Agenda reports pack
Argyll and Bute Council · 3 December 2025
Back to Mid Argyll, Kintyre & the Islands Area Committee — 3 December 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Argyll and Bute Council Comhairle Earra-Ghàidheal Agus Bhòid Executive Director: Douglas Hendry Kilmory, Lochgilphead, PA31 8RT Tel: 01546 605522 DX 599700 LOCHGILPHEAD 26 November 2025 NOTICE OF MEETING A meeting of the MID ARGYLL, KINTYRE & THE ISLANDS AREA COMMITTEE will be held ON A HYBRID BASIS IN THE COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD AND BY MICROSOFT TEAMS on WEDNESDAY, 3 DECEMBER 2025 at 10:30 AM, which you are requested to attend. Douglas Hendry Executive Director BUSINESS 1. APOLOGIES FOR ABSENCE 2. DECLARATIONS OF INTEREST 3. MINUTE OF THE MID ARGYLL, KINTYRE AND THE ISLANDS AREA COMMITTEE HELD ON 3 SEPTEMBER 2025 (Pages 5 - 8) 4. PUBLIC QUESTION TIME 5. SKILLS DEVELOPMENT SCOTLAND ANNUAL UPDATE (Pages 9 - 14) Report by Area Manager, Skills Development Scotland 6. HEALTH & SOCIAL CARE PARTNERSHIP - PERFORMANCE REPORT FQ1 2025/26 (APRIL- JUNE) (Pages 15 - 30) Report by Senior Manager Performance and Improvement, Argyll and Bute Health and Social Care Partnership 7. ROADS AND INFRASTRUCTURE SERVICES UPDATE (Pages 31 - 34) Report by Executive Director with responsibility for Roads and Infrastructure Services 8. ELECTRIC VEHICLE CHARGING STRATEGY (Pages 35 - 58) Presentation by Project Manager with responsibility for Roads and Infrastructure Services Public Document Pack
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9. AREA COMMITTEE QUARTERLY PERFORMANCE REPORTS – FQ2 2025/26 (Pages 59 - 92) Report by Executive Director with responsibility for Customer Support Services 10. CHARITABLE TRUSTS, BEQUESTS AND TRUST FUNDS (Pages 93 - 100) Report by Executive Director with responsibility for Legal and Regulatory Support 11. DRAFT MID ARGYLL, KINTYRE AND THE ISLANDS AREA COMMITTEE WORKPLAN (Pages 101 - 104) For noting and updating 12. NOTICE OF MOTION UNDER STANDING ORDER 13 Carradale Harbour The Area Committee Notes: • The strategically commercial and economic Local Government (LG) asset to Kintyre, Argyll & Bute, and the wider Western seaboard of Scotland. • That the Harbour supports and provides a haven to the fishing industry, Aquaculture, and Inshore Waters leisure & training activities. • That to maximise the potential benefits of the LG asset there is a consideration to maintain, upgrade and enhance what is currently planned. Officers are requested to bring forward a report to AC • That identifies potential strategic and economic benefits from investment in and expansion of the LG harbour facilities and operations. • At which time MAKI AC can consider making recommendations to the Economic Development and Infrastructure Committee and Piers and Harbours Authority. Proposed: Cllr Tommy Macpherson Ward 01 - South Kintyre Seconded: Cllr Alastair Redman Ward 02 - Kintyre and the Islands REPORT FOR NOTING 13. SAKURA CHERRY TREE PROJECT UPDATE (Pages 105 - 108) Report by Executive Director with responsibility for Legal and Regulatory Support Mid Argyll, Kintyre & the Islands Area Committee Councillor John Armour (Chair) Councillor Jan Brown Councillor Garret Corner Councillor Anne Horn
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Councillor Jennifer Kean Councillor Tommy MacPherson Councillor Dougie McFadzean (Vice-Chair) Councillor Dougie Philand Councillor Alastair Redman Contact: Julieann Small, Democratic Services Assistant - 01546 604043
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MINUTES OF THE MEETING OF THE MID ARGYLL, KINTYRE & THE ISLANDS AREA COMMITTEE HELD ON A HYBRID BASIS IN DUNAVERTY HALL, SOUTHEND AND BY MICROSOFT TEAMS ON WEDNESDAY, 3 SEPTEMBER 2025 Present: Councillor John Armour (Chair) Councillor Jan Brown Councillor Garret Corner Councillor Anne Horn Councillor Jennifer Kean Councillor Tommy MacPherson Councillor Dougie McFadzean Councillor Alastair Redman Attending: Shona Barton, Governance Manager Tom Murphy, Operations Manager Suzanne Mason, Engagement and Communities Lead David Hagerty, Community Development Officer Seymour Adams, Chair, Cultural Heritage and Arts Assembly for the Argyll and Isles (CHARTS) 1. APOLOGIES FOR ABSENCE The Chair welcomed everyone to the meeting. Apologies for absence were intimated on behalf of Councillor Dougie Philand. 2. DECLARATIONS OF INTEREST There were no declarations of interest intimated. 3. MINUTE OF THE MID ARGYLL, KINTYRE AND THE ISLANDS AREA COMMITTEE HELD ON 4 JUNE 2025 The Minute of the meeting of the Mid Argyll, Kintyre and the Islands Area Committee, held on 4 June 2025, was approved as a correct record. 4. PUBLIC QUESTION TIME The Governance Manager advised that there had been no public questions submitted in advance of the meeting. Having noted that there were members of the public in attendance, the Chair invited them to submit any questions they may have. Jean Mary Knowles At the last meeting there were reports from different secondary schools and I wondered if there were any exam results available from those secondary schools. The Governance Manager advised that a report went to the Community Services Committee which detailed the SQA exam results and that she would provide the link to the report to Ms Knowles following the meeting. Page 5 Agenda Item 3
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5. CHARTS (ARGYLL AND THE ISLES) The Committee gave consideration to a presentation by the Chair of the Cultural Heritage and Arts Assembly (CHARTS) for Argyll and the Isles. The presentation included information on CHARTS work and their key projects; the local impact; the Gaelic language and culture; the work on the Argyll Collection project; the development and progress in Campbeltown Museum; and the benefits of the continued support received from Argyll and Bute Council. Decision The Mid Argyll, Kintyre and the Islands Area Committee noted the information provided. (Reference: Presentation by Chair, Cultural Heritage and Arts Assembly for the Argyll and Isles, dated August 2025, submitted) 6. ROADS AND INFRASTRUCTURE SERVICES UPDATE The Committee gave consideration to a report which provided links to the recent activities of Roads and Infrastructure Services. Decision The Mid Argyll, Kintyre and the Islands Area Committee noted the contents of the report. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services, dated 11 August 2025, submitted) 7. RECYCLING AND RECOVERY PERFORMANCE The Committee gave consideration to a report which provided details of the Council’s recycling and landfill diversion performance, along with national policies, targets and regulations which are likely to impact on future performance. Decision The Mid Argyll, Kintyre and the Islands Area Committee noted the details as outlined in the report and the national policy drivers that would likely impact over the coming years. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services, dated 3 September 2025, submitted) 8. SUPPORTING COMMUNITIES FUND 2025/26 Consideration was given to a report which detailed recommendations for the award of the Council’s Supporting Communities Fund (SCF) for the 2025/26 round of funding that had been made available for distribution by the Council to organisations in the Mid Argyll, Kintyre and the Islands area. Decision The Mid Argyll, Kintyre and the Islands Area Committee agreed that the 17 applications, marked as ‘Award’ within Appendix 1 of the report, are awarded funding from the Supporting Communities Fund totalling £22,500, as follows: Page 6
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Ref: Organisation name Award / No Award Requested Amount Recmnd Award Cummulataive Total 1 Bowmore Lunch Club Award 1,500.00£ 1,500.00£ 1,500.00£ 2 South Kintyre Development Trust Award 1,500.00£ 1,500.00£ 3,000.00£ 3 Tayinloan Youth Club Award 1,000.00£ 1,000.00£ 4,000.00£ 4 Islay Connections SCIO Award 1,500.00£ 1,500.00£ 5,500.00£ 5 Old Pals Club, Campbeltown, Argyll Award 1,200.00£ 1,200.00£ 6,700.00£ 6 Campbeltown Sea Cadets Unit 480 Award 1,500.00£ 1,500.00£ 8,200.00£ 7 Kintyre Link Club Award 1,500.00£ 1,500.00£ 9,700.00£ 8 Mid Argyll Community Enterprises Award 500.00£ 500.00£ 10,200.00£ 9 Friends of Castlehill Award 1,500.00£ 1,500.00£ 11,700.00£ 10 Mid Argyll Rugby Club Award 1,496.00£ 1,496.00£ 13,196.00£ 11 Kintyre Seasports Award 1,482.50£ 1,482.50£ 14,678.50£ 12 Jura Development Trust Award 1,500.00£ 1,500.00£ 16,178.50£ 13 Cairnbaan Community Trust Award 1,500.00£ 1,500.00£ 17,678.50£ 14 Ardrishaig Community Council Award 1,500.00£ 1,500.00£ 19,178.50£ 15 Mid Argyll Transport Volunteers Award 1,500.00£ 1,500.00£ 20,678.50£ 16 Campbeltown & District Juvenile Football Assoc. Award 1,500.00£ 1,500.00£ 22,178.50£ 17 Inveraray Carpet Bowls Club Partial Award 350.00£ 321.50£ 22,528.50£ 18 Kintyre Food Bank No Award 1,500.00£ 24,028.50£ 19 Lochside Champions Community Group No Award 1,250.00£ 25,278.50£ 20 Port Ellen FC Juniors No Award 1,500.00£ 26,778.50£ 21 Islay and Jura Youth Wind Band No Award 1,500.00£ 28,278.50£ 22 Kintyre Amateur Swimming Club No Award 1,500.00£ 29,778.50£ 23 Multiple Sclerosis Centre, Mid Argyll No Award 1,500.00£ 31,278.50£ 24 An Comunn Gaidhealach Meur Ìle No Award 1,500.00£ 32,778.50£ 25 Live at the Loch (c/o Tarbert Enterprise Company)No Award 1,500.00£ 34,278.50£ 26 Campbeltown Grammar School Parent Council No Award 1,500.00£ 35,778.50£ 27 Islay Gaelic Choir No Award 1,500.00£ 37,278.50£ 28 Jura Care Centre No Award 1,440.00£ 38,718.50£ 29 Meadows Under Fives No Award 1,498.90£ 40,217.40£ 30 West Kintyre Promotions CIC No Award 1,500.00£ 41,717.40£ 31 Kilmory & Dunadd Camanachd No Award 1,493.50£ 43,210.90£ 32 Campbeltown Kintyre Rugby Club No Award 1,500.00£ 44,710.90£ 33 Islay Youth Football Club No Award 1,498.34£ 46,209.24£ 34 Colonsay Book Festival No Award 1,500.00£ 47,709.24£ 35 Mull of Kintyre 10km and Half Marathon No Award 1,500.00£ 49,209.24£ 36 Greater Kilmeny Community Group No Award 1,500.00£ 50,709.24£ 37 Heart of Argyll Wildlife Organisation No Award 628.00£ 51,337.24£ 38 Islay Natural History Trust No Award 1,500.00£ 52,837.24£ 39 Inspire Inveraray No Award 1,500.00£ 54,337.24£ 40 The Community Forget Me Not Choir CLD Partnership 1,500.00£ 55,837.24£ Total 55,837.24£ 22,500.00£ (Reference: Report by Chief Executive, dated 15 August 2025, submitted) 9. SUPPORTING COMMUNITIES FUND - MONITORING OF PROJECTS FUNDED 2023/24 Consideration was given to a report providing information on the impact and spend of funding awarded to community projects from the Council’s Supporting Communities Fund in 2023/24. Decision The Mid Argyll, Kintyre and the Islands Area Committee noted: Page 7
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1. the positive contribution of the Supporting Communities Fund as detailed in section 4 and within the table; and 2. that Islay Community Council has requested an extension to spend their funds by December 2025. (Reference: Report by Chief Executive, dated 22 August 2025, submitted) 10. AREA COMMITTEE QUARTERLY PERFORMANCE REPORTS – FQ1 2025/26 The Committee gave consideration to the Area Performance Report for financial quarter 1 of 2025/26 (April to June 2025) which illustrated the agreed performance measures for this period. Decision The Mid Argyll, Kintyre and the Islands Area Committee noted the performance and supporting commentary as presented. (Reference: Report by Executive Director with responsibility for Customer Support Services, dated 12 August 2025, submitted) 11. DRAFT MID ARGYLL, KINTYRE AND THE ISLANDS AREA COMMITTEE WORKPLAN The Committee gave consideration to the Mid Argyll, Kintyre and the Islands Area Committee workplan for future meetings. Decision The Mid Argyll, Kintyre and the Islands Area Committee noted the contents of the workplan. (Reference: Mid Argyll, Kintyre and the Islands Area Committee Workplan, dated 3 September 2025, submitted) Page 8
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Skills Development Scotland Mid Argyll, Kintyre and the Islands Area Committee Annual Update 3 December 2025 Page 9 Agenda Item 5
