Agenda reports pack
Argyll and Bute Council · 10 June 2025
Back to Helensburgh & Lomond Area Committee — 10 June 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Argyll and Bute Council Comhairle Earra-Ghàidheal Agus Bhòid Executive Director: Douglas Hendry Kilmory, Lochgilphead, PA31 8RT Tel: 01546 605522 DX 599700 LOCHGILPHEAD 3 June 2025 NOTICE OF MEETING A meeting of the HELENSBURGH & LOMOND AREA COMMITTEE will be held ON A HYBRID BASIS IN THE MARRIAGE SUITE IN THE HELENSBURGH AND LOMOND CIVIC CENTRE AND BY MICROSOFT TEAMS on TUESDAY, 10 JUNE 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 11 MARCH 2025 (Pages 3 - 10) 4. PUBLIC QUESTION TIME 5. POLICE SCOTLAND UPDATE (Pages 11 - 16) Update from Inspector Bart Simonis, Police Scotland 6. ARGYLL AND BUTE COUNCIL SECONDARY SCHOOL ATTAINMENT REPORT (a) Hermitage Academy (Pages 17 - 40) Report by Executive Director with responsibility for Education 7. ARGYLL AND BUTE HEALTH AND SOCIAL CARE PARTNERSHIP PERFORMANCE REPORT - FQ3 2024/25 (Pages 41 - 56) Report by Senior Manager Performance & Improvement, Argyll and Bute Health and Social Care Partnership 8. ROADS AND INFRASTRUCTURE SERVICES UPDATE (Pages 57 - 60) Report by Executive Director with responsibility for Roads and Infrastructure Services Public Document Pack
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9. CHORD-HELENSBURGH: SURPLUS FUNDS, COMET PLINTH (Pages 61 - 66) Report by Executive Director with responsibility for Commercial Services 10. HELENSBURGH OUTDOOR MUSEUM UPDATE (Pages 67 - 76) Report by Executive Director with responsibility for Development and Economic Growth 11. AREA PERFORMANCE REPORT - FQ4 2024/25 (Pages 77 - 106) Report by Executive Director with responsibility for Customer Support Services 12. REQUEST FOR FINANCIAL ASSISTANCE FROM HELENSBURGH AND DISTRICT TWINNING ASSOCIATION (Pages 107 - 112) Report by Executive Director with Responsibility for Legal and Regulatory Support REPORT FOR NOTING 13. DRAFT HELENSBURGH AND LOMOND AREA COMMITTEE WORKPLAN (Pages 113 - 116) Helensburgh & Lomond Area Committee Councillor Math Campbell-Sturgess Councillor Maurice Corry Councillor Graham Hardie Councillor Fiona Howard (Vice-Chair) Councillor Mark Irvine (Chair) Councillor Paul Donald Kennedy Councillor Ian MacQuire Councillor Gary Mulvaney Councillor Iain Paterson Councillor Gemma Penfold Contact: Julieann Small, Democratic Services Assistant - 01546 604043
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MINUTES OF THE MEETING OF THE HELENSBURGH & LOMOND AREA COMMITTEE HELD ON A HYBRID BASIS IN THE MARRIAGE SUITE IN THE HELENSBURGH AND LOMOND CIVIC CENTRE AND BY MICROSOFT TEAMS ON TUESDAY, 11 MARCH 2025 Present: Councillor Mark Irvine (Chair) Councillor Math Campbell-Sturgess Councillor Fiona Howard Councillor Paul Donald Kennedy Councillor Ian James MacQuire Councillor Iain Shonny Paterson Councillor Gemma Penfold Attending: Stuart McLean, Committee Manager Douglas Whyte, Team Lead – Housing Strategy Colin Young, Strategic Transportation Delivery Officer Mark Calder, Project Manager Kirsty Durrant, Economic Regeneration Officer Linda MacBeath, Head Teacher, Rhu Primary School Gemma Houston, Head Teacher, Hermitage Primary School Inspector Bart Simonis, Police Scotland PC Chris McCrate, Police Scotland 1. APOLOGIES The Chair welcomed everyone to the meeting. Apologies for absence were intimated on behalf of Councillors Maurice Corry, Graham Hardie 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 DECEMBER 2024 The Minute of the meeting of the Helensburgh and Lomond Area Committee, held on 10 December 2024 was approved as a correct record. 4. PUBLIC QUESTION TIME The Chair having noted that two questions had been submitted by a member of the public in advance of the meeting, and having noted that this member of the public was in attendance, invited him to ask his questions. The Chair then invited any other members of the public in attendance to submit any questions they may have. Dr Peter Brown, Helensburgh Community Council Question 1 Argyll and Bute Council are currently running a consultation about applying a Visitor Levy for the region. One or two Councillors have expressed their opinion about the levy in public, but I would be grateful if all of the Committee would give their views on the levy. Page 3 Agenda Item 3
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The Chair advised that he was currently undecided as to whether or not the Levy was a good idea and that as the consultation is ongoing, it would be inappropriate for him to make a decision without all of the evidence being available at this time. Councillor Penfold agreed that she would need to see the evidence from the consultation before making a decision but advised that at the moment she was against it due to the fact that there is no evidence that the public are happy with this Levy being introduced. Councillor Campbell-Sturgess advised that he was not against having a Visitor Levy but that the information from the consultation will be able to provide information on whether the Levy would work in Argyll and Bute and did not want to pre-judge the outcome. Councillor Kennedy advised that he was initially against the Levy but will wait until the results from the consultation are known before making a decision. Councillor Paterson advised that due to the ongoing consultation that he would not take a view until it is over and he finds out what his constituents want. Councillor Howard advised that she does not disagree with the introduction of a Visitor Levy but she does not agree with the proposals as they are at the moment, adding that she would be waiting to find out the consultation results before making a final decision. Councillor MacQuire advised that he had a similar view as Councillor Howard, and that he was not against the Levy due to the fact that there are similar taxes in other Countries but would need to find out further information from the consultation before making a decision. Peter Brown asked Councillor MacQuire what the Visitor Levy would mean for people from Argyll and Bute visiting other places in Argyll and Bute. Councillor MacQuire advised that if someone from America goes to New York they pay a different rate of tax and that he would hope similar arrangements would be introduced in Argyll and Bute. Question 2 Firstly, can the Chair commend LiveArgyll staff for their work in rejigging facilities in the town to provide temporary accommodation for the gym and gym classes while the Leisure Centre is closed? Secondly, there is no update in today's agenda about the Leisure Centre - can the Chair provide information on when the pool will be able to be opened? The Chair commended LiveArgyll staff, advising that they have done a great job with the temporary closure of the Helensburgh Leisure Centre. The Chair further advised that having anticipated that a question may be raised in relation to the Leisure Centre, that he had spoken with Officers managing the repairs who provided a statement to read out, which read as: The Council continues to recover and repair from Storm Eowyn which caused significant damage to our communities and infrastructure across Argyll and Bute. Our highly popular Helensburgh Leisure Centre has been one of the most notable affected buildings of the red weather event with around 50% of the roof being damaged. The Page 4
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severity of the storm and immediate heavy rain has caused extensive water damage inside the building that will require repair of its first floor and roof. Public safety is of paramount importance and a cordon around the building will remain in place and under review whilst repair works are carried out. A waterproof membrane has been re-affixed to the building to prevent water ingress and internal water capture systems have been put in place whilst steps to permanently repair the roof are ongoing. At this stage, Officers cannot confirm a timescale for the full repair as it is dependent on number of factors such as outcome of survey work, design, availability of materials and labour. If there are opportunities to accelerate opening of the ground floor (pool/ changing village), where there has been less damage, as an initial phase, then this will be explored. The Council team have also been working concurrently with Live Argyll to set up temporary services at Helensburgh Library, Hermitage Park and Victoria Halls which are now all operational. Officers are progressing the process of recovery as quickly as practicable and it is a priority. The Council is also fully engaged with its insurer, loss adjuster and specialist disaster recovery technical support. Angela Anderson, Plastic Free Helensburgh Will the Committee agree that blocked gulleys are contributing to flooding during periods of heavy rain, downpours and light prolonged rain and that by not dealing proactively the impact on householders and business is likely to be higher than if the issues are dealt with in a timely manner? The Chair advised that he would ask Officers to provide a full response to the question following the meeting and highlighted that the Council is currently going through recruitment for a new Head of Roads and Infrastructure and advised that he is hoping that following the appointment, that he and the Vice Chair would discuss issues relating to Helensburgh, including gulleys and drainage with them. Vivien Dance Question 1 Is the Chair aware that the Council has spent over £650,000 on enabling the Pierhead site being available for a supermarket development and does he believe it is an appropriate use of public funds?. I would like to ask members if they believe it is an appropriate use of public funds when we have just been issued with a Council Tax increase of 9.9%. The Chair advised that he was not aware of the figures quoted and advised that he would refer the question to the Executive Director with responsibility for Financial Services and provide a written response to Ms Dance at a later stage. Page 5
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Question 2 Councillor Kennedy stated at the last Community Council meeting that Helensburgh and Lomond Councillors have been instructed by Council Officers to not comment on the development of Helensburgh Seafront. As Chair could you confirm on behalf of the Area Committee that this statement was factually accurate? The Chair advised that he had sought advice from the Councils Legal Team around this matter and confirmed that all elected members had been advised that as the matter was sub-judice that they need to be careful in what they say around the development of Helensburgh Seafront. Question 3 Given that under the law of this land, its nation and its associated democracy processors, people of Helensburgh and Lomond elect, every 5 years, councillors to represent the community in the ruling of the local council and play an important role in major decisions which affect people’s lives. Councillors are elected to take executive decisions and represent their ward by meeting residents and local interest groups in dealing with matters that have a local impact. All those parts are quotes from the Local Government Act. This is clearly now not happening here as members have taken advice and being advised to say nothing. Can I ask the Committee if they are following this instruction and if so what is your comments now about the deficit in the democratic process that exists in Helensburgh and Lomond? The Chair highlighted that Ms Dance had raised some important issues however he would refrain from commenting on a legal matter. Councillor Campbell-Sturgess advised that as a Councillor he abides by the Councillor Code of Conduct which references the need to uphold the law as well as a duty to represent constituents. Councillor Kennedy advised that he is following the same advice as Councillor Campbell- Sturgess and would not be commenting on the matter until it is over. Councillor Kennedy further advised that due to being on the Planning, Protective Services and Licensing Committee, he has to make decisions on applications and that if he was to comment on the matter he would likely be unable to take part in the decision of any related application. Dr Peter Brown, Helensburgh Community Council Question 3 Having read this year’s budget, the administration motion opted to assign £2.9m to severe weather costs and to borrow that exact amount, the oppositions defeated amendments did not see the need to include this cost and the Councils original budget pack also excluded it, simply noting that the severe weather risk is considered as part of the Councils policy on the level of general contingencies balance held in the un-allocated general fund reserve. Page 6
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Why, a month after the Helensburgh Leisure Centre roof was blown off, did the Administration think that £2.9m needed to be borrowed this year for severe weather costs? The Chair advised that he would provide Mr Brown with a full response in writing having first referred to the Executive Director with responsibility for Financial Services. 5. 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; the work of the Community Policing Team and the Youth Engagement Officer in Helensburgh and Lomond; and Operation Ford. Inspector Simonis further advised that the service are continuing to plan ahead with summer action plans focusing on seasonal anti-social behaviour and road and water safety. Decision The Helensburgh and Lomond Area Committee noted the contents of the report. (Reference: Report by Inspector Bart Simonis, Police Scotland, dated March 2025, submitted) 6. PRIMARY AREA ATTAINMENT REPORT: HELENSBURGH AND LOMOND The Committee gave consideration to a report and a presentation which provided a range of key information about primary school provision in the Helensburgh and Lomond area during the school session June 2024 to January 2025 and reported the national collection of attainment and achievement data from June 2024. Decision The Helensburgh and Lomond Area Committee: 1. noted the information provided within the report and presentation; and 2. congratulated the Education Department for the hard work and success referenced within the report, extending a special congratulations to the Head Teachers who presented the report. (Reference: Report by Executive Director with responsibility for Education, dated March 2025, submitted) 7. 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. Page 7
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(Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services, dated February 2025, submitted) Councillor Iain Shonny Paterson left the meeting at this point. 8. HOUSING SERVICES ACTIVITY UPDATE - STRATEGIC HOUSING INVESTMENT PLAN (SHIP) - ANNUAL UPDATE Consideration was given to a report which provided an update on Housing Services activity and the delivery of the Local Housing Strategy within the Helensburgh and Lomond area. Decision The Helensburgh and Lomond Area Committee noted the contents of the report. (Reference: Report by Executive Director with responsibility for Development and Economic Growth, dated January 2025, submitted) 9. HELENSBURGH OUTDOOR MUSEUM - ARTS STRATEGY FUND APPLICATION Consideration was given to report regarding an application received from the Helensburgh Scout and Guide Trust for support from the Helensburgh Outdoor Museum Arts Strategy Fund. Decision The Helensburgh and Lomond Area Committee agreed to award £1,000 from Helensburgh Outdoor Museum Arts Strategy Fund to the Helensburgh Scout and Guide Trust. (Reference: Report by Executive Director with responsibility for Development and Economic Growth, dated 22 January 2025, submitted) 10. 2024/25 ACTIVE TRAVEL PROGRESS REPORT The Committee gave consideration to a report which provided an update on the progress made in 2024/25 in relation to active travel projects in the Helensburgh and Lomond area, and sought continued support for the projects from Members. Decision The Helensburgh and Lomond Area Committee: 1. welcomed the progress made to date across a significant number of active travel projects by the small Active Travel Team; 2. supported the continuation of the projects and the submission of future funding applications to external challenge funds to continue to develop design and construction stages in order to deliver these projects; Page 8
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3. supported the allocation of the Tier 1 active travel funding element in the Council’s 25/26 block grant to the development and delivery of appropriate active travel projects, including those already underway in Helensburgh and Lomond; 4. welcomed the securing of 24/25 funding from Transport Scotland to construct the 350m section of cyclepath within Rosneath; and 5. instructed Officers to continue to identify and develop new active travel projects to benefit local residents, businesses and communities. (Reference: Report by Executive Director with responsibility for Development and Economic Growth, dated 3 February 2025, submitted) 11. 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 10 September 2024 in relation to the delivery of a dedicated, high quality walking and cycle route linking Helensburgh, Cardross and Dumbarton. Decision The Helensburgh and Lomond Area Committee: 1. welcomed, subject to securing external funding, the appointment of a new design team to complete development of Phase 1 and Phase 2 designs through Developed Design and Technical Design stages; 2. instructed Officers, subject to securing external funding, to appoint a design team to complete development of Phase 3 designs through Developed Design and Technical Design stages; 3. instructed Legal Services to utilise the Council’s statutory powers as necessary to enforce access to private land for surveys required as part of the design process where landowner permission is not forthcoming; 4. agreed to work to identify potential sources of construction match funding, estimated to require a minimum of £3M to complete the route; and 5. 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 (RAMP). (Reference: Report by Executive Director with responsibility for Development and Economic Growth, dated 3 February 2025, submitted) 12. AREA PERFORMANCE REPORT - FQ3 2024/25 The Committee gave consideration to the Area Performance Report for financial quarter 3 of 2024/25 (October to December 2024) which illustrated the agreed performance measures for this period. Page 9
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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 11 February 2025, submitted) 13. 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 11 March 2025) Page 10
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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 Argyll & West Dunbartonshire Division Helensburgh and Lomond Area Committee June 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. Serious and Organised Crime Cowal, Bute & Helensburgh benefits from a dedicated specialist resource, the Serious and Organised Crime Team (SOCT). These specialist officers are supported by dedicated intelligence officers in taking a proactive approach to tackling serious and organised crime in our communities. The work of our Serious and Organised Crime Team continues to impact on the criminal activities of those involved. The seizure of £3,496,132 under the Proceeds of Crime Act since 1st April 2024 is a very significant amount of money. Money that will not be re-invested into further illegal activity including the supply of illegal drugs which brings so much misery to many. We have been upskilling officers across our policing division, ensuring they understand and appreciate the importance of community intelligence and information. Through intelligence led policing, officers are able to apply to the courts for Sheriff search warrants and take positive action in the detection and disruption of those involved in the sale and supply of controlled drugs. Community information is key for us and may just provide us with the last piece of evidence required to apply to the courts for a warrant. We encourage our communities to share concerns and suspicions around drug dealing either by calling 101 or by reporting anonymously via Crimestoppers on 0800 555 111 or via their website and online form (https://crimestoppers-uk.org/give- information/forms/pre-form). COWAL, BUTE & HELENSBURGH PRIORITIES 2023-2026 Page 11 Agenda Item 5
