reclycling 74,622, food waste 149,244
and glass 37,311 giving a total of 310,925 bins collected.  Therefore overall this is a very good level of service.
Period Actual FQ1 Commentary
2024/25 FQ2 26
2024/25 FQ3 36
2024/25 FQ4 31
2025/26 FQ1 34
2025/26 FQ2 36
This indicator for FQ2 shows the number of waste collection complaints has decreased since the last reporting period.
Corporate Outcome - We have an infrastructure that supports sustainable growth
Number of waste collection complaints
Responsible Person: Tom Murphy
This indicator is reported quarterly. The performance presented is at area level and Council-wide.
This indicator for FQ2 shows the number of waste collection complaints has increased since the last reporting period.
Actual trend line
A total of 34 waste collection complaints were received this quarter for the whole of Argyll and Bute. The Isles of Mull and
Bute received no waste collection complaints this quarter which shows the waste teams on the islands are delivering a high
level of service.  In the Helensburgh and Lomond area there are 12,437 properties from which refuse is collected, quarterly
this equates to residual 49,748, recycling 74,622, food waste 149,244 and glass 37,311 giving a total of 310,925 bins collected
per quarter.  The number of complaints made as a percentage of the bins collected equates to 0.0067%.
Actual trend line
A total of 21 waste collection complaints were received this quarter in Helensburgh and Lomond,
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 A&B 45.0% 63.2% 18.2% Green - Actual
exceeds Target
63.2% combined recycling, composting and recovery (39.6% recycling and composting plus 23.6% recovery). Recovery figure
for FQ2 is down slightly from previous quarters due to commencement by Biffa (formerly Renewi) of the conversion of
mechanical biological treatment (MBT) plants to Waste Transfer Stations (WTS) at the 3 main sites. Once complete, this will
provide the capability for the residual general waste to be transferred from 1st January to the central belt for refuse derived
fuel (RDF/energy from waste (EfW) to ensure landfill ban compliance.
Period Actual FQ1 Commentary
2024/25 FQ2 70.5%
2024/25 FQ3 65.4%
2024/25 FQ4 63.2%
2025/26 FQ1 66.6%
2025/26 FQ2 63.2%
2025/26 FQ2 Renewi No Target 48.9% N/A N/A
48.9% combined recycling,composting and recovery (35.9% recycling and composting plus 13% recovery). Recovery figure for
FQ2 is down slightly from previous quarters due to commencement by Biffa (formerly Renewi) of the conversion of
mechanical biological treatment (MBT) plants to Waste Transfer Stations (WTS) at 3 sites in order to ensure residual general
waste can be transferred to the central belt for from 1st January 2026 to ensure compliance with the municipal waste landfill
ban.
Period Actual FQ1 Commentary
2024/25 FQ2 61.3%
2024/25 FQ3 52.4%
2024/25 FQ4 46.8%
2025/26 FQ1 51.5%
2025/26 FQ2 48.9%
Actual trend line
66.6% recycling,composting and recovery (39.3% recycling and composting plus 27.3% recovery). Recovery percentage is high
mainly due to Helensburgh and Lomond residual waste going for refuse derived fuel (RDF)/energy from waste (EFW).
Recycling and composting are slighter higher than previous quarter mainly due to increased levels of green garden waste sent
for composting.
This indicator for FQ2 shows the percentage of waste recycled has decreased since the last reporting period.
Corporate Outcome - We have an infrastructure that supports sustainable growth
COI - Percentage of waste recycled, composted and recovered
Responsible Person: Andy Summers
This indicator is reported quarterly. The performance presented is by Council-wide service provision.
This indicator for FQ2 exceeds the target however performance has decreased since the last reporting period.
Actual trend line
51.5% recycling,composting and recovery (34.6% recycling and composting plus 16.9% recovery). Recycling and composting
are slighter higher than previous quarter mainly due to the increased levels of green garden waste sent for composting .
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 Islands No Target 40.1% N/A N/A
40.1% combined recycling,composting and recovery (27.1% recycling and composting plus 13% recovery). Recycling figure for
FQ2 is down slightly from previous quarters due to some delays in receiving tonnage information before the Q2 input cut-off
date from a couple of contractors handling some of the recycling materials. The late tonnage information will be entered in
the next quarter.
Period Actual FQ1 Commentary
2024/25 FQ2 51.8%
2024/25 FQ3 44.2%
2024/25 FQ4 49.2%
2025/26 FQ1 52.5%
2025/26 FQ2 40.1%
2025/26 FQ2 H&L No Target 100.0% N/A N/A
100% combined recycling,composting and recovery (51.3% recycling and composting plus 48.7% recovery). Residual general
waste from Helensburgh and Lomond area is already compliant with the municipal waste landfill ban as it currently goes for
refuse derived fuel (RDF)/energy from waste (EfW). Recycling and composting during the quarter exceeded 50% mainly due to
high levels of green garden waste being sent for onward composting from the Blackhill Recycling Centre (Helensburgh).
Period Actual FQ1 Commentary
2024/25 FQ2 100.0%
2024/25 FQ3 100.0%
2024/25 FQ4 100.0%
2025/26 FQ1 100.0%
2025/26 FQ2 100.0%
This indicator for FQ2 shows the percentage of waste recycled has decreased since the last reporting period.
Corporate Outcome - We have an infrastructure that supports sustainable growth
COI - Percentage of waste recycled, composted and recovered
Responsible Person: Andy Summers
This indicator is reported quarterly. The performance presented is by Council-wide service provision.
Actual trend line
100% recycling,composting and recovery (46.9% recycling and composting plus 53.1% recovery). Recovery percentage is high
mainly due to Helensburgh and Lomond residual waste going for refuse derived fuel (RDF)/energy from waste (EFW).
Recycling and composting slighter higher than previous quarter mainly due to increased levels of green garden waste sent for
composting.
Actual trend line
52.5% recycling,composting and recovery (42.5% recycling and composting plus 10.0% recovery). Recycling and composting
are slighter higher than previous quarter mainly due to the increased levels of green garden waste sent for composting .
This indicator for FQ2 shows the percentage of waste recycled has remained the same since the last reporting period.
24
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 A&B 5,550 3,625 -1,925 Green - Actual
below Target
Within target mainly due to the residual waste from Helensburgh and Lomond already being landfill ban compliant. PPP area
landfill is up from the previous few quarters due to commencement by Biffa (formerly Renewi) of the conversion of
mechanical biological treatment (MBT) plants to Waste Transfer Stations (WTS) at the 3 main sites. Once works are complete,
this will provide the capability for the residual general waste to be transferred from 1st January to the central belt for refuse
derived fuel (RDF/energy from waste (EfW) to ensure landfill ban compliance.
Period Target Actual FQ1 Commentary
2024/25 FQ2 5,550 3,225
2024/25 FQ3 5,100 2,846
2024/25 FQ4 5,000 3,103
2025/26 FQ1 5,850 3,267
2025/26 FQ2 5,550 3,625
Corporate Outcome - We have an infrastructure that supports sustainable growth
COI - Number of tonnes of waste sent to landfill
Responsible Person: Andy Summers
This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only.
This indicator for FQ2 is lower than the target (lowest is best).
Actual trend line
Well within landfill target mainly due to Helensburgh and Lomond residual general waste going for refuse derived fuel
(RDF)/energy from waste (EFW).
25
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 H&L 73 88 15 Green - Actual
exceeds Target Helensburgh and Lomond has a street cleanliness figure of 88 in FQ2.
Period Actual FQ1 Commentary
2024/25 FQ2 87
2024/25 FQ3 88
2024/25 FQ4 90
2025/26 FQ1 89
2025/26 FQ2 88
2025/26 FQ2 A&B 73 86 13 Green - Actual
exceeds Target
For FQ2 a street cleanliness score of 86 has been achieved excelling the target of 73.  This reflects well on the teams in the
areas who continue to provide a good level of service and again shows very little litter visible on the streets and/or open
spaced checked.
Period Actual FQ1 Commentary
2024/25 FQ2 85
2024/25 FQ3 84
2024/25 FQ4 83
2025/26 FQ1 84
2025/26 FQ2 86
This indicator for FQ2 exceeds the target and performance has increased since the last reporting period.
Actual trend line
A high street cleanliness figure of 89 for the Helensburgh and Lomond area this quarter.
This indicator for FQ2 exceeds the target however performance has decreased since the last reporting period.
Corporate Outcome - We have an infrastructure that supports sustainable growth
COI - LEAMS (Local Environment Audit and Management System)
Responsible Person: Tom Murphy
This indicator is reported quarterly. The performance presented is at area level and Council-wide.
Actual trend line
A street cleanliness score of 84 has been achieved for the whole of Argyll and Bute this quarter, which shows the street
cleanliness remains high on both the mainland and Islands. These figures show very little litter visible on the streets and or
open spaces checked. This high score reflects well on the teams who are providing a good service, by ensuring they work
efficiently and effectively to keep the areas clean.
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 H&L No Target 1.30 N/A N/A
Working days lost due to sickness have decreased significantly this quarter, continuing the downward trend from last quarter.
Figures are lower than the same period last year, likely influenced by the school holidays during this time. This is a positive
improvement and continued focus will help sustain the progress achieved.
Period Actual FQ1 Commentary
2024/25 FQ2 1.66
2024/25 FQ3 3.15
2024/25 FQ4 3.32
2025/26 FQ1 1.80
2025/26 FQ2 1.30
2025/26 FQ2 A&B No Target 1.75 N/A N/A Overall absence has decreased this quarter, which may be partly attributed to the scheduled school holidays during this
period. We continue to monitor absence closely and implement targeted interventions aimed at further improvement.
Period Actual FQ1 Commentary
2024/25 FQ2 1.77
2024/25 FQ3 2.89
2024/25 FQ4 3.23
2025/26 FQ1 2.13
2025/26 FQ2 1.75
Reduction in working days this quarter from previous, however this is still higher than the data reported in the same quarter,
last year.
Corporate Outcome - Making it happen
COI - Teacher sickness absence
Responsible Person: Jennifer Crocket (B&C and MAKI) / Wendy Brownlie (H&L and OLI)
This indicator is reported quarterly. The performance presented is at area level and Council-wide.
This indicator for FQ2 shows the number of sickness absence days has decreased since the last reporting period.
Actual trend line
Slight increase from last quarter and from the same quarter, last year. The HR&OD team continue to monitor absence, with
targeted work aiming to improve this. They are also preparing to review the Supporting Attendance at Work procedures in
the next 12 months.
This indicator for FQ2 shows the number of sickness absence days has decreased since the last reporting period.
Actual trend line
27
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 H&L No Target 3.85 N/A N/A
Working days lost due to sickness have reduced this quarter, showing a positive improvement following higher levels earlier in
the year. This reduction is likely influenced by school holidays during this period. However, levels remain higher than the same
quarter last year, so continued monitoring and support for managers will be important to sustain progress.
Period Actual FQ1 Commentary
2024/25 FQ2 2.79
2024/25 FQ3 4.24
2024/25 FQ4 4.55
2025/26 FQ1 3.94
2025/26 FQ2 3.85
2025/26 FQ2 A&B No Target 4.06 N/A N/A
Overall, sickness absence performance this quarter has been mixed, with some areas showing positive reductions in working
days lost, while others have seen a slight increase or remained in line with the same period last year. This suggests that while
some progress is being made, absence patterns continue to vary across services. Targeted support, focused management
engagement and ongoing monitoring will remain key to sustaining improvement and addressing areas of higher absence.
Period Actual FQ1 Commentary
2024/25 FQ2 3.43
2024/25 FQ3 4.40
2024/25 FQ4 4.66
2025/26 FQ1 3.82
2025/26 FQ2 4.06
Actual trend line
Slight reduction overall. However, there is still an increase from the same quarter last year.  The HR&OD team continue to
monitor absence, with targeted work aiming to improve this. They are also preparing to review the Supporting Attendance at
Work procedures in the next 12 months.
This indicator for FQ2 shows the number of sickness absence days has increased since the last reporting period.
Actual trend line
Small reduction in absence this quarter from previous, but still higher than same quarter last year.
This indicator for FQ2 shows the number of sickness absence days has decreased since the last reporting period.
Corporate Outcome - Making it happen
COI - LGE staff (including non-Teacher) sickness absence
Responsible Person: Carolyn Cairns
This indicator is reported quarterly. The performance presented is at area level and Council-wide.
28
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Period Area Target Actual Variance Status FQ2 Commentary
2025/26 FQ2 A&B 70.0% 78.4% 8.4% Green - Actual
exceeds Target
In FQ2 2025/26 there were 37,268 customer transactions dealt with by Customer Service Agents (21.6%) and
135,337 were automated/self-service transactions (78.4%) so the 70.0% target was substantially bettered. This
was an improvement on than the same quarter of 2024/25, where 72.7% of transactions were handled through
automation/self-service.
Period Actual FQ1 Commentary
2024/25 FQ2 72.7%
2024/25 FQ3 82.7%
2024/25 FQ4 74.8%
2025/26 FQ1 76.1%
2025/26 FQ2 78.4%
This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only.
This indicator for FQ2 exceeds the target and performance has increased since the last reporting period.
Actual trend line
In FQ1 2025/26 there were 40,513 customer transactions dealt with by Customer Service Agents (23.9%) and 129,292 were
automated/self-service transactions (76.1%) so the 70.0% target was substantially bettered. This was also better than the
same quarter of 2024/25, where 71.7% of transactions were handled through automation/self-service.
Corporate Outcome - Making it happen
COI - Increase the percentage of all self-service automated contacts
Responsible Person: Robert Miller
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ARGYLL AND BUTE COUNCIL                                    HELENSBURGH AND
LOMOND AREA COMMITTEE                                                                                                         
ROADS AND INFRASTRUCTURE                    9 SEPTEMBER 2025
SERVICES                     
ROADS AND INFRASTRUCTURE SERVICES UPDATE 
1.0 INTRODUCTION 
1.1 A Roads and Infrastructure standing report was a fixture on Area Committee
agendas throughout the life of the last Council. In the first two rounds of Area
Committee meetings in the new Council feedback was sought on the value of
these updates, and their format and frequency. Generally Members felt having a
standard item was beneficial and it was acknowledged that the Roads and
Infrastructure weekly briefings issued to all members each Friday afternoon
provide for the main sources of live information on current activities. On top of
these briefings there is a bank of resources on the new Member Zone system
which include the weekly briefings, subject specific briefings, ad hoc short
briefings on issues, relevant previous committee reports, operational service
procedures, legislation and Council policies. 
1.2 In the last Council the purpose of these reports was to provide an update on
service activities but since weekly briefings these have largely superseded the
original stated purpose of these reports. 
1.3 On the basis of the above this new format has been agreed through the
December 2022 round of area committees for this standing item. This format
removes duplication for Officers and rather links to existing published
information, with additional updates only in the body of the reports if these are
specifically requested/noted from previous meetings. The report remains as a
standing item and continues to provide the opportunity for Officer engagement at
the committee meetings.   
2.0 RECOMMENDATIONS 
It is recommended that the Area Committee: 
2.1 Note and consider the contents of this report. 
3.0 DETAIL 
3.1 Roads and Infrastructure Services provides Members with weekly briefings on
topical service activities which are all available here.  
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3.2 As part of the resources on the new Member Zone system there are various key
documents available in an online library here. 
3.3 There are also additional online resources covering the streetlighting, footway,
surface dressing and roads reconstruction programmes available on the website
here. 
4.0 CONCLUSION 
4.1 This report provides links to existing published information on service activities
and provides for the opportunity for officer attendance and engagement at
committee meetings. 
5.0 IMPLICATIONS 
5.1 Policy – Roads and Infrastructure work to a number of agreed policies across
the range of service areas. 
5.2 Financial – revenue and capital budgets are in place to deliver projects and
cyclic work. 
5.3  Legal – Roads and Infrastructure Services work to a number of different pieces
of legislation such as the Roads Scotland Act 1984 and the Environmental
Protection Act 1990. 
5.4  HR – none known. 
5.5  Customer Service – none known. 
5.6. Risk – risk managed through toolbox talks, safety briefings and where
appropriate risk registers – all of the above are monitored through the RIS
leadership and management teams. 
5.7  Climate Change - due regard will be given to climate change with a view to
minimising any climate change impact and these are considered as and when
they arise. 
5.8  Fairer Scotland Duty – none known. 
5.9  Equalities - protected characteristics – where appropriate EqSEIAs will be
carried out to identify any implications. 
5.10  Consumer Duty – where appropriate EqSEIAs will be carried out to identify any
implications. 
5.11    Islands – where appropriate Island impacts assessments will be carried out to
identify any implications.
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5.12    Children’s Rights and Wellbeing – none known. 
Executive Director with responsibility for Roads and Infrastructure Services,
Kirsty Flanagan 
Policy Lead for Roads, Transport and Amenity Services, Councillor John
Armour 
11 August 2025 
For further information contact: 
Andy Summers, Head of Roads and Infrastructure Services 
andrew.summers@argyll-bute.gov.uk 
Mark Calder, Project Manager 
mark.calder@argyll-bute.gov.uk 
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ARGYLL AND BUTE COUNCIL     HELESBURGH AND
LOMOND AREA COMMITTEE
ROADS AND INFRASTRUCTURE                                    9 DECEMBER 2025 
Colquhoun Square – CHORD Legacy Fund: Principles for Reinvestment 
1.0 EXECUTIVE SUMMARY 
1.1 This report sets out a high-level framework for the potential reinvestment of
remaining CHORD legacy funds associated with the 2015 Helensburgh public
realm improvements. A balance of approximately £57,000 remains
unallocated and presents an opportunity to deliver enhancements that support
the usability, quality and civic function of Colquhoun Square.
This report seeks agreement on the core principles that should guide future
spend, and proposes that officers undertake targeted engagement with local
stakeholders to inform a costed delivery plan. 
RECOMMENDATIONS 
It is recommended that the Area Committee: 
i. Note the remaining balance of circa £57,000 from the original CHORD
programme;
ii. Agree that future spend should focus on enhancing the usability, amenity and
presentation of Colquhoun Square as a civic and public event space;
iii. Endorse the principle that replacement or rationalisation of street furniture —
particularly benches — should form part of this reinvestment; and
iv. Request that officers undertake stakeholder engagement (including with
community organisations, event organisers and local businesses) and return
to Committee with a detailed reinvestment proposal. 
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ARGYLL AND BUTE COUNCIL     HELESBURGH AND
LOMOND AREA COMMITTEE
ROADS AND INFRASTRUCTURE                                    9 DECEMBER 2025 
Colquhoun Square – CHORD Legacy Fund: Principles for Reinvestment 
2.0 INTRODUCTION 
2.1 This report sets out a high-level framework for the potential reinvestment of
remaining CHORD legacy funds associated with the 2015 Helensburgh public
realm improvements. A balance of approximately £57,000 remains unallocated
and presents an opportunity to deliver enhancements that support the usability,
quality and civic function of Colquhoun Square. 
3.0 RECOMMENDATIONS 
It is recommended that the Area Committee: 
i. Note the remaining balance of circa £57,000 from the original CHORD
programme;
ii. Agree that future spend should focus on enhancing the usability, amenity and
presentation of Colquhoun Square as a civic and public event space;
iii. Endorse the principle that replacement or rationalisation of street furniture —
particularly benches — should form part of this reinvestment; and
iv. Request that officers undertake stakeholder engagement (including with
community organisations, event organisers and local businesses) and return
to Committee with a detailed reinvestment proposal. 
4.0 DETAIL 
4.1  BACKGROUND 
The Helensburgh CHORD project, completed in 2015, delivered a transformative
multi million investment in Colquhoun Square and the surrounding town centre
streetscape. The project included new paving, lighting, planting, and extensive
street furniture, including over 40 benches.
While the physical space remains a defining feature of the town centre, there are
now increasing signs of wear, overprovision in some elements (e.g. benches),
Page 74