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1. Service Delivery in Mid Argyll, Kintyre and the Islands 1.1 School Service Offer Campbeltown Grammar, Islay High School, Lochgilphead Joint Campus and Tarbert Academy Our careers advisers work delivering career guidance to enable young people from S1-S6 to develop their Career Management Skills via a range of group work and 1-1 coaching conversations. We work closely with our partners within the school to identify young people who are considered most at risk of not making a positive progression from school. Helping those young people to develop their career management skills and move onto education, employment, or training when they leave school. For more information click this link What We Do - Scotland’s Career Service Update School Leaver Initial Destinations Follow Up • Over the school holidays we currently contacting all school leavers Campbeltown Grammar, Islay High School, Lochgilphead Joint Campus and Tarbert Academy (approx. 198) to ensure that they have secured a positive destination post leaving school and offer support to any that haven’t. • These results will be published by the Scottish Government sometime in the new year. • Please click here to see last year’s results. School leaver attainment and destinations - gov.scot 1.2 Post School Service Offer Our Next Steps service supports young people aged 16 – 18 (extended to 26 for care experienced young people) who are unemployed, helping them to build up their career management skills and move on to and sustain a range of options as appropriate. We also offer a service to any adult who wishes to develop their career management and employability skills and move into employment or support a career change. Individuals can access help at our local centres at the following locations. Campbeltown, 40 Hall Street, PA28 6BU (based within JobCentre Plus). Please contact 01586 552795 for an appointment. Islay, Islay High School, Flora Street, Bowmore, PA43 7JY. Please contact 01496 545 990 for an appointment. We also can offer virtual and telephone support if required. 2. PACE: Partnership Action for Continuing Employment (PACE) PACE is the Scottish Government’s initiative dedicated to responding to redundancy situations. Through providing skills development and employability support, PACE aims to minimise the time individuals affected by redundancy are out of work. PACE brings together 24 organisations, together with the Scottish Government to provide free and impartial advice, guidance and support for individuals affected by redundancy. Our PACE activity is co-ordinated by our Chair Pamela Little. Update • In the current quarter of the financial year, we have had limited PACE activity. However, we have offered and delivered PACE support to employees at Collies Haulage and where able to help support all individuals effected into further employment. Please contact pacenationalteam@sds.co.uk for any further information Page 10
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3.Participation Reports 3.1 School Leaver Initial Destinations Follow Up Initial school leaver destinations in Scotland refer to the first recorded activity of young people after leaving school, such as entering higher education, further education, training, employment, or being unemployed. • As noted above, we are currently contacting all school leavers (approx. 198) to ensure positive outcomes and offer support as needed. • Results will be published by the Scottish Government in the new year. • Please click here to see last year’s results. School leaver attainment and destinations - gov. scot 3.2 Annual Participation Measure The Annual Participation Measure (APM) reports on the education and employment activity of 16- to 19- year-olds in Scotland. It is the source of the Scottish government's national performance indicator “Percentage of young adults 16- to 19-year-olds participating in education, training or employment”. The APM method takes account of all status of 16- to 19-year-olds in Scotland over one calendar year from the 1st of April to the 31st of March. We report on if they are participating, not participating and unconfirmed is based on which status an individual spent to the greatest numbers of days within the year. See below the Annual Participation Measure from 2025 Page 11
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For more information on the APM please use this link to Annual Participation Measure 4.Local Partnership Support SDS local teams actively support the following partnerships: • Developing the Young Workforce (DYW) – supporting employer events in schools • Local Employability Partnership (LEP) – member • Corporate Parent Board – supporting young people • Community Learning Development (CLD) Partnership Board – member • Community Justice Board – member • Community Planning Partnership – member • 5. Skills Development Scotland - National Update 5.1 Skills Reform SDS continues to advocate for changes to the learning and skills system to deliver the best outcomes for Scotland’s people and businesses. Following the Scottish Government’s Independent Review of the Skills Delivery Landscape and the Purpose and Principles on Post-school Education, Research and Skills, a consultation was held in Summer 2024. This informed an outline business case for simplifying the post-school funding landscape, including proposals to move responsibility for apprenticeships and national training programmes to the Scottish Funding Council (SFC). Page 12
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The Tertiary Education and Training (Funding and Governance) (Scotland) Bill was introduced in February 2025 and is currently progressing through Parliament. Subject to approval, the Bill is expected to become law in spring 2026, with changes coming into effect in March 2027. Until then, SDS will continue to deliver apprenticeships and national training programmes as usual. 5.2 Young People’s and Parents Research Our Programme of research with young people captures young people's perspectives on their career journeys across from S1 through to the post school stages of education and career transitions. It also provides evaluation evidence on the quality, value and benefits of our Career Information, Advice and Guidance (CIAG) Services. • Pupil Voice Senior Phase (S4-S6). This research collected feedback from nearly 11,000 pupils in 2024, providing evaluation evidence on careers services and exploring broader themes related to senior phase students' career journeys. • Young People’s Career Ambitions (1 year Post School). This research targets school leavers, focusing on their career journeys a year after leaving school. The 2024 study engaged almost 3,000 participants, exploring influences, motivations, and post school experiences. • Pupil Voice (S1-S3), a new pilot will be launched in spring 2025. This project specifically focuses on young people in S1-S3 and their career decision making process. • Parents and Carers in Scotland. In 2024 we gathered feedback from 4,000 parents and carers on awareness and satisfaction with SDS services, information sources used, awareness and perceptions of apprenticeships and confidence in having career conversations. Find Out More about Career Advice & Information Research - Click this link 6. Regional Skills Planning The latest Regional Skills Assessments (RSAs) for 2025 have been published and are now available on the Skills Development Scotland (SDS) website. These reports provide a robust and consistent evidence base to support partners in strategic skills investment planning. This year, the RSAs have been enhanced with: • Region’s People Spotlight – Population trends using Census and NRS data, including equality indicators. • Granular Forecast Data – More detailed forecasts for total requirement, presented with an intersection by both industry and occupation. Following the success of last year’s publication, an up-to-date report on Scotland’s Labour Market Drivers has been published to provide additional context. It offers a fresh overview of the key forces shaping Scotland’s labour market outlook. The RSA Summary Infographics continue to provide core measures down to local authority level in a visual format, covering the economy and current and future demand in local areas across Scotland. Additional indicators have also been added to the Data Matrix, where data is available down to the local authority level. Additional indicators include: • Real-time employer demand - Information on job postings and top occupations. • Detailed employment forecasts - By industry, occupation, and qualification. Also now published are the latest Sectoral Skills Assessments (SSAs), including a new Digital Practitioners Spotlight based on SDS research on the Digital economy. Page 13
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7. Scottish Careers Week 10th – 14th November Scottish Careers Week will take place from 10th to 14th November, delivered in partnership with a wide range of organisations supporting informed career choices across Scotland. 8. Employer Support Skills Development Scotland works directly with employers, providing trusted advice to help invest in skills, develop new talent, and grow businesses through inclusive recruitment and workforce development. • Free employer webinars are available on a range of themes. • Skills for Growth is a free service for SMEs with 5–250 employees. Find out more at our employer hub SDS Employer Hub or contacting us on 0800 783 6000 9. Local contact Susan MacRae Area Manager Argyll & Bute, Eilean Siar and Shetland susan.macrae@sds.co.uk 10. Further information skillsdevelopmentscotland.co.uk - Corporate Website myworldofwork.co.uk - for all your work, skills and learning needs apprenticeships.scot - for all the latest on apprenticeships Page 14
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1 Mid Argyll, Kintyre and the Islands Area Committee Date of Meeting: 3 December 2025 Title of Report: Health & Social Care Partnership - Performance Report – FQ1 2025/26 (April – June) Presented by: Kristin Gillies Head of Strategic Planning, Performance & Technology The Area Committee is asked to note and consider the: • Revised suite of 77 Key Performance Indicators within the Integrated Performance Management Framework for 2025/26 • Performance for FQ1 2025/26 (April – June 2025) • Delayed Discharge Sitrep as of 30 Jun 2025 (Appendix 1) • Latest performance against the National Health & Wellbeing Outcomes and Ministerial Steering Group Integration Indicators (Appendix 2) EXECUTIVE SUMMARY This report details performance for the Financial Quarter (FQ) 1 2025/26 (April - June), the performance outputs are taken from the Integrated Performance Management Framework (IPMF) Reporting Dashboard with the focus on twelve key service areas, with a revised set of KPI being implemented after annual review, ahead of the 2025/26 reporting year. Overall performance for FQ1 notes of 77 measures reported as on target (53%). The report details performance against each of the service areas and the 77 supporting IPMF Key Performance Indicators. Latest HSCP Activity Summary Dashboard and trajectory analysis across current reporting year is included, as is the latest performance from the National Delayed Discharge Sitrep and the National Health & Wellbeing Indicators performance. The use of the new performance Dashboard within SharePoint is designed to offer a more focused approach to the access and analysis of data, offering scope for self-service. 2. RECOMENDATIONS The committee are asked to note FQ1 25/26 performance which is scrutinised at Clinical and Care Governance Committee and further reviewed by the IJB. 3. DETAIL OF REPORT The report details the HSCP (Health and Social Care Partnership) performance for FQ 1 2025/26 (April - June), highlighting key performance trends across the 77 KPIs (Key Performance Indicators). Page 15 Agenda Item 6
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2 For 2025/26, the quarter 1 snapshot national update on Delayed Discharges (Appendix 1), alongside the latest performance on the National Health and Wellbeing Outcomes Indicators (Appendix 2). 4. RELEVANT DATA & INDICATORS 4.1 FQ1 2025/26 (April – June) Performance Summary Overall performance for FQ1 notes that 77 KPI’s are scoring against target, with 41 (53%) reporting as on-track. The KPI’s report performance against the target and include the target, actual and variance and is a mix of both quantitative and qualitative indicators. The use of the green, amber and red graphics within the Dashboard is used to give an overview of the HSCP’s total performance for each of the twelve services and 77 KPI’s. The use of only green and red for the KPI’s is used to focus delivery with regards to sustaining performance on or above target. 4.2 Analysis of Key Performance This analysis identifies performance across the 12 service reporting categories within the Integrated Performance Management Framework (IPMF). 4.2.1 Children & Families Across 5 KPIs, Children & Families and Justice performance notes 4 (80%) on track, with1 (20%) off track, against the targets set for Q1 25/26. Performance on or above target: • Improve the percentage of Child Protection Register (CPR) cases that have an allocated Social Worker met the 100% target this FQ1 • Children & Adolescent Mental Health Services (CAMHS) tier 3 seen within 18 weeks of referral, 90% target was met in FQ1. Page 16