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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 Acquisitive Crime Since April 1st 2025 we have recorded 12 shopliftings across Helensburgh and Lomond which is down 33% from the same period last year We continue to target those involved in shoplifting offences, many of whom are linked to organised travelling crime groups. We have successfully identified a number of such travelling criminals via our partnership with Retailers Against Crime (RAC) who assist with the identification of these individuals. We are working with colleagues across the force to target known individuals and groups. We are also in the process of implementing a new IT process which will make the transfer of large evidential data files easier between businesses police Scotland and the COPFS. We have recorded 4 frauds since 1st April 2025. Prior to April we seen a number of online frauds recorded. These frauds relate to online sales sites such as Facebook marketplace and online investments such as Crypto Currency. Our pro-active work to protect the public from fraud continues. We are delivering inputs to groups and utilising our social media presence to maximum effect. Our relationship with our colleagues in Trading Standards is strong and we are installing call-blockers to landlines when appropriate which is a device to add a level of protection against the automated type of fraudulent call. Our pro-active work to protect the public from fraud continues. In a recent case in Helensburgh a vulnerable member of the community was defrauded out of £44,200 by individuals claiming to be from their bank. This was a complex enquiry and one which usually leads oversees however some great work from a local officer resulted in 5 individuals being arrested and charged with fraud. Road Safety Overall, there continues to be a reduction in the number of casualties involved in road traffic collisions within A&B compared to last year. Speeding and driving complaints remain prevalent across A&B. We continue to support community concerns in this area through direct action, prevention and intervention work. Proactive speed checks have been carried out across hot spot areas. We continue to work with partners including A&B council looking for innovative ways to positively influence road users. Page 12
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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 Our proactive and determined approach to reducing road deaths during the last quarter (from January 2025) resulted in 29 detections for those driving whilst unfit through drink or drugs, 48 detections for careless driving and 21 for the more serious dangerous driving. Our preventions team continue to work with partners across our communities at road safety planned events. These events have been well received and allow a multi-agency approach to improving safety on our roads. where we can positively influence driver behaviour and understand community concerns. As we approach our peak time across our road’s networks our national Roads Policing Team will be providing a high visibility presence across Argyll, they will also be delivering initiatives such as ‘Operation Close Pass’ which is aimed at tackling dangerous overtaking of cyclists and raising cyclist awareness amongst other road users. Our national motorcycle unit will be out supporting local policing across Argyll in the coming period specifically to encourage safe and responsible road use by motorcyclists. There focus will be engagement, education and enforcement. We are also working with the Safety Camera Partnership to have their speed detection van deployed at various locations again to deter and detect those intent on speeding. ASB/Violence The reduction in ASB related calls is pleasing and we continue to work daily with our colleagues at A&B council and housing providers across Argyll to great effect. We are pro- actively visiting problematic tenancies with the ASB Team to impact on any ASB at the earliest possible opportunity. This information is then briefed out to local policing to ensure they are aware of ongoing demand and intelligence. Our officers are fully utilising alternatives to prosecution options whereby they are issuing fixed penalty notices and warnings for minor ASB related offences. This ensures we continue to maximise our resources within the community at peak times without our officers being abstracted to custody. The Preventions Team at Dumbarton are in daily contact with the ASB and Housing Teams across A&B. Requests can range from a single email to a full disclosure which is required when legal action is being taken against a resident. Across A&B we have made in excess of 300 disclosures. The partnership work between the local authority, housing providers and Police Scotland is a very strong effective partnership. In Helensburgh we have seen a recent sporadic increase in ‘pre-planned’ protests taking place within the community. We will always uphold people’s rights to freedom or speech Page 13
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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 and assembly however these rights and not an absolute and where actions become criminal we will ensure that a proportionate response is delivered. We continue to target problematic householders who cause misery to neighbours and communities. We work in partnership with housing providers, Argyll & Bute Council and Social Work services to mediate, resolve and where it is possible, deter further escalation. 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. Our specialist officers within our CID team have realigned to create a single Domestic Abuse & Rape Investigation Unit (DARIU) to better triage risk and prioritise enquiries which can be allocated to an increased number of officers working across enquiries within the same unit. Given the volume of historical offences reported, the increase in rape detections is especially notable. This level of work is bringing matters to a speedier conclusion for victims and allowing for safety measures such a bail conditions to be put in place to protect these individuals from further harm. The creation of this unit will also increase our capability to target perpetrators of domestic violence across A&B. We are working daily to break this cycle including work within the schools’ delivering inputs on consent, misogynistic behaviours among young males and working with partners to deliver online sexual violence presentations. We have engaged with GP surgeries in the area providing advice and guidance on the Herbert Protocol which is a pre-prepared information pack for those living with dementia who are at a higher risk of going missing. We have asked the pack to be provided or discussed with families at diagnosis. The information can be provided immediately to police should the person go missing. During the recent Storm Eowyn we received a report of vulnerable 89 year old male with dementia who had gone for a walk in the early hours of the morning. Local officers carried out an immediate search on foot despite the severe weather challenges. The vulnerable male was found, soaking, wet and cold, having fallen. He was checked over and retuned to his wife. Page 14
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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 Community Engagement We hosted a fabulous emergency services day at Loch Lomond which attracted thousands of visitors. This was a great opportunity to spend time speaking to members of the community answering questions and demonstrating all aspects of policing. Our youth engagement officer teamed up with our local Rotary club and colleagues at the Ministry of Defence Policing team to deliver internet safety presentations to all local primary schools. PC Haining Gallacher also worked with Toyota Helensburgh to deliver road safety lessons to all primary 1 to 3 classes across the area. 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 15
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ARGYLL AND BUTE COUNCIL SECONDARY SCHOOL ATTAINMENT REPORT AREA COMMITTEE Hermitage Academy 10th June 2025 Page 17 Agenda Item 6a
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School information/school context Hermitage Academy is a six year non-denominational comprehensive secondary school, located in Helensburgh, in Argyll and Bute. The current building was completed in 2008 and provides exceptional accommodation indoors and out to meet a huge variety of needs for our ever-growing range of courses. At the 2024 census, the school roll stood at 1313. It was 1284 in 2023 and 1254 in 2022. The FTE staffing complement is 90.17fte. The percentages of pupils accessing free school meal entitlement is 11.2%. Hermitage Academy serves a geographically diverse area, and a broad range of families in terms of socio-economic status and employment. The catchment includes both urban and rural areas and many families are also employed by the Ministry of Defence, in a wide range of occupations. Hermitage Academy has excellent links with all associate Primary Schools which are: Arrochar, Cardross, Colgrain, Garelochhead, Hermitage, John Logie Baird, Kilcreggan, Luss, Rhu, Rosneath and St Joseph’s. Hermitage Academy’s vision states: “Hermitage Academy aims to provide an education for all our young people which will enable them to: achieve their potential, experience success and be well prepared for life beyond school.” We are fully committed to Argyll and Bute Council’s strategy, Our Children, Their Future, focusing on respect, openness and fairness. Our priorities take into account the main aims: Raise educational attainment and achievement for all; Use performance information to secure improvement for children and young people; Ensure children have the best start in life and are ready to succeed; Equip young people to secure and sustain positive destinations and achieve success in life; Ensure high quality partnership working and community engagement; Strengthen leadership at all levels. In 2021 all stakeholders were involved in establishing and refreshed set of vision and values for the school and these are summarised in “We ARE Hermitage” – Ambition, respect and equity. At Hermitage Academy, the priority is to ensure these are more than words and are embedded in all of our planning, research and support. In 2022 Hermitage Academy became the first Secondary school in Argyll and Bute to be awarded with Unicef UK’s Rights Respecting School Award at Gold: Rights Respecting. The assessors praised the entire school community and highlighted that it was evident that children’s rights are embedded across the school and underpin every facet of school life. In May 2025 Hermitage Academy gained national recognition at platinum level for the Investors in Young People programme and as the highest accolade that can be achieved is currently held by only 3% of IIYP accredited organisations. The report highlighted that ‘Hermitage Academy is a passionate ambassador of young talent and places younger colleagues and pupils at the heart of everything they do. Their unwavering commitment to attract, develop, and retain young professionals and prepare pupils for life beyond school, is fuelled by strong leadership, ambition, respect, and equity. At Hermitage, all colleagues and pupils are empowered to thrive, shape their own extraordinary futures and drive real change in line with the school improvement plan priorities’. Page 18
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Section 1 S3 ACEL Attainment in Literacy and Numeracy School Level % Achieved Reading Writing L&T Literacy Numeracy Hermitage Academy Third Level or better 95.5 95.1 96.0 95.1 96.4 Argyll & Bute Third Level or better 91.9 87.5 89.8 86.3 92.1 Hermitage Academy Fourth Level 73.1 70.9 72.2 68.2 66.8 Argyll & Bute Fourth Level 67.2 65.6 69.6 64.1 64.4 Evaluative Comment Overall attainment in Literacy and Numeracy levels for session 23/24 is very positive in comparison to Local Authority figures. As highlighted as green in the table above, 100% of measures are higher than Local Authority averages. Listening and Talking at level 4 and numeracy at level 3 have been areas for development within the school over the past few years and we are particularly delighted to see the continued improvement of performance in these areas. Page 19
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Section 2 National Qualifications 2024 – Percentage of Awards – A-C and A-D Page 20
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Evaluative Comment At National 5 both A-C and A-D pass rates are above both Local Authority and National measures. At Higher A-D pass rates are above both Local Authority and National measures. At A-C pass rates are on par with the Local Authority and below the National measure. At Advanced Higher both A-C and A-D pass rates are above the Local Authority and National measures. National 4 pass rate sits at 100% for 2024 presentations. We continuously work to improve the quality of pass and this is demonstrated by the positive percentage of As and Bs gained by our young people at all levels. Section 3 Insight Data What is Insight Scotland? Insight is a professional tool, aimed at teachers and other staff. It is used to help secondary schools and local authorities identify areas of success and where improvements can be made for pupils in the senior phase. The dashboard has four measures: • Improving Attainment in Literacy and Numeracy (presented below as separate Literacy and Numeracy graphs) Increasing Post-School Participation • Improving Attainment for All • Attainment Versus Deprivation The school’s data below is compared to what is termed The Virtual Comparator. The virtual comparator consists of a sample group of school leavers from schools in other local authorities who have similar characteristics to the school leavers from the school in question. This allows the most accurate and meaningful comparison of attainment data. Page 21
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3a Improving Attainment in Literacy and Numeracy S4 Leavers S5 Leavers Page 22
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S4-6 Leavers Page 23
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Evaluative Comment The percentage of our young people who leave school in S4 with both literacy and numeracy at level 4 is above the Local Authority, Northern Alliance and National averages and on a par with the virtual comparator in session 2023-24. The percentage of pupils leaving Hermitage Academy with both Literacy and Numeracy at level 5 in S5 is above the Virtual Comparator value, local authority average, Northern Alliance average and National average. The percentage of all school leavers, across S4-6, who leave school with level 5 literacy and numeracy is above Local Authority, Northern Alliance and National averages and below the virtual comparator. Page 24
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3b Increased post-school participation Page 25
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Evaluative Comment Over the five year trend our positive destination figures for senior pupils at Hermitage Academy has grown steadily over time, with 2023-24 being the highest on record at 96.8%. This is above the Local Authority, Northern Alliance and National averages and slightly below the virtual comparator. Once a pupil has left school into a positive destination we work closely with Skills Development Scotland to ensure that this continues as a sustained outcome. The biggest challenges our young people face in maintaining their destination surround both long term non-attendance and the negative impact of poor mental health. This was the case with the 2022/23 cohort and continues into this year also. In additional to the bespoke support provided by House Teams in the school, the counselling service available to our young people and their families is becoming an increasing important resource that is utilised effectively on a regular basis. Page 26
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3c Improving attainment for all Page 27
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Evaluative Comment The improving attainment for all measure is split into looking at groups of young people. Highest 20%, middle 60% and lowest 20% of performers. The Hermitage Academy average for highest 20%, middle 60% and lowest 20% is higher than National, Argyll and Bute and Northern Alliance values. The school average sits below the virtual comparator measures. The lowest 20% value has been an established priority for the school for the past few years. We are delighted to see that through enhanced targeted intervention and support for our young people the value in this area has increased to above Local Authority, Northern Alliance and National averages. Page 29
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3d Attainment versus Deprivation School against National The Hermitage Academy average line runs consistently with the National trend across SIMD 1-10, slightly below 1-4 and slightly above 7-10. Particularly strong figures are demonstrated at SIMD 2, 4, 7 and 9. We have used the information provided through insight to evaluate performance and identify areas for development across the deciles, in particular SIMD 5-6. School against Virtual Comparator The Hermitage Academy average runs in line with the Virtual Comparator average across SIMD 1-10. Particularly strong figures are demonstrated at SIMD 2 and 4. We have used the information provided through insight to evaluate performance and identify areas for development across deciles 5 and 6. Page 30