Page 75

and a lack of integration between different public realm initiatives delivered since
2015.
A remaining balance of approximately £57,000 is held within Roads and
Infrastructure Services, having been transferred from CHORD legacy allocations.
The purpose of this paper is to set the direction for how these funds could be used
to refresh and improve the core civic space in a strategic and coordinated manner.
4.2 PRINCIPLES FOR FUTURE SPEND
It is proposed that any reinvestment of the remaining funds be guided by the
following principles:
• Improve Usability and Function: Enhance the day-to-day use and flexibility of the
square, particularly in relation to events, public gatherings, and informal leisure.
• Reduce Visual Clutter: Review the existing volume and distribution of furniture,
with a view to rationalising and updating where appropriate (e.g. benches, bins).
• Target High-Impact, Low-Maintenance Improvements: Focus on upgrades that
enhance appearance, reduce ongoing maintenance, and support accessibility
and comfort.
• Engage Locally: Seek views from community councils, events groups, and local
partners to shape the detail of proposed improvements.
4.3 NEXT STEPS
Officers will begin developing a reinvestment proposal based on the above
principles, incorporating input from local stakeholders.
This may include: - A phased programme of bench removal and replacement (with
options for more durable and consistent styles); - New seating or picnic furniture
to encourage more active use of space; - Improved waste infrastructure and visual
refreshes where appropriate; - Complementary surface or planting works subject
to available budget. 
A full proposal will be presented to Members at a future Committee.
5.0 CONCLUSION
5.1 This report provides a starting point for a considered and meaningful
reinvestment of remaining CHORD legacy funds in Colquhoun Square.
Through a focus on usability, visual coherence, and civic function, and with input
from local stakeholders, the Council can ensure that this funding delivers long-
term benefit in keeping with the scale and ambition of the original CHORD
investment.
6.0 IMPLICATIONS
6.1 Policy – Supports town centre regeneration and public realm enhancement.
6.2 Financial – Utilises remaining legacy funds with no new allocation required.
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6.3  Legal – none known.
6.4  HR – none known.
6.5 Customer Service – will improve a key civic space.
6.6 Risk – Clear scope and governance will reduce reputational and delivery risk.
6.7 Climate Change – Potential to use recycled materials and reduce
maintenance burden
6.8  Fairer Scotland Duty – none known 
6.9 Equalities - protected characteristics – none known
6.10 Consumer Duty – none known
6.11 Island Communities – one known 
6.12 Children’s Rights and Wellbeing – none known 
Kirsty Flanagan
Executive Director with responsibility for Roads and Infrastructure
Policy Lead Councillor John Armour
20 November 2025
For further information contact: Mark Calder. Tel: 01546 604756 
Page 76

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ARGYLL AND BUTE COUNCIL                                                                   H&L                                             
AREA COMMITTEE
ROADS AND INFRASTRUCTURE                                       DECEMBER 2025 
Colquhoun Square – CHORD Legacy Fund: Principles for Reinvestment 
1.0 EXECUTIVE SUMMARY 
1.1 This report sets out a high-level framework for the potential reinvestment of
remaining CHORD legacy funds associated with the 2015 Helensburgh public
realm improvements. A balance of approximately £57,000 remains
unallocated and presents an opportunity to deliver enhancements that support
the usability, quality and civic function of Colquhoun Square.
This report seeks agreement on the core principles that should guide future
spend, and proposes that officers undertake targeted engagement with local
stakeholders to inform a costed delivery plan. 
RECOMMENDATIONS 
It is recommended that the Area Committee:
i. Note the remaining balance of circa £57,000 from the original CHORD
programme;
ii. Agree that future spend should focus on enhancing the usability, amenity and
presentation of Colquhoun Square as a civic and public event space;
iii. Endorse the principle that replacement or rationalisation of street furniture —
particularly benches — should form part of this reinvestment; and
iv. Request that officers undertake stakeholder engagement (including with
community organisations, event organisers and local businesses) and return
to Committee with a detailed reinvestment proposal. 
Page 77 Agenda Item 9