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3 • Improve the number of teams that have delivered 85% or more of the Universal Health Visiting Pathway (UHVP) met the target this quarter. • Health assessments started within 4 weeks of coming into care-exceeded the target of 96% (100%) Performance below target & areas for improvement: • Percentage of Justice Social Work reports submitted by 12 noon, 2 days before court was below the target of 90%, reported at 80% this quarter. 4.2.2 Strategy, planning, performance and digital Performance across 11 Key Performance Indicators (KPIs) for Strategic Planning, Performance & Technology Services shows 5 KPIs (45%) on track, with 6 KPIs (55%) reported as off track against the targets set for FQ1 25/26. Performance on or above target: • Increase the number of new clients to Telecare services – exceeded the target of 200 (215). • Increase the number of Telecare service reviews completed – exceeded the target of 85 (125). • Increase the number of patients utilising ‘Near Me’ clinics – exceeded the target of 800 (972). • Increase the utilisation of ‘Connect Me’ for blood pressure monitoring within primary care – exceeded the target of 42 patients (124). • Percentage of Transformation & Improvement projects on track – exceeded the target of 85% (100%). Performance below target & areas for improvement: • Increase in new referrals to Silvercloud – below the target of 70 (32). • Waiting times for cancer appointments at the 31 and 62 day targets – above the target of 0 breaches (7). • Reduce new outpatient waiting times breaches >12 weeks – above the target of 46% (47%). • Reduce outpatient waiting list long waits >52 weeks – above the target of 0.0% (7.2%). • HSCP FOI requests responded to within 20 working days – below the target of 100% (94%). • IT support requests resolved – below the target of 100% (34%). Scottish government has an acute focus on planned care, unscheduled care and CAMHS and this is being addressed by a weekly high level huddle board wide with direct reporting to the minister and sign off locally by management supporting an increased focus on booking and waiting list management. 4.2.3 Primary Care Performance across 6 Key Performance Indicators (KPIs) for Primary Care shows 3 KPIs (50%) on track, with 3 KPIs (50%) reported as off track against the targets set for FQ1 25/26. Performance on or above target: Page 17
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4 • 80% of children who received Fluoride Varnish treatment did not require referral for further dental treatment – exceeded the target of 80% (84%). • Vaccination delivery against National trends during autumn, winter and spring booster programmes – met the target of 61% (Scotland wide percentage) • Percentage of HSCP run GP practices enacting contingency measures – no practices enacted contingency measures, actual 0 against a threshold of 14 Performance below target & areas for improvement: • Percentage of planned activity carried out to deliver National Oral Health Improvement Programmes against Service Plan – below the target of 100% (85%). • Utilisation of HSCP Dental Clinic appointments – below the target of 75% (58%). • Minimum 95% uptake for 6 in 1 vaccination in children by age 1 – below the WHO target of 95% (94%). 4.2.4 Public Health Performance across 6 Key Performance Indicators (KPIs) for Public Health shows 1 KPIs (17%) on track, with 5 KPIs (83%) reported as offtrack against the targets set for FQ1 25/26. Performance on or above target: • Mitigate health inequalities through increasing the number of referrals to community link workers supported by “With You” ensuring health and wellbeing support is targeted to areas of rural and socio-economic need. The target was set at 150, and we increased the number of referrals to 174, exceeding the target by 24 (16%) above target. Performance below target & areas for improvement: • Increase number of successful quits, supported by NHS smoking cessation advisors or jointly through shared care with Pharmacy, by people in the 40% most deprived areas in Argyll and Bute, reporting undertaken a quarter in arrears – We set a target of 20, and we achieved 14 (30%) below target. • Report on the number of people in A&B attending training to deliver Community Reinforcement and Family Training (CRAFT) to families – We set a target of 15 and the actual reported in FQ1 was 0. • Increase the number of people in Argyll and Bute attending training in the following areas, Money Counts, Behaviour Change, Speakeasy, Mental Health and Suicide Prevention - We set a target of 120 and the actual was 39, approximately 67.5% below target. • Number of instances working with Scottish Government or National Agencies on National Strategy and Policy Development. The target was set at 13, and we achieved 8, falling short of the target by approximately 38.5%. • Report on the number of engagements relating to planning with people with lived or living experience of alcohol/or drugs – We set a target of 4, and we achieved 2 engagements, falling short of the target by 2 (50%). 4.2.5 Finance Across 7 KPIs, Financial services performance notes 3 (43%) on track, with 4 (57%) off track against the targets set for Q1 25/26. Performance on or above target: Page 18
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5 • Monitor Older People (OP) - Internal Residential Budget Spend % variance reported at 95% against 100% target • Monitor Older People (OP) - External Residential Budget Spend % Variance reported at 95% against 100% target • Monitor Older People (OP) - Homecare Budget Spend was noted at 92% against 100% target Performance below target & areas for improvement: • Monitor Lorn & Islands Hospital overall budget is noted as off track and 7.9% over budget at FQ1. • Monitor NHS saving recovery to ensure this remains on track. For Q1 the actual spend is 35% of the annual budget, which suggests as the financial year progresses this may go off track. • Monitor Social Work savings recovery to ensure this remains on track. For Q1 the actual spend is 49% of the annual budget, which suggests as the financial year progresses this may go off track. • Monitor the HSCP total budget to ensure this remains on track currently off track as at quarter end by £2m (0.3%) 4.2.6 Carers Performance across 5 Key Performance Indicators (KPIs) for Carers shows 4 KPIs (80%) on track, with 1 KPI (20%) reported as off track against the targets set for FQ1 25/26. Performance on or above target: • Increase the number of Adult Carer Support Plans completed across A&B Carers Centres exceeded the target of 120 (127). • Increase the number of Unpaid Adult Carers supported across A&B Carers Centres exceeded the target of 2700 (3107). • Increase the number of Unpaid Young Carers supported across A&B Carers Centres exceeded the target of 783 (812). • Increase the number of ACSP reviews completed by the various Carers Centres exceeded the target of 1800 (1839). Performance below target & areas for improvement: • Increase the number of Young Carer Statements completed across A&B Carers Centres below the target of 39 (29). 4.2.7 Allied Health Professionals Performance across 5 Key Performance Indicators (KPIs) for Allied Health Professionals shows 1 KPIs (20%) on track, with 4 KPIs (80%) reported as off track against the targets set for FQ1 25/26. It should be acknowledged that nationally waiting time breaches are measured against a zero target and it is a clear indicator of how many actual people are waiting. Local trajectory reporting allows monitoring of progress and improvements to reduce the number of patients on waiting lists across varied health specialties. Page 19
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6 Performance on or above target: • Increase the number of monthly AHP Outpatient Completed Waits exceeded the target of 945 (1017). Performance below target & areas for improvement: • Reduce New Outpatient Referral waits breaching > 4 weeks for Musculoskeletal (MSK) reported above the target of 0 (812). • Reduce New Outpatient Referral waits breaching >12 week waits for AHP services reported above the target of 0 (477). • Reduce P1 and P2 Community Patient Referral waits breaching > 4 weeks for AHP Services noted above the target of 0 (60). • Reduce P3 and P4 Community Patient Referral waits breaching >12 week waits for AHP services shows above the target of 0 (970). 4.2.8 Delayed Discharges Performance across 6 Key Performance Indicators (KPIs) for Delayed Discharges shows 3 KPI (50%) on track, with 3 KPIs (50%) reported as off track against the targets set for FQ1 25/26. It should be acknowledged nationally Delayed Discharges are measured against a zero target. Local targets have been set to monitor progress and improvements to reduce the number of patients showing as a Delayed Discharge. Performance on or above target: • The target to reduce the number of people delayed at monthly census point was 34, and we achieved 32, exceeding the target by 2. • The target to reduce the number of delays in hospital awaiting a care home placement at monthly census point was 10, and we achieved 8, exceeding the target by 2. • The target to reduce the number of people delayed with assessment code at monthly census point was 10, and we had an actual of 7, exceeding the target by 3. Performance below target & areas for improvement: • The target to reduce the overall length of stay in hospital at monthly census point was 634, and our actual was 644, approximately 1.58% over the target. • The target to reduce the number of people delayed in hospital with AWI code at monthly census point was 4, and our actual was 5, just slightly missing the target by 1. • The target to reduce the number of people delayed in hospital at monthly census point due to care at home availability was 10, and our actual performance was 15, exceeding the target by 50%. Page 20
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7 4.2.9 Adult Social Care Performance across 4 Key Performance Indicators (KPIs) for Adult Social Care shows 3 KPIs (75%) on track, with 1 KPI (25%) reported as off track against the targets set for FQ1 25/26. Performance on or above target: • Increase the percentage of Older People who had their homecare monitoring review completed within 6 months - Performance surpassed the target with an actual of 84%, against a target of 60%. • Increase the occupancy rates across A&B Care Homes – We achieved 95%, exactly matching the target. • Reduce the number of hours of unmet need for care at home - The target was to reduce hours to 500, and we achieved 417 hours, exceeding the reduction goal by approximately 16.6%. Performance below target & areas for improvement: • Reduce unplanned admissions to A&B hospitals directly from a care home - The new target set for this KPI was 18. Our actual was 24, exceeding the target by 33%. 4.2.10 Community Hospitals Performance across 5 Key Performance Indicators (KPIs) for Community Hospitals shows 5 KPIs (100%) on track in FQ1 2025/26. Performance on or above target: • Reduce the rate of unplanned admissions to Community Hospitals for 65+ population - The target was to reduce admissions to 450, and we achieved 449. • Reduce the average length of stay for inpatients in A&B Community Hospitals – We aimed to reduce the average LOS to 7.5 days and achieved 6.9, exceeding the target. • A&E attendances meeting the 4 hrs wait target. The national target for attendances meeting the 4 hours target is 95%, we achieved 96%. • Maintain A&B Community Hospitals Bed occupancy rates below 80% target – The target was to maintain bed occupancy below 80%, and actual occupancy was 61.8%. • Reduce the number of falls being reported in a Community Hospital setting in A&B – The target was to reduce falls to 38, and the actual number was 12. Performance below target & areas for improvement: None 4.2.11 Adults with Long Term Conditions / Adult Support & Protection / Alcohol Drugs Partnership Performance across 8 Key Performance Indicators (KPIs) for Adults with Long Term Conditions Services shows 3 KPIs (38%) on track, with 5 KPIs (62%) reported as off track against the targets set for FQ1 25/26. It should be acknowledged that nationally waiting time breaches for New Mental Health Outpatients (12 weeks) and Psychological Therapy (18 Weeks) are measured against a zero target. Local Page 21
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8 targets have been set to monitor progress and improvements to reduce the number of patients on waiting lists across varied health specialties Performance on or above target: • Reduce the number of people monthly waiting for psychological therapy services (>18 weeks) – exceeded the target of 175 (34). • Mental Health urgent care referrals response timescales <2 hours – met the target of 90% (100%). • Mental Health social circumstances report overdue – met the target of 33% (33%). Performance below target & areas for improvement: • Reduce the number of clients on the Dynamic Support Register with category Amber/Red – above the target of 10 (18). • Reduce the number of people waiting for a new Mental Health outpatient service (>12 weeks) – above the target of 390 (757). • Increase the % of Adult Support Protection screening duty to inquire assessments completed within 5 working days – below the target of 70% (40%). • Increase the % of Adult Support Protection investigations completed within 15 working days – below the target of 70% (32%). • Drug & Alcohol completed waiting times from referral to first treatment (LDP) – below the target of 90.0% (83.3%). 4.2.12 Rural General Hospitals (Lorn & Island Hospital) Performance across 9 Key Performance Indicators (KPIs) for Rural General Hospitals (LIH) shows 6 KPIs (67%) on track, with 3 KPIs (33%) reported as off track against the targets set for FQ1 25/26. Performance on or above target: • Reduce the rate of unplanned admissions to LIH 65+ population. We aimed to reduce unplanned admissions to 345. We achieved 315, approximately 9% under the target. • Reduce the total number of unplanned bed days in LIH. We aimed to reduce the total days to 3323 and successfully achieved 2810, 15.4% below the target. • Maintain LIH Bed Occupancy Rates below 90% target. We set a target to maintain bed occupancy below 90% and we maintained performance at 74.6%, 17.1% below the target. • Reduce the number of LIH A&E Attendances that result in an unplanned admission. We set a target to reduce attendances to 19.2%, and we achieved 16.8%. • Reduce the number of falls being reported in a hospital setting in LIH. We set a target to reduce falls to 26, and only 7 were reported this quarter. • Reduce the number of instances of tissue viability in Lorn & Islands Hospital. We set a target to reduce the number of instances to 4, with only 1 being reported this FQ. Performance below target & areas for improvement: • Reduce the Average Length of Stay for inpatients in LIH – Target is to reduce the average LOS to 5 days and we reported 7 day this quarter. Page 22