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Section 4 Wider Achievement Qualifications National Certificates; Higher National Certificates; Scottish Vocational Qualifications; National Progression Awards; Skills for Work qualifications; Foundation Apprenticeships; Scottish Baccalaureate Overall evaluative comment/narrative on Wider Achievement Qualifications in your school: The expansion of Wider Achievement qualifications during session 2023/24 has strengthened our curriculum offer and provided clear, personalised pathways for a growing number of young people. The continued development of awards such as Musical Theatre, Criminology, and Lab Skills has contributed to a broader and more inclusive senior phase experience, supporting increased engagement and attainment across cohorts. This year, a total of 864 Wider Achievement qualifications were awarded, up from 284 in 2022/23. This includes delivery across National Progression Awards, Skills for Work qualifications, Foundation Apprenticeships, and a wide range of SQA-accredited units at SCQF Levels 3–6. The strategic use of bundled delivery models allowed groups of learners to achieve complementary qualifications through integrated, subject-specific programmes. Our partnership with the Scottish FA has continued to strengthen, with 24 young people achieving 72 formal qualifications in Refereeing. This vocational route has become a valued part of our wider offer, supporting leadership, confidence, and pathways into sport. Similarly, our continued work with Sports Leaders UK, Youth Scotland, the Open University, and the University of Glasgow has ensured a balanced offer that supports a wide range of learner needs and aspirations. 26 S6 pupils achieved formal Leadership Awards, reflecting the increased alignment between school responsibilities and recognised qualifications. Our Duke of Edinburgh Award programme also continues to go from strength to strength. In 2022/23, 22 young people achieved Bronze level; this year, a further cohort progressed to Silver. The structure and flexibility of the award continue to make it a vital part of our inclusive achievement offer, particularly for learners requiring additional support. This year saw significant growth in digital skills provision, with learners achieving a combined total of 37 qualifications across Cyber Security, Cyber Security Fundamentals, Digital Forensics, and Ethical Hacking—supporting both career exploration and the development of sector-relevant competencies. In Childcare and Social Services, over 20 awards were achieved across units such as Play for Children and Young People, Promote the Wellbeing and Safety of Children, Support the Safeguarding of Children, and Social Services: Children and Young People. These qualifications offer progression into early years, education, and social care sectors and are aligned with national workforce demands. The delivery of Personal Finance, Money Management, Understanding Money, and Responsibilities of Employment supported financial literacy and workreadiness, with over 30 qualifications awarded across SCQF Levels 4 and 5. Pupils also completed units such as Building Own Employability Skills and Preparing for Employment: First Steps, reinforcing pathways to employment and post-school destinations. The ongoing expansion and refinement of our Wider Achievement programme is now a sustained feature of our school improvement work. Through strong faculty engagement, effective use of SCQF frameworks, and well-established partnerships, we continue to deliver qualifications that are relevant, valued, and accessible to all learners. Page 31
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Section 5 Equity and Attainment – Evaluation of Key Factors Factor in attainment Attendance School Ave. Att. 23-24: 88.6% (87.3% in Argyll and Bute) Persistent Absence: 38% (45% in Argyll and Bute) Measure 17/18 18/19 19/20 20/21 21/22 22/23 23/24 Attendance 92.63% 91.67% 90.83% 92.06% 87.8% 87.8% 88.6% The table above demonstrates attendance rates for the previous seven years. The 2022/23 attendance demonstrated a levelling of the reduction in attendance highlighted previously. The trend over time demonstrates that 2021-22 was the lowest level for five years. This is mainly due to the increased trend in unauthorised absence, which mirrors the national picture. The average attendance for Hermitage Academy in session 2023-24 was 88.6%, 1.3% above the Local Authority. Exclusion No. of Exclusion Incidents 23-24: 8 No. of Exclusion Openings 23-24: 31 Rate per 1000 pupils: 6.2 (18.5 in Argyll and Bute) Measure 17/18 18/19 19/20 20/21 21/22 22/23 23/24 Exclusions: Exclusion Openings - number 120 88 143 168 80 55 31 Exclusion Incidents - number 31 29 46 47 17 15 8 Number of Pupils 25 23 37 30 16 12 6 The table above demonstrates a continuation of the significant reduction in both the number of young people excluded from school and the number of openings this relates to. Page 32
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As a school we are managing exclusions in a shorter time frame for each incident and this is reflected in the reduction of openings by 50% in one year. This also demonstrates an 82% reduction in exclusions since the highest level in 2020/21. Our whole school nurture approach and that of increased staff training in this area has continually improved relationships across this school. Having achieved our Silver Nurture status we are now carrying out all the requirements for Gold and look forward to our next accreditation visit. Additional Support Needs Census 2023: 37% (40% in Argyll and Bute) Performance of pupils with Additional Support Needs S4-6 The graph below demonstrates the default comparison of the performance of our young people who have additional supported needs. It highlights a positive picture of performance against the VC, Local Authority, Northern Alliance and National figures. Page 33
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SIMD Census 2023: 14% in Deciles 1-3 (18% in Argyll and Bute) Free School Meal Entitlement Census 2023: 10% (14% in Argyll and Bute) Care Experienced (and previously Care Experienced) Census 2023: 2.3% (29 pupils) English as Additional Language Census 2023: 2.1% Pupil Equity Funding Rangers FC Charity Foundation Programme The Rangers Charity Foundation’s Wider Achievement programme aims to re-engage young people who could benefit from a different learning environment than traditional school-based learning. One day a week for the full academic year 2023-24, 12 pupils from Hermitage Academy travelled with school staff to Ibrox stadium where Rangers Charity Foundation staff led a variety of physical and academic activities. Pupils’ love of football helped motivate them to achieve a range of qualifications including First Aid at Work (SCQF Level 6), First Aid for Mental Health (SCQF Level 5), Steps to Work Award SCQF Level 3/4, and Sport and Recreation: Personal Fitness (SCQF Level 4). In addition to the academic qualifications gained, pupils were able to reflect on their aspirations and readiness for employment through a range of experiences including sports coaching of local Primary school pupils and workshops with industry partners including Timpsons and Skyrora. Family Liaison Officer (FLO) Our Family Liaison Officer is funded by PEF and they work with our most vulnerable young people to provide intense support to pupils and families. This helps to build close partnerships with agencies such as Social Work Services, local Foodbanks and Young Carers. Pupils and families are identified via the child planning processes and staged intervention. Page 34
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As a result, pupils spend more time in class engaging with staff across the school, ensuring greater educational outcomes. Pupils and parents, have advised that they feel that the FLO knows them and their families well and will therefore report difficulties straight to them including lack of food, ability to buy uniform, shoes etc. Parents will also request support to complete benefit applications and free school meal entitlements. As a result of these relationships, the young people in the families the FLO works with spend less time presenting with dysregulated behaviours, out of class, with an improved sense of self-worth and ambition as well as an increased understanding and use of self-regulation strategies. The FLO has a bank of uniform items which are regularly issued to support young people and families to meet the requirements of the school’s uniform guidance. Numeracy We have utilised Pupil Equity Funding to increase staffing across the Maths Department. This has allowed us to create small groups and one to one Numeracy time within the department to help provide additional support to young people who have been identified through our targeted intervention process. The increased staffing has helped our young people to engage with work that covers gaps in their learning from periods of non-attendance at school. Nurture Principal Teacher Pupil Equity Funding helps to provide weekly Nurture Groups to support a successful transition from Primary to Secondary. Feedback from all young people and their parents has been incredibly positive, recognising that the Nurture sessions helped them to settle in and enjoy S1 at Hermitage Academy. The PT post also provides 1-1 bespoke Nurture Plans and makes sure that they are in place for young people requiring additional support to regulate behaviours, navigate social situations, and related therapeutic inputs. Breakfast Club Hermitage Academy whole school Breakfast Club is now very much part of our daily routine. All young people are invited to come along for free breakfast items such as toast, cereal bars, yogurts, as well as croissants and waffles at the end of month for a treat. This ensures all young people in the school, regardless of need or background are able to begin their day with a hearty breakfast in order to be able to focus on learning and teaching in the classroom. The universal offer removes any stigma which might be attached to receiving the breakfast. Page 35
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Section 6 Other information Investor in Young People – Platinum Accreditation In May this year Hermitage Academy gained national recognition at platinum level for the Investors in Young People programme and as the highest accolade that can be achieved is currently held by only 3% of IIYP accredited organisations. The IIYP report states “Hermitage stands as an exemplary employer, a benchmark for the sector”. The report commended the school’s unwavering commitment to attract, develop, and retain young staff, highlighting the opportunities for leadership at all levels, and the professional learning programme on offer to staff. It also noted the school’s effective partnership work in ensuring pupils are well-prepared for life beyond school, reflected in Initial Leaver Destination results this year which were the highest on record. Equally, staff’s nurturing approach and excellent relationships with young people were identified, including the opportunities pupils have to lead change in the school. Page 36
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Turnbulls 47 A new addition to Hermitage Academy which has opened its doors this year is a barista café named Turnbull’s 47, honouring the incredible legacy of Gordon Turnbull, who dedicated 47 years of service to the school. Mr Turnbull played a vital role in shaping the school community and left a lasting impression on generations of students and staff. Naming the café after him is a tribute to his unwavering commitment and the positive impact he made during his long and distinguished career. Turnbull’s 47 is more than just a café — it represents collaboration, community, and excellence. Developed in partnership with Cameron House and Rocket Monkey Roastery, the café brings together high-quality local produce and expertly crafted coffee, offering students and staff a welcoming space to relax, study, or connect. The project not only enriches the daily experience within the school but also reflects the values that Mr Turnbull embodied: dedication, service, and community spirit. Our Children, Their Nurturing Education – Silver Award We were delighted to have attained the Our Children Their Nurturing Education (OCTNE), Silver Award in session 2023-24. This was awarded by the Local Authority Educational Psychology and Nurture Team in recognition of the work undertaken by all staff across the school to become a 'Nurture Aware' Argyll & Bute school. We were assessed on the following aims: • Creating safe, secure, flexible and caring environments where positive relationships are seen as being fundamental • A whole school focus on wellbeing; social and emotional learning and the building of resilience • An awareness amongst practitioners of the impact of adverse experiences and trauma across the whole school community (including staff and parents/carers) • Assessment and planning that has a focus on what has happened to an individual rather than what is wrong with an individual Identification of developmentally appropriate supports that promotes self-regulation • A range of universal whole school approaches that enhance the wellbeing of all children and young people alongside targeted support that is proportionate and meets the needs of children and young people. • Senior Leadership Teams and practitioners who are reflective and supportive in their practice and recognise the importance of the wellbeing needs across the school community. We are very proud of the progress we have made on our Nurture journey and are focussing now on the Gold level accreditation - aiming to become 'Nurture Informed'. Page 37
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Duke of Edinburgh Award Scheme The Duke of Edinburgh programme at Hermitage Academy currently has 22 participants. 14 completing the bronze award and 7 completing the silver award. This session we have already completed a Silver expedition and will soon be completing our Bronze expedition. Our pupils are working hard to complete their volunteering, physical and skills sections and in doing so have contributed many hours of volunteering to both the school and local wider communities. This has included participants volunteering at Helensburgh Book Club, at a local animal rescue centre and at local youth clubs. This continues to build on the over 400 hours of volunteering contributed by Hermitage Academy DofE participants to the local community in the 2023/24 session. Our participants that have achieved the award have included their achievement in UCAS applications for Universities and Colleges and have outlined the skills and experiences they have gained through completion of the Duke of Edinburgh Award. We aim to continue to grow the programme within the school and offer as many opportunities as we can for pupils to achieve the award and contribute to the school and wider community. Flexible Learning Plans A Flexible Learning Plan (FLP) is a bespoke curricular experience for a young person who either is experiencing problems with school engagement or attendance, or has a specific career pathway which can be best supported through an out of school placement. Normally an FLP involves a young person spending part of each week on placement with a partner employer in a profession or trade which matches the young person’s aspirations and interests. For the other part of the week, the young person is in school focusing on a specific and targeted group of qualifications and accreditations, including literacy and numeracy and subjects which, again, align with the young person’s wider interests and aspirations. FLPs are also used to enable some young people to access college courses alongside their in-school curriculum. This year, we have had 9 FLPs created for young people, partnering with employers including Stewart’s Travel, Blairvadach Outdoor Education Centre, The Academy of Hairdressing Excellence Ltd, AMH Services Landscaping, and Glasgow Clyde College. For the young people involved, the flexibility offered through this approach has been of real benefit. Often, young people who find the traditional classroom setting difficult have thrived on placement and these help to confirm in young people’s minds whether they are suited to this career path. Of the 9 pupils on FLPs this year, 5 have progressed into employment, 3 will start college courses in August, and 1 is progressing into S5 in school. This pupil was recently part of our Investors in Young People Platinum Assessment, and spoke extremely well about the positive impact of his FLP. Page 38
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Focus West We have been delighted to welcome Focus West from the University of Strathclyde into Hermitage Academy. Focus West have worked with our S4 cohort to deliver a range of activities and events to encourage and prepare pupils for Higher Education at college or university. This gives our pupils time to reflect on their prelim experience and begin to think about opportunities open to them beyond school. Focus West have also been working one to one with a targeted group of S5 and S6 pupils to support them with the UCAS application process. Tullochan Training Academy The school has been developing an exciting partnership with Tullochan Training Academy. Tullochan annually supports over 1000 young people aged 7-24 through a range of development programmes in Primary and Secondary schools alongside their post-school projects. There are a number of our senior pupils working in-school with the Tullochan Team focussing on identifying individual Skills and Qualities, Confidence Building and Building Self-esteem, Team Building, Goal Setting, Motivations to work, and Career Identification. These sessions are designed to empower young people and to ensure they have an understanding of how important future planning is. We also have some young people out on work placements with the Training Academy – such as Furniture Fix, The Design House, The Common Good Café and with Loch Lomond Fisheries Trust. We look forward to developing our partnership working with Tullochan Training Academy further in the future. Hi5 Scotland Awards Our S1 pupils were awarded with a Hi5 Award Certificates from Youth Scotland after taking part in a variety of STEM Activities as part of the P7 Transition Hooked on Hermitage Project. S3 pupils were also awarded with Dynamic Youth Award Certificates as a result of their contribution to leading and creating the STEM experiment video resources to allow all P7 transition pupils and teachers to complete their Hi5 Awards digitally. WEIR-WISE Programme: Discovering Engineering with S2 Girls The Faculty of Engineering at Strathclyde University, in partnership with the Weir Group, offer the Young WEIR-WISE: Discovering Engineering with S2 Girls programme which has seen a number of our young people be inspired to discover the satisfaction behind a career in engineering. Over the years, our S2 STEM Ambassadors have attended this event virtually and in person to participate in a number of exciting STEM-based activities run by University of Strathclyde staff and engineers. Having enjoyed the hands on challenges and lectures provided by the programme, our S2 and S3 STEM Ambassadors have since lead STEM programmes targeted at S2 and S1 pupils to allow them the opportunity to explore all things STEM through various experiments and challenges. The challenges set and lead by our STEM Ambassadors have given a number of junior pupils the opportunity to complete a number of Young STEM Leader badges to celebrate wider achievement. Page 39
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Mentors in Violence Protection (MVP) 60 of our S5 and S6 pupils received training and have qualified to become Mentors in Violence Protection (MVP). Lessons for our S1 pupils, led by our S5/6 mentors have been carried out recently and has very much supported our ambition of becoming a trauma informed school as part of our nurture journey. Armed Forces Day We held our annual Armed Forces Fayre at Hermitage Academy in June. Pupils were able to visit stalls and activities supported by the MOD and Police Scotland, Royal Navy PT Instructors, HMS Neptune Medical staff, Forces for Children Scotland, the bomb squad and the Army Cadets. Pupils enjoyed the activities and stalls during the day and our Armed Forces Ambassadors highlighted to their peers about the work they are doing within the school. Our Sports Leaders supported the Navy PT Instructors with the physical activities. The Royal Navy Family support workers and the British Legion Royal Navy veterans visited the stalls and answered questions from our N5 and Higher RMPS pupils on their experiences of conflict. Each year group had the opportunity to salute our Armed Forces to show respect and give thanks for the important work they do. This was further enhanced by our Armed Forces Ambassadors who supported the creation and launch of the Armed Forces Children’s’ Rights Charter launch in Edinburgh with Forces Children Scotland. LGBTQ+ Development Since its inception, the LGBTQ+ Pupil and Staff Working Group has been working to continually improve the inclusive practices within the school. The group is close to submitting our evidence with an aim to achieving the LGBT Youth Scotland – Silver Charter Award. As part of this, all teaching staff have had regular training and LGBT awareness and, more recently, on supporting trans youth. The group have also involved reviews of our current practices and policies through use of pupil focus groups, as well as auditing our curricular areas for evidence of LGBTQ+ inclusion. Furthermore, LGBTQ+ visibility continues to be raised consistently within the school environment through pronoun signs on teachers doors, posters raising awareness of LGBT History month, as well as staff displaying visual indicators in their classrooms. Our annual Pride Day celebrations are now a much-loved staple of the school’s calendar and planning is underway for our event that will take place in June 2025, the fourth year running. Page 40