Page 78

ARGYLL AND BUTE COUNCIL                                                                HL
AREA COMMITTEE 
ROADS AND INFRASTRUCTURE                                     DECEMBER 2025 
Colquhoun Square – CHORD Legacy Fund: Principles for Reinvestment 
2.0 INTRODUCTION 
2.1 This report sets out a high-level framework for the potential reinvestment of
remaining CHORD legacy funds associated with the 2015 Helensburgh public
realm improvements. A balance of approximately £57,000 remains unallocated
and presents an opportunity to deliver enhancements that support the usability,
quality and civic function of Colquhoun Square. 
3.0 RECOMMENDATIONS 
It is recommended that the Area Committee:
i. Note the remaining balance of circa £57,000 from the original CHORD
programme;
ii. Agree that future spend should focus on enhancing the usability, amenity and
presentation of Colquhoun Square as a civic and public event space;
iii. Endorse the principle that replacement or rationalisation of street furniture —
particularly benches — should form part of this reinvestment; and
iv. Request that officers undertake stakeholder engagement (including with
community organisations, event organisers and local businesses) and return
to Committee with a detailed reinvestment proposal. 
4.0 DETAIL 
4.1  BACKGROUND 
The Helensburgh CHORD project, completed in 2015, delivered a transformative
multi million investment in Colquhoun Square and the surrounding town centre
streetscape. The project included new paving, lighting, planting, and extensive
street furniture, including over 40 benches.
Page 78

Page 79

While the physical space remains a defining feature of the town centre, there are
now increasing signs of wear, overprovision in some elements (e.g. benches),
and a lack of integration between different public realm initiatives delivered since
2015.
A remaining balance of approximately £57,000 is held within Roads and
Infrastructure Services, having been transferred from CHORD legacy allocations.
The purpose of this paper is to set the direction for how these funds could be used
to refresh and improve the core civic space in a strategic and coordinated manner.
4.2 PRINCIPLES FOR FUTURE SPEND
It is proposed that any reinvestment of the remaining funds be guided by the
following principles:
• Improve Usability and Function: Enhance the day-to-day use and flexibility of the
square, particularly in relation to events, public gatherings, and informal leisure.
• Reduce Visual Clutter: Review the existing volume and distribution of furniture,
with a view to rationalising and updating where appropriate (e.g. benches, bins).
• Target High-Impact, Low-Maintenance Improvements: Focus on upgrades that
enhance appearance, reduce ongoing maintenance, and support accessibility
and comfort.
• Engage Locally: Seek views from community councils, events groups, and local
partners to shape the detail of proposed improvements.
4.3 NEXT STEPS
Officers will begin developing a reinvestment proposal based on the above
principles, incorporating input from local stakeholders.
This may include: - A phased programme of bench removal and replacement (with
options for more durable and consistent styles); - New seating or picnic furniture
to encourage more active use of space; - Improved waste infrastructure and visual
refreshes where appropriate; - Complementary surface or planting works subject
to available budget. 
A full proposal will be presented to Members at a future Committee.
5.0 CONCLUSION
5.1 This report provides a starting point for a considered and meaningful
reinvestment of remaining CHORD legacy funds in Colquhoun Square.
Through a focus on usability, visual coherence, and civic function, and with input
from local stakeholders, the Council can ensure that this funding delivers long-
term benefit in keeping with the scale and ambition of the original CHORD
investment.
6.0 IMPLICATIONS
6.1 Policy – Supports town centre regeneration and public realm enhancement
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6.2 Financial – Utilises remaining legacy funds with no new allocation required
6.3  Legal – none known
6.4  HR – none known
6.5 Customer Service – will improve a key civic space  
6.6 Risk – Clear scope and governance will reduce reputational and delivery risk
6.7 Climate Change – Potential to use recycled materials and reduce
maintenance burden
6.8  Fairer Scotland Duty – none known 
6.9 Equalities - protected characteristics – none known
6.10 Consumer Duty – none known
6.11 Island Communities – one known 
6.12 Children’s Rights and Wellbeing – none known 
Kirsty Flanagan
Executive Director with responsibility for Roads and Infrastructure
Policy Lead Cllr John Armour
20/11/25
For further information contact: Mark Calder. Tel: 01546 604756 
Page 80

Page 81

Electric Vehicle
Charging Strategy
MEMBER SEMINAR
20TH OCTOBER 2025
This Photo by Unknown Author is
licensed under CC BY-SA-NC
This Photo by Unknown Author is licensed
under CC BY
Page 81
Agenda Item
10

Page 82

Background
 2022 – Strategy approved: aim to fill geographic
gaps and achieve equitable coverage.
 2023–24 – Expansion plan and methodology
developed – 55 sites identified
 2024 – Committee reaffirmed direction while
awaiting EVIF funding.
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Current expansion plan
 In 2022 the Council approved an EV
Charging Strategy based on two delivery
themes:
 Charging on the Move – ensuring drivers
can travel through Argyll confidently.
 Destination Charging – providing chargers
where people dwell.
 That approach assumed further funding
would follow
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Funding secured
 We now have £1.033million
secured for the next phase – so
the key question is how best to
invest it?
 In Dec 2022 our 55-site plan
was estimated at £1.65million,
based on previous average
costs plus inflationary
adjustment
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A hub-based approach
 The original 55-site plan (Dec 2022) costed at £1.65m can’t be
delivered in full with the £1.033m now secured.
 We therefore need to prioritise investment where it has the
greatest impact.
 We are therefore proposing a hub-based approach – clusters
of chargers in key towns and island centres – providing:
 Reliability: multiple chargers reduce the risk of faults or queues.
 Better use of funds: higher usage = better cost recovery and
maintenance value.
 Visitor and local benefit: located where people already spend
time and money.
 Platform for future growth: once hubs are established, we can
extend outwards to smaller communities and ferry points
(“spokes”
 This hub-first model does not remove the ‘Charging on the
Move’ theme — it remains central to ensuring through and
onward connectivity along all major corridors
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Proposed hub methodology
Strategic principle: Build reliable, visible hubs first, then
expand to smaller “spokes” once the network backbone is
established, ensuring full route coverage across Argyll and
Bute. This also complements the existing network.
 Identify sites that deliver strategic coverage – locations
where people visit, shop and work
 Potential for high utilisation
 Represent value for money
 Access to local amenities
 Avoid duplicating private provision
 Resilience and cluster logic
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Proposed hub methodology
 We have a proposed criteria for this based on population. The
hub (single-site) methodology is:
*when not near an existing large town
 We will add in an element of population swell through tourist
locations where they would therefore move up to the next
bracket:
 Population centres proposed for hubs reflect places where
visitors and residents visit, rather than domestic users charging
at home
Population Rapid Fast Total
10k plus 5 5 10
5k to 10k 3 3 6
2k to 5k* 2 2 4
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Proposed hub methodology
Town/area Pop Tourist swell Hub/cluster
Helensburgh 13k N 5R; 5F
Oban 8.5k Y 5R; 5F
Dunoon 8.9k N 3R; 3F
Lochgilphead 2.3k N 2R; 2F
Campbeltown 4.5k N 2R; 2F
Islay – Bowmore 3k island Y 3R; 3F
Mull – Craignure 3k island Y 3R; 3F
Bute – Rothesay 6k island N 3R; 3F
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Proposed hub methodology
To progress this we have asked our consultants to:
 Assess the current provision in each location
including non ABC operated publicly available
chargers. That assessment should consider as a
‘’hub’’ any chargers within a cluster area less than
one mile  from the hub site identified in the above
table
 Focus on new hubs/expansion of existing to be on a
single site
 Identify the number and type of chargers required
to meet the above hub targets, after accounting for
existing provision both Council and non-Council.
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Proposed hub methodology
 Assuming hubs/clusters will be developed on
existing sites, base on following as the core
deliverability criteria on the basis we are trying to
assess if sites pass or fail:
 Proximity to existing electrical infrastructure;
 Compliance with accessibility standards;
 No flood risk
 Strong data connectivity
 To assess in binary terms whether the sites pass or fail
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Proposed hub methodology
 Include usage information on existing chargers at
current sites.
 Determine total costs for any additional EVCs
required to meet the above requirement. Assume
mid range costs
 Assess scalable expansion options at each site
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Page 92

Proposed approach
 Total funding secured: £1.033 million
 £100k reserved for repairs and maintenance (de-
risking current network)
 £100k held as contingency for cost fluctuations.
 That leaves £833k for new delivery.
 Proposal:
 Deliver Phase 1 Hubs from this £833k.
 Once hub costs are known, apply the roads capital
percentage split to the remaining balance for Phase 2
(smaller “spoke” sites)
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Proposed approach
Phase 1 – Strategic Hubs
 Priority delivery of key sites across Argyll and the islands.
 Exact costs dependent on DNO connection estimates.
 Focus on reliability, visibility and usage.
Phase 2 – Local delivery
 Remaining balance after hubs delivered.
 Split by the roads capital percentage to maintain equity:
 Bute & Cowal – 19.78%
 Helensburgh & Lomond – 10.67%
 Mid Argyll, Kintyre & Islay – 32.71%
 Oban, Lorn & the Isles – 36.84%
 Phase 2 decisions at local level (area committees)
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Phase Two – local delivery
 Phase 2 delivery will focus on individual chargers
and smaller sites (‘spokes’) that maintain network
continuity and local access.
 These sites could be selected and prioritised by Area
Committees within their allocated share, to support
local decision-making and flexibility under the
strategic framework.
 Ensures alignment with the original thematic
principles and equitable access across rural routes
and communities.
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Proposed next steps
 Finalise consultant outputs (deliverability-only).
 Confirm hub costs with DNO.
 Draft full delivery plan for EDI Committee (Dec
2025).
 Ongoing engagement with Members through area
committees.
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Risks and dependencies
 Hub costs unknown – DNO connection and ground
conditions may vary widely.
 Private sector overlap – expansion by supermarkets,
forecourts, etc. must be tracked to avoid duplication.
 Maintenance load – the growing network is managed
by one officer; current resource may not be
sustainable.
 Tariff sustainability – need to balance affordability with
cost recovery.
 Back-office transition – migration to Scottish
Power/Fuuse underway; minor risk of disruption during
switchover.
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Operational update
 37 Council-operated public chargers currently in
place across Argyll and Bute.
 New regional back-office contract through Scottish
Power (Fuuse platform):
 Improves automation and fault reporting.
 Allows dynamic tariffs and local control.
 Tariff remains £0.70/kWh – good balance between
recovery and affordability.
 Improved uptime under new maintenance
arrangements.
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Cross-footway charging
 Growing number of residents requesting to charge from
home over public pavements.
 No national guidance from Transport Scotland.
 Local phased approach:
 Short-term: trial approved cable protectors.
 Medium-term: ducting pilot (2026).
 Long-term: formal policy and asset register.
 Working with disability groups to ensure accessibility
compliance
 This could be a potential source of modest future
income – in a similar way to drop kerbs
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Page 99

Discussion
 Is the hub-first, theme-led model the right direction?
 Are the proposed funding splits fair?
 Any concerns on rural coverage?
 What role should private providers play?
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Page 101