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9 • 95% of A&E attendances to meet the 4-hour wait target. This KPI has a national target of 95% and we achieved 92% in FQ1. 4.2.13 National Health & Wellbeing Outcome Indicators & Ministerial Steering Group Integration Indicators The National Health and Wellbeing Outcomes provide a strategic framework for the planning and delivery of health and social care services. This suite of outcomes serves to focus on improving the experiences and quality of services for people using those services, carers, and their families. These indicators form the basis of the annual reporting requirement for Health and Social Care Partnerships across Scotland. The national indicators will be updated and reported within A&B HSCP’s Integrated Performance Management Framework to provide the national performance position alongside the local service Key Performance Indicators suite. The latest data in relation to 26 HWBOI and MSG Indicators reports 50% on track, with 13 on track and 13 off track. An overview of A&B HSCP’s latest performance against the 26 measures is reported in Appendix 1. It should be noted that reporting periods vary across the suite of national indicator measures, with some measures reported quarterly affected by national reporting data lag. 5. CONTRIBUTION TO STRATEGIC PRIORITIES The monitoring and reporting against Key Performance Indicators using the Integrated Performance Management Framework and Dashboard ensures the HSCP is able to deliver against key strategic priorities. This in-turn is aligned with the Strategic Plan and key objectives. 6. GOVERNANCE IMPLICATIONS 6.1 Financial Impact Financial performance is evidenced within the IPMF Dashboard ensuring best value as well as evidencing the impact and performance against organisational budget savings. 6.2 Staff Governance Key performance indicators within the IPMF ensure that staff governance requirements continue to be progressed and developed include health and safety, wellbeing and new service redesign and working practices. 6.3 Care and Clinical Governance Clinical Governance and patient safety remain at the core of prioritised service delivery against the new IPMF Dashboard and National Health & Wellbeing Outcomes Indicators. The new governance structure supporting the IPMF ensures that the Clinical & Care Governance Committee remain central to performance improvement. The development of the IPMF is focussed on moving away from previous traditional styles of reporting to a fully collaborative approach with Head of Service and Service Lead commentary. 7. PROFESSIONAL ADVISORY Data used within the performance dashboard is fully accessible in SharePoint with data trends and forecasting are identified to give wider strategic context. This provides the HSCP professional advisors with self –service performance information to inform their role in maintaining professional standards and outcomes. Page 23
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10 8. EQUALITY & DIVERSITY IMPLICATIONS The Integrated Performance Management Framework captures relevant indictors used to inform the HSCP E&D work. 8.1 PROTECTED CHARACTERISTICS Performance detailed within this report acknowledges the rights of the Child (UNCRC), Islands. Fairer Scotland, Socio-economic Duty, Equalities - protected characteristics. 9. GENERAL DATA PROTECTION PRINCIPLES COMPLIANCE Data use and sharing within this report and IPMF performance dashboard is covered within the Argyll and Bute Council & NHS Highland Data Sharing Agreement 10. RISK ASSESSMENT Risks and mitigations associated with performance data sources and reporting are managed and identified within the monthly Performance & Improvement Team- Work Plan. 10.1 STRATEGIC, OPERATIONAL OR CLIMATE RISK Performance reports are used by operational management to identify service delivery risk and to inform mitigation action accordingly. 11. PUBLIC & USER INVOLVEMENT & ENGAGEMENT Performance reporting is available for the public via Argyll and Bute Council and NHS Highland websites. The IPMF dashboard utilises SharePoint to support manager and staff access across the HSCP. 12. CONCLUSION The Integration Joint Board is asked to considerer and acknowledge FQ1 2025/26 (Apr - June) performance as detailed in the IPMF Dashboard 13. DIRECTIONS Directions required to Council, NHS Board or both. Directions to: tick No Directions required x Argyll & Bute Council NHS Highland Health Board Argyll & Bute Council and NHS Highland Health Board 14. PREVIOUS REVIEW OF THE REPORT Meeting Title of report Date Output (if relevant) Page 24
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11 REPORT AUTHOR AND CONTACT Author Name: Douglas Hunter- Senior Manager Performance & Improvement Email: douglas.hunter@argyll-bute.gov.uk Page 25
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12 Appendix 1 - Delayed Discharge Sitrep – 30th June 2025 Page 26
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13 Appendix 2 – HWBOI & MSG Integration Indicators. Core Suite of Integration Indicators HWBOI-Outcomes Data notes 55.5% (5 of 9) HWBOI Outcomes measures reporting as above the national Scotland Rate. It is worth noting that performance will be influenced and vary in line with the total number of respondents participating in this voluntary survey. As such, caution should be noted with regards to previous comparison and trends. Benchmarking performance against 7 comparator HSCPs is noted below. HWBOI – Outcomes - Benchmarking HWBOI- Performance Data Page 27
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14 Data notes 66.7% (6 of 9) HWBOI Performance measures reporting as above the national Scotland Rate. Note Indicators 17 and 19 are reported at FY 24/25 with measures 11, 12, 13, 14, 15, 16, 18 reported as at Calendar year 2024 as a proxy for 2024/25 due to the national data for 2024/25 being incomplete. This is in line with guidance issued by Public Health Scotland which was communicated to all Health and Social Care Partnerships. Using more complete calendar year data for 2024 should improve the consistency of reporting between Health and Social Care Partnerships. HWBOI- Performance Data – Benchmarking Page 28
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15 Ministerial Steering Group Indicators MSG Indicators 1.1, 1.2 and 2.1 are reported at Calendar Year 2024 as a proxy form 2024/25. This is in line with guidance issues by Public Health Scotland which was communicated to all Health and Social Care Partnerships/ MSG Indicators data notes that all MSG measures have sustained higher activity or have increased in the last reporting year. Activity around Emergency Admissions, Unplanned Bed Days, A&E attendances and Delayed Discharge Bed Days all noted performance exceeding pre –Covid levels. This highlights the necessity to consider approaches to alleviate systems pressures around Urgent and Unscheduled Care and expedite hospital flow, particularly around A&E Admissions and Delayed Discharges. Ministerial Steering Group Indicators 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 MSG 1.1 - Number of emergency admissions* CY 8,374 8,231 6,917 7,820 7,928 8,933 8,879 MSG 1.2 - Number of Admissions from A&E* CY 5,244 4,945 3,668 5,040 4,957 5,097 5,502 MSG 2.1 - Number of unplanned bed days acute specialties* CY 65,794 64,008 53,390 67,255 77,094 77,882 80.655 MSG 2.2 - Number of unplanned bed days MH specialties 13,747 13,204 11,208 9,049 9,212 11,575 11.380 MSG 3.1 - Number of A&E attendances 13,985 14,171 10,091 15,646 16,774 17,740 22,456 MSG 3.2 - % A&E attendances seen within 4 hours 93.4% 91.7% 93.1% 88.9% 83.9% 83.0% 83.0% MSG 4.1 - Number of DD bed days occupied 9,530 7,863 5,354 7,742 11,929 12,757 14,042 MSG 5.1 - % of last six months of life by setting community & hospital 90.0% 89.6 90.80% 90.80% 89.60% 89.40% N/A MSG 6.1 - % of 65+ population at Home (unsupported) 92.1% 92.1% 92.5% 92.6% 93.2% 93.4% N/A Data notes 67% (6 of 9) HWBOI Outcomes measures reporting as above the national Scotland Rate. It is worth noting that performance will be influenced and vary in line with the total number of respondents participating in this voluntary survey. As such, caution should be noted with regards to previous comparison and trends Page 29
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ARGYLL AND BUTE COUNCIL MAKI AREA COMMITTEE ROADS AND INFRASTRUCTURE 3 DECEMBER 2025 SERVICES ROADS AND INFRASTRUCTURE SERVICES UPDATE 1.0 INTRODUCTION 1.1 A Roads and Infrastructure standing report was a fixture on Area Committee agendas throughout the life of the last Council. In the first two rounds of Area Committee meetings in the new Council feedback was sought on the value of these updates, and their format and frequency. Generally Members felt having a standard item was beneficial and it was acknowledged that the Roads and Infrastructure weekly briefings issued to all members each Friday afternoon provide for the main sources of live information on current activities. On top of these briefings there is a bank of resources on the new Member Zone system which include the weekly briefings, subject specific briefings, ad hoc short briefings on issues, relevant previous committee reports, operational service procedures, legislation and Council policies. 1.2 In the last Council the purpose of these reports was to provide an update on service activities but since weekly briefings these have largely superseded the original stated purpose of these reports. 1.3 On the basis of the above this new format has been agreed through the December 2022 round of area committees for this standing item. This format removes duplication for Officers and rather links to existing published information, with additional updates only in the body of the reports if these are specifically requested/noted from previous meetings. The report remains as a standing item and continues to provide the opportunity for Officer engagement at the committee meetings. 2.0 RECOMMENDATIONS It is recommended that the Area Committee: 2.1 Note and consider the contents of this report. 3.0 DETAIL 3.1 Roads and Infrastructure Services provides Members with weekly briefings on topical service activities which are all available here. Page 31 Agenda Item 7
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3.2 As part of the resources on the new Member Zone system there are various key documents available in an online library here. 3.3 There are also additional online resources covering the streetlighting, footway, surface dressing and roads reconstruction programmes available on the website here. 4.0 CONCLUSION 4.1 This report provides links to existing published information on service activities and provides for the opportunity for officer attendance and engagement at committee meetings. 5.0 IMPLICATIONS 5.1 Policy – Roads and Infrastructure work to a number of agreed policies across the range of service areas. 5.2 Financial – revenue and capital budgets are in place to deliver projects and cyclic work. 5.3 Legal – Roads and Infrastructure Services work to a number of different pieces of legislation such as the Roads Scotland Act 1984 and the Environmental Protection Act 1990. 5.4 HR – none known. 5.5 Customer Service – none known. 5.6. Risk – risk managed through toolbox talks, safety briefings and where appropriate risk registers – all of the above are monitored through the RIS leadership and management teams. 5.7 Climate Change - due regard will be given to climate change with a view to minimising any climate change impact and these are considered as and when they arise. 5.8 Fairer Scotland Duty – none known. 5.9 Equalities - protected characteristics – where appropriate EqSEIAs will be carried out to identify any implications. 5.10 Consumer Duty – where appropriate EqSEIAs will be carried out to identify any implications. 5.11 Islands – where appropriate Island impacts assessments will be carried out to identify any implications. Page 32