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1 Helensburgh and Lomond Area Committee Date of Meeting: 10 June 2025 Title of Report: Health & Social Care Partnership - Performance Report – FQ3 2024/25 (October – December) Presented by: Charlotte Craig – Interim Head of Strategic Planning, Performance & Technology The Board is asked to: • Acknowledge performance for FQ3 2024/25 (October - December) • Acknowledge performance update on the National Health & Wellbeing Outcomes and Ministerial Steering Group Integration Indicators (Appendix 1) • Note Delayed Discharge Sitrep as of 06 January 2025 (Appendix 2) EXECUTIVE SUMMARY This report details performance for the Financial Quarter (FQ) 3 2024/25 (October - December), the performance outputs are taken from the Integrated Performance Management Framework (IPMF) Reporting Dashboard with the focus on twelve key service areas. Overall performance for FQ3 notes 42 of 84 measures reporting as on target (50%). The report details performance against each of the service areas and the 84 supporting Key Performance Indicators. National Health & Wellbeing Indicators performance is included alongside latest performance from the National Delayed Discharge Sitrep. 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. In consideration of the report the committee is reminded of the role of the Clinical and Care Governance Committee in providing more in depth scrutiny of performance. To ensure timely consideration for the IJB a high level report has been presented to the IJB ahead of this with update to follow in the next minute. 2. RECOMENDATIONS The committee are asked to acknowledge current FQ3 24/25 performance. 3. DETAIL OF REPORT The report details the HSCP (Health and Social Care Partnership) performance for FQ 3 2024/25 (October - December) highlighting key performance trends across the 84 KPIs (Key Performance Indicators). The latest performance against the National Health and Wellbeing Outcomes Indicators is reported (Appendix 1). Also included is the latest national update on Delayed Discharges Page 41 Agenda Item 7
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2 (Appendix 2). 4. RELEVANT DATA & INDICATORS 4.1 FQ3 2024/25 (October - December) Performance Summary Overall performance for FQ3 notes that 84 KPI’s are scoring against target, with 42 (50%) reporting as on-track. This is a decrease of 8% from FQ2 position, where 49 KPI were on track (58%). 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 84 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 Performance across 7 KPIs, Children & Families and Justice notes 4 (57%) on track, with 4 (43%) off track, against the targets set for Q3 24/25. This is consistent with 57% noted as on track in FQ2. Performance on or above target: • The percentage of Child Protection Register (CPR) cases that have an allocated Social Worker remains on target at 100% for FQ3, with no change noted from FQ2 position. Page 42
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3 • The number of teams that have delivered 75% or more of the Universal Health Visiting Pathway (UHVP) reports 87% for FQ3, up from 78% FQ2. • FQ3 Number of Public Sector staff who have received at least basic training in how to identify and respond to women and children affected by Violence Against Women & Girls reports cumulative 250 against cumulative target of 90. • Percentage of Criminal Justice social work reports submitted 2 days before court reports is noted at 91% in FQ3, against 90% target and an increase from 82% reported in FQ2 Performance below target & areas for improvement: • The percentage of Child Protection Planning Meetings (CPPM's) held within 28 days of the initial referral reports 33% in FQ3 against 90% target and increase from 17% noted in FQ2. • Mental Health Services (CAMHS) children and young people seen within 18 weeks of referral reports 39% FQ3 against 85% target and a decrease from 73% reported in FQ2. • The number of statutory individual Health Assessments commenced within four weeks of coming into care in FQ3 reports 75% down from 100% for FQ2 4.2.2 Telecare and Digital Performance across 13 Key Performance Indicators (KPIs) for Strategic Planning, Performance & Technology Services shows 4 KPIs (31%) on track, with 9 KPIs (69%) reported as off track against the targets set for FQ3 24/25. Performance on track reports a decrease of 7% from the reported FQ2 24/25 position (38%) It should be acknowledged that nationally waiting time breaches are measured against a zero target. Local 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: • The implementation of Just Checking activity monitoring equipment was successfully completed in 8 homes, down slightly from 9 in FQ2 but remains above the target (7) for FQ3. • Digital blood pressure monitoring in Primary Care continues to be rolled out, with 79 unique patients using the service by FQ3 against a target of 42, consistent with FQ2 levels. • Currently, 45% of telecare clients have enhanced packages, which are on target and an increase from 42% noted in FQ2. Further work is needed to accurately track this metric. • The e-health department resolved 100% of IT support requests during Q3, up from 99% in FQ2. Performance below target & areas for improvement: • FQ3 reported 169 new clients to Telecare, a 23% decrease compared to the previous quarter (219) and below the target of 200. • Progress in the digitalisation of telecare equipment has increased by 11% to 65% for FQ3, however this is below the 70% target set for the end of the period. • Consultations delivered via Near Me have continued to decline, from 999 in FQ2 to 888 in FQ3, against the quarterly target of 1025, showing no growth. • The number of telecare clients overdue for their annual review has decreased to 51%, below the 50% target. Work is continuing to improve data quality around this measure. Page 43
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4 • There were zero Silvercloud referrals reported in FQ3, a fall from 57 in FQ2 against the quarterly target of 60. • 96% of FOI requests were completed within the statutory timescale, against 100% and down from 100% noted in FQ2. • Waiting times for cancer appointments at 31 and 62 days reported 15 cases, an increase from 12 in FQ2 against a target of zero. • New outpatient waiting times breaches over 12 weeks were noted at 49%, compared to the 46% target, no change from FQ2. • Outpatient long waiting times (over 52 weeks) were noted at 4.8%, an increase from 3.3% in FQ2 and above the target of 2.8%. 4.2.3 Primary Care Performance across 10 Key Performance Indicators (KPIs) for Primary Care shows 6 KPIs (60%) on track, with 4 KPIs (40%) reported as off track against the targets set for FQ3 24/25. This is a reported decrease of 10% from 70% on track in FQ2 24/25. Performance on or above target: • 81% of children who received Fluoride Varnish treatment did not require further dental treatment, consistent with FQ2 levels. • 54% of eligible residents have so far received their Winter Covid 19 booster. This is 7% higher than the national average and up from 4% noted at FQ2 end. • Across the HSCP GP practices operated the duration of FQ3 without resorting to contingency measures. Decease from 55 instances noted in FQ2. • GP practices remained at level zero during FQ3 resulting in no reduction in services provided. • 4.5% of consultations by GPs and other HSCW within the primary care setting were done digitally, meeting the target set (4.5%) • Primary Care Out-of-Hours Services covered 50% of all recorded out of hour consultations during FQ3, an increase from 46% in FQ 2 and exceeding their 45% target. Performance below target & areas for improvement: • 2 GP practices were returned to HSCP Control during FQ3, above a zero target and an increase from FQ2 (0). • 93% of children at 12 months of age received their 6 in 1 vaccination missing the 95% national target, down from 96% reported at FQ2. (data for this indicator is 1 quarter behind due to availability of statistics) • The Oral Health Improvement Team only managed to deliver 94% of their planned activity, down from 95% in FQ2 and against a target of 100%. • HSCP Dental services utilised 61% of clinic appointments, missing their 90% target. This is an improved position from 48% noted in FQ2. 4.2.4 Public Health Performance across 5 Key Performance Indicators (KPIs) for Public Health shows 4 KPIs (80%) on track against the targets set for FQ3 24/25. Performance on track reports a decrease of 20% from the reported FQ2 24/25 position (100%). Performance on or above target: Page 44
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5 • Increase the monthly number of quit dates set, supported by NHS smoking cessation advisors or jointly through shared care with pharmacy, by people in the most deprived 40% areas in Argyll. Performance this quarter has significantly exceeded the target, with 28 quit dates achieved against a target of 10. Whilst significantly above target it shows a 3% decrease compared to FQ2. • Increase the number of engagement activities delivered in communities and supported through Living Well Networks. Performance continues to be above target, with an actual of 29 against a target of 20. This represents a 12% increase compared to FQ2. • Increase the number of referrals to community link workers supported by “We Are with You”. Performance this quarter achieved approximately 44% above the target, with an actual performance of 145 against a target of 101. The actual number of referrals is above target but 32% less than FQ2. • Number of instances working with Scottish Government or National Agencies on National Strategy and Policy Development. This is a new measure for 24/25 with a target initially set as 1. FQ3 noted 13 instances of working with Scottish Government or National Agencies on National Strategy and Policy development. Performance below target & areas for improvement: • Increase the number of people in Argyll and Bute attending training in the following areas, Money Counts, Behaviour Change, Mental Health and Suicide Prevention. The rolling target from 23/24 continues into 24/25, with the expectation of 17 additional clients each quarter. In FQ3 we fell 4% short of our target with 114 attendances, against a target of 119. 4.2.5 Finance Performance across 6 KPIs for Financial services notes 1 (17%) on track, with 5 (83%) off track against the targets set for Q3 24/25. This is a reported decrease of 66% from FQ2, where 5 (83%) of KPIs were on track. Performance on or above target: • Older People External Residential actual spend reports 95%, this is 5% below projected target in FQ3, with variance of 23% from the FQ2 position. Performance below target & areas for improvement: • Costs for Hospital Delayed Discharges in FQ3 report £453,500 (43%) over the target of £317,000 and an increase from £306,500 in FQ2. • GP prescribing expenditure notes actual spend being £126,000 (0.6%) over the projected spending target in FQ3. This is an improved position from FQ2, where performance was noted as 2% over the target. • Agency and Locum staffing expenditure reports a reduction of 1%, failing to meet the target reduction of 10%. However, this is an improvement on the FQ2 position, where a 6% increase was recorded. • Older People Internal Residential actual spend notes being over projected target by 8% for FQ3. This has increased from FQ2 position where 83% actual was noted. • FQ3 Older People Homecare actual spend reports being 4% above the projected target. This is an increase from the FQ2 position, where actual was below projected 92% Page 45
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6 4.2.6 Carers Performance across 4 Key Performance Indicators (KPIs) for Carers shows 3 KPIs (75%) on track, with 1 KPI (25%) reported as off track against the targets set for FQ3 24/25. Performance on track is consistent with the reported FQ2 24/25 position. Performance on or above target: • The number of Unpaid Carers Supported across A&B’s Carers Centres continues to be over the target of 3000 per quarter, with a slight increase to 3483 (4%) noted from previous FQ2. • The ACSP reviews, which now include welfare contacts, are well above target of 700 per quarter with 1739 achieved in FQ3 compared to 1396 in FQ2. • Young Carer Statements completed in FQ3 notes 53, is up from 35 recorded in FQ2 and remains above the target of 4 Performance below target & areas for improvement: • The number of Adult Carer Support Plans completed saw a significant increase this quarter (+11%), rising from 114 to 127 - just below the target of 133. 4.2.7 Allied Health Professionals Performance across 7 Key Performance Indicators (KPIs) for Allied Health Professionals shows 4 KPIs (57%) on track, with 3 KPIs (43%) reported as off track against the targets set for FQ3 24/25. Performance on track reports a decrease of 14% from the reported FQ2 24/25 position (71%). It should be acknowledged that nationally waiting time breaches are measured against a zero target. Local 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: • MSK Outpatient Referral waits breaching >4 weeks are slightly up in FQ3 to 1029 (+6%) and meeting target of 1120. • Outpatients waiting over 12 weeks for AHP services continue their trend downwards in FQ3 – with a reported total of 467 against the target of 500. • Community Patient Discharges saw a slight decline in FQ3, dropping from 2,034 to 2,027, while still exceeding the target of 1,632. • The percentage of New versus Return Outpatient Physio AHP Referrals remains above the 30% target, with 31% noted in FQ3. Performance below target & areas for improvement: • AHP Priority 1&2 referrals breaching > 4 weeks in FQ2 reported 55 against a target of 48. • Priority 3 and 4 Community Patient Referrals breaching over 12 weeks have increased quarter on quarter, with FQ3 reporting 770 against a target of 400, up 35% from 558 noted in FQ2. Page 46
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7 • AHP Outpatient Completed Waits decreased by 10% in FQ3, with 929 reported, just missing the target of 945. However, this remains part of an overall upward trend over the past year. 4.2.8 Delayed Discharges Performance across 6 Key Performance Indicators (KPIs) for Delayed Discharges shows 2 KPI (33%) on track, with 4 KPIs (67%) reported as off track against the targets set for FQ3 24/25. Performance on track reports a decrease of 50% from the reported FQ2 24/25 position (83%) For FY 2024/25 Delayed Discharges KPIs, we use a count at the end of quarter census point instead of full month data, as this aligns better with national reporting. 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: • Reduce the Number of people delayed in hospital with AWI code at Monthly Census Point. Performance was above target having achieved actual of 4 against a maximum target of 6. In this quarter, the number of people delayed with AWI code recorded remained at 3 in October and November and increased to 4 in December. • At the end of Q3, the number of people delayed in hospital awaiting assessment (Codes 11A and 11B) was 5, which is 14% of census clients, against a target of 10. The target was based on the average for the previous four quarters of 23/24, which ranged from 9 to 11. This is a noted reduction of 29% from FQ2 position which reported 7. Performance below target & areas for improvement: • The overall number of people delayed in hospital at Monthly Census Point as at the end of Q3 was 35, against the target of 31. This reflects an increase of 13% compared to FQ2 position (31). The target was set based on the average over the last four quarters of 23/24, where client numbers ranged between 29 and 34. • At the end of Q3 census point, the overall length of stay in a hospital (Delayed Discharge Bed Days) at Monthly Census Point was 907 against the target of 634. This represents an increase of 48% with 613 recorded in FQ2. The target was set based on the average bed days over the past four quarters of 23/24, which ranged from 598 to 695. • The number of people delayed awaiting a Care Home Placement was 10, compared to a target of 4, 150% over the target. The actual number of people waiting has increased by 900% (1 to 10) from FQ2 to FQ3. The target was set based on the average from the previous four quarters of 23/24, which ranged from 0-5. • At the end of FQ3, the number of people delayed in hospital awaiting care at home availability was 15, representing 43% of census clients, compared to a target of 12. The target was based on the average of the last four quarters of 23/24, which ranged from 8 to 14. This has decreased by 25% compared to FQ2 position (20). Page 47
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8 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 FQ3 24/25. Performance on track reports an increase of 25% from the reported FQ2 24/25 position (50%). Performance on or above target: • Reduce the number of Unplanned Admissions to A&B hospitals directly from a care home has remained steady at 16 in both FQ2 and FQ3, which is below the target of 36. • Increasing the occupancy rates across A&B Care Homes has remained steady at 96% across FQ1, FQ2 and FQ3 and 2024/25. This KPI is now measured against available places (previously all empty beds). • The FQ3 performance was looking to reduce the value of assessed unmet need for care at home. FQ3 actual was £14,718.26, which is £1,960.78 (12%) below the target. Target is set at previous quarter’s value. Performance below target & areas for improvement: • Increasing the % of Older People who had their homecare monitoring review completed within 6 months was noted at 40% for FQ3, against a target of 49%, which is 18% below target. Compared to FQ2, where the actual was 37%, this represents a 3% increase (40%). 4.2.10 Community Hospitals Performance across 5 Key Performance Indicators (KPIs) for Community Hospitals shows 4 KPIs (80%) on track, with 1 KPI (20%) reported as off track against the targets set for FQ3 24/25. Performance on track has remained consistent, with an 80% track record across both FQ2 and FQ3. Performance on or above target: • The average length of stay for inpatients in A&B Community Hospitals was reduced to 7.4 days across the quarter, against the target of 7.8 days. This represents a 4% improvement compared to FQ2, where the average length of stay was 7.7 days. • A&E attendances meeting the 4 hrs wait target reached 95.1%, exceeding the 95% target by 0.1%. This is a slight reduction of 2% from FQ2, where performance was noted as 97.1%. • Maintain A&B Community Hospitals Bed occupancy rates below 80% target. Bed occupancy rates remained well below target at 70.6% for FQ3, marking a slight increase of 1.3% from 69.3% in FQ2. • Reduce the number of falls being reported in a Community Hospital setting in A&B. In FQ2, we reported 38 falls, well below the target of 54. This showed an increase of 1 fall from FQ2 (3%). Performance below target & areas for improvement: • Reduce the rate of unplanned admissions to Community Hospitals for 65+ population. This KPI reported 490 admissions, 8% above the target of 452 for FQ3. This represents approximately 1% increase compared to FQ2. Page 48