#
AREA TOWN/VILLAGE EXISTING LOCATION COUNCIL OWNED PROPOSED THEME PRIORITY COMMENTS
CARDROSS MAIN STREET CAR PARK Y 1 x FAST 2 2 Population of 2,000 to 5,000 - 25% off-street car parks [or
at least one]
ARROCHAR 1 x RAPID LOCH LONG CAR PARK N
This car park has reverted to owners Luss Estates, we
have engaged framework suppliers to secure a new rapid
charger in Glen Loin 2 which the Council now owns.  New
charger will be operational by end of 2025
KILCREGGAN SHORE ROAD CAR PARK Y 1 x FAST 2 1 Population 1,000 to 2,000 - one car park.
GARELOCHHEAD COMMUNITY CENTRE Y 1 x FAST 2 2
Population of 2,000 to 5,000 - 25% off-street car parks [or
at least one]. Divergence from the 'higher to lower' original
criteria of car parks on the basis of local geography.
FERRY ROAD CAR PARK Y 1 x RAPID 1 2 Filling a network gap c. 30min drive from Helensburgh
FERRY ROAD CAR PARK Y 1 x FAST 2 1 Population 1,000 to 2,000 - one car park.
2 x FAST
AND 3 x
RAPID
WEST CLYDE STREET Y These have been moved within the site as part of the
Waterfront project.
SINCLAIR STREET CAR PARK Y 1 x FAST 2 4 Population greater than 10,000 - all off street car parks
MAITLAND STREET CAR PARK Y 1 x FAST 2 4 Population greater than 10,000 - all off street car parks
KIDSTON PARK CAR PARK Y 1 x FAST 2 4 Population greater than 10,000 - all off street car parks
GRANT STREET PARK AND RIDE Y 1 x FAST or
SLOW [TBC] 2 1 Rail park and ride
LUSS OLD TOLL HOUSE CAR PARK Y 1x FAST 2 1 Population less than 1,000 but known tourist hotspot
10
HELENSBURG
H & LOMOND ROSNEATH
HELENSBURGH
Key
Chargers beyond economic life and removed from use
Chargers beyond economic life to be replaced via CCG to comply with new regulations
Sites expected to be delivered in 2025
Sites delivered since last update December 2022
Chargers beyond economic life and replaced as part of FASTER Project
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Page 103

ARGYLL AND BUTE COUNCIL  HELENSBURGH AND LOMOND AREA   
COMMITTEE
DEVELOPMENT AND ECONOMIC GROWTH  9 DECEMBER 2025 
HELENSBURGH SKATING POND IMPROVEMENTS PROJECT 
1.0 EXECUTIVE SUMMARY  
1.1 The main purpose of this report is to provide information on key findings and
options for both ecology and recreation improvements at the Helensburgh
Skating Pond. 
1.2 Helensburgh Skating Pond is a popular local nature reserve located at the top
of Sinclair Street on the edge of town and links with a number of active travel
routes.  Over time the pond has become silted and is now 95% covered by
vegetation which will eventually lead to it becoming birch wood, and along
with the growth of invasive species on site, will have a negative impact on
ecology.  In addition, the paths, furniture and fencing are in need of repair thus
affecting the recreational and visual aspects of the site. 
1.3 Funding was allocated from the Scottish Government Nature Restoration
Fund to better understand the site and how the site could be improved from
both an ecological and recreational perspective.  This also included a
community consultation which demonstrated a desire for more open water
and information on the ecology and history of the site. 
1.4 Findings were considered for nature and recreation benefits and a Hybrid
Option, which represents a balance of these benefits is the preferred option. 
1.5 To deliver this, a range of works are required to fix the drainage, remove
invasive species and silt, upgrade surfaces, install furniture and interpretation
amongst others. The estimated costs of all works are circa £1m and it may be
that costs can be reduced through in-house delivery and in-kind. It is also
worth noting that this Hybrid Option includes access improvements that are
not on Council land and though it would be good to deliver this, it is not a
priority at this stage. 
1.6 In August, the Council’s P&R Committee agreed to allocate £75k from the
Nature Restoration Fund as a contribution to support capital works at the
Skating Pond. This funding is not sufficient to deliver the full package of
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Page 104

enhancements identified in the preferred option and officers continue to seek
external sources of funding to enable any works to be delivered.  These
external funds may include the Nature Restoration Fund and Crown Estates
amongst others and are subject to Scottish Government allocations, as well
as competing priorities and require approval by Policy and Resources
Committee.  
1.7 Given the estimated costs of the preferred option, it is proposed that the project
will require to be delivered in phases.  It is considered that this will require
funding to be identified over a number of financial years and from several
external sources. 
1.8 Estimated maintenance costs for the Skating Pond are currently £5k per
annum however, this figure does not include an allowance for tree or pond
maintenance.  It is anticipated that maintenance costs for the pond would be
an additional £4k per annum.  Any capital investment in the site would require
to be underpinned by a commitment to fund an ongoing resourcing,
management and maintenance plan. 
1.9 It is recommended that the Helensburgh and Lomond Area Committee: 
i. To note and consider the findings and that the preferred option is the
Hybrid Option which delivers both ecology and visitor benefits, and that
officers are continuing to explore long terms options for the Skating
Pond site. 
ii. To note that circa £1m is required to deliver the project in full which has
not yet been identified, and that officers continue to seek external
funding. 
iii. To note the £75k allocation of Nature Restoration Fund towards
ecological improvements. 
iv.  To agree updates regarding Skating Pond improvements as and when
additional funding is secured. 
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ARGYLL AND BUTE COUNCIL  HELENSBURGH AND LOMOND AREA
COMMITTEE 
DEVELOPMENT AND ECONOMIC GROWTH       9 DECEMBER 2025 
HELENSBURGH SKATING POND IMPROVEMENTS PROJECT 
2.0 INTRODUCTION 
2.1 The main purpose of this report is to provide information on key findings and
options for both ecology and recreation improvements at the Helensburgh
Skating Pond.
2.2 £75K was allocated by Policy and Resources Committee on 21st August 2025
as a contribution towards capital costs for the Skating Pond improvements
however, further funding will be required to deliver the preferred option
identified. 
3.0 RECOMMENDATIONS 
It is recommended that the Helensburgh and Lomond Area Committee:
3.1 To note and consider the findings and that the preferred option is the Hybrid
Option which delivers both ecology and visitor benefits, and that officers are
continuing to explore long terms options for the Skating Pond site.
3.2 To note that circa £1m is required to deliver the project in full which has not
yet been identified, and that officers continue to seek external funding.
3.3 To note the £75k allocation of Nature Restoration Fund towards ecological
improvements.
3.4  To agree updates regarding Skating Pond improvements as and when
additional funding is secured. 
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4.0 DETAIL 
Background
4.1 Helensburgh Skating Pond is a 2.1 hectare site located at the top of Sinclair
Street and is within an Area for Action identified in the LDP2.  It forms part of
what was originally three reservoirs and is an important recreational and
biodiversity site with a Local Natural Conservation Site designation.  It is also an
open space protection area which forms part of the Green Network and the Core
Path Plan and the Green Belt bordering Helensburgh.
4.2 The site is regularly used by people who walk the perimeter and also to access
the adjoining paths to the fishing reservoir, the John Muir Way and others. Over
time the pond has become silted and overgrown with 95% vegetation cover
therefore very little open water.  Invasive species have taken over some areas
and the paths, furniture and fencing are in need of repair. 
4.3 The Helensburgh Skating Pond Improvements project therefore aims to provide
an improved ecological and recreation site that demonstrates environmental
excellence and is easily managed and maintained.
4.4 Funding to undertake the current phase of investigations came from Scottish
Government Nature Restoration Funds and were approved by P&R Committee
in August.  The Fund has four strategic themes:
• Habitat restoration – management for enhancement and connectivity
• Freshwater restoration, including hydrological change
• Eradication of invasive non-native species impacting on nature; and
• Coastal and marine management to promote restoration and resilience.
4.5 Following a tender process, Scott+Simmons were appointed to address the
following objectives at the Skating Pond:
I. To catalogue and understand the ecology of the site
II. To understand community requirements for the site
III. To identify solutions and costs for a larger area of water to be
opened up
IV. To consider a sustainable future that includes environmentally
sensitive management and maintenance that fits with budget
V. To consider suitable access at the site including the path
surrounding the pond and car parking
VI. To consider environmental interpretation and learning
opportunities
VII. To provide costed options for the improvements, management
and maintenance (preliminary estimates or detailed estimates?)
VIII. To provide a technical brief for the preferred option to input into
the tender process 
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Current Position
4.6 Scott+Simmons have delivered objectives I-VII and identified a number of
options for the regeneration of the Skating Pond site. They will now begin
preparation of a technical brief for tender purposes to be issued when
sufficient funds are available.  Further investigations and design works will be 
required as part of this.  Key findings are listed below. 
4.7 Community Consultation: To understand community requirements for the
site a community consultation and engagement exercise took place in
spring/summer 2025.  This included a questionnaire, an in-person day on site,
and also an artist session with both John Logie Baird and Colgrain Primary
Schools (140 pupils) and the young carers group.  The consultation resulted
in 440 responses with the majority of respondents requesting improvements
to the pond and to know more about the wildlife and history of the site.  The
majority of respondents are aged 65+ and 11% have mobility issues.  Most
people visit the site weekly in the afternoon and arrive by car, closely followed
by monthly visits and on average 75 people visit the site each day.  This level
of use demonstrates the importance of the site for recreation, requirement for
appropriate access and a desire for learning about the site. 
4.8 Ecology Reports:  To understand the ecology of the site a number of studies
were undertaken including invertebrates, Protected Species, Scottish
Biodiversity List priority species and habitat.  The key findings of the Ecology
Reports are that if left unchecked the willow scrub will eventually cover the
whole of the Skating Pond leading to a less diverse system however, too much
removal of pond vegetation will lead to less biodiversity.  There is no ’right’
amount of vegetation, however too little is undesirable.  Invasive Non-Native
Species (INNS) include the Crassula helmsii in the pond which requires
specialist removal and draw down of water, and the Rhododendron ponticum
which should be controlled and managed to prevent regrowth.  A total of 31 bird
species were recorded with 19 breeding species. Just under half of those as
species of conservation concern. Sightings of frog tadpoles and a palmate newt
were noted. At least three species of bat were recorded foraging in high
numbers and two trees with bat Potential Roosting Features (PRFs) were
located at the pond edge. Suitable habitat is present on site for hedgehogs and
amphibians and will therefore likely be present. Any vegetation work must be
carefully carried out to ensure no impact to nesting or hibernating species. No
evidence of otter, badger, water vole, or red squirrel were recorded. The main
biodiversity consideration for the council are the aquatic invertebrates which
must be sensitively managed and appropriate mitigation measures implemented
to ensure minimal impact. 
4.9 Drainage Assessment:  To understand how the pond functions a drainage
assessment was undertaken.  The key findings were that the pond has reduced
in levels from 1.5m to between 200-400mm and may be fed only by rainfall and
a small catchment area comprising of the field above the pond rather than an
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Page 108