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5.12 Children’s Rights and Wellbeing – none known. Executive Director with responsibility for Roads and Infrastructure Services, Kirsty Flanagan Policy Lead for Roads, Transport and Amenity Services, Councillor John Armour 30 October 2025 For further information contact: Andy Summers, Head of Roads and Infrastructure Services andrew.summers@argyll-bute.gov.uk Mark Calder, Project Manager mark.calder@argyll-bute.gov.uk Page 33
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Electric Vehicle Charging Strategy MEMBER SEMINAR 20TH OCTOBER 2025 This Photo by Unknown Author is licensed under CC BY-SA-NC This Photo by Unknown Author is licensed under CC BY Page 35 Agenda Item 8
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Background 2022 – Strategy approved: aim to fill geographic gaps and achieve equitable coverage. 2023–24 – Expansion plan and methodology developed – 55 sites identified 2024 – Committee reaffirmed direction while awaiting EVIF funding. Page 36
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Current expansion plan In 2022 the Council approved an EV Charging Strategy based on two delivery themes: Charging on the Move – ensuring drivers can travel through Argyll confidently. Destination Charging – providing chargers where people dwell. That approach assumed further funding would follow Page 37
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Funding secured We now have £1.033million secured for the next phase – so the key question is how best to invest it? In Dec 2022 our 55-site plan was estimated at £1.65million, based on previous average costs plus inflationary adjustment Page 38
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A hub-based approach The original 55-site plan (Dec 2022) costed at £1.65m can’t be delivered in full with the £1.033m now secured. We therefore need to prioritise investment where it has the greatest impact. We are therefore proposing a hub-based approach – clusters of chargers in key towns and island centres – providing: Reliability: multiple chargers reduce the risk of faults or queues. Better use of funds: higher usage = better cost recovery and maintenance value. Visitor and local benefit: located where people already spend time and money. Platform for future growth: once hubs are established, we can extend outwards to smaller communities and ferry points (“spokes” This hub-first model does not remove the ‘Charging on the Move’ theme — it remains central to ensuring through and onward connectivity along all major corridors Page 39
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Proposed hub methodology Strategic principle: Build reliable, visible hubs first, then expand to smaller “spokes” once the network backbone is established, ensuring full route coverage across Argyll and Bute. This also complements the existing network. Identify sites that deliver strategic coverage – locations where people visit, shop and work Potential for high utilisation Represent value for money Access to local amenities Avoid duplicating private provision Resilience and cluster logic Page 40
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Proposed hub methodology We have a proposed criteria for this based on population. The hub (single-site) methodology is: *when not near an existing large town We will add in an element of population swell through tourist locations where they would therefore move up to the next bracket: Population centres proposed for hubs reflect places where visitors and residents visit, rather than domestic users charging at home Population Rapid Fast Total 10k plus 5 5 10 5k to 10k 3 3 6 2k to 5k* 2 2 4 Page 41
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Proposed hub methodology Town/area Pop Tourist swell Hub/cluster Helensburgh 13k N 5R; 5F Oban 8.5k Y 5R; 5F Dunoon 8.9k N 3R; 3F Lochgilphead 2.3k N 2R; 2F Campbeltown 4.5k N 2R; 2F Islay – Bowmore 3k island Y 3R; 3F Mull – Craignure 3k island Y 3R; 3F Bute – Rothesay 6k island N 3R; 3F Page 42
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Proposed hub methodology To progress this we have asked our consultants to: Assess the current provision in each location including non ABC operated publicly available chargers. That assessment should consider as a ‘’hub’’ any chargers within a cluster area less than one mile from the hub site identified in the above table Focus on new hubs/expansion of existing to be on a single site Identify the number and type of chargers required to meet the above hub targets, after accounting for existing provision both Council and non-Council. Page 43
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Proposed hub methodology Assuming hubs/clusters will be developed on existing sites, base on following as the core deliverability criteria on the basis we are trying to assess if sites pass or fail: Proximity to existing electrical infrastructure; Compliance with accessibility standards; No flood risk Strong data connectivity To assess in binary terms whether the sites pass or fail Page 44
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Proposed hub methodology Include usage information on existing chargers at current sites. Determine total costs for any additional EVCs required to meet the above requirement. Assume mid range costs Assess scalable expansion options at each site Page 45
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Proposed approach Total funding secured: £1.033 million £100k reserved for repairs and maintenance (de- risking current network) £100k held as contingency for cost fluctuations. That leaves £833k for new delivery. Proposal: Deliver Phase 1 Hubs from this £833k. Once hub costs are known, apply the roads capital percentage split to the remaining balance for Phase 2 (smaller “spoke” sites) Page 46
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Proposed approach Phase 1 – Strategic Hubs Priority delivery of key sites across Argyll and the islands. Exact costs dependent on DNO connection estimates. Focus on reliability, visibility and usage. Phase 2 – Local delivery Remaining balance after hubs delivered. Split by the roads capital percentage to maintain equity: Bute & Cowal – 19.78% Helensburgh & Lomond – 10.67% Mid Argyll, Kintyre & Islay – 32.71% Oban, Lorn & the Isles – 36.84% Phase 2 decisions at local level (area committees) Page 47
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Phase Two – local delivery Phase 2 delivery will focus on individual chargers and smaller sites (‘spokes’) that maintain network continuity and local access. These sites could be selected and prioritised by Area Committees within their allocated share, to support local decision-making and flexibility under the strategic framework. Ensures alignment with the original thematic principles and equitable access across rural routes and communities. Page 48
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Proposed next steps Finalise consultant outputs (deliverability-only). Confirm hub costs with DNO. Draft full delivery plan for EDI Committee (Dec 2025). Ongoing engagement with Members through area committees. Page 49
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Risks and dependencies Hub costs unknown – DNO connection and ground conditions may vary widely. Private sector overlap – expansion by supermarkets, forecourts, etc. must be tracked to avoid duplication. Maintenance load – the growing network is managed by one officer; current resource may not be sustainable. Tariff sustainability – need to balance affordability with cost recovery. Back-office transition – migration to Scottish Power/Fuuse underway; minor risk of disruption during switchover. Page 50
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Operational update 37 Council-operated public chargers currently in place across Argyll and Bute. New regional back-office contract through Scottish Power (Fuuse platform): Improves automation and fault reporting. Allows dynamic tariffs and local control. Tariff remains £0.70/kWh – good balance between recovery and affordability. Improved uptime under new maintenance arrangements. Page 51
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Cross-footway charging Growing number of residents requesting to charge from home over public pavements. No national guidance from Transport Scotland. Local phased approach: Short-term: trial approved cable protectors. Medium-term: ducting pilot (2026). Long-term: formal policy and asset register. Working with disability groups to ensure accessibility compliance This could be a potential source of modest future income – in a similar way to drop kerbs Page 52
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Discussion Is the hub-first, theme-led model the right direction? Are the proposed funding splits fair? Any concerns on rural coverage? What role should private providers play? Page 53
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Classification: OFFICIAL# AREA TOWN/VILLAGE EXISTING LOCATION COUNCIL OWNED PROPOSED THEME PRIORITY COMMENTS PIER, FERRY ROAD Y 1 x RAPID 1 1 To address a rapid charging network gap between Campbeltown and Lochgilphead [on the public road network for drivers] TAYINLOAN FERRY FERMINAL Y 1 x RAPID 1 1 Rapid charger to be provided for cars in the ferry queue as opposed to parked up. TAYINLOAN FERRY FERMINAL Y 1 x FAST or SLOW [TBC] 2 1 Second charger at this site to provide for those ferry passengers who wouldleave their car. FERRY TERMINAL Y 1 x RAPID 1 2 Rapid charger to be provided for cars in the ferry queue as opposed to parked up. As part of ongoing works under the Marine Asset Management Plan we are looking at options for electricity upgrades for harbour infrastructure which would include capacity for EVC FERRY TERMINAL Y 1 x FAST 2 2 Second charger at this site to provide for those ferry passengers who wouldleave their car. CARRADALE SHORE ROAD CAR PARK Y 1 x RAPID 1 2 To address a network gap in East Kintyre CAMPBELTOWN ROAD CAR PARK Y 1 x RAPID 1 1 To address an existing rapid charging network gap between Campbeltown and Lochgilphead. We have beneiftted from 45k of funding from SSE for use at this location 1 x FAST CAMPBELTOWN ROAD CAR PARK Y Key Chargers beyond economic life and removed from use Chargers beyond economic life to be replaced via CCG to comply with new regulations Sites expected to be delivered in 2025 Sites delivered since last update December 2022 Chargers beyond economic life and replaced as part of FASTER Project TAYINLOAN GIGHA TARBERT MID-ARGYLL, KINTYRE AND THE ISLANDS Page 55
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Classification: OFFICIAL# NEW QUAY CAR PARK y 1 x FAST 2 2 Population of 2,000 to 5,000 - 25% off- street car parks. Divergence from the 'higher to lower' original criteria of car parks on the basis of local geography. 1 x RAPID NEW QUAY CAR PARK y Rapid charger beyond economic life and to be replaced via CCG to comply with new regulations ARDRISHAIG CHALMERS ST No. 2 CAR PARK 1 x FAST 2 1 Population 1,000 to 2,000 - one car park. 2 x FAST AND 1 x RAPID LORNE ST No. 1 CAR PARK Y Rapid charger beyond economic life and to be replaced via CCG to comply with new regulations 2 x FAST MANSE BRAE CAR PARK Y INVERARAY 1 x FAST AND 1 x RAPID THE AVENUE Y Rapid charger beyond economic life and to be replaced via CCG to comply with new regulations COLONSAY COLONSAY AIRPORT Y 1 x FAST or SLOW [TBC] 2 4 Island airport. Through enabling funding secured from TS we are working with colleagues in Strategic Transport to explore options for power upgrades here which would both serve the airport itself, which currently has no mains power, as well as provide for EVC. BOWMORE 1 x RAPID AND 1 x FAST SCHOOL STREET CAR PARK Y FERRY TERMINAL Y 1 x RAPID 1 2 Rapid charger to be provided for cars in the ferry queue as opposed to parked up. FERRY TERMINAL Y 1 x FAST or SLOW [TBC] 2 2 Second charger at this site to provide for those ferry passengers who wouldleave their car. CRAIGHOUSE ISLAY COUNCIL CAR PARK 1 x FAST 2 3 Proposed instead of Feoilin ferry terminal with a view to providig for the main service centre, also noting that the ferry crossiNG s relatively short and there is provision on the Islay side 13 MID-ARGYLL, KINTYRE AND THE ISLANDS CAMPBELTOWN LOCHGILPHEAD PORT ASKAIG Page 56
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Classification: OFFICIAL# ADDITIONAL CHARGERS DELIVERED THROUGH HITRANS FASTER MID-ARGYLL, KINTYRE AND THE ISLANDS TARBERT 1 x RAPID FERRY TERMINAL PROJECT AUTUMN/WINTER 2023 Page 57
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ARGYLL AND BUTE COUNCIL MID ARGYLL, KINTYRE AND THE ISLANDS AREA COMMITTEE CUSTOMER SUPPORT SERVICES 3 DECEMBER 2025 AREA COMMITTEE QUARTERLY PERFORMANCE REPORTS – FQ2 2025/26 1.0 EXECUTIVE SUMMARY Performance data is recorded and reported quarterly for each Council department as well as for the Council as a whole. Each of the Council’s four administrative areas is represented by an Area Committee. The performance information presented to these committees is tailored to address topics of particular relevance and importance to the respective area. Area committee are requested to note and consider the performance and supporting commentary as presented. Page 59 Agenda Item 9