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9 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 FQ3 24/25. There is no change from FQ2 24/25. 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 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: • 10 Adults are on the dynamic support register with a category red or amber status, in line with Q3 target of 10, and down from 12 reported in FQ2. • FQ3 noted 30 Adults waiting for a psychological therapy service against the target of 175 or fewer, and a reduction from 40 in the previous quarter. • 90.8% of individuals referred to Alcohol and Drug treatment services were seen within the target waiting period, above the 90% target and an increase from 89.6% at FQ2. Performance below target & areas for improvement: • 12% of Adults with a Learning Disability were reported as overdue their annual review, up from 7% in FQ2 and above the 3% target. • 502 Adults were waiting for a Mental Health outpatient service, missing the target of 390 or less. And in increase of 13% from FQ2 position (446). • FQ3 noted 30% of Adult Support and Protection 'duty to inquire' procedures were completed within the 5 working day target, below 70% target and no change from FQ2. • Only 30% of Adult Support and Protection inquiries requiring investigative powers were completed within the 15 working day target (70%), down from 55% reported in FQ2. • 79% of Case Conferences began within 20 days of referral or within 12 weeks of the initial conference for review, an improvement on previous FQ2 (53%), but below the 100% target. 4.2.12 Rural General Hospitals (Lorn & Island Hospital) Performance across 9 Key Performance Indicators (KPIs) for Rural General Hospitals (LIH) shows 4 KPIs (44%) on track, with 5 KPIs (56%) reported as off track against the targets set for FQ3 24/25. Performance on track reports an 11% increase from the reported FQ2 position. Performance on or above target: • Reduce the rate of unplanned admissions to LIH 65+ population. FQ3 performance noted the actual number of unplanned admissions was 322, down 16% from 383 in FQ2, meeting the target set of 345. • Reduce the number of LIH A&E Attendances that result in an unplanned admission. The FQ3 performance for reducing unplanned admission from A&E attendances was on target with both actual and target 19.2%. This is a decrease of approx. 1% from FQ2, where the rate was 19.8% and off target. Page 49
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10 • Reduce the number of falls being reported in a hospital setting in LIH. FQ3 performance noted the actual number of falls was 26 against a target of 26. This reflects a 21% reduction in falls from FQ2, where 33 Falls were reported. • Reduce the number of instances of tissue viability in Lorn & Islands Hospital. The target was to reduce the number of tissue viability instances to no more than 4. FQ3 performance on actual instances was 2, a reduction of 4 (67%) reported in FQ2. Performance below target & areas for improvement: • Reduce the total number of unplanned bed days in LIH. The actual number of unplanned bed days reported was 3327, 4 above the target of 3323, based on the 23/24 average. This represents a 12% increase from FQ2 of 2969. • Reduce the Average Length of Stay for inpatients in LIH. FQ3 Performance noted we achieved an actual rate of 5.3, against the target of 4.8. This is up 26% from 4.2 noted in FQ2. • Maintain LIH Bed Occupancy Rates below 90% target. FQ3 performance noted an actual rate of 92.4%, approx. 7% increase from 85.8% noted at FQ2. • Reduce the number of medication errors in LIH. The quarterly indicative target was set at no more than 6 per reporting period, 6 based on 2023/24 average. In FQ3 we noted an actual of 12, an increase of 3 (33%) from FQ2. 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. Page 50
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11 5. CONTRIBUTION TO STRATEGIC PRIORITIES The monitoring and reporting against Key Performance Indicators using the Integrated Performance Management Framework and Dashboard ensures the HSCP can 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. 8. EQUALITY & DIVERSITY IMPLICATIONS The Integrated Performance Management Framework captures relevant indicators 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. Page 51
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12 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 committee is asked to consider and acknowledge FQ3 2024/25 (July - September) performance as detailed in the IPMF Dashboard. The committee should also note that the 2025-26 review of KPI’s has commenced. 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) Integration Joint Board Health & Social Care Partnership - Performance Report – FQ3 2024/25 (October – December) 26/03/2025 Clinical and Care Governance Committee Health & Social Care Partnership - Performance Report – FQ3 2024/25 (October – December) 1/05/2025 REPORT AUTHOR AND CONTACT Author Name: Douglas Hunter- Senior Manager Performance & Improvement Email: douglas.hunter@argyll-bute.gov.uk Page 52
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13 Appendix 1 – HWBOI & MSG Integration Indicators. Core Suite of Integration Indicators Data notes 67% (6 of 9) HWBOI Outcomes measures reporting as above the national Scotland Rate. It is worth noting that performance will be influenced and vary in line with the total number of respondents participating in this voluntary survey. As such, caution should be noted with regards to previous comparison and trends Page 53
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14 HWBOI - Performance Data notes 55.5% (5 of 9) HWBOI Performance measures reporting as above the national Scotland Rate. *Indicators 12, 13, 14, 15, 16, 18 Calendar year 2023 is used here as a proxy for 2023/24 due to the national data for 2023/24 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 2023 should improve the consistency of reporting between Health and Social Care Partnerships. Page 54
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15 Ministerial Steering Group Integration Indicators Data notes 25% (2of 8) MSG Indicators reporting as above the national Scotland rate. MSG Indicators data notes that all MSG measures 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. Page 55
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16 Appendix 2 - Delayed Discharge Sitrep – 6th January 2025 Page 56
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ARGYLL AND BUTE COUNCIL HELENSBURGH AND LOMOND AREA COMMITTEE ROADS AND INFRASTRUCTURE JUNE 2025 SERVICES ROADS AND INFRASTRUCTURE SERVICES UPDATE 1.0 INTRODUCTION 1.1 A Roads and Infrastructure standing report was a fixture on Area Committee agendas throughout the life of the last Council. In the first two rounds of Area Committee meetings in the new Council feedback was sought on the value of these updates, and their format and frequency. Generally Members felt having a standard item was beneficial and it was acknowledged that the Roads and Infrastructure weekly briefings issued to all members each Friday afternoon provide for the main sources of live information on current activities. On top of these briefings there is a bank of resources on the new Member Zone system which include the weekly briefings, subject specific briefings, ad hoc short briefings on issues, relevant previous committee reports, operational service procedures, legislation and Council policies. 1.2 In the last Council the purpose of these reports was to provide an update on service activities but since weekly briefings these have largely superseded the original stated purpose of these reports. 1.3 On the basis of the above this new format has been agreed through the December 2022 round of area committees for this standing item. This format removes duplication for Officers and rather links to existing published information, with additional updates only in the body of the reports if these are specifically requested/noted from previous meetings. The report remains as a standing item and continues to provide the opportunity for Officer engagement at the committee meetings. 2.0 RECOMMENDATIONS It is recommended that the Area Committee: 2.1 Note and consider the contents of this report. 3.0 DETAIL 3.1 Roads and Infrastructure Services provides Members with weekly briefings on topical service activities which are all available here. Page 57 Agenda Item 8
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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 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 194 and the Environmental Protection Act 1990. 5.4 HR – none known. 5.5 Fairer Scotland Duty: 5.5.1 Equalities - protected characteristics – where appropriate EqSEIAs will be carried out to identify any implications. 5.5.2 Socio-economic Duty – where appropriate EqSEIAs will be carried out to identify any implications. 5.5.3 Islands – where appropriate Island impacts assessments will be carried out to identify any implications. 5.6. Climate Change – due regard will be given to climate change with a view to minimising any climate change impact and these will be considered as and when they arise. 5.7 Risk – 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. 5.8 Customer Service – none known. Page 58
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5.9 The Rights of the Child (UNCRC) – none known. Executive Director with responsibility for Roads and Infrastructure Services, Kirsty Flanagan Policy Lead for Roads, Transport and Amenity Services, Councillor John Armour May 2025 For further information contact: Stephen Hall, Interim Head of Roads and Infrastructure Services Stephen.hall@argyll-bute.gov.uk Mark Calder, Project Manager mark.calder@argyll-bute.gov.uk Page 59
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ARGYLL AND BUTE COUNCIL HELENSBURGH & LOMOND AREA COMMITTEE COMMERCIAL SERVICES 10 JUNE 2025 CHORD-HELENSBURGH: SURPLUS FUNDS, COMET PLINTH 1. EXECUTIVE SUMMARY This report provides members with updated and costed proposals for the manufacture of a lit plinth to display a resin encapsulated model of the PS ‘Comet,’ and which will subsequently be housed and put on permanent public display in Helensburgh town centre. In addition, it provides further information in respect of the remaining models of PS ‘Comet.’ In December 2016, following the successful completion of the CHORD – Helensburgh project, the Area Committee took the decision to allocate the ‘surplus’ funds to take forward additional works which were complimentary to the CHORD proposals. This included funding to develop a lit and resin encapsulated model of the PS ‘Comet’ which would be mounted on a suitable plinth for public display, as well as consideration as to how the remaining models of the PS ‘Comet’ might be used going forward. The Area Committee allocated £3,500 towards the ‘Comet Plinth’ and £1,000 towards the ‘Flotilla of Comets’ as they became known. The report provides a breakdown of the updated cost plan of £5,291.53 (excluding VAT) for the ‘Comet Plinth’. RECOMMENDATIONS The Area Committee is asked to: 1. Consider and note the contents of the Report, 2. Approve the allocation of up to £5,291.53 (excluding VAT) towards the cost of creating the ‘Comet Plinth’, and 3. Approve that the balance of the Surplus Funds budget be transferred to the Outdoor museum Budget upon conclusion of the Comet Plinth works Page 61 Agenda Item 9
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ARGYLL AND BUTE COUNCIL HELENSBURGH & LOMOND AREA COMMITTEE COMMERCIAL SERVICES 10 JUNE 2025 CHORD-HELENSBURGH: SURPLUS FUNDS, COMET PLINTH 2. INTRODUCTION 2.1 Following the completion of the CHORD – Helensburgh works there was surplus capital funding of £653,119 which was allocated in October 2016 to a programme of complimentary works, primarily pavement and carriageway improvements to be taken forward by Roads and Infrastructure Services. 2.2 In addition, there were works and funding associated with the concept of the Outdoor Museum, and this included specific funding allocations for the ‘Comet Plinth’ and the ‘Flotilla of Comets’ with the Area Committee allocating £3,500 and £1,000, respectively. 2.3 As of 1 December 2024, there remained a total of £24,879.81 in the Surplus Funds budget, including the £4,500 allocated to the Comets. At its meeting on 10 December 2024 the Area Committee allocated up to £21k towards the removal of stainless-steel bins from 2.4 The report provides members with the updated cost plan for the fabrication of the ‘Comet Plinth’ at a cost of £5,291.53 (excluding VAT) and further information in respect of the remaining models of the Comet. 3 RECOMMENDATIONS The Area Committee is asked to: 3.1 Consider and note the contents of the Report, 3.2 Approve the allocation of up to £5,291.53 (excluding VAT) towards the cost of creating the ‘Comet Plinth’, and 3.3 Approve that the balance of the Surplus Funds budget be transferred to the Outdoor museum Budget upon conclusion of the Comet Plinth works 4 DETAIL 4.1 During the CHORD Project the existing lamp posts in Colquhoun Square were replaced, and the models of the PS Comet that adorned them were disposed of. Several Page 62
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of these models were subsequently rescued by the arts organisation WAVEparticle, which had been instrumental in the creation the Helensburgh Outdoor Museum. Fig.1 Comet model on the top of the original lamppost in Colquhoun Square 4.2 The model in the best condition was selected to be encapsulated within acrylic resin so that it could subsequently be mounted on a plinth, incorporating lighting and controls, and put on permanent public display. The original intention was that the plinth would be on display in the open air e.g. in Colquhoun Square, however, concerns around the acrylic resins exposure to environmental conditions, which cause the resin to go opaque over time, has led to the conclusion that it would be better to house the plinth within a publicly accessible building in Helensburgh Town Centre e.g. Helensburgh and Lomond Civic Centre. Fig. 2 Comet model encapsulated in acrylic 4.3 We have worked with WAVEparticle to update the cost plan in line with this revised proposal for internal display, and consequently can advise a cost of £5,291.53 (excluding VAT), which is broken down as follows: Page 63
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4.4 This would provide a quality display/presentation platform for the encapsulated model of the Comet, and which could be housed in a publicly accessible building in Helensburgh town centre. The lighting controls mean that assorted colour and intensity settings can be achieved resulting in the ability to set different ‘moods/atmospheres’ for the model. WAVEparticle will also develop a plaque or similar to be mounted on the cabinet, providing background information on the PS Comet. It also provides flexibility for the display to be temporarily relocated to other buildings within the Council area, e.g. in support of maritime themed events. 4.5 Discussions with colleagues in Roads and Infrastructure Services have confirmed a revised cost estimate for them to replace the stainless-steel bins in the town centre, and that this can now be achieved for a cost of £17,000, as compared to the £21,000 allocated by the Area Committee in December 2024. Allowing for the cost of replacing the silver bins, plus the cost of completing the Comet Plinth, a total of £22,291.53 to deliver both, leaving a balance in the Surplus Funds Budget of £2,588.28. 4.6 There will then remain seven more models of the Comet a use for which is still to be determined/identified. We would therefore recommend that these are held in storage by the Council and made available when a suitable and sympathetic use is identified for them in the future. The balance of the surplus funds (a minimum of £2,588.28) could be transferred to the Outdoor Museum budget upon completion of the Comet Plinth works. 5 CONCLUSION 5.1 The Surplus Funds works provided an opportunity to extend the benefits of the original Helensburgh CHORD Works, and the completion of the Comet Plinth will bring these works to a conclusion. Acrylic Encapsulated Coment Plinth incl Stand Project Management 1. Wave particle @ 2-days £545.96 £1,091.92 Metal Casing/Stand for Encapsulated Comet 2. Metal Casing 710mm x 370mm x 470mm incl. drawer and security lock to hold lightbox £2,039.85 3. Powder coating - matt black £239.98 4. Fixings £179.99 £2,459.81 Encapsulated Comet 700mm x 350mm x 450mm (existing) 5. Preparation for public display £60.00 6. Sandblasted base £299.98 7. Acrylic polished/buffed £359.97 £719.95 Lighing and Controls 8. Bespoke LED lightbox 700mm x 350mm x 120mm £538.80 Addlux Quote AB15-Q1 9. 2x blade LRI Units 663mm long £0.00 10. DMS RGB Controller (optional) £0.00 11. Timer clock (optional) £0.00 £538.80 Transport 12. delivery to installation site £359.97 £359.97 subtotal £4,810.48 Contingency @ 10% £481.05 £5,291.53 VAT @ 20% £1,058.31 £1,058.31 subtotal £6,349.83 Cost Plan Jan-25 Page 64
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6 IMPLICATIONS 6.1 Policy – The original CHORD Programme fitted to the Council’s Corporate Plan, Single Outcome Agreement and approved Development Plan policy for town centre regeneration. 6.2 Financial – Allocation of £5,291.53 from the remaining CHORD - Helensburgh surplus funds, and transfer of any residual balance to the Helensburgh Outdoor Museum Budget upon completion. 6.3 Legal – no implications 6.4 HR – no implications 6.5 Fairer Scotland Duty: 6.5.1 Equalities - protected characteristics – no implications 6.5.2 Socio-economic Duty – no implications 6.5.3 Islands – no implications 6.6 Climate Change the lighting system operates using energy efficient LED’s reducing power consumption 6.7 Risk – Cost Plan includes 10% Contingency Allowance 6.8 Customer Service – no implications Douglas Hendry Executive Director with responsibility for Commercial Services Cllr Ross Moreland Policy Lead for Financial and Commercial Services 7 March 2025 For further information contact: John Gordon, PPMS Programme Manager, Tel: 01369 708457 or Mobile: 07901 516 106 Page 65
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ARGYLL AND BUTE COUNCIL HELENSBURGH AND LOMOND AREA COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH 10 June 2025 HELENSBURGH OUTDOOR MUSEUM UPDATE 1.0 EXECUTIVE SUMMARY 1.1 This report provides an overview of the proposed 2025-2028 development plans for the Helensburgh Outdoor Museum to become a more prominent heritage led attraction for visitors and residents and have an increased economic impact. 1.2 It summarises the approach and spend of the remaining £48,496 budget, to address the key challenges facing the Outdoor Museum which relate to its poor condition, visibility, and limited number of artworks. 1.3 To deliver a greater impact and increase the number of artworks, a need for additional funding has been identified. Argyll and Bute Council’s Policy and Resources Committee approved an application for an additional £80,000 to be funded from the Scottish Government’s Place Based Investment Programme designed to support additional community engagement activities and the delivery of ten new artworks. 1.4 In line with the Outdoor Museum Arts Strategy, applications for artworks from the community and partner organisations will continue to be brought to the Area Committee for consideration and approval. RECOMMENDATIONS It is recommended that the Area Committee: I) Agree to the utilisation of the remaining CHORD surplus funds and the additional Place Based Investment funding as outlined in the report. II) Note the indicative timeline and allocation of spend. Page 67 Agenda Item 10
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III) Agree to delegate to the Executive Director with responsibility for Development and Economic Growth in consultation with the Chair and Vice Chair of the Helensburgh and Lomond Area Committee authority to approve the final timeline and allocation of resource. Page 68