inlet.  Local model boating enthusiasts were consulted and a level of 1.2m is
necessary for boating.  The requirement was therefore to consider how to
increase the water levels and three options were presented namely 1) raising
the exiting outfall spill, 2) reprofiling the wider catchment and 3) formalising a
spillway from the Milligs Burn.
4.10 Conditions Report:  This considered the surfaces, edges, structures and
furniture, water, boundaries and fencing, planting, entrances and car park. 
Overall the condition of all these elements have degraded over time and require
repair, replacement and/or redesign with the timber decking requiring most
urgent attention.  The paths at both ends linking to Reservoir Two (Fishing
Reservoir) have historic kissing gates which are a barrier to access, and also
upon exit at the north corner nearest to Reservoir One there is a collapsed
bridge. Although this is not within the Skating Pond itself it is worth noting that
replacement of this might be a project for partners to consider. The far corner
near the road is used as a desire line for those walking the John Muir Way to
avoid local road traffic and this requires to be formalised.  Issues have been
highlighted related to speeding traffic and zebra controlled traffic calming
measures are proposed for consideration by Roads and Infrastructure Services.
4.11 Interpretation:   Currently there is no information on ecology or history at the
site nor signposting to other paths/routes.  This could be undertaken in a
creative way that includes both interpretation panels, functional elements such
as interpretation/identity of the site on gates and a wildlife hide or dipping pond
structure. 
Proposal/Preferred Option
4.12 All of the above reports have fed into a range of options which will be the subject
of a presentation on the day of the Area Committee and are summarised in the
next paragraph.   
4.13 The options are a) Do Nothing – results in the pond turning into birch wood over
time thus loosing biodiversity, b) Mosaic – high ecological benefit, more costly to
manage and lower quality nature site for visitors, c) Open Water – lowest
ecological benefit and d) Hybrid – provides both ecological benefits and a quality
nature site for visitors.  
4.14 The preferred option is considered to be the Hybrid scheme as this provides the
best compromise of ecological and recreational benefits. 
Cost Estimates
4.15 A range of works have been considered as part of the options and these include
the following:
i. Drainage
ii. Pond – silt removal
iii. Removal of invasive species
iv. Planting
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v. Roads, paths, pavings and surfacings
vi. Fencing, railings and gates
vii. External features incl. benches, picnic tables and improvements to
boardwalks, signage and interpretation
4.16 The estimated capital costs are circa £1m.  This include prelims, contingency,
design development, additional surveys, statutory approvals and project
management.  Officers continue to seek external funding to progress this project
and Members will be updated when further funding is secured.
4.17 The estimated capital costs include works to improve access at the far corner of
the Skating Pond which is not in council ownership. It may be that this could be
funded in later years, delivered in-kind or excluded from scope as although
important for access, would require permissions and consideration of liability.
4.18 Maintenance costs for the Skating Pond are currently circa £5k per annum for
grass cutting and edging, and there are no figures available for pond or tree
maintenance which are required but are not cyclical.  It is anticipated that there
will be a need for circa £4kpa for pond maintenance in addition to grounds
maintenance costs.  Any pond works will require a commitment to a sustainable
Management and Maintenance Plan that ensures resources are available to
maintain any investment.
4.19 Officers were aware that the costs would be high and have succeeded in
securing £75k of funding at this stage. It is anticipated that funding for the
Skating Pond improvements could be accessed from both the Nature
Restoration Fund and alternative external funds such as Crown Estates and
Active Travel programmes subject to suitability (the criteria of funding needs to
match the works undertaken) and the availability of funds. This is dependent on
Scottish Government allocation of funding, and also allocation of funds to a level
that would allow for consideration of the Skating Pond as one of a number of
projects going forward to P&R Committee each August for approval. Given the
amounts required it is proposed that the project is delivered in phases,
depending on the funding allocated in each year and any changes to costs
within tender returns.  Table One – Example Funding Plan outlines how this may
be achieved.
4.19 It should be noted that the costs set out in this report are estimates and may rise
or fall when a full tender exercise is undertaken.  Some of the works could also
potentially be delivered in house subject to resources.  In addition, exploratory
talks with MoD to consider volunteering and in-kind contributions to the Skating
Pond are underway and this may off-set some of the costs. 
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Table One – Example Funding Plan 
5.0 CONCLUSION
5.1 The Helensburgh Skating Pond is a well used local nature reserve, leisure and
recreation site, and an area for action in the LDP however is in need of extensive
restoration.  External funding has enabled detailed assessments of the site to
provide a range of options which will improve ecology, leisure and recreation
whilst being appropriate to manage and maintain.  Of the options presented, the
Hybrid Option is considered to provide the most balanced way forward for ecology
and community aspirations.   
5.2 The preferred option will cost circa £1m to deliver in full with associated
maintenance costs of c£9k per annum of which £5k is currently budgeted. 
Members are asked to note that funding has not been identified to deliver this
project in full.   Funding of £75k has been allocated to date via the Nature
Restoration Fund and officers will continue to explore external funding
opportunities for this project. 
6.0 IMPLICATIONS
6.1 Policy:  Open Space Protection, LDP2 Area for Action, Local Nature Reserve,
Green Network, Core Path.
6.2 Financial:  OPEX circa £4kpa. Capital costs will be requested from Nature
Restoration Fund and others such as Active Travel and Crown Estates
funding.
6.3  Legal:  Discussions required with Scottish Water for pond works.
6.4  HR: Delivered within current staff compliment and potentially lead design
consultant.
6.5 Customer Service:  Improves access for customers.
Source 25/26 26/27 27/28 Total
Nature Restoration Fund
(NRF)
£75,000 £150,000 £150,000 £375,000
Crown Estate (CE) 0 £200,000 £250,000 £450,000
Active Travel (AT) 0 £27,700 0 £27,700
External Funding/In-kind
(this is for the works
required outside of council
owned site)
0 0 £250,000 £250,000
Totals £75,000 £357,700 £650,000 £1,102,700
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6.6 Risk: Dependent on Scottish Government funding.
6.7 Climate Change:  All options provide benefits for biodiversity to a greater of
lesser degree and improved links with other paths supports active travel.
6.8  Fairer Scotland Duty
6.9 Equalities - protected characteristics:  Improves access by improving paths
should works take place.
6.10 Consumer Duty – n/a
6.11 Island Communities – n/a
6.12 Children’s Rights and Wellbeing – n/a 
Kirsty Flanagan, Executive Director with overall responsibility for Development
and Economic Growth
Councillor Math Campbell-Sturgess, Policy Lead for Business Development
29th October 2025                                                  
For further information contact:
Fergus Murray, Head of Development and Economic Growth 
fergus.murray@argyll-bute.gov.uk 
Arlene Cullum, Snr Economic Development Officer
Arlene.cullum@argyll-bute.gov.uk 
APPENDICES
None 
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CHARITABLE TRUSTS, BEQUESTS AND TRUST FUNDS 
1.0 EXECUTIVE SUMMARY 
1.1 The Helensburgh and Lomond Area Committee are Trustees for a number of
Charitable Trusts, Bequests and Trust Funds. Historically a report has been
brought to the Area Committee on an annual basis with recommendations for
distribution. 
1.2 Officers continually seek to simplify and update processes where possible to
ensure ongoing compliance with the original terms of the bequests and to reduce
the administrative burden of the management and distribution. There remains a
number of challenges with a single charitable fund that was established many
years ago, and as a consequence of changes in society over time the intended
beneficiaries of the bequests are no longer easily identified. 
1.3 This report provides details of a number of the Trusts and Bequests that remain
active in the Helensburgh and Lomond Area and seeks agreement from Members
on proposed distribution methods. 
2.0 RECOMMENDATIONS
2.1  The Helensburgh and Lomond Area Committee are asked to:
1. consider the financial position of the Charitable Trusts, Bequests and
Trust Funds as of August 2025, 
2. agree to make available all unrestricted funds from the Helensburgh &
Faslane Cemeteries Fund to Roads and Infrastructure and thereafter to
place a moratorium on the fund; 
3. agree that the ‘John Logie Baird Prize Fund’ prize be limited to £30, and 
4. agree that the Miss Annie Dickson Bequest is awarded on the basis
outlined in paragraph 5.4 and defined within appendix 1. 
ARGYLL AND BUTE COUNCIL HELENSBURGH AND LOMOND AREA
COMMITTEE 
LEGAL & REGULATORY SUPPORT 9 December 2025
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CHARITABLE TRUSTS, BEQUESTS AND TRUST FUNDS 
3.0  INTRODUCTION
3.1 The Helensburgh and Lomond Area Committee are Trustees of a number of
Charitable Trusts, Bequests and Trust Funds. This report provides information
on proposals in relation to the ongoing management of these funds and seeks
agreement on distribution proposals.
4.0  RECOMMENDATIONS
4.1 The Helensburgh and Lomond Area Committee are asked to:
1. consider the financial position of the Charitable Trusts, Bequests and
Trust Funds as of August 2025, 
2. agree to make available all unrestricted funds from the Helensburgh &
Faslane Cemeteries Fund to Roads and Infrastructure and thereafter to
place a moratorium on the fund; 
3. agree that the ‘John Logie Baird Prize Fund’ prize be limited to £30, and 
4. agree that the Miss Annie Dickson Bequest is awarded on the basis
outlined in paragraph 5.4 and defined within appendix 1. 
5.0  BACKGROUND & DISTRIBUTION ARRANGEMENTS
5.1 Historically reports are prepared and submitted to Area Committees outlining the
status of each of the funds, proposed distribution method(s) and the amounts
available. 
5.2 In September 2020 the Area Committee agreed that those funds that hold less
than £1k in unrestricted reserves (i.e. monies the charity has available to spend
without drawing on capital or restricted reserves) be made available, in their
totality, during the financial year (2021/22). 
5.3 In December 2021 the Area Committee agreed to place a moratorium on the
distribution of monies from 4 of the 7 funds that had historically been awarded
ARGYLL AND BUTE COUNCIL HELENSBURGH AND LOMOND AREA
COMMITTEE 
LEGAL & REGULATORY SUPPORT 9 December 2025
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to Council Departments and allied partners. This approach served to lessen the
administrative burden and will allow interest to accumulate to ensure maximum
community benefit at a later date.  A similar approach was taken in December
2023 with the Area Committee agreeing to ‘Kidston Park’ unrestricted funds
being awarded, in their totality, to enhance the £368,500 Play Park renewal
programme within the Helensburgh and Lomond area. A moratorium was
subsequently placed on these funds.
5.4 The Area Committee in December 2024 agreed to make available all
unrestricted funds from the Helensburgh & Faslane Cemeteries Fund to Roads
and Infrastructure and thereafter to place a moratorium on the fund. Roads and
Infrastructure did not draw down these funds, with the balance now sitting at
around £1k available for distribution. To realise community benefit from this
fund it is recommended that the totality of this fund be made available to Roads
and Infrastructure Services, on completion of works that meet the terms of the
fund. Should the associated works reach the total amount available, it is
recommended that a moratorium thereafter be placed on this fund.
5.5 In order to give a level of consistency to the process for those which are
transferred to Council Departments or allied partners it is proposed that the
Miss Annie Dickson Bequest be allocated on the basis of the interest from the
previous financial year plus 1/20th of the unrestricted funds. This approach
being the recommendation of Financial Officers as a means for members to
meet their fiscal responsibilities as trustees, specifically that the funds are
maintained over the longer term and not exhausted.
5.6 The exemption to this rule is the funds which relates to a school prize, ‘John
Logie Baird Prize Fund’. 
5.7 It is suggested the amount associated with the John Logie Baird Prize Fund be
£30 this is in line with those awarded in other areas. This will be paid by
Finance on receipt of confirmation of the recipient from the school and is
awarded to a pupil showing the greatest ability in the subjects of Science and
Mathematics.
5.8  Due to a number of factors including, changes in society over time and changes
to personnel and corporate structures the intended beneficiaries of a single fund,
Clydesdale Air Raid Distress fund, are no longer easily identified. Officers had
been in ongoing dialogue with representatives from both the Lord Advocates
office and The Scottish Charity Regulator in an attempt to establish appropriate
methods of distributing these funds.
5.9 Largely as a consequence of the lack of associated documentation of the funds,