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ARGYLL AND BUTE COUNCIL MID ARGYLL, KINTYRE AND THE ISLANDS AREA COMMITTEE CUSTOMER SUPPORT SERVICES 3 DECEMBER 2025 AREA COMMITTEE QUARTERLY PERFORMANCE REPORTS – FQ2 2025-26 2.0 INTRODUCTION 2.1 This paper presents the Area Performance Report for Financial Quarter 2 2025/26 (July – September 2025) and illustrates the agreed performance measures. 3.0 RECOMMENDATIONS 3.1 It is recommended that the Area Committee – a) Notes and considers the performance and supporting commentary as presented. 4.0 DETAIL 4.1 This paper presents the Area Performance Report for Financial Quarter 2 2025/26 (July – September 2025) and illustrates the agreed performance measures. 4.2 The features of the Performance Report are as follows: - Indicators are grouped by Corporate Outcome. The data table for each indicator is colour coded to identify the level of reporting. o Area level measures are blue o Council level measures are grey o COI measures are white Each indicator details the o Target, Actual and Performance status (Green / Red / No Target) for the current and four previous financial quarters. o Commentary for the current financial quarter only. o Narrative explaining the performance trend e.g. This indicator is above Target and performance has improved since the last reporting period. Page 60
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o Where appropriate a Performance Trend Line has been added. o The name of the Responsible Officer. o Where possible performance is presented at both Area and Council level. 4.3 The commentary for each indicator helps ‘Tell Our Story’ and enables Elected Members to put the performance data into perspective and understand if an issue is local in nature or should be escalated up to a Strategic Committee. 4.4 As part of our improvements to performance reporting and making best use of the digital technology available to us, the information contained in this report is also available in your online scorecard which can be accessed via the Members area on The Hub. If support is required to navigate the online scorecard, please contact lorna.gillies@argyll-bute.gov.uk 4.5 To improve the response to performance queries, it is requested that should there be any queries that either the Responsible Person or Kay Owen are contacted. This should enable some queries being resolved or clarified prior to the Area Committee meeting and therefore being carried forward as Actions at a subsequent meeting 5.0 CONCLUSION 5.1 Area Committee are asked to note and consider the performance and supporting commentary as presented. 6.0 IMPLICATIONS 6.1 Policy All of the indicators in this report are based on agreed Council policy. 6.2 Financial All indicators with financial implications are actively managed through agreed budget monitoring processes. 6.3 Legal All appropriate legal implications are complied with. 6.4 HR All HR implications are actively managed through agreed Wellbeing and Management monitoring processes. 6.5 Customer Service All activities with customer feedback or insight are rigorously monitored for improvement. 6.6 Risk Without this information Elected Members are less informed of activities within their area Page 61
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6.7 Climate Change The Council is committed to working towards net zero. 6.8 Fairer Scotland Duty None arising directly from this report. An IIA is not required for performance reporting. 6.9 Equalities -protected characteristics None arising directly from this report. All activities monitored in this report comply with the council’s equality policies and obligations. An IIA is not required for performance reporting. 6.10 Consumer Duty None arising directly from this report. An IIA is not required for performance reporting. 6.11 Island Communities None arising directly from this report. An IIA is not required for performance reporting. 6.12 Children’s Rights and Wellbeing None arising directly from this report. An IIA is not required for performance reporting. This report highlights examples of how the Council is committed to and working towards reducing child poverty and improving outcomes for every child. Kirsty Flanagan Executive Director 7th November 2025 For further information contact: Jane Fowler Head of Customer Support Services APPENDICES Appendix 1 FQ2 2025/26 All Areas Performance Report Page 62
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# Indicator Responsible Person Reported Page COI - Maximise distribution of Scottish Welfare Fund Fergus Walker A&B only 3 COI - Percentage of clients satisfied that they are better able to deal with their financial problems following our support and intervention Lee Roberts A&B only 4 Number of parking penalty notices issued Hugh O'Neill Area 5 Car parking income to date (cumulative) Hugh O'Neill Area 6 - 7 Number of dog fouling complaints Tom Murphy Area 8 COI - Increase the percentage of our care experienced young people that have the recommended additional tracking and monitoring plans in place Louise Chisholm A&B only 9 COI - Provide quality meals within cost margins to all pupils Christine Boyle A&B only 10 Maximise the percentage of 16-19 year olds participating in education, training or employment Jennifer Crocket Area 11 2025/26 FQ2 Mid Argyll, Kintyre and Islay 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 63
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Classification: OFFICIAL# Indicator Responsible Person Reported Page Number of affordable social sector new builds completed per annum Kelly Ferns Area 12 Percentage of pre-planning application enquiries processed within 20 working days Peter Bain Area 13 - 14 Average number of weeks to determine householder planning applications Peter Bain Area 15 - 16 Number of empty properties Jonathan Welch Area 17 COI - Number of new homeless applicants who required temporary accommodation this period Morven Macintyre A&B only 18 COI - Maintain the percentage of local suppliers that benefit from the award of contracts via the procurement portal Anne MacColl-Smith A&B only 19 COI - Increase the number of community benefits that are delivered through contracts we award locally Anne MacColl-Smith A&B only 20 Percentage of street lighting faults repaired within 10 days Tom Murphy Area 21 Number of waste collection complaints Tom Murphy Area 22 COI (part) - Percentage of waste recycled, composted and recovered Andy Summers Area 23 - 24 COI - Number of tonnes of waste sent to landfill Andy Summers A&B only 25 COI - LEAMS (Local Environment Audit and Management System) Tom Murphy Area 26 - 27 COI - Teacher sickness absence Jennifer Crocket (B&C and MAKI) Wendy Brownlie (H&L and OLI) Area 28 COI - LGE staff (including non-Teacher) sickness absence Carolyn Cairns Area 29 COI - Increase the percentage of all self-service automated contacts Robert Miller A&B only 30 Corporate Outcome: We have an infrastructure that supports sustainable growth Corporate Outcome: Making it happen Corporate Outcome: Our economy is diverse and thriving Page 64
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 95.3% 123.0% 27.7% Green - Actual exceeds Target In FQ2 2025/26, we received a total of 1013 applications to the Scottish Welfare Fund, comprising 676 Crisis Grant applications and 337 Community Care Grant applications. We made 593 awards to the value of £281,810. 420 Crisis Grant awards and 173 Community Care Grant awards, which is a 9% increase compared to the same period last year. Our expenditure of £281,810 at the end of FQ2 is £52,668 above the profiled budget. We are continuing to support applications from medium and high priorty cases but monitoring this closely. Period Actual FQ1 Commentary 2024/25 FQ2 72.9% 2024/25 FQ3 79.7% 2024/25 FQ4 119.8% 2025/26 FQ1 119.0% 2025/26 FQ2 123.0% Corporate Outcome - People live active, healthier and happier lives COI - Maximise distribution of Scottish Welfare Fund Responsible Person: Fergus Walker This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. Actual trend line In FQ1 2025/26, we received a total of 510 applications to the Scottish Welfare Fund, comprising 347 Crisis Grant applications and 163 Community Care Grant applications. We made 312 awards in total to the value of £135,819. 227 Crisis Grant awards and 85 Community Care Grant awards reflecting a 13% increase compared to the same period last year. Our allocated budget from the Scottish Government for 2025/26 is £458,284. Our expenditure of £135,819 at the end of FQ1 is £21,249 above the profiled budget for the quarter. This higher spend indicates the growing pressure on the fund and highlights the ongoing importance of the Scottish Welfare Fund in providing vital support to individuals and families facing financial hardship. The Council currently provides support for both medium and high priority cases under SWF and DHP. This is subject to ongoing review, and should circumstances require a recommendation will be made to restrict support to high-priority cases only. 3 Page 65
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 100% 100% 0% Green - Actual meets Target This is a voluntary survey with no obligation for clients to respond either in full or in part. It is also common for incomplete returns to be received. In FQ2 2025/26, 14 survey forms were distributed to clients. 5 were returned. Of these 5 returns, 5 responded to the question relating to being better able to deal with their financial problems. Of these 5 respondents, 5 responded positively, whilst 0 responded negatively. Accordingly, 100% of clients that responded were positive about their experience i.e. no negative comments or responses were reported. Period Actual FQ1 Commentary 2024/25 FQ2 100% 2024/25 FQ3 100% 2024/25 FQ4 100% 2025/26 FQ1 100% 2025/26 FQ2 100% Actual trend line This is a voluntary survey with no obligation for clients to respond either in full or in part. It is also common for incomplete returns to be received. In FQ1 2025/26, 7 survey forms were distributed to clients. 7 were returned. Of these 7 returns, 6 responded to the question relating to being better able to deal with their financial problems. Of these 6 respondents, 5 responded positively, whilst 0 responded negatively. Accordingly, 100% of clients that responded were positive about their experience i.e. no negative comments or responses were reported. Corporate Outcome - People live active, healthier and happier lives COI - Percentage of clients satisfied that they are better able to deal with their financial problems following our support and intervention Responsible Person: Lee Roberts This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 meets the target with no change in performance since the last reporting period. 4 Page 66
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 MAKI No Target 123 N/A N/A A substantial increase in Penalty Charge Notices compared to the same quarter of the previous financial year. This is largely due to a warden being based within MAKI following the increase to the warden team (increased from 6 to 8 in March 2025). The increase has allowed a more regular focus within MAKI. Another impact is the introduction and enforcement of the pavement parking prohibtions under Part VI of the Transport (Scotland) Act 2019. Period Actual FQ1 Commentary 2024/25 FQ2 78 2024/25 FQ3 25 2024/25 FQ4 49 2025/26 FQ1 171 2025/26 FQ2 123 2025/26 FQ2 A&B No Target 2,090 N/A N/A There is an approximate 10% variance in Penatly Charge Notcies compared to the same quarter of the previous financial year. The most likley cause of the reduction is the bedding in of the Luss Traffic Management Order and the associated reduction of breaches, as visitor and local drivers become more familiar with the restrictions. Period Actual FQ1 Commentary 2024/25 FQ2 2,302 2024/25 FQ3 968 2024/25 FQ4 1,253 2025/26 FQ1 2,536 2025/26 FQ2 2,090 This indicator for FQ2 shows the number of parking penalty notices has decreased since the last reporting period. Actual trend line Numbers tracking higher than previous FQ1. Impacted by both the period of good weather and the introduction of the pavement parking prohibitions. This indicator for FQ2 shows the number of parking penalty notices has decreased since the last reporting period. Actual trend line Numbers higher than previous FQ1, there is now a warden based in MAKI and impacted by the enforcement of the pavement parking prohibitions. Corporate Outcome - People live in safer and stronger communities Number of parking penalty notices issued Responsible Person: Hugh O'Neill This indicator is reported quarterly. The performance presented is at area level and Council-wide. 5 Page 67