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ARGYLL AND BUTE COUNCIL HELENSBURGH AND LOMOND AREA COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH 10 June 2025 HELENSBURGH OUTDOOR MUSEUM UPDATE 2.0 INTRODUCTION 2.1 This report provides an overview of the proposed 2025-2028 development plans for the Helensburgh Outdoor Museum to become a more prominent, heritage led attraction for visitors and residents and have an increased economic impact. 2.2 A summary has been provided of the proposed approach and associated spend to address the key challenges facing the Outdoor Museum which relate to its poor condition, visibility and limited number of artworks. 2.3 The proposal has been developed in consultation with the Outdoor Museum Design Panel who have a wealth of skills and experience in the arts, culture and heritage. 2.4 Details of the estimated spend of the remaining budget are provided, as well as an indicative timeline for the delivery of the proposed works and activities. There is the opportunity for the Outdoor Museum to achieve greater impact with additional artworks, should further funding be secured. 3.0 RECOMMENDATIONS It is recommended that the Area Committee: I) Agree to the utilisation of the remaining CHORD surplus funds and the additional Place Based Investment funding as outlined in the report. II) Note the indicative timeline and allocation of spend. III) Agree to delegate to the Executive Director with responsibility for Development and Economic Growth in consultation with the Chair and Vice Chair of the Helensburgh and Lomond Area Committee authority to approve the final timeline and allocation of resource. Page 69
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4.0 DETAIL 4.1 The Helensburgh Outdoor Museum is an award-winning heritage led attraction developed as part of the CHORD programme, with the first artworks installed in 2014. It consists of 131 granite plinths distributed across Colquhoun square. 4.2 At its meeting on 13 December 2016, Area Committee agreed to allocate £55,000 from CHORD surplus funds for the enhancement of the Outdoor Museum. Due to a variety of factors, including the impact of Covid-19 and staff vacancies, there is £48,496 remaining within the budget. 4.3 The original aim of the Helensburgh Outdoor Museum was to enhance the CHORD public realm development with the installation of artworks celebrating the culture and heritage of the area. There was a community led approach to the development of designs, with a view to creating an attraction for visitors and residents and increasing economic impact to the area. 4.4 There are currently only 17 of the 131 granite plinths that have artworks installed. Due to the low numbers of artworks and a lack of signage, there is limited awareness and recognition of the Outdoor Museum. In addition, some of the original installations have degraded over time and there is a need to consider repair, replacement and maintenance. Appendix 1 shows examples of the poor condition of four of the existing installations. 4.5 To ensure that the original objectives are delivered and to further conserve the Outdoor Museum as a cultural and heritage asset, a proposal for updates has been developed in consultation with the Outdoor Museum Design Panel. The Design Panel has a range of skills and experience and is made up of the Chair and Vice Chair of Helensburgh and Lomond Area Committee, as well as representatives from local organisations and the community with expertise in the arts, culture and heritage. 4.6 Following this consultation process, key areas for improvement were identified and considered under three headings - poor condition, poor visibility/presence, and poor numbers. 4.7 After the repairs and actions to enhance the visibility, there is only enough funding to support a small number of artworks within the remaining £48,496 budget. Following consultation with the Design Panel, it was felt that this would not deliver enough artworks to create an impact, therefore a funding bid for an additional £80,000 was submitted to the Place Based Investment Fund. This request for funding was approved by the Council’s Policy and Resources Committee on the 8th May 2025, subject to the Scottish Government funding award. This funding will enable the delivery of ten additional artworks developed through community engagement. Page 70
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4.8 An overview of the proposed activities and works with indicative costs are detailed within Table 1. These activities and costs will be further developed and refined as the work progresses and could therefore be subject to change. 4.9 The delivery of the proposed activities and works noted in Table 1 will result in the Helensburgh Outdoor Museum being in better condition, with clear plans in place for ongoing maintenance. It will be well signposted, linked to other attractions in the town, and widely promoted, with the installation of additional artworks creating a more visible/viable attraction and providing opportunities for increased economic and community benefit. TABLE 1 DESCRIPTION ESTIMATED BUDGET Poor condition – repairs and maintenance • Consultancy services to: • provide a condition report of the existing installations • propose and deliver a solution for the engraving • advise on ongoing maintenance requirements • Removal and replacement of the two damaged acrylic installations • Biocide cleaning of all plinths • Updates to the guidance and application form £18,000 Poor visibility/ presence – promotional activities • Signage • Printing of maps for display and distribution • Digital fees for QR codes • Training and events through CARS • Website re-development £4,145 Poor numbers – installation of additional artworks • Match funding to applicant organisations for artworks • Design and installation of artwork in the gap plinth • Competition for community organisations £25,530 TOTAL £47,675 Total budget available £48,496 Budget remaining £821 Page 71
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4.10 The indicative timeline for the delivery of all the proposed development activities and works is noted in Table 2. Movement of the ‘Bell’s Bell’ Plinth 4.11 Following a previous Elected Member request, there has been consideration of the movement of the ‘Bell’s Bell’ plinth. Colleagues in Roads and Infrastructure have advised that the area of Colquhoun Square where ‘Bell’s Bell’ is located is for pedestrian access and not designed for vehicles. The cost of the removal and reinstallation is likely to be prohibitive and risks damage to the engraved granite plinth. 5.0 CONCLUSION 5.1 The proposed activities and works address the key issues faced by the Helensburgh Outdoor Museum. Delivery of the proposed developments will conserve and enhance the Outdoor Museum as a cultural and heritage asset, create a more prominent attraction for visitors and residents, and enhance the economic impact of the Outdoor Museum that is freely available to all visitors to the town centre. 5.2 The majority of the improvements proposed will be delivered within the existing budget allocation, however additional funding via the Place Based Investment programme will enable the Helensburgh Outdoor Museum to have greater impact facilitated by increased public engagement and publicity. 6.0 IMPLICATIONS 6.1 Policy - The delivery of this project fits with the Council’s Corporate Plan, Argyll and Bute Outcomes Improvement Plan and the approved Local TABLE 2 ACTIVITY ESTIMATED DELIVERY TIMESCALE Begin project delivery Summer 2025 Procurement Summer - Autumn 2025 Delivery of the competition Summer - Autumn 2025 Website rebranding and map development Summer - Autumn 2025 Signage installation Autumn 2025 - Spring 2026 Repairs and replacements Autumn 2025 - Autumn 2026 Award of Place Based Investment Funding Contract By March 2026 Completion of Place Based Investment funding project delivery By March 2027 Delivery of all artworks Autumn 2025 - Spring 2028 Full budget committed Spring 2028 Page 72
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Development Plan. It further aligns with policy for safeguarding our built heritage and town centre regeneration. 6.2 Financial - The Area Committee allocated £55K from the CHORD Surplus Funds for the future enhancement of the Outdoor Museum, £48,496 remains. A further £80K has been approved from Place Based Investment funding. 6.3 Legal – None 6.4 HR – The project will be managed by the Economic Regeneration Officer, who will provide support to the Design Panel and updates to the Area Committee. 6.5 Fairer Scotland Duty: 6.5.1 Equalities - protected characteristics – None. 6.5.2 Socio-economic Duty - The Outdoor Museum acts as a visitor attractor to the town centre helping to support local businesses. 6.5.3 Islands: N/A 6.6 Climate Change – The Helensburgh Outdoor Museum website will be re- developed to consider carbon saving design standards. 6.7 Risk – Without the proposed updates, the museum will continue to deteriorate and is likely to require additional repairs and maintenance. 6.8 Customer Service – None. 6.9 The Rights of the Child (UNCRC) – None. Kirsty Flanagan, Executive Director with responsibility for Development and Economic Growth Councillor Math Campbell-Sturgess, Policy Lead for Business Development 16 April 2025 For further information contact: Fergus Murray, Head of Development and Economic Growth Fergus.Murray@argyll-bute.gov.uk Kirsty Durrant, Economic Regeneration Officer Kirsty.Durrant@argyll-bute.gov.uk Appendices Appendix 1 – Condition Examples Page 73
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Appendix 1 – Condition Examples Page 74
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1 ARGYLL AND BUTE COUNCIL HELENSBURGH AND LOMOND AREA COMMITTEE CUSTOMER SUPPORT SERVICES 10 JUNE 2025 AREA PERFORMANCE REPORT – FQ4 2024/25 1.0 BACKGROUND 1.1 This paper presents the Area Performance Report for Financial Quarter 4 2024/25 (January – March 2025) and illustrates the agreed performance measures. 1.2 The features of the Performance Report are as follows:- Indicators are grouped by Corporate Outcome. The data table for each indicator is 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. o The name of the Responsible Officer. o Where possible performance is presented at both Area and Council level. 1.3 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. 1.4 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. If support is required to navigate the online scorecard please contact lorna.gillies@argyll-bute.gov.uk 1.5 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. Page 77 Agenda Item 11
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2 2.0 RECOMMENDATIONS 2.1 It is recommended that the Area Committee – a) Notes and considers the performance and supporting commentary as presented. 3.0 IMPLICATIONS 3.1 Policy All of the indicators in this report are based on agreed Council policy. 3.2 Financial All indicators with financial implications are actively managed through agreed budget monitoring processes. 3.3 Legal All appropriate legal implications are complied with. 3.4 HR All HR implications are actively managed through agreed Wellbeing and Management monitoring processes. 3.5 Fairer Scotland Duty See below. 3.5.1 Equalities All activities comply with Equal Opportunities/Fairer Scotland Duty policies and obligations. 3.5.2 Socio-economic Duty All activities comply with the council’s socio- economic duty. 3.5.3 Islands Duty All activities comply with the council’s islands duty. 3.6 Climate Change The Council is committed to working towards net zero. 3.7 Risk Without this information Elected Members are less informed of activities within their area. 3.8 Customer Service All activities with customer feedback or insight are rigorously monitored for improvement. 3.9 The Rights of the Child This report highlights examples of how the Council is (UNCRC) committed to, and working towards reducing child poverty and improving outcomes for every child. Kirsty Flanagan, Executive Director with responsibility for Customer Support Services Jane Fowler Head of Customer Support Services 8 May 2025 For further information, please contact: Kay Owen Team Lead - Organisation Development Project Office - Customer Support Services 01546 604073 Appendix 1: FQ4 2024/25 H&L Performance Report Page 78
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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 2024/25 FQ4 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 Page 79
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# Indicator Responsible Person Reported Page Number of affordable social sector new builds completed per annum Kelly Ferns Area 12 Percentage of pre-planning application enquiries processed within 20 working days Peter Bain Area 13 - 14 Average number of weeks to determine householder planning applications Peter Bain Area 15 - 16 COI - Number of new homeless applicants who required temporary accommodation this period Morven Macintyre A&B only 17 COI - Maintain the percentage of local suppliers that benefit from the award of contracts via the procurement portal Anne MacColl-Smith A&B only 18 COI - Increase the number of community benefits that are delivered through contracts we award locally Anne MacColl-Smith A&B only 19 Percentage of street lighting faults repaired within 10 days Tom Murphy Area 20 Number of waste collection complaints Tom Murphy Area 21 COI (part) - Percentage of waste recycled, composted and recovered John Blake Area 22 - 23 COI - Number of tonnes of waste sent to landfill John Blake A&B only 24 COI - LEAMS (Local Environment Audit and Management System) Tom Murphy Area 25 COI - Teacher sickness absence Jennifer Crocket (B&C and MAKI) Wendy Brownlie (H&L and OLI) Area 26 COI - LGE staff (including non-Teacher) sickness absence Carolyn Cairns Area 27 COI - Increase the percentage of all self-service automated contacts Robert Miller A&B only 28 Corporate Outcome: We have an infrastructure that supports sustainable growth Corporate Outcome: Making it happen Corporate Outcome: Our economy is diverse and thriving Page 80
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 A&B 95.3% 78.0% -17.3% Red - Actual below Target As at 31 March 2025, our expenditure for the year stands at £549,136. This represents an underspend of £159,148 of our budgeted profiled amount. Comparing 2024/25 to 2023/24 we received 357 less applications for support and spend was £113,014 less. This decline is part of a broader trend observed across Scotland. Recent statistics up to September 2024 indicate a general decrease in both applications and spending on SWF, encompassing both Crisis Grants and Community Care Grants. Period Actual FQ3 Commentary 2023/24 FQ4 128.6% 2024/25 FQ1 94.0% 2024/25 FQ2 72.9% 2024/25 FQ3 79.7% 2024/25 FQ4 78.0% 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 FQ4 is lower than the target and performance has decreased since the last reporting period. Actual trend line As at 31 December 2024 , our expenditure stands at £423,302. This represents an underspend of £107,914 of our budgeted profiled amount. To date the number of applications is down by 10% compared to the same period last year, however the average award amount has increased by almost £50. As in previous years we expect an increase in both applications and awards in the final quarter of this year. 3 Page 81
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 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 FQ4 2024/25, 11 survey forms were distributed to clients. 10 were returned. Of these 10 returns, 7 responded to the question relating to being better able to deal with their financial problems. Of these 7 respondents, 7 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 FQ3 Commentary 2023/24 FQ4 100% 2024/25 FQ1 100% 2024/25 FQ2 100% 2024/25 FQ3 100% 2024/25 FQ4 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 FQ4 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 FQ3 2024/25, 17 survey forms were distributed to clients. 9 were returned. Of these 9 returns, 8 responded to the question relating to being better able to deal with their financial problems. Of these 8 respondents, 8 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. 4 Page 82
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 H&L No Target 401 N/A N/A One member of team left and one new Amenity Warden recruited and going through training for some of quarter. Lining began in Helensburgh Town Centre Restricted Parking Zone but not completed. Transport (Scotland) Act prohibitions (pavement parking, dropped kerb & double parking) enforcement began on March 3rd. Period Actual FQ3 Commentary 2023/24 FQ4 468 2024/25 FQ1 896 2024/25 FQ2 1,426 2024/25 FQ3 296 2024/25 FQ4 401 2024/25 FQ4 A&B No Target 1,253 N/A N/A Recruitment and training of two new Amenity Wardens has resulted in them beginning enforcement through the quarter in MAKI & H&L, tempered by loss of Warden in H&L area. Transport (Scotland) Act prohibitions (pavement parking, dropped kerb & double parking) enforcement began on March 3rd. Period Actual FQ3 Commentary 2023/24 FQ4 1,196 2024/25 FQ1 1,763 2024/25 FQ2 2,302 2024/25 FQ3 968 2024/25 FQ4 1,253 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 FQ4 shows the number of parking penalty notices has increased since the last reporting period. Actual trend line Decrease on previous FQ3 but within general range. This indicator for FQ4 shows the number of parking penalty notices has increased since the last reporting period. Actual trend line Down compared to previous FQ3, however, this may be down to locals and visitors becoming used to the Luss Traffic Reuglation Order (as it beds in) or the generally poor weather. 5 Page 83
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 H&L £207,892 £209,807 £1,915 Green - Actual exceeds Target Over-recovery for the full year. This is almost wholly due to the income at Arrocahr and Luss. Period Target Actual FQ3 Commentary 2023/24 FQ4 £128,769 £202,533 2024/25 FQ1 £52,925 £51,862 2024/25 FQ2 £126,440 £135,724 2024/25 FQ3 £170,198 £184,344 2024/25 FQ4 £207,892 £209,807 £7,442 £17,285 £482 £34 £5 £215 £25,463 This indicator for FQ4 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. Income exceeds target. 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 FQ4 Arrochar Luss, Lomond Sinclair Street, Helensburgh Maitland Street, Helensburgh Pier, Helensburgh H&L Total 6 Page 84
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# Period Area Target Actual Variance Status FQ3 Commentary 2024/25 FQ4 A&B £963,049 £1,011,360 £48,311 Green - Actual exceeds Target Income has exceeded forecast. This may be due to focussed enforcement within the areas by the wardens, including the two new wardens, in combination of the new machines allowing multiple payment modes. Period Target Actual FQ3 Commentary 2023/24 FQ4 £968,262 £937,090 2024/25 FQ1 £289,219 £247,216 2024/25 FQ2 £373,922 £391,990 2024/25 FQ3 £237,910 £248,502 2024/25 FQ4 £963,049 £1,011,360 Corporate Outcome - People live in safer and stronger communities Car parking income to date (cumulative) Green - Actual exceeds Target Actual trend line There is no trend as this data is cumulative as of FQ1 each financial year. An increase in income but generally on track with targets. Responsible Person: Hugh O'Neill This indicator is reported quarterly. The performance presented is at area level and Council-wide. 7 Page 85
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 H&L No Target 11 N/A N/A 11 dog fouling complaints were received for the the Helensburgh and Lomond area over the months of January, February and March Period Actual FQ3 Commentary 2023/24 FQ4 8 2024/25 FQ1 10 2024/25 FQ2 5 2024/25 FQ3 8 2024/25 FQ4 11 2024/25 FQ4 A&B No Target 75 N/A N/A Unfortunately the number of dog fouling complaints has risen this quarter with 75 received in total. It is hoped that over the next quarter this number will fall. The Warden service will, when time allows. continue to monitor. Period Actual FQ3 Commentary 2023/24 FQ4 65 2024/25 FQ1 57 2024/25 FQ2 33 2024/25 FQ3 65 2024/25 FQ4 75 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 FQ4 shows the number of dog fouling complaints has increased since the last reporting period. Actual trend line A total of 65 dog fouling complaints were received for the whole of Argyll and Bute this quarter. This may seem high, however it has been found that dog fouling can be seasonal with spikes in dark nights and dark mornings with a lot of dog walkers refraining from walking their dogs off the beaten tracks in the winter months. The warden service will continue to monitor as and when time allows. This indicator for FQ4 shows the number of dog fouling complaints has increased since the last reporting period. Actual trend line There were a total of 8 dog fouling complaints this quarter for the Helensburgh and Lomond area. 8 Page 86