despite making all reasonable enquiries, very little progress had been made.
Consequently officers are of the opinion that progress can only now be made by
following the provisions within the Law Reform (Miscellaneous Provisions)
(Scotland ) Act 1990 and The Public Trusts (Reorganisation) (Scotland) (No.2) to
re-organise the funds.
6.0 CONCLUSION
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6.1 This report has outlined the current position in terms of financial and distribution
arrangements of the funds/bequests held in trust by the Area Committees. On
approving the recommendations they will provide a clear community benefit
while meeting our obligation of ensuring transparent and effective governance.
7.0 IMPLICATIONS
7.1  Policy - None. 
7.2  Financial - None. 
7.3  Legal - Area Committees, as Trustees, must ensure that the distribution
arrangements comply with the terms of the funds/bequests, failure to do so would
result in the Council being liable. 
7.4  HR - To proceed with reorganisation, in terms of section 10 or 11 of the Law Reform
(Miscellaneous Provisions) (Scotland) Act 1990 would require the allocation of
Officer time. 
7.5 Customer Service 
7.6  Risk - None 
7.7  Climate Change – None 
7.8  Fairer Scotland Duty – None 
7.9  Equalities - protected characteristics – None 
7.10  Consumer Duty – None 
7.11  Island Communities – None 
7.12  Children’s Rights and Wellbeing – None 
Douglas Hendry
Executive Director with responsibility for Legal & Regulatory Support 
December 2025 
Policy Lead - Councillor Mark Irvine 
Appendix 1 – Distribution Arrangements for Trust Funds and Bequests.
For further information contact: Stuart McLean, Committee Manager, 01436 658717,
stuart.mclean@argyll-bute.gov.uk               
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Classification: OFFICIAL#
TRUST NAME CHARITABLE PURPOSE DISTRIBUTION PROPOSAL Capital (Restricted
Funds)
Income during
2024-25
Accumulated
Funds for
Distribution
Maximum
proposed award -
2025
MISS ANNIE DICKSON
BEQUEST For poor of Helensburgh Transfer to Social Work annually for allocation. 2,948.00 222.00 1,770.00 310.50
JOHN LOGIE BAIRD PRIZE
FUND
Annual prize to a pupil at
Hermitage Academy,
showing the greatest
ability in the subjects of
Science and Mathematics.
Paid to the Hermitage Academy School 200.00 101.00 1,950.00 30.00
HELENSBURGH & FASLANE
CEMETERIES FUND
Upkeep of tombstones etc
in District cemeteries
Transfer income to Roads and Infrastructure when
it is confirmed that work has been undertaken. If no
work is undertaken do not make the transfer until
such time as work is to be carried out.
8,351.00 442.00 1,027.00 1,027.00
CLYDESDALE AIR RAID
DISTRESS FUND n/a 2,703.00 187.00 1,267.00 n/a
BALLYHENNAN CHURCHYARD Upkeep of churchyard n/a 378.00 20.00 47.00 n/a
CARDROSS WAR MEMORIAL Upkeep of war memorial n/a 689.00 38.00 112.00 n/a
SUNDRY BEQUESTS -
FORMER DUMBARTON
CEMETERIES
Upkeep of tombstones etc
in District cemeteries n/a 2,119.00 117.00 358.00 n/a
KIDSTON PARK For upkeep of Kidston Park
Helensburgh n/a 1,000.00 58.00 233.00 n/a
Council Departments and Allied Partners.
Subject to reorganisation as per the Law Reform (Miscellaneous Provisions) (Scotland ) Act 1990 and The Public Trusts (Reorganisation) (Scotland) (No.2)
Moratorium in situ - Historically awarded to Council Departments and Allied Partners
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1   
Area Committee  Helensburgh and Lomond Area Committee     
Date of Meeting:  9 December 2025 
Title of Report:  Health & Social Care Partnership - Performance Report – FQ1 2025/26 (April –
June) 
Presented by:    Kristin Gillies Head of Strategic Planning, Performance & Technology    
The Area Committee is asked to note and consider the: 
• Revised suite of 77 Key Performance Indicators within the Integrated Performance
Management Framework for 2025/26 
• Performance for FQ1 2025/26 (April – June 2025) 
• Delayed Discharge Sitrep as of 30 Jun 2025 (Appendix 1) 
• Latest performance against the National Health & Wellbeing Outcomes and
Ministerial Steering Group Integration Indicators (Appendix 2) 
EXECUTIVE SUMMARY 
This report details performance for the Financial Quarter (FQ) 1 2025/26 (April - June), the
performance outputs are taken from the Integrated Performance Management Framework (IPMF)
Reporting Dashboard with the focus on twelve key service areas, with a revised set of KPI being
implemented after annual review, ahead of the 2025/26 reporting year. 
Overall performance for FQ1 notes of 77 measures reported as on target (53%). The report details
performance against each of the service areas and the 77 supporting IPMF Key Performance
Indicators. Latest HSCP Activity Summary Dashboard and trajectory analysis across current
reporting year is included, as is the latest performance from the National Delayed Discharge Sitrep
and the National Health & Wellbeing Indicators performance. The use of the new performance
Dashboard within SharePoint is designed to offer a more focused approach to the access and
analysis of data, offering scope for self-service.   
2. RECOMENDATIONS
The committee are asked to note FQ1 25/26 performance which is scrutinised at Clinical and Care
Governance Committee and further reviewed by the IJB. 
3. DETAIL OF REPORT
The report details the HSCP (Health and Social Care Partnership) performance for FQ 1 2025/26
(April - June), highlighting key performance trends across the 77 KPIs (Key Performance Indicators).
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2
For 2025/26, the quarter 1 snapshot national update on Delayed Discharges (Appendix 1), alongside
the latest performance on the National Health and Wellbeing Outcomes Indicators (Appendix 2). 
4. RELEVANT DATA & INDICATORS 
4.1 FQ1 2025/26 (April – June) Performance Summary                                   
Overall performance for FQ1 notes that 77 KPI’s are scoring against target, with 41 (53%) reporting
as on-track. The KPI’s report performance against the target and include the target, actual and
variance and is a mix of both quantitative and qualitative indicators. The use of the green, amber
and red graphics within the Dashboard is used to give an overview of the HSCP’s total performance
for each of the twelve services and 77 KPI’s. The use of only green and red for the KPI’s is used to
focus delivery with regards to sustaining performance on or above target.   
4.2 Analysis of Key Performance  
This analysis identifies performance across the 12 service reporting categories within the Integrated
Performance Management Framework (IPMF). 
4.2.1 Children & Families
Across 5 KPIs, Children & Families and Justice performance notes 4 (80%) on track, with1 (20%)
off track, against the targets set for Q1 25/26. 
Performance on or above target: 
• Improve the percentage of Child Protection Register (CPR) cases that have an allocated
Social Worker met the 100% target this FQ1
• Children & Adolescent Mental Health Services (CAMHS) tier 3 seen within 18 weeks of
referral, 90% target was met in FQ1.
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3
• Improve the number of teams that have delivered 85% or more of the Universal Health
Visiting Pathway (UHVP) met the target this quarter. 
• Health assessments started within 4 weeks of coming into care-exceeded the target of
96% (100%) 
Performance below target & areas for improvement: 
• Percentage of Justice Social Work reports submitted by 12 noon, 2 days before court
was below the target of 90%, reported at 80% this quarter. 
4.2.2 Strategy, planning, performance and digital
Performance across 11 Key Performance Indicators (KPIs) for Strategic Planning, Performance &
Technology Services shows 5 KPIs (45%) on track, with 6 KPIs (55%) reported as off track against
the targets set for FQ1 25/26.  
Performance on or above target: 
• Increase the number of new clients to Telecare services – exceeded the target of 200
(215).
• Increase the number of Telecare service reviews completed – exceeded the target of 85
(125).
• Increase the number of patients utilising ‘Near Me’ clinics – exceeded the target of 800
(972).
• Increase the utilisation of ‘Connect Me’ for blood pressure monitoring within primary
care – exceeded the target of 42 patients (124).
• Percentage of Transformation & Improvement projects on track – exceeded the target of
85% (100%). 
Performance below target & areas for improvement: 
• Increase in new referrals to Silvercloud – below the target of 70 (32).
• Waiting times for cancer appointments at the 31 and 62 day targets – above the target
of 0 breaches (7).
• Reduce new outpatient waiting times breaches >12 weeks – above the target of 46%
(47%).
• Reduce outpatient waiting list long waits >52 weeks – above the target of 0.0% (7.2%).
• HSCP FOI requests responded to within 20 working days – below the target of 100%
(94%).
• IT support requests resolved – below the target of 100% (34%).   
Scottish government has an acute focus on planned care, unscheduled care and CAMHS and this
is being addressed by a weekly high level huddle board wide with direct reporting to the minister
and sign off locally by management supporting an increased focus on booking and waiting list
management. 
4.2.3 Primary Care
Performance across 6 Key Performance Indicators (KPIs) for Primary Care shows 3 KPIs (50%) on
track, with 3 KPIs (50%) reported as off track against the targets set for FQ1 25/26.     
Performance on or above target: 
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4
• 80% of children who received Fluoride Varnish treatment did not require referral for
further dental treatment – exceeded the target of 80% (84%).
• Vaccination delivery against National trends during autumn, winter and spring booster
programmes – met the target of 61% (Scotland wide percentage)
• Percentage of HSCP run GP practices enacting contingency measures – no practices
enacted contingency measures, actual 0 against a threshold of 14 
Performance below target & areas for improvement: 
• Percentage of planned activity carried out to deliver National Oral Health Improvement
Programmes against Service Plan – below the target of 100% (85%).
• Utilisation of HSCP Dental Clinic appointments – below the target of 75% (58%).
• Minimum 95% uptake for 6 in 1 vaccination in children by age 1 – below the WHO target
of 95% (94%). 
4.2.4 Public Health
Performance across 6 Key Performance Indicators (KPIs) for Public Health shows 1 KPIs (17%) on
track, with 5 KPIs (83%) reported as offtrack against the targets set for FQ1 25/26. 
Performance on or above target: 
• Mitigate health inequalities through increasing the number of referrals to community link
workers supported by “With You” ensuring health and wellbeing support is targeted to
areas of rural and socio-economic need. The target was set at 150, and we increased the
number of referrals to 174, exceeding the target by 24 (16%) above target. 
Performance below target & areas for improvement: 
• Increase number of successful quits, supported by NHS smoking cessation advisors or
jointly through shared care with Pharmacy, by people in the 40% most deprived areas in
Argyll and Bute, reporting undertaken a quarter in arrears – We set a target of 20, and we
achieved 14 (30%) below target.
• Report on the number of people in A&B attending training to deliver Community
Reinforcement and Family Training (CRAFT) to families – We set a target of 15 and the
actual reported in FQ1 was 0.
• Increase the number of people in Argyll and Bute attending training in the following areas,
Money Counts, Behaviour Change, Speakeasy, Mental Health and Suicide Prevention -
We set a target of 120 and the actual was 39, approximately 67.5% below target.
• Number of instances working with Scottish Government or National Agencies on National
Strategy and Policy Development. The target was set at 13, and we achieved 8, falling
short of the target by approximately 38.5%.
• Report on the number of engagements relating to planning with people with lived or
living experience of alcohol/or drugs – We set a target of 4, and we achieved 2
engagements, falling short of the target by 2 (50%). 
4.2.5 Finance 
Across 7 KPIs, Financial services performance notes 3 (43%) on track, with 4 (57%) off track
against the targets set for Q1 25/26.    
Performance on or above target:
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5  
• Monitor Older People (OP) - Internal Residential Budget Spend % variance reported at
95% against 100% target
• Monitor Older People (OP) - External Residential Budget Spend % Variance reported at
95% against 100% target
• Monitor Older People (OP) - Homecare Budget Spend was noted at 92% against 100%
target 
Performance below target & areas for improvement: 
• Monitor Lorn & Islands Hospital overall budget is noted as off track and 7.9% over
budget at FQ1. 
• Monitor NHS saving recovery to ensure this remains on track. For Q1 the actual spend
is 35% of the annual budget, which suggests as the financial year progresses this may
go off track.
• Monitor Social Work savings recovery to ensure this remains on track. For Q1 the actual
spend is 49% of the annual budget, which suggests as the financial year progresses this
may go off track.
• Monitor the HSCP total budget to ensure this remains on track currently off track as at
quarter end by £2m (0.3%) 
4.2.6 Carers
Performance across 5 Key Performance Indicators (KPIs) for Carers shows 4 KPIs (80%) on track,
with 1 KPI (20%) reported as off track against the targets set for FQ1 25/26.  
Performance on or above target: 
• Increase the number of Adult Carer Support Plans completed across A&B Carers Centres
exceeded the target of 120 (127).   
• Increase the number of Unpaid Adult Carers supported across A&B Carers Centres
exceeded the target of 2700 (3107). 
• Increase the number of Unpaid Young Carers supported across A&B Carers Centres
exceeded the target of 783 (812).
• Increase the number of ACSP reviews completed by the various Carers Centres
exceeded the target of 1800 (1839). 
Performance below target & areas for improvement:  
  