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 MAKI £60,506 £60,678 £172 Green - Actual exceeds Target On target and up from same quarter in 2024/25. Period Target Actual FQ1 Commentary 2024/25 FQ2 £56,242 £49,027 2024/25 FQ3 £71,792 £72,739 2024/25 FQ4 £71,942 £71,637 2025/26 FQ1 £25,325 £25,842 2025/26 FQ2 £60,506 £60,678 £5,961 £11,964 £15,834 £1,078 £0 £34,837 Income Collected During FQ2 Fisher Row, Inveraray The Avenue, Inveraray Front Street and Toilets, Inveraray Lorne Street, Lochgilphead MAKI Total This indicator for FQ2 shows the cumulative amount of income has exceeded the cumulative target. Actual trend line There is no trend as this data is cumulative as of FQ1 each financial year. Despite target being rasied compared to previous FQ1, target has been met. Corporate Outcome - People live in safer and stronger communities Car parking income to date (cumulative) Responsible Person: Hugh O'Neill This indicator is reported quarterly. The performance presented is at area level and Council-wide. 6 Page 68
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B £681,962 £675,793 -£6,169 Red - Actual below Target Less than 1% variance in income. Supports the current target having been set correctly. Period Target Actual FQ1 Commentary 2024/25 FQ2 £594,132 £639,207 2024/25 FQ3 £832,042 £887,707 2024/25 FQ4 £963,049 £1,011,360 2025/26 FQ1 £309,143 £309,660 2025/26 FQ2 £681,962 £675,793 This indicator for FQ2 shows the cumulative amount of income is lower than the cumulative target. Actual trend line There is no trend as this data is cumulative as of FQ1 each financial year. Despite target being rasied compared to previous FQ1, target has been met (over 100% achieved). Car parking income to date (cumulative) Corporate Outcome - People live in safer and stronger communities This indicator is reported quarterly. The performance presented is at area level and Council-wide. Responsible Person: Hugh O'Neill 7 Page 69
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 MAKI No Target 17 N/A N/A There were 17 dog fouling complaints received this quarter for the MAKI area, Isle of Islay 0, Kintyre 6 and Mid Argyll 11 Period Actual FQ1 Commentary 2024/25 FQ2 12 2024/25 FQ3 26 2024/25 FQ4 31 2025/26 FQ1 20 2025/26 FQ2 17 2025/26 FQ2 A&B No Target 36 N/A N/A The total number of dog fouling complaints received this quarter was 36. There were no dog fouling fines issued over July, August and September, it is difficult to issue fines as the Wardens have to act on information given or witness it. As always when time allows the Warden service will continue to monitor and patrol. Period Actual FQ1 Commentary 2024/25 FQ2 33 2024/25 FQ3 65 2024/25 FQ4 75 2025/26 FQ1 44 2025/26 FQ2 36 This indicator for... Actual trend line The number of dog fouling complaints have dropped significantly this quarter compared to last. The Warden service will continue to monitor and patrol when time allows. This indicator for FQ2 shows the number of dog fouling complaints has decreased since the last reporting period. Actual trend line There has been a drop in the number of dog fouling complaints this month for the MAKI area, with 20 complaints received, with Islay receiving 4, Kintyre 11 and Mid Argyll 5. 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. 8 Page 70
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 100% 100% 0% Green - Actual meets Target Each care experienced child and young person (CECYP) enrolled in an authority school continues to have tracking and monitoring in place via our education management system, known as Seemis. Data collected includes attendance, exclusions, progress and attainment and wellbeing information. The Virtual School adds an additional layer of scrutiny to this process through a series of attainment meets and partnership working, helping to ensure our CECYP have the supports required. Our bespoke care experience application is now live and supports the care Experience Education Team access real time information. We continue to work with partner agencies and other local authorities to support our CECYP hosted out with Argyll and Bute. Period Actual FQ1 Commentary 2024/25 FQ2 100% 2024/25 FQ3 100% 2024/25 FQ4 100% 2025/26 FQ1 100% 2025/26 FQ2 100% Actual trend line Each care experienced child and young person (CECYP) enrolled in an authority school has tracking and monitoring in place via our education management system, known as Seemis. Data collected includes attendance, exclusions, progress and attainment and wellbeing information. The Virtual School adds an additional layer of scrutiny to this process through a series of attainment meets and partnership working, helping to ensure our CECYP have the supports required. Our bespoke care experience application testing phase will begin in the new academic year. We continue to work with partner agencies and other local authorities to support our CECYP hosted out with Argyll and Bute. Corporate Outcome - Children and young people have the best possible start COI - Increase the percentage of our care experienced young people that have the recommended additional tracking and monitoring plans in place Responsible Person: Louise Lawson This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 meets the target with no change in performance since the last reporting period. 9 Page 71
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B +/-5.00% -4% -2% Green - Actual exceeds Target We will continue to monitor schools not achieving the +/- 5% target B&C 0.81%, H&L -4.63%, MAKI -8.05%, OLI -3.35% Period Actual FQ1 Commentary 2024/25 FQ2 -1.37% 2024/25 FQ3 0.14% 2024/25 FQ4 -2.25% 2025/26 FQ1 3.17% 2025/26 FQ2 -3.50% COI - Provide quality meals within cost margins to all pupils Responsible Person: Christine Boyle This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 within the +/-5.00% variance however performance has decreased since the last reporting period. Actual trend line We will continue to monitor schools not achieving the +/-5% target. B&C 5.18%, H&L 3.04%, MAKI -1.67, OLI 7.57% Corporate Outcome - Children and young people have the best possible start 10 Page 72
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 MAKI 94.00% 94.60% 0.60% Green - Actual exceeds Target As of 7th October 2025 the participation figure (16–19-year-olds in employment, training or education) in Mid-Argyll, Kintyre and Islay was 754 young people, which equates to 94.60%. This is 0.6% above the target and 0.1% above the annual Argyll and Bute participation figure of 94.5% which was released by Skills Development Scotland at the end of August 2025. The participation figure of 94.60% for FQ2 of 2025/26 is a decrease of 0.79% on the participation figure for FQ1 of 2025/26, and represents a decrease of 2.03% on the FQ2 figure from 2024/25. Period Actual FQ1 Commentary 2024/25 FQ2 96.63% 2024/25 FQ3 95.20% 2024/25 FQ4 94.60% 2025/26 FQ1 95.39% 2025/26 FQ2 94.60% 2025/26 FQ2 A&B 94.00% 93.70% -0.30% Red - Actual below Target As of 7th October 2025 the participation figure (16–19-year-olds in employment, training or education) across the whole of Argyll and Bute was 3126 young people, which equates to 93.70%. This is 0.3% below the target and 0.8% below the annual Argyll and Bute participation figure of 94.5% which was released by Skills Development Scotland at the end of August 2025. The participation figure of 93.70% for FQ2 of 2025/26 is a decrease of 1.01% on the participation figure for FQ1 of 2025/26, and represents a decrease of 2.1% on the equivalent FQ1 figure from 2024/25. Period Actual FQ1 Commentary 2024/25 FQ2 95.80% 2024/25 FQ3 94.19% 2024/25 FQ4 93.50% 2025/26 FQ1 94.71% 2025/26 FQ2 93.70% Actual trend line As of 2nd July 2025 the participation figure (16–19-year-olds in employment, training or education) across the whole of Argyll and Bute was 4175 young people, which equates to 94.71%. This is 0.71% above the target and 0.41% above the annual Argyll and Bute participation figure of 94.3% which was released by Skills Development Scotland at the end of August 2024. The participation figure of 94.71% for FQ1 of 2025/26 is an increase of 1.21% on the participation figure for FQ4 of 2024/25, and represents an decrease of 0.28% on the equivalent FQ1 figure from 2024/25. This indicator for FQ2 is lower than the target and performance has decreased since the last reporting period. Actual trend line As of 2nd July 2025 the participation figure (16–19-year-olds in employment, training or education) in Mid-Argyll, Kintyre and Islay was 994 young people, which equates to 95.39%. This is 1.39% above the target and 1.09% above the annual Argyll and Bute participation figure of 94.3% which was released by Skills Development Scotland at the end of August 2024. The participation figure of 95.39% for FQ1 of 2025/26 is an increase of 0.79% on the participation figure for FQ4 of 2024/25, and represents an decrease of 1.25% on the FQ1 figure from 2024/25. This indicator for FQ2 exceeds the target however 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. 11 Page 73
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 MAKI 0 0 0 Green - Actual meets Target No completions in FQ2 Period Actual FQ1 Commentary 2024/25 FQ2 20 2024/25 FQ3 6 2024/25 FQ4 0 2025/26 FQ1 0 2025/26 FQ2 0 2025/26 FQ2 A&B 0 0 0 Green - Actual meets Target No completions in FQ2 Period Actual FQ1 Commentary 2024/25 FQ2 26 2024/25 FQ3 6 2024/25 FQ4 9 2025/26 FQ1 0 2025/26 FQ2 0 This indicator for FQ2 meets the target with no change in performance since the last reporting period. Actual trend line No completions in FQ1. There are some projects on site to complete later in year. This indicator for FQ2 meets the target with no change in performance since the last reporting period. Actual trend line No completions FQ1. Number of affordable social sector new builds completed per annum Responsible Person: Kelly Ferns This indicator is reported quarterly. The performance presented is at area level and Council-wide. Corporate Outcome - Our economy is diverse and thriving 12 Page 74
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 MAKI 75.0% 53.3% -21.7% Red - Actual below Target Performance across the Development Management Service is still being recovered and impacted upon by the management of a significant backlog of casework. Overall output and performance across the service is improving as staff resource issues have been resolved. However, timeliness measures continue to be adversely impacted through the prioritisation of older statutory 'legacy' casework for determination. The target for the handling of pre-application enquiries has been set to 30 days although this change has not yet been reflected in the format of corporate reporting. During FQ2, 15 pre-applications were responded to within Mid Argyll, Kintyre and the Islands. 8 responses (53%) were issued within 20 days; 8 responses (53%) were issued within the revised target of 30 days. It is acknowledged that performance is still significantly below target on this measure but is expected to improve as casework pressure on available staff resource from 'legacy' items decreases over time. Period Actual FQ1 Commentary 2024/25 FQ2 35.9% 2024/25 FQ3 48.7% 2024/25 FQ4 55.2% 2025/26 FQ1 50.0% 2025/26 FQ2 53.3% Actual trend line Performance across the Development Management Service is still being recovered and impacted upon by the management of a significant backlog of casework. Overall output and performance across the service is improving as staff resource issues have been resolved. However, timeliness measures continue to be adversely impacted through the prioritisation of older statutory 'legacy' casework for determination. The target for the handling of pre-application enquiries has been set to 30 days although this change has not yet been reflected in the format of corporate reporting. During FQ1 40 pre-applications were responded to within Mid Argyll, Kintyre and the Islands. 20 responses (50%) were issued within 20 days; 22 responses (55%) were issued within the revised target of 30 days. It is acknowledged that performance is still significantly below target on this measure but is expected to improve as casework pressure on available staff resource from 'legacy' items decreases over time. This indicator for FQ2 is lower than the target 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. 13 Page 75
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 75.0% 59.0% -16.0% Red - Actual below Target Performance across the Development Management Service is still being recovered and impacted upon by the management of a significant backlog of casework. Overall output and performance across the service is improving as staff resource issues have been resolved. However, timeliness measures continue to be adversely impacted through the prioritisation of older statutory 'legacy' casework for determination. The target for the handling of pre-application enquiries has been set to 30 days although this change has not yet been reflected in the format of corporate reporting. During FQ2, 100 pre-applications were responded to across Argyll and Bute. 59 responses (59%) were issued within 20 days; 65 responses (65%) were issued within the revised target of 30 days. Period Actual FQ1 Commentary 2024/25 FQ2 49.2% 2024/25 FQ3 48.3% 2024/25 FQ4 58.5% 2025/26 FQ1 63.5% 2025/26 FQ2 59.0% Actual trend line Performance across the Development Management Service is still being recovered and impacted upon by the management of a significant backlog of casework. Overall output and performance across the service is improving as staff resource issues have been resolved. However, timeliness measures continue to be adversely impacted through the prioritisation of older statutory 'legacy' casework for determination. The target for the handling of pre-application enquiries has been set to 30 days although this change has not yet been reflected in the format of corporate reporting. During FQ1 137 pre-applications were responded to across Argyll and Bute. 87 responses (63.5%) were issued within 20 days; 93 responses (67.9%) were issued within the revised target of 30 days. This indicator for FQ2 is lower than the target and performance has decreased since the last reporting period. 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 76