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Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 A&B 100% 100% 0% Green - Actual meets Target 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. We work alongside schools and partner agencies to ensure care experienced status is accurate, ensuring our CECYP have additional supports in place via the Virtual School and wider agencies as appropriate. Our bespoke care experience application which will further enhance our monitoring for our CECYP is currently in the final stage before testing phase begins. We continue to work with partner agencies and other local authorities to support CECYP hosted out with Argyll and Bute. Period Actual FQ3 Commentary 2023/24 FQ4 100% 2024/25 FQ1 100% 2024/25 FQ2 100% 2024/25 FQ3 100% 2024/25 FQ4 100% Actual trend line Each care experienced child and young person (CECYP) enrolled in an authority school has tracking and monitoring plans in place via our education management information system known as Seemis. Data collated includes attendance, exclusion, progress and attainment and wellbeing information. We are continouosly working alongside schools and partner agencies to ensure the CE status is accurately reflected. Enhanced reporting and scrutinising of data, alongside greater awarness of our CECYP, has led to earlier and positive intervention. This is evidenced through our attainment data which shows a reduced learning gap between CE and non-CE learners since 2021 -22 (with both cohorts showing increased attainment). We continue to work with partner agencies to support cross authority tracking and monitoring to support 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 FQ4 meets the target with no change in performance since the last reporting period. 9 Page 87
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 A&B +/-5.00% -2% -3% Green - Actual exceeds Target We will continue to monitor schools that are not achieving the +/- 5% target. B&C 3.93%, H&L -4.48%, MAKI -7.51%, OLI 1.09%) Period Actual FQ3 Commentary 2023/24 FQ4 -3.44% 2024/25 FQ1 0.48% 2024/25 FQ2 -1.37% 2024/25 FQ3 0.14% 2024/25 FQ2 -2.25% 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 FQ4 within the +/-5.00% variance however performance has decreased since the last reporting period. Actual trend line We continue to monitor schools that are not achieving the +/- 5% target. B&C 6.21, H&L -3.88%, MAKI -4.58%, OLI 1.68% 10 Page 88
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 H&L 94.00% 92.50% -1.50% Red - Actual below Target As of 11th April 2025 the participation figure (16–19-year-olds in employment, training or education) in Helensburgh and Lomond was 919 young people, which equates to 92.50%. This is 1.5% below the target and 1.8% below the annual Argyll and Bute participation figure of 94.3% which was released by Skills Development Scotland at the end of August 2024. The participation figure of 92.50% for FQ4 of 2024/25 is a decrease of 0.98% on the participation figure for FQ3 of 2024/25, but represents and increase of 0.13% on the FQ4 figure from 2023/24. Period Actual FQ3 Commentary 2023/24 FQ4 92.37% 2024/25 FQ1 94.16% 2024/25 FQ2 95.17% 2024/25 FQ3 93.48% 2024/25 FQ4 92.50% 2024/25 FQ4 A&B 94.00% 93.50% -0.50% Red - Actual below Target As of 11th April 2025 the participation figure (16–19-year-olds in employment, training or education) across the whole of Argyll and Bute was 3408 young people, which equates to 93.50%. This is 0.5% below the target and 0.8% below the annual Argyll and Bute participation figure of 94.3% which was released by Skills Development Scotland at the end of August 2024. The participation figure of 93.50% for FQ4 of 2024/25 is a decrease of 0.69% on the participation figure for FQ3 of 2024/25. Period Actual FQ3 Commentary 2023/24 FQ4 93.59% 2024/25 FQ1 94.99% 2024/25 FQ2 95.80% 2024/25 FQ3 94.19% 2024/25 FQ4 93.50% This indicator for FQ4 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 3rd February 2025 the participation figure (16–19-year-olds in employment, training or education) across the whole of Argyll and Bute was 3921 young people, which equates to 94.19%. This is 0.19% above the target and 0.11% below the annual Argyll and Bute participation figure of 94.3% which was released by Skills Development Scotland at the end of August 2024. The participation figure of 94.19% for FQ3 of 2024/25 is a decrease of 1.61% on the participation figure for FQ2 of 2024/25. This indicator for FQ4 is lower than the target and performance has decreased since the last reporting period. Actual trend line As of 3rd February 2025 the participation figure (16–19-year-olds in employment, training or education) in Helensburgh and Lomond was 1075 young people, which equates to 93.48%. This is 0.52% below the target and 0.82% below the annual Argyll and Bute participation figure of 94.3% which was released by Skills Development Scotland at the end of August 2024. The participation figure of 93.48% for FQ3 of 2024/25 is a decrease of 1.69% on the participation figure for FQ2 of 2024/25. 11 Page 89
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 H&L 0 0 0 Green - Actual meets Target There were no completions in H&L in FQ4. Period Actual FQ3 Commentary 2023/24 FQ4 0 2024/25 FQ1 12 2024/25 FQ2 0 2024/25 FQ3 0 2024/25 FQ4 0 2024/25 FQ4 A&B 1 1 0 Green - Actual meets Target There was no Strategic Housing Investment Plan (SHIP) completions in FQ4, however West Highland Housing Association (WHHA) concluded on new supply open market purchase in Kilmelford which increases supply of affordable housing. There has been delays to West Highland Housing Association developments at Port Charlotte (phase 1) and Imerval (Phase 5) on Islay due to issues with bringing hot tar to the Island to complete roads, bad weather, ferry disruption and issues with Scottish Southern Energy Networks. Period Actual FQ3 Commentary 2023/24 FQ4 0 2024/25 FQ1 12 2024/25 FQ2 26 2024/25 FQ3 6 2024/25 FQ4 1 Corporate Outcome - Our economy is diverse and thriving This indicator for FQ4 meets the target with no change in performance since the last reporting period. Actual trend line There were no completions in H&L in FQ3. Number of affordable social sector new builds completed per annum Responsible Person: Kelly Ferns This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ4 meets the target however performance has decreased since the last reporting period. Actual trend line Fyne Homes completed 6 x 3 bed general needs properties at Baddens, Lochgilphead in FQ3 12 Page 90
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 H&L 75.0% 41.0% -34.0% 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 FQ4 17 pre-applications were responded to within Helensburgh and Lomond. 7 responses (41%) were issued within 20 days; 8 responses (47%) 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 FQ3 Commentary 2023/24 FQ4 31.3% 2024/25 FQ1 50.0% 2024/25 FQ2 40.0% 2024/25 FQ3 13.6% 2024/25 FQ4 41.0% This indicator for FQ4 is lower than the target however performance has increased 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. 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. In order to assist with managing customer expectations the target response period has been temporarily extended to 6 weeks. There continues to be a backlog of pre-application enquiries within the B&C team which is impacting upon performance although many of the open enquiries are in fact progressing with ongoing dialogue. During FQ3 22 pre-apps were closed in H&L. During FQ3 the BCHL team's pre-app volume throughout increased, with a 118% turnover reported. Working through a backlog of pre-apps inevitably means that the overall percentage turned around in 20 working days will be impacted. Of the 22 pre-apps closed, 19 were from the backlog of cases. 13 Page 91
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 A&B 75.0% 58.5% -16.5% 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 FQ4 118 pre-applications were responded to across Argyll and Bute. 69 responses (58.5%) were issued within 20 days; 75 responses (64.1%) were issued within the revised target of 30 days. Period Actual FQ3 Commentary 2023/24 FQ4 55.0% 2024/25 FQ1 49.5% 2024/25 FQ2 49.2% 2024/25 FQ3 48.3% 2024/25 FQ4 58.5% 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. In order to assist with managing customer expectations the target response period has been temporarily extended to 6 weeks. There continues to be a backlog of pre-application enquiries within the BCHL team which is impacting upon overall Service performance although many of the open enquiries are in fact progressing with ongoing dialogue. During FQ3 123 pre-apps were closed aross ABC. Please find links below for supplementary information on performance in this area: PPSL Committee - Development Management Performance Update: https://www.argyll- bute.gov.uk/moderngov/documents/s215679/DM%20Performance%20Update%202024-25%20FQ3%20PB%2010.01.2025.pdf Appendix 1: https://www.argyll- bute.gov.uk/moderngov/documents/s215680/Appendix%201%20DM%20Performance%20Update%20FQ3%202425.pdf This indicator for FQ4 is lower than the target however performance has increased 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. 14 Page 92
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 H&L 8.0 10.2 2.2 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. During FQ4 only a handful of 'householder' 'legacy' items remained, this has resulted in a general improvement across this particular performance measure. During FQ4 16 'householder' applications were determined in Helensburgh and Lomond and including 1 'legacy' item and is reflected in the significant improvement in performance reported for this period. Excluding 'legacy' items, the remaining 15 'householder' applications were determined in an average time of 7.5 weeks. Period Actual FQ3 Commentary 2023/24 FQ4 21.6 2024/25 FQ1 18.2 2024/25 FQ2 27.8 2024/25 FQ3 12.9 2024/25 FQ4 10.2 This indicator for FQ4 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 are adversely affected by the resolution of increasing volumes of 'legacy' casework which significantly skew reporting, particularly at area level where this relates to a small number of applications. During FQ3 25 'householder' applications were determined in H&L; these included 2 'legacy' items. Excluding the'legacy' items, the average time taken to determine the other 23 applications was 10.5 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. 15 Page 93
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 A&B 8.0 14.2 6.2 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. During FQ4 only a handful of 'householder' 'legacy' items remained, this has resulted in a general improvement across this particular performance measure. During FQ4 68 'householder' applications were determined across Argyll and Bute including 8 'legacy' items and is reflected in the significant improvement in performance reported for this period. Excluding 'legacy' items, the remaining 60 applications were determined within an average time of 9.9 weeks. Period Actual FQ3 Commentary 2023/24 FQ4 20.0 2024/25 FQ1 16.1 2024/25 FQ2 26.1 2024/25 FQ3 15.9 2024/25 FQ4 14.2 Corporate Outcome - Our economy is diverse and thriving Responsible Person: Peter Bain This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ4 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 are adversely affected by the resolution of increasing volumes of 'legacy' casework which significantly skew reporting, particularly at area level where this relates to a small number of applications. During FQ3 60 'householder' applications were determined across all of ABC; these included 7 'legacy' items. Excluding the'legacy' items the average time taken to determine the other 53 applications was 10.2 weeks. Please find links below for supplementary information on performance in this area: PPSL Committee - Development Management Performance Update: https://www.argyll- bute.gov.uk/moderngov/documents/s215679/DM%20Performance%20Update%202024-25%20FQ3%20PB%2010.01.2025.pdf Appendix 1: https://www.argyll- bute.gov.uk/moderngov/documents/s215680/Appendix%201%20DM%20Performance%20Update%20FQ3%202425.pdf Average number of weeks to determine householder planning applications 16 Page 94
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 A&B No Target 30 N/A N/A During FQ4, the housing service took 108 homeless applications and provided temporary accommodation for 30 new homeless households. B&C: Out of 28 Homeless Applications, 10 new households went in to temporary accommodation (4 x Serviced Accommodation, 4 x Bed & Breakfast, 2 Private Sector Lease). H&L: Out of 30 Applications, 8 new households went in to temporary accommodation (1 x Serviced Accommodation, 7 x Bed & Breakfast). MAKI: Out of 31 Homeless Applications, 4 new households went in to temporary accommodation (4 x Private Sector Lease). OLI: Out of 19 Homeless Applications, 8 new households went in to temporary accommodation (3 x Supported Accommodation, 1 x Private Sector Lease, 1 x Registered Social Landlord, 3 x Bed & Breakfast). Period Actual FQ3 Commentary 2023/24 FQ4 30 2024/25 FQ1 26 2024/25 FQ2 40 2024/25 FQ3 27 2024/25 FQ4 30 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 FQ4 shows the number of applicants has increased since the last reporting period. Actual trend line During FQ3, the housing service took 90 homeless applications and provided temporary accommodation for 27 new homeless households. B&C: Out of 25 Homeless Applications, 8 new households went in to temporary accommodation (4 x Serviced Accommodation, 4 x Bed & Breakfast). H&L: Out of 22 Homeless Applications, 8 new households went in to temporary accommodation (4 x Serviced Accommodation, 2 x Bed & Breakfast, 1 x Private Sector Lease, 1 x Council Retained). MAKI: Out of 23 Homeless Applications, 7 new household went in to temporary accommodation (3 x Private Sector Lease, 4 x Bed & Breakfast). OLI: Out of 20 Homeless Applications, 4 new households went in to temporary accommodation (3 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 0 17 Page 95
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 A&B 20.0% 15.2% -4.8% Red - Actual below Target FQ4 - 15.2%. There were 66 tender/quick quote contract awards during FQ4. 10 were awarded to local suppliers, with a total estimated value of £78k. From the 66 awards, only 15 received local bids. The nature of the types of contracts awarded can impact on submission of local bidders. The % of tenders won by a local supplier, where a local supplier placed a bid during FQ4 was 66.7%. Period Actual FQ3 Commentary 2023/24 FQ4 14.3% 2024/25 FQ1 36.0% 2024/25 FQ2 10.5% 2024/25 FQ3 23.6% 2024/25 FQ4 15.2% 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 FQ4 is lower than the target and performance has decreased since the last reporting period. Actual trend line From the 44 tender/quick quote contract awards during FQ3, 55 suppliers were successful, 13 of which were local suppliers. However, only 18 received local bids. The nature of the types of contracts awarded can impact on submission of local bidders. Of the 18 contracts, 13 were awarded to local suppliers (72.2%) with an estimated total contract value of £9.6m. The Procurement, Commercial and Contract Management Team will continue to support local suppliers by providing useful information on the Council's website. Corporate Outcome - Our economy is diverse and thriving 18 Page 96
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 A&B No Target TBA N/A N/A The number of achieved community benefits during FQ3 and FQ4 is currently being gathered and data should be available at the end of April 2025. Period Actual FQ3 Commentary 2023/24 FQ4 37 2024/25 FQ1 - 2024/25 FQ2 31 2024/25 FQ3 - 2024/25 FQ4 TBA Actual trend line The next report covering FQ3 & FQ4 2024/25 will be available in April 2025. 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 FQ4 shows the number of community benefits has increased since the last reporting period. 19 Page 97
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Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 H&L 75% 74% -1% Red - Actual below Target The performance in this area has been affected by the number of power company faults and cabling failures. Faults originally reported as dark lamps that are actually identified as more serious faults requiring civils works, excavation and cabling repairs and often contractor or utility assistance. Period Actual FQ3 Commentary 2023/24 FQ4 37% 2024/25 FQ1 65% 2024/25 FQ2 93% 2024/25 FQ3 71% 2024/25 FQ4 74% 2024/25 FQ4 A&B 75% 92% 17% Green - Actual exceeds Target Performance has improved in 3 of the 4 geographical settings . A number of cable faults and works requiring contractor or power company assistance in Lomond is reflected in this quarters figures . These works take time to program and deliver. All Areas appear to benefiting from the street lighting Capital Program Works which are improving reliability of lighting in areas that were previously experiencing a higher number of faults. Period Actual FQ3 Commentary 2023/24 FQ4 49% 2024/25 FQ1 93% 2024/25 FQ2 97% 2024/25 FQ3 92% 2024/25 FQ4 92% This indicator for FQ4 is lower than the target however performance has increased since the last reporting period. Actual trend line Lower resourcing levels meant we had some problems covering the area in December particularly. Some misrepresentation due to faults being inaccurately reported (dark lamps that were found to be cable or power company faults when inspected). 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 FQ4 exceeds the target and performance has increased since the last reporting period. Actual trend line Continued Progress with the new tablets and software has seen a marked improvement across the service area. 341 faults reported in total this quarter - a high number but in general we deal with more faults in FQ3 and FQ4 each year. This has been a busy quarter for the Service and at a time when staff do take annual leave. Capital Improvement Schemes will have helped deal with lighting that was that was previously unrealiable. 20 Page 98
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 H&L No Target 21 N/A N/A Due to a number of vehicle breakdowns in the Helensburgh and Lomond area this quarter, the service has received a total of 21 complaints, this is an improvement on last quarter when 32 complaints were received. Period Actual FQ3 Commentary 2023/24 FQ4 2 2024/25 FQ1 22 2024/25 FQ2 16 2024/25 FQ3 32 2024/25 FQ4 21 2024/25 FQ4 A&B No Target 31 N/A N/A In total 31 waste collection complaints were received for the whole of Argyll and Bute. Again the majority of the complaints were received in Helensburgh, due to vehicle breakdowns and resources. The waste team continue to deliver a very high level of service across the whole area. Period Actual FQ3 Commentary 2023/24 FQ4 7 2024/25 FQ1 38 2024/25 FQ2 26 2024/25 FQ3 36 2024/25 FQ4 31 This indicator for FQ4 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 FQ4 shows the number of waste collection complaints has decreased since the last reporting period. Actual trend line In total there were 36 waste collection complaints received for the whole Argyll and Bute Council area for the months of October, November and December. The majority of which were received in the Helensburgh and Lomond area due to vehicle breakdowns and resourcing. The teams are still delivering a very high level of service to the many properties throughout the areas ensuring the domestic, recycling, glass and food waste is uplifted. Actual trend line Unfortunately the Helensburgh and Lomond area has suffered a number of vehicle breakdowns over the past couple of months and this coupled with resourcing requirement has resulted in the 32 waste collection complaints received. 21 Page 99