• Increase the number of Young Carer Statements completed across A&B Carers Centres
below the target of 39 (29). 
4.2.7 Allied Health Professionals 
Performance across 5 Key Performance Indicators (KPIs) for Allied Health Professionals shows 1
KPIs (20%) on track, with 4 KPIs (80%) reported as off track against the targets set for FQ1 25/26. 
It should be acknowledged that nationally waiting time breaches are measured against a zero target
and it is a clear indicator of how many actual people are waiting. Local trajectory reporting allows
monitoring of progress and improvements to reduce the number of patients on waiting lists across
varied health specialties.
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6   
Performance on or above target:   
• Increase the number of monthly AHP Outpatient Completed Waits exceeded the target of
945 (1017).
  
Performance below target & areas for improvement:   
• Reduce New Outpatient Referral waits breaching > 4 weeks for Musculoskeletal (MSK)
reported above the target of 0 (812).
• Reduce New Outpatient Referral waits breaching >12 week waits for AHP services
reported above the target of 0 (477).
• Reduce P1 and P2 Community Patient Referral waits breaching > 4 weeks for AHP
Services noted above the target of 0 (60).
• Reduce P3 and P4 Community Patient Referral waits breaching >12 week waits for AHP
services shows above the target of 0 (970). 
4.2.8 Delayed Discharges 
Performance across 6 Key Performance Indicators (KPIs) for Delayed Discharges shows 3 KPI
(50%) on track, with 3 KPIs (50%) reported as off track against the targets set for FQ1 25/26. 
It should be acknowledged nationally Delayed Discharges are measured against a zero target. Local
targets have been set to monitor progress and improvements to reduce the number of patients
showing as a Delayed Discharge.   
Performance on or above target: 
• The target to reduce the number of people delayed at monthly census point was 34, and
we achieved 32, exceeding the target by 2.
• The target to reduce the number of delays in hospital awaiting a care home placement
at monthly census point was 10, and we achieved 8, exceeding the target by 2.
• The target to reduce the number of people delayed with assessment code at monthly
census point was 10, and we had an actual of 7, exceeding the target by 3. 
Performance below target & areas for improvement: 
• The target to reduce the overall length of stay in hospital at monthly census point was
634, and our actual was 644, approximately 1.58% over the target.
• The target to reduce the number of people delayed in hospital with AWI code at monthly
census point was 4, and our actual was 5, just slightly missing the target by 1.
• The target to reduce the number of people delayed in hospital at monthly census point
due to care at home availability was 10, and our actual performance was 15, exceeding
the target by 50%. 
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7
4.2.9 Adult Social Care 
Performance across 4 Key Performance Indicators (KPIs) for Adult Social Care shows 3 KPIs (75%)
on track, with 1 KPI (25%) reported as off track against the targets set for FQ1 25/26.   
Performance on or above target: 
• Increase the percentage of Older People who had their homecare monitoring review
completed within 6 months - Performance surpassed the target with an actual of 84%,
against a target of 60%. 
• Increase the occupancy rates across A&B Care Homes – We achieved 95%, exactly
matching the target.
• Reduce the number of hours of unmet need for care at home - The target was to reduce
hours to 500, and we achieved 417 hours, exceeding the reduction goal by
approximately 16.6%. 
Performance below target & areas for improvement: 
• Reduce unplanned admissions to A&B hospitals directly from a care home - The new
target set for this KPI was 18.  Our actual was 24, exceeding the target by 33%. 
4.2.10 Community Hospitals 
Performance across 5 Key Performance Indicators (KPIs) for Community Hospitals shows 5 KPIs
(100%) on track in FQ1 2025/26.  
Performance on or above target: 
• Reduce the rate of unplanned admissions to Community Hospitals for 65+ population -
The target was to reduce admissions to 450, and we achieved 449.
• Reduce the average length of stay for inpatients in A&B Community Hospitals – We
aimed to reduce the average LOS to 7.5 days and achieved 6.9, exceeding the target.
• A&E attendances meeting the 4 hrs wait target. The national target for attendances
meeting the 4 hours target is 95%, we achieved 96%.
• Maintain A&B Community Hospitals Bed occupancy rates below 80% target – The target
was to maintain bed occupancy below 80%, and actual occupancy was 61.8%.
• Reduce the number of falls being reported in a Community Hospital setting in A&B –
The target was to reduce falls to 38, and the actual number was 12.
  
Performance below target & areas for improvement: 
None   
4.2.11 Adults with Long Term Conditions / Adult Support & Protection / Alcohol Drugs
Partnership 
Performance across 8 Key Performance Indicators (KPIs) for Adults with Long Term Conditions
Services shows 3 KPIs (38%) on track, with 5 KPIs (62%) reported as off track against the targets
set for FQ1 25/26.   
It should be acknowledged that nationally waiting time breaches for New Mental Health Outpatients
(12 weeks) and Psychological Therapy (18 Weeks) are measured against a zero target. Local
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8
targets have been set to monitor progress and improvements to reduce the number of patients on
waiting lists across varied health specialties 
Performance on or above target: 
• Reduce the number of people monthly waiting for psychological therapy services (>18
weeks) – exceeded the target of 175 (34).
• Mental Health urgent care referrals response timescales <2 hours – met the target of
90% (100%).
• Mental Health social circumstances report overdue – met the target of 33% (33%). 
Performance below target & areas for improvement: 
• Reduce the number of clients on the Dynamic Support Register with category
Amber/Red – above the target of 10 (18).
• Reduce the number of people waiting for a new Mental Health outpatient service (>12
weeks) – above the target of 390 (757).
• Increase the % of Adult Support Protection screening duty to inquire assessments
completed within 5 working days – below the target of 70% (40%).
• Increase the % of Adult Support Protection investigations completed within 15 working
days – below the target of 70% (32%).
• Drug & Alcohol completed waiting times from referral to first treatment (LDP) – below
the target of 90.0% (83.3%). 
4.2.12 Rural General Hospitals (Lorn & Island Hospital) 
Performance across 9 Key Performance Indicators (KPIs) for Rural General Hospitals (LIH) shows
6 KPIs (67%) on track, with 3 KPIs (33%) reported as off track against the targets set for FQ1 25/26. 
Performance on or above target: 
• Reduce the rate of unplanned admissions to LIH 65+ population. We aimed to reduce
unplanned admissions to 345. We achieved 315, approximately 9% under the target.
• Reduce the total number of unplanned bed days in LIH. We aimed to reduce the total
days to 3323 and successfully achieved 2810, 15.4% below the target.
• Maintain LIH Bed Occupancy Rates below 90% target. We set a target to maintain bed
occupancy below 90% and we maintained performance at 74.6%, 17.1% below the
target.
• Reduce the number of LIH A&E Attendances that result in an unplanned admission. We
set a target to reduce attendances to 19.2%, and we achieved 16.8%.
• Reduce the number of falls being reported in a hospital setting in LIH. We set a target to
reduce falls to 26, and only 7 were reported this quarter.
• Reduce the number of instances of tissue viability in Lorn & Islands Hospital.  We set a
target to reduce the number of instances to 4, with only 1 being reported this FQ. 
Performance below target & areas for improvement: 
• Reduce the Average Length of Stay for inpatients in LIH – Target is to reduce the
average LOS to 5 days and we reported 7 day this quarter.
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9
• 95% of A&E attendances to meet the 4-hour wait target. This KPI has a national target
of 95% and we achieved 92% in FQ1. 
4.2.13 National Health & Wellbeing Outcome Indicators & Ministerial Steering Group
Integration Indicators 
The National Health and Wellbeing Outcomes provide a strategic framework for the planning and
delivery of health and social care services. This suite of outcomes serves to focus on improving the
experiences and quality of services for people using those services, carers, and their families. These
indicators form the basis of the annual reporting requirement for Health and Social Care
Partnerships across Scotland.   
The national indicators will be updated and reported within A&B HSCP’s Integrated Performance
Management Framework to provide the national performance position alongside the local service
Key Performance Indicators suite. 
The latest data in relation to 26 HWBOI and MSG Indicators reports 50% on track, with 13 on track
and 13 off track. An overview of A&B HSCP’s latest performance against the 26 measures is
reported in Appendix 1. It should be noted that reporting periods vary across the suite of national
indicator measures, with some measures reported quarterly affected by national reporting data lag. 
5. CONTRIBUTION TO STRATEGIC PRIORITIES
The monitoring and reporting against Key Performance Indicators using the Integrated Performance
Management Framework and Dashboard ensures the HSCP is able to deliver against key strategic
priorities. This in-turn is aligned with the Strategic Plan and key objectives. 
6. GOVERNANCE IMPLICATIONS
6.1 Financial Impact
Financial performance is evidenced within the IPMF Dashboard ensuring best value as well as
evidencing the impact and performance against organisational budget savings. 
6.2 Staff Governance
Key performance indicators within the IPMF ensure that staff governance requirements continue to
be progressed and developed include health and safety, wellbeing and new service redesign and
working practices. 
6.3 Care and Clinical Governance
Clinical Governance and patient safety remain at the core of prioritised service delivery against the  
new IPMF Dashboard and National Health & Wellbeing Outcomes Indicators. The new governance
structure supporting the IPMF ensures that the Clinical & Care Governance Committee remain
central to performance improvement. The development of the IPMF is focussed on moving away
from previous traditional styles of reporting to a fully collaborative approach with Head of Service
and Service Lead commentary. 
7. PROFESSIONAL ADVISORY 
Data used within the performance dashboard is fully accessible in SharePoint with data trends and
forecasting are identified to give wider strategic context. This provides the HSCP professional
advisors with self –service performance information to inform their role in maintaining professional
standards and outcomes.
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10 
8. EQUALITY & DIVERSITY IMPLICATIONS
The Integrated Performance Management Framework captures relevant indictors used to inform the
HSCP E&D work.
8.1 PROTECTED CHARACTERISTICS
Performance detailed within this report acknowledges the rights of the Child (UNCRC), Islands.
Fairer Scotland, Socio-economic Duty, Equalities - protected characteristics.  
9. GENERAL DATA PROTECTION PRINCIPLES COMPLIANCE 
Data use and sharing within this report and IPMF performance dashboard is covered within the
Argyll and Bute Council & NHS Highland Data Sharing Agreement 
10. RISK ASSESSMENT
Risks and mitigations associated with performance data sources and reporting are managed and
identified within the monthly Performance & Improvement Team- Work Plan. 
10.1 STRATEGIC, OPERATIONAL OR CLIMATE RISK
Performance reports are used by operational management to identify service delivery risk and to
inform mitigation action accordingly. 
11. PUBLIC & USER INVOLVEMENT & ENGAGEMENT
Performance reporting is available for the public via Argyll and Bute Council and NHS Highland
websites. The IPMF dashboard utilises SharePoint to support manager and staff access across the
HSCP. 
12. CONCLUSION 
The Integration Joint Board is asked to considerer and acknowledge FQ1 2025/26 (Apr - June)
performance as detailed in the IPMF Dashboard   
13. DIRECTIONS 
Directions
required to
Council, NHS
Board or
both.
Directions to: tick
No Directions required x
Argyll & Bute Council 
NHS Highland Health Board 
Argyll & Bute Council and NHS Highland Health Board 
14. PREVIOUS REVIEW OF THE REPORT 
Meeting  Title of report Date Output (if relevant)
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11     
REPORT AUTHOR AND CONTACT 
Author Name: Douglas Hunter- Senior Manager Performance & Improvement
Email: douglas.hunter@argyll-bute.gov.uk
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12 
Appendix 1 - Delayed Discharge Sitrep – 30th June 2025 
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13 
Appendix 2 – HWBOI & MSG Integration Indicators. 
Core Suite of Integration Indicators 
HWBOI-Outcomes 
Data notes 55.5% (5 of 9) HWBOI Outcomes measures reporting as above the national Scotland Rate. It is worth noting that performance will be influenced and
vary in line with the total number of respondents participating in this voluntary survey. As such, caution should be noted with regards to previous comparison
and trends. Benchmarking performance against 7 comparator HSCPs is noted below. 
HWBOI – Outcomes - Benchmarking 
HWBOI- Performance Data 
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14
Data notes 66.7% (6 of 9) HWBOI Performance measures reporting as above the national Scotland Rate. Note Indicators 17 and 19 are reported at FY 24/25
with measures 11, 12, 13, 14, 15, 16, 18 reported as at Calendar year 2024 as a proxy for 2024/25 due to the national data for 2024/25 being incomplete. This
is in line with guidance issued by Public Health Scotland which was communicated to all Health and Social Care Partnerships. Using more complete calendar
year data for 2024 should improve the consistency of reporting between Health and Social Care Partnerships. 
HWBOI- Performance Data – Benchmarking       
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15
Ministerial Steering Group Indicators 
MSG Indicators 1.1, 1.2 and 2.1 are reported at Calendar Year 2024 as a proxy form 2024/25. This is in line with guidance issues by Public Health Scotland
which was communicated to all Health and Social Care Partnerships/ MSG Indicators data notes that all MSG measures have sustained higher activity or
have increased in the last reporting year. Activity around Emergency Admissions, Unplanned Bed Days, A&E attendances and Delayed Discharge Bed Days
all noted performance exceeding pre –Covid levels. This highlights the necessity to consider approaches to alleviate systems pressures around Urgent and
Unscheduled Care and expedite hospital flow, particularly around A&E Admissions and Delayed Discharges.
Ministerial Steering Group Indicators 2018/19 2019/20 2020/21 2021/22 2022/23  2023/24 2024/25
MSG 1.1 - Number of emergency admissions* CY 8,374 8,231 6,917 7,820 7,928 8,933  8,879
MSG 1.2 - Number of Admissions from A&E* CY 5,244 4,945 3,668 5,040 4,957 5,097  5,502
MSG 2.1 - Number of unplanned bed days acute
specialties* CY 65,794 64,008 53,390 67,255 77,094 77,882 80.655
MSG 2.2 - Number of unplanned bed days MH
specialties 13,747 13,204 11,208 9,049 9,212 11,575  11.380
MSG 3.1 - Number of A&E attendances 13,985 14,171 10,091 15,646 16,774 17,740  22,456
MSG 3.2 - % A&E attendances seen within 4 hours  93.4% 91.7% 93.1% 88.9% 83.9% 83.0%  83.0%
MSG 4.1 - Number of DD bed days occupied  9,530 7,863 5,354 7,742 11,929 12,757  14,042
MSG 5.1 - % of last six months of life by setting
community & hospital 90.0% 89.6 90.80% 90.80% 89.60% 89.40%  N/A
MSG 6.1 - % of 65+ population at Home (unsupported)  92.1% 92.1% 92.5% 92.6% 93.2% 93.4%  N/A 
Data notes 67% (6 of 9) HWBOI Outcomes measures reporting as above the national Scotland Rate. It is worth noting that performance will be influenced and vary in line with the total number of respondents
participating in this voluntary survey. As such, caution should be noted with regards to previous comparison and trends 
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Page 135