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 A&B 45.0% 63.2% 18.2% Green - Actual exceeds Target 63.2% recycling, composting and recovery (35.9% recycling/composting plus 27.3% recovery). Recovery percentage high mainly due to Helensburgh and Lomond residual waste going for refuse derived fuel/energy from waste. Recycling/composting slightly lower as reduced garden waste tonnages sent for composting during winter months. 2024/25 financial year overall figures are 67.2% recycling,composting and recovery (40.3% recycling/composting plus 26.9% recovery) which is an improvement on previous f/year which was 58.2% . Period Actual FQ3 Commentary 2023/24 FQ4 74.0% 2024/25 FQ1 68.4% 2024/25 FQ2 70.5% 2024/25 FQ3 65.4% 2024/25 FQ4 63.2% 2024/25 FQ4 Renewi No Target 46.8% N/A N/A 46.8% recycling, composting and recovery (31.5% recycling/composting plus 15.3% recovery). Recycling/composting slightly lower as reduced garden waste tonnages sent for composting during winter months. 2024/25 financial year overall figures are 54.9% recycling,composting and recovery (38.5% recycling/composting plus 16.4% recovery). Period Actual FQ3 Commentary 2023/24 FQ4 66.5% 2024/25 FQ1 56.2% 2024/25 FQ2 61.3% 2024/25 FQ3 52.4% 2024/25 FQ4 46.8% Actual trend line 65.4% recycling, composting and recovery (37.2% recycling/composting plus 28.2% recovery) . Target exceeded mainly due to high recovery levels for Helensburgh and Lomond's residual waste which now goes for refuse derived fuel (RDF) instead of landfill. Less garden waste composted during this quarter than FQ2 which is expected as green waste composting is higher during spring/summer periods. Recycling and composting rate of 37.2% is marginally higher than same quarter in previous year (which was 36.1%). This indicator for FQ4 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: John Blake This indicator is reported quarterly. The performance presented is by Council-wide service provision. This indicator for FQ4 exceeds the target however performance has decreased since the last reporting period. Actual trend line 52.4% recycling, composting and recovery (35.3% recycling/composting plus 17.1% recovery) . Less garden waste composted during this quarter than FQ2 which is expected as green waste composting is higher during spring/summer periods. Recycling and composting rate of 35.3% is marginally higher than same quarter in previous year (which was 33.9%). 22 Page 100
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 Islands No Target 49.2% N/A N/A 49.2% recycling, composting and recovery (38.7% recycling/composting plus 10.5% recovery). 2024/25 financial year overall figures are 48.1% recycling,composting and recovery (37.3% recycling/composting plus 10.8% recovery). Period Actual FQ3 Commentary 2023/24 FQ4 41.5% 2024/25 FQ1 45.8% 2024/25 FQ2 51.8%% 2024/25 FQ3 51.8% 2024/25 FQ4 49.2% 2024/25 FQ4 H&L No Target 100.0% N/A N/A 100% recycling, composting and recovery (43.7% recycling/composting plus 56.3% recovery). Recovery percentage high mainly due to Helensburgh and Lomond residual waste going for refuse derived fuel/energy from waste. Recycling/composting slightly lower than in spring/summer as reduced garden waste tonnages sent for composting during winter months.24/25 financial year overall figures are 100% recycling,composting and recovery (45.1% recycling/composting plus 54.9% recovery). Period Actual FQ3 Commentary 2023/24 FQ4 100.0% 2024/25 FQ1 100.0% 2024/25 FQ2 100.0% 2024/25 FQ3 100.0% 2024/25 FQ4 100.0% This indicator for FQ4 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: John Blake This indicator is reported quarterly. The performance presented is by Council-wide service provision. Actual trend line 100% recycling, composting and recovery (43.1% recycling/composting plus 56.9% recovery) . High recovery levels for Helensburgh and Lomond's residual waste which now goes for refuse derived fuel (RDF) instead of landfill. Less garden waste composted during this quarter than FQ2 which is expected as green waste composting is higher during spring/summer periods. Recycling and composting rate of 43.1% is marginally higher than same quarter in previous year (which was 40.8%). Actual trend line 44.2% recycling, composting and recovery (31.9% recycling/composting plus 12.3% recovery) . Less garden waste composted during this quarter than FQ2 which is expected as green waste composting is higher during spring/summer periods. Recovery rate of 12.3% in quarter is higher than same quarter in previous year (which was 0%) as residual waste from Coll and Tiree now goes for refuse derived fuel (RDF) instead of landfill. This indicator for FQ4 shows the percentage of waste recycled has remained the same since the last reporting period. 23 Page 101
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 A&B 5,000 3,103 -1,897 Green - Actual below Target Well within landfill limit target mainly due to Helensburgh and Lomond residual waste going for refuse derived fuel/energy from waste. Period Target Actual FQ3 Commentary 2023/24 FQ4 5,000 2,567 2024/25 FQ1 5,850 3,200 2024/25 FQ2 5,550 3,225 2024/25 FQ3 5,100 2,846 2024/25 FQ4 5,000 3,103 Corporate Outcome - We have an infrastructure that supports sustainable growth COI - Number of tonnes of waste sent to landfill Responsible Person: John Blake This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ4 is lower than the target (lowest is best). Actual trend line Well within biodegradable municpal waste target for the quarter mainly due to the residual waste from Helensburgh and Lomond area now all going for refuse derived fuel (RDF)/ energy from waste (EFW) whereas this was previously sent to landfill in same quarter in 2023. 24 Page 102
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 H&L 73 90 17 Green - Actual exceeds Target Another quarter showing a high figure of street cleanliness in the Helensburgh and Lomond area, proving the area is maintained to a high standard. Period Actual FQ3 Commentary 2023/24 FQ4 89 2024/25 FQ1 89 2024/25 FQ2 87 2024/25 FQ3 88 2024/25 FQ4 90 2024/25 FQ4 A&B 73 83 10 Green - Actual exceeds Target January, February and March figures show that again this quarter the street cleanliness across the whole of Argyll and Bute remains high. These figures show very little or no litter visible in the streets and or open spaces checked. This high score reflects well on the teams on the islands and mainland who are providing a good service by ensuring they work efficiently and effectively to keep the areas clean. Period Actual FQ3 Commentary 2023/24 FQ4 83 2024/25 FQ1 84 2024/25 FQ2 85 2024/25 FQ3 84 2024/25 FQ4 83 This indicator for FQ4 exceeds the target and performance has increased since the last reporting period. Corporate Outcome - We have an infrastructure that supports sustainable growth COI - LEAMS (Local Environment Audit and Management System) Responsible Person: Tom Murphy This indicator is reported quarterly. The performance presented is at area level and Council-wide. Actual trend line The street cleanliness figure for the months of October, November and December for the whole of the Argyll and Bute Council area remains high. This means the areas scored show no or a very small amount of litter visible but not detracting from the look of the area. The teams on both the mainland and islands are providing a good service by ensuring weeds, detritus, litter, fly posting, grafitti etc are being dealt with timeously. This indicator for FQ4 exceeds the target however performance has decreased since the last reporting period. Actual trend line The street cleanliness figure for this quarter in Helensburgh and Lomond remains high, meaning there is no litter or very litter visible in the areas scored. 25 Page 103
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 H&L No Target 3.32 N/A N/A Work days lost has increased by 0.76 of a day on the same quarter last year and has increased by 0.17 of a day from the previous quarter. Period Actual FQ3 Commentary 2023/24 FQ4 2.56 2024/25 FQ1 1.70 2024/25 FQ2 1.66 2024/25 FQ3 3.15 2024/25 FQ4 3.32 2024/25 FQ4 A&B No Target 3.23 N/A N/A Work days lost has increased by 0.41 of a day on the same quarter last year and has increased by 0.34 of a day from the previous quarter. Period Actual FQ3 Commentary 2023/24 FQ4 2.82 2024/25 FQ1 2.14 2024/25 FQ2 1.77 2024/25 FQ3 2.89 2024/25 FQ4 3.23 Work days lost has increased by 0.07 of a day on the same quarter last year and has increased by 1.12 of a day from the previous quarter. This indicator for FQ4 shows the number of sickness absence days has increased since the last reporting period. Actual trend line Work days lost has increased by 0.89 of a day on the same quarter last year and has increased by 1.49 of a day from the previous quarter. 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 FQ4 shows the number of sickness absence days has increased since the last reporting period. Actual trend line 26 Page 104
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 H&L No Target 4.55 N/A N/A Work days lost has increased by 0.91 of a day on the same quarter last year and has increased by 0.31 of a day from the previous quarter. Period Actual FQ3 Commentary 2023/24 FQ4 3.64 2024/25 FQ1 3.22 2024/25 FQ2 2.79 2024/25 FQ3 4.24 2024/25 FQ4 4.55 2024/25 FQ4 A&B No Target 4.66 N/A N/A Work days lost has increased by 0.54 of a day on the same quarter last year and has increased by 0.26 of a day from the previous quarter. Period Actual FQ3 Commentary 2023/24 FQ4 4.12 2024/25 FQ1 3.85 2024/25 FQ2 3.43 2024/25 FQ3 4.40 2024/25 FQ4 4.66 Actual trend line Work days lost has increased by 0.67 of a day on the same quarter last year and has increased by 0.97 of a day from the previous quarter. This indicator for FQ4 shows the number of sickness absence days has increased since the last reporting period. Actual trend line Work days lost has increased by 1.00 of a day on the same quarter last year and has increased by 1.45 of a day from the previous quarter. This indicator for FQ4 shows the number of sickness absence days has increased 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. 27 Page 105
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# Period Area Target Actual Variance Status FQ4 Commentary 2024/25 FQ4 A&B 70.0% 74.8% 4.8% Green - Actual exceeds Target In FQ4 there were 39,517 customer transactions dealt with by Customer Service Agents (25.2%) and 117,568 were automated or self-service transactions (74.8%) so the 70.0% target was substantially bettered. Period Actual FQ3 Commentary 2023/24 FQ4 70.1% 2024/25 FQ1 71.6% 2024/25 FQ2 72.7% 2024/25 FQ3 82.7% 2024/25 FQ4 74.8% This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ4 exceeds the target however performance has decreased since the last reporting period. Actual trend line In FQ3 there were 33,666 customer transactions dealt with by Customer Service Agents (17.3%) and 160,491 were automated or self-service transactions (82.7%) so the 70.0% target was substantially bettered. This was largely due to the significant increase in customers using the improved Bin Day Uplift online resources. Corporate Outcome - Making it happen COI - Increase the percentage of all self-service automated contacts Responsible Person: Robert Miller 28 Page 106
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ARGYLL AND BUTE COUNCIL Helensburgh and Lomond Area Committee Legal and Regulatory Support 10 June 2025 REQUEST FOR FINANCIAL ASSISTANCE FROM HELENSBURGH AND DISTRICT TWINNING ASSOCIATION 1.0 EXECUTIVE SUMMARY This report provides information on a request from the Helensburgh and District Twinning Association for financial assistance to help assist with the costs of hosting visitors from Thouars August in 2025 and asks Members of the Area Committee to agree to utilise the Twinning Budget for 2025/26. Page 107 Agenda Item 12
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ARGYLL AND BUTE COUNCIL Helensburgh and Lomond Area Committee Legal and Regulatory Support 10 June 2025 REQUEST FOR FINANCIAL ASSISTANCE FROM HELENSBURGH AND DISTRICT TWINNING ASSOCIATION 2.0 INTRODUCTION 2.1 A request for financial assistance from the Helensburgh and Lomond Area Committee Twinning Budget 2025/26 has been received from the Helensburgh and District Twinning Association which will assist with the costs of hosting visitors from Thouars in August 2025 – please see appendix 1. 3.0 RECOMMENDATIONS 3.1 Members are asked to agree to grant the sum of £625 from the Helensburgh and Lomond Area Twinning Budget for 2025/26 to Helensburgh and District Twinning Association. 4.0 DETAIL 4.1 Helensburgh – Thouars Twinning Association was set up in 1983 with Dumbarton District Council to link the town of Thouars, France with Helensburgh. The Twinning Agreement was re-signed with Argyll and Bute Council in 1999. 4.2 The twinning between Helensburgh and Thouars has proven to be successful with visits between the two towns, which has assisted French and Scottish young people with work experience in another country and is of great benefit to those who are learning languages. 4.3 The Association promotes the twinning links locally, with an increasing number of young people and young families participating in the twinning links. 4.4 The Argyll and Bute Council budget available to financially support twinning initiatives across all 4 areas for 2025/26 is £2,500. 5.0 CONCLUSION 5.1 The Twinning Association wishes to continue to promote links with Page 108
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Thouars and this would be assisted by the awarding of the grant to help with the costs of visits planned for 2025. 6.0 IMPLICATIONS 6.1 Policy – Consistent with the Council’s policy of supporting twinning links between Helensburgh and Thouars. 6.2 Financial – Utilises the Twinning Budget for Helensburgh and Lomond for 2025/26. 6.3 Legal – None 6.4 HR – None 6.5 Fairer Scotland Duty: 6.5.1 Equalities – protected characteristics - None 6.5.2 Socio-economic Duty - None 6.5.3 Islands – None 6.6 Climate Change – None 6.7 Risk – None 6.8 Customer Service – None 6.9 The Rights of the Child (UNCRC) – None Douglas Hendry Executive Director with Responsibility for Legal and Regulatory Support Councillor Mark Irvine, Policy Lead for Community Planning and Corporate Services May 2025 For further information contact: Stuart McLean, Committee Manager Telephone 01436 658717– stuart.mclean@argyll-bute.gov.uk Appendix 1 – Letter from Helensburgh and District Twinning Association Page 109
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Helensburgh.twinning@gmail.com Facebook @helensburgh.thouars 17th May 2025 FAO Mr Stuart Mclean Argyll & Bute Council Dear Stuart, At the recent Helensburgh & District Twinning AGM I took over from Deborah Dennett as Secretary of the Helensburgh & District Twinning Association. As you know a small group from Helensburgh had a wonderful visit to Thouars in July 2023, and our Association donated towards a meal and festivities to celebrate the 40th Anniversary of our Twinning. As mentioned in previous letters, the French committee decided to cancel the visit to Helensburgh in 2022 due to the pandemic. To get the bi- annual dates back on track visitors from Thouars are returning to Helensburgh in August 2025. The committee are hopeful that the Twinning Association will receive the Twinning grant as in previous years so that we can give our visitors from Thouars a wonderful time in Helensburgh and surrounding areas. Please accept this letter as a formal request for funding from the Twinning Association. The visit will last from the 4th of August until the 11th of August and the programme of excursions is in the planning stage at the moment. We are however planning to spend at least half of the visit in the local area and are investigating local attractions which we can take visitors to (e.g. Hill House, the Submarine Centre, Glenarn Gardens, Luss. Loch Lomond etc) as well as using local venues such as the Helensburgh Civic Centre, the Commodore Hotel and the Rosslea Hotel our official dinner, ceilidh etc. As you are probably aware, entry prices and catering prices have increased significantly. For 50 guests, for example, a one hour cruise on Loch Lomond for those over 16 costs £17.50 plus £1 booking fee per person (a cost of £925) whilst entry to the Hill House has increased to £15 per adult (a cost of £750 for the group). This would amount to over £1,600 not including transport costs and only cover one day of a 7-day itinerary. The cost of hiring a bus (from local firms like Wilsons of Rhu) to take visitors further afield is around £400-£700 dependent on distance and the number of hours hired. Our committee would really welcome the support of elected members in maintaining this historical & well-established Twinning link and its associated costs. We thank the elected members for their continued support over the years. It is very much appreciated. I look forward to hearing from you. Yours sincerely Anne Thorn Secretary Helensburgh and District Twinning Association Page 111
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Helensburgh and Lomond Area Committee Workplan 2025-2026 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment June 2025 10 June 2025 Roads and Infrastructure Service Update Roads and Infrastructure – Mark Calder Quarterly Report 16 May 2025 10 June 2025 Police Scotland Update Police Scotland – Inspector Bart Simonis Quarterly Report 16 May 2025 10 June 2025 Area Performance Report – FQ4 2024/25 Customer Support Services – Kay Owen/ Claire McAllister Quarterly Report 16 May 2025 10 June 2025 Secondary School Report – Hermitage Academy Education – Douglas Morgan Annual Report 16 May 2025 10 June 2025 CHORD – Helensburgh: Surplus Funds, Comet Plinth Commercial Services – John Gordon As Required 16 May 2025 10 June 2025 Helensburgh Outdoor Museum Update Development and Economic Growth – Kirsty Durrant As Required 16 May 2025 10 June 2025 Request for Financial Assistance from the Helensburgh and District Legal and Regulatory Support – Stuart McLean As Required 16 May 2025 Page 113 Agenda Item 13
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Helensburgh and Lomond Area Committee Workplan 2025-2026 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment Twinning Association September 2025 9 September 2025 Area Performance Report – FQ1 2025/26 Customer Support Services – Kay Owen/ Claire McAllister Quarterly Report 14 August 2025 9 September 2025 Roads and Infrastructure Service Update Roads and Infrastructure – Mark Calder Quarterly Report 14 August 2025 9 September 2025 Recycling and Recovery Performance Roads and Infrastructure – John Blake Annual Report 14 August 2025 9 September 2025 Helensburgh, Cardross and Dumbarton Cyclepath Update Development and Economic Growth – Colin Young Bi-annual Report 14 August 2025 9 September 2025 CHARTS (Argyll and the Isles) Seymour Adams Annual Report 14 August 2025 9 September 2025 Police Scotland Update Police Scotland – Inspector Bart Simonis Quarterly Report 14 August 2025 9 September 2025 Supporting Communities Fund 2025/26 Chief Executive – Ailie Law Annual Report 14 August 2025 9 September 2025 Supporting Communities Fund Chief Executive – David Hagerty/ Aileen Annual Report 14 August 2025 Page 114
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Helensburgh and Lomond Area Committee Workplan 2025-2026 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment – End of Project Monitoring Report Cameron 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 9 December 2025 Police Scotland Update Police Scotland – Inspector Bart Simonis Quarterly Report 13 November 2025 Page 115
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