ARGYLL AND BUTE COUNCIL                              HELENSBURGH AND                       
LOMOND AREA COMMITTEE 
SAKURA CHERRY TREE PROJECT UPDATE    9th DECEMBER 2025                       
SAKURA CHERRY TREE PROJECT UPDATE 
1.0  INTRODUCTION 
1.1  In April 2024 the Lord-Lieutenant of Argyll and Bute contacted the Executive
Director with responsibility for Legal and Regulatory Support to explore the
possibility of working in partnership to secure a number of flowering cherry
trees, to be planted across Argyll and Bute, through the Sakura Cherry Tree
Project.      
1.2  The project was established in 2016 in recognition of decades of friendship
between the United Kingdom and Japan and to further strengthen
relationships between the two countries. Flowering cherry tree saplings are
provided to communities free of charge for planting in public spaces where
everyone can enjoy them.   
1.3  This report provides an update on progress in relation to this partnership
project between the Lieutenancy of Argyll and Bute and the Council.       
2.0  RECOMMENDATIONS 
It is recommended that the Area Committee: 
2.1     Note the contents of this report.      
3.0  DETAIL 
3.1  In April 2024 the Sakura Cherry Tree Project made contact with the Lieutenancy
of Argyll and Bute with the offer of free flowering cherry trees to be planted
locally. Trees reserved in April 2024 would be available for delivery from
November 2025. 
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3.2  The Sakura Cherry Tree Project was established in 2016 in recognition of
decades of friendship between the United Kingdom and Japan and to further
strengthen relationships between the two countries. Flowering cherry tree
saplings are provided for planting in public spaces where everyone can enjoy
them. These offers are traditionally made through local Lieutenancies. The
project had an initial target of 1,000 trees across the United Kingdom, but this
has expanded with 8,000 trees having been planted since its inception. 
3.3  The trees are provided completely free of charge, with the only request being
that they are planted in easily accessible locations where they can be enjoyed
by as many people as possible, such as parks, playgrounds, community land,
schools or other public spaces. They have an expected life span of around thirty
years. 
3.4 Upon receipt of the offer, the Lord-Lieutenant of Argyll and Bute contacted the
Executive Director with responsibility for Legal and Regulatory Support, who is
also the Clerk to the Lieutenancy, to explore scope for working in partnership
with the council to reserve trees for delivery in November 2025. 
3.5 The Executive Director made contact with the Council’s Amenity Services team
who agreed that they would be willing to assist in the distribution and planting
of the trees following delivery and in line with the specialist guidance provided. 
3.6 Subsequently, the Executive Director contacted all Elected Members seeking
their views on possible locations for planting trees in their local communities.
Ideas had to be submitted in line with the Project’s deadline of 30th April 2024,
so that trees could be reserved to meet the November 2025 delivery target. 
3.7 A number of Elected Members responded to the request and, after liaising with
local residents, provided a range of suggestions where flowering cherry trees
could be planted locally for the enjoyment and benefit of the community. The
Helensburgh and Lomond locations contributed are listed at Appendix 1. These
suggestions were passed to the Lord-Lieutenant who made contact with the
Sakura Cherry Tree Project to accept the offer on behalf of Argyll and Bute.   
3.8 The Lieutenancy has now received word from the Project that trees are due for
delivery to premises in Lochgilphead during November. Following receipt of the
trees, colleagues in Amenity Services will assist with the distribution and
planting of the trees, adhering to the planting guidance provided, over the
course of the coming months. Updates will be provided to local Elected
Members by email to notify them of upcoming arrangements, when finalised,
for their ward. 
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4.0  CONCLUSION 
4.1  This report provides an update for Elected Members on the next stage of Argyll
and Bute’s Sakura Cherry Tree Project, following their contributions in terms of
possible planting locations and the advice of a delivery timeframe for the trees. 
5.0  IMPLICATIONS 
5.1  Policy – none known.    
5.2  Financial – costs will be met within existing budgets. 
5.3   Legal – planting will be carried out in line with any relevant requirements.    
5.4   HR – none known. 
5.5   Customer Service – none known but the planting project offers an opportunity   
to secure additional amenities for local communities.    
5.6.  Risk – risks will be managed through existing and established Amenity Services
procedures for activities of this nature.    
5.7   Climate Change – none known. 
5.8   Fairer Scotland Duty – none known. 
5.9   Equalities - protected characteristics – where and if appropriate EqSEIAs will
be carried out to identify any implications. 
5.10   Consumer Duty – where and if appropriate EqSEIAs will be carried out to
identify any implications. 
5.11    Islands – where and if appropriate island impacts assessments will be carried
out to identify any implications. 
5.12    Children’s Rights and Wellbeing – none known. 
Executive Director with responsibility for Legal and Regulatory Support,
Douglas Hendry 
7th November 2025 
For further information contact:    
Aileen McNicol, Leadership Support and Member Services Manager, telephone 01546
604014 or email aileen.mcnicol@argyll-bute.gov.uk  
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Appendix 1 – Elected Member Contributions – Potential Planting Locations in
Helensburgh and Lomond 
Helensburgh and Lomond 
Craigrownie Play Park, Kilcreggan 
Front Carpark and Gardens at Helensburgh and Lomond Civic Centre   
Hermitage Park 
Street Trees in Helensburgh (via Lawrence Hill, Director of Helensburgh Tree
Conservation Trust who has requested additional details on trees species –
this can be provided in due course) 
Helensburgh front promenade 
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Committee Date Report Description Lead Service and
contact officer
Regularity of
occurrence/consideration
Date for
Report to
Committee
Services
Additional
Comment
December 2025     
9 December 2025 Area Performance
Report – FQ2
2025/26
Customer Support 
Services – 
Kay Owen/ 
Claire McAllister
Quarterly Report 13
November
2025 
9 December 2025 Argyll and Bute
Health and Social
Care Partnership
Performance
Report 
Health and Social Care 
Partnership – 
Charlotte Craig
Annual Report 13
November
2025 
9 December 2025 Charitable Trusts,
Bequests and
Trust Funds
Legal and Regulatory 
Support – 
Stuart McLean
Annual Report 13
November
2025 
9 December 2025 Roads and
Infrastructure
Service Update
Roads and 
Infrastructure – 
Mark Calder
Quarterly Report 13
November
2025 
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Agenda Item
15

Page 140

9 December 2025 Police Scotland
Update 
Police Scotland –
Inspector Bart Simonis
Quarterly Report 13
November
2025 
9 December 2025 Electric Vehicle
Charging Strategy
Development and 
Infrastructure
Services – Katie McKenzie
Report 13
November
2025 
9 December 2025 Helensburgh –
Cardross –
Dumbarton
Cyclepath
Colin Young - 
Strategic Transportation 
Delivery Officer 
Bi-Annual 13
November
2025 
9 December 2025 Helensburgh
Skating Pond
Improvements
Project
Katie McKenzie – 
Directorate 
Support Officer
Arlene Cullum – 
Snr Economic
Development Officer
Report 13
November
2025 
9 December 2025 Helensburgh
CHORD Legacy
Funding
Roads and 
Infrastructure – 
Mark Calder
Report 13
November
2025 
9 December 2025 Sakura Cherry
Tree Project
Legal and Regulatory 
Support –  For Noting 
Report 13
November
2025 
Committee Date Report Description Lead Service and
contact officer
Regularity of
occurrence/consideration
Date for
Report to
Committee
Services
Additional
Comment
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10 March 2026 Area Performance
Report FQ3
2025/26
Customer Support
Services – Claire
McAllister
Quarterly Report 13 February
2026 
10 March 2026 Roads and
Infrastructure
Services Update
Roads and
Infrastructure Services –
Mark Calder
Quarterly Report 13 February
2026 
10 March 2026 Housing Services
Activity Update –
Strategic Housing
Investment Plan
(SHIP) – Annual
Update
Development and
Economic Growth –
Douglas Whyte
Annual Report 13 February
2026 
10 March 2026 Primary School
Report
Education – Brendan
Docherty
Annual Report 13 February
2026 
10 March 2026 Police Scotland
Update
Police Scotland –
Inspector Bart Simonis
Quarterly Report 13 February
2026 
10 March 2026 Helensburgh,
Cardross and
Dumbarton Cycle
Path Update
Development and
Economic Growth –
Colin Young
Bi-annual Report 13 February
2026 
10 March 2026 Supporting
Communities Fund
– End of Project
Monitoring Report
Chief Executive – David
Hagerty
Annual Report 13 February
2026 
Committee Date Report Description Lead Service and
contact officer
Regularity of
occurrence/consideration
Date for
Report to
Committee
Services
Additional
Comment
9 June 2026 Roads and
Infrastructure
Services Update
Roads and
Infrastructure Services –
Mark Calder
Quarterly Report 15 May
2026 
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9 June 2026 Area Performance
Report FQ4
2025/26
Customer Support
Services – Claire
McAllister
Quarterly Report 15 May
2026 
9 June 2026 Secondary School
Report –
Hermitage
Academy
Education – Douglas
Morgan
Annual Report 15 May
2026 
9 June 2026 Police Scotland
Update
Police Scotland –
Inspector Bart Simonis
Quarterly Report 15 May
2026 
9 June 2026 Supporting
Communities Fund
2026/27
Chief Executive – Ailie
Law
Annual Report 15 May
2026 
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