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 MAKI 8.0 11.4 3.4 Red - Actual exceeds Target Performance across the Development Management Service has been impacted by a significant backlog of casework. Whilst issues relating to staff resource availability have been resolved and output has significantly improved it is highlighted that KPI's measuring average time taken remain adversely affected by the resolution of increasing volumes of 'legacy' casework. The Council's target for 'householder' applications has been revised to 10 weeks although this is not yet reflected in the format of corporate reports. By FQ2 only a handful of 'householder' 'legacy' items remained, this has resulted in a general improvement across this particular performance measure. During FQ2, 10 'householder' applications were determined in Mid Argyll, Kintyre and the Islands, none of which were 'legacy' items. Period Actual FQ1 Commentary 2024/25 FQ2 21.6 2024/25 FQ3 27.0 2024/25 FQ4 27.3 2025/26 FQ1 17.4 2025/26 FQ2 11.4 This indicator for FQ2 exceeds the target however performance has increased since the last reporting period. Actual trend line Performance across the Development Management Service has been impacted by a significant backlog of casework. Whilst issues relating to staff resource availability have been resolved and output has significantly improved it is highlighted that KPI's measuring average time taken remain adversely affected by the resolution of increasing volumes of 'legacy' casework. The Council's target for 'householder' applications has been revised to 10 weeks although this is not yet reflected in the format of corporate reports. During FQ1 only a handful of 'householder' 'legacy' items remained, this has resulted in a general improvement across this particular performance measure. During FQ1 12 'householder' applications were determined in Mid Argyll, Kintyre and the Islands including 2 'legacy' items and is reflected in the significant improvement in performance reported for this period. Excluding 'legacy' items, the remaining 10 applications were determined in an average time of 9.0 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 77
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 8.0 7.9 -0.1 Green - Actual below Target Performance across the Development Management Service has been impacted by a significant backlog of casework. Whilst issues relating to staff resource availability have been resolved and output has significantly improved it is highlighted that KPI's measuring average time taken remain adversely affected by the resolution of increasing volumes of 'legacy' casework. The Council's target for 'householder' applications has been revised to 10 weeks although this is not yet reflected in the format of corporate reports. By FQ2 only a handful of 'householder' 'legacy' items remained, this has resulted in a general improvement across this particular performance measure. During FQ2 66 'householder' applications were determined across Argyll and Bute including 3 'legacy' items and is reflected in the significant improvement in performance reported for this period. Excluding 'legacy' items, the remaining 59 applications were determined within an average time of 8.1 weeks. Period Actual FQ1 Commentary 2024/25 FQ2 26.1 2024/25 FQ3 15.9 2024/25 FQ4 14.2 2025/26 FQ1 10.4 2025/26 FQ2 7.9 Corporate Outcome - Our economy is diverse and thriving Average number of weeks to determine householder planning applications Responsible Person: Peter Bain This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 is lower than the target however performance has increased since the last reporting period. Actual trend line Performance across the Development Management Service has been impacted by a significant backlog of casework. Whilst issues relating to staff resource availability have been resolved and output has significantly improved it is highlighted that KPI's measuring average time taken remain adversely affected by the resolution of increasing volumes of 'legacy' casework. The Council's target for 'householder' applications has been revised to 10 weeks although this is not yet reflected in the format of corporate reports. During FQ1 only a handful of 'householder' 'legacy' items remained, this has resulted in a general improvement across this particular performance measure. During FQ1 62 'householder' applications were determined across Argyll and Bute including 3 'legacy' items and is reflected in the significant improvement in performance reported for this period. Excluding 'legacy' items, the remaining 59 applications were determined within an average time of 8.1 weeks. 16 Page 78
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Period Area Baseline Actual Variance Status FQ2 Commentary 2025/26 FQ2 MAKI 104 105 1 Red - Actual exceeds Baseline The empty rate is currently 4.11% in MAKI. In the past quarter, we have seen a slight increase in the number of properties claiming empty property relief. The increase is evidenced in Lochgilphead. To date, the empty business property officer has assisted 2 grant-aided projects that are fully claimed with 2 businesses now trading from the properties. We have a further 4 properties which are subject of live projects in progress, plus 6-7 projects at enquiry-application stage. There is positive momentum across MAKI however, projects are slow to advance for a variety of reasons, ie: owner capacity, trades availability or complexity due to size/type of property, consents or state of repair. Period Actual FQ1 Commentary 2024/25 FQ2 - 2024/25 FQ3 - 2024/25 FQ4 - 2025/26 FQ1 105 2025/26 FQ2 105 2025/26 FQ2 A&B 277 267 -10 Green - Actual below Baseline The empty rate is currently 3.27%, which is down from 3.38% in the previous quarter. We have seen a decline in the number of properties claiming empty property relief, and the empty business property grant scheme, plus the extended property relief have both proven useful in supporting owners or incoming tenants. The support is warmly welcomed by the private sector, as the trading environment is challenging, so the financial support to help de-risk business start-up, expansion and alternative usage is proving a positive intervention. Period Actual FQ1 Commentary 2024/25 FQ2 - 2024/25 FQ3 - 2024/25 FQ4 - 2025/26 FQ1 276 2025/26 FQ2 267 This indicator for FQ2 shows the cumulative number of empty properties is lower than the baseline. Actual trend line A&Bs 'empty' vacancy rate is currently 3.37%. Although the measure against baseline is positive, this % does represent a slightly higher figure (0.5%) versus historic analysis. The suite of empty business property policy changes implemented by the council are positive and the market is responding to the new extended property relief and the business grant scheme. The role of town centres is multi-faceted so they are impacted by many externalities. These can be an acute in rural economies already facing challenges with depopulation, declining workforce, accessibility and macro-economic factors. Ongoing work is required to diagnose the issues currently affecting each of our town centres, and provide a framework of approaches/interventions to support their revival. Corporate Outcome - Our economy is diverse and thriving Number of empty properties Responsible Person: Jonathan Welch This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 shows the cumulative number of empty properties has exceeded the baseline. Actual trend line MAKI's 'empty' vacancy rate is 4.11%. Since the Empty Business Property Grant Scheme was approved in June 2025, 4 x Empty Business Property Grants have been approved. 2 projects in Campbeltown, 1 in Lochgilphead and 1 in Ardrishaig, for an accumulative value of £60,711.09. We have numerous live enquiries for properties in Lochgilphead, with others in Tarbert, Campbeltown and Bowmore. Please note: MAKI figures are skewed somewhat by a single property which has 20 entries in the valuation roll. Work is ongoing to explore methods to monitor 'demand' in our town centres as that data is vital to regeneration and socio-economic development. 17 Page 79
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B No Target 31 N/A N/A During FQ2, the housing service took 125 homeless applications and provided temporary accommodation for 31 new homeless households. B&C: Out of 38 Homeless Applications, 13 new households went in to temporary accommodation (10 x Serviced Accommodation, 1 x Bed & Breakfast, 2 x Registered Social Landlord). H&L: Out of 31 Applications, 6 new households went in to temporary accommodation (3 x Serviced Accommodation, 1 x Bed & Breakfast, 1 x Private Sector Lease, 1 x Registered Social Landlord). MAKI: Out of 36 Homeless Applications, 8 new households went in to temporary accommodation (5 x Private Sector Lease, 3 x Serviced Accommodation). OLI: Out of 19 Homeless Applications, 4 new households went in to temporary accommodation (4 x Supported Accommodation). There was also one Homeless Application taken from someone outside of Argyll and Bute Council area. Period Actual FQ1 Commentary 2024/25 FQ2 40 2024/25 FQ3 27 2024/25 FQ4 30 2025/26 FQ1 27 2025/26 FQ2 31 Actual trend line During FQ1, the housing service took 110 homeless applications and provided temporary accommodation for 27 new homeless households. B&C: Out of 26 Homeless Applications, 8 new households went in to temporary accommodation (4 x Serviced Accommodation, 1 x Bed & Breakfast, 2 x Registered Social Landlord, 1 Private Sector Lease). H&L: Out of 36 Applications, 8 new households went in to temporary accommodation (3 x Serviced Accommodation, 4 x Bed & Breakfast, 1 x Private Sector Lease). MAKI: Out of 31 Homeless Applications, 5 new households went in to temporary accommodation (3 x Private Sector Lease, 1 x Serviced Accommodation 1 x Supported Accommodation). OLI: Out of 17 Homeless Applications, 6 new households went in to temporary accommodation (5 x Supported Accommodation, 1 x Serviced Accommodation). Please note: • The Registered Social Landlord and Private Rented Sector properties are leased by the Council and sub-let to homeless households as temporary accommodation. • Serviced Accommodation is available in Cowal and Helensburgh and is for single people providing an en-suite bedroom and shared kitchen facilities. • Supported accommodation is provided in Lorn by Blue Triangle Housing Association. • Emergency accommodation may on occasion be provided out with the location of the original presentation due to the pressure on the availability of temporary accommodation Corporate Outcome - Our economy is diverse and thriving COI - Number of new homeless applicants who required temporary accommodation this period Responsible Person: Morven Macintyre This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 shows the number of applicants has increased since the last reporting period. 18 Page 80
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 20.0% 0.0% Not Known, due to staff resource and sickness absense data has not been collected. Period Actual FQ1 Commentary 2024/25 FQ2 10.5% 2024/25 FQ3 23.6% 2024/25 FQ4 15.2% 2025/26 FQ1 0.0% 2025/26 FQ2 COI - Maintain the percentage of local suppliers that benefit from the award of contracts via the procurement portal Responsible Person: Anne MacColl-Smith This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for... Actual trend line FQ1 data expected from Spikes Cavell (Scottish Government data base) in mid September. Corporate Outcome - Our economy is diverse and thriving 19 Page 81
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B No Target 14 N/A N/A 14 achieved community benefits reported to Procurement Commercial & Contract Management Team for FQ2 Period Actual FQ1 Commentary 2024/25 FQ2 31 2024/25 FQ3 - 2024/25 FQ4 44 2025/26 FQ1 0 2025/26 FQ2 14 Actual trend line The number of achieved community benefits during FQ1 was 37. Corporate Outcome - Our economy is diverse and thriving COI - Increase the number of community benefits that are delivered through contracts we award locally Responsible Person: Anne MacColl-Smith This indicator is a Corporate Outcome Indicator that is reported in FQ2 and FQ4. The performance presented is Council-wide only. This indicator for FQ2 shows the number of community benefits has decreased since the last reporting period. 20 Page 82
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 MAKI 75% 100% 25% Green - Actual exceeds Target This quarter saw fewer faults reported, coinciding with the summer season and an overall improvement in performance. Period Actual FQ1 Commentary 2024/25 FQ2 94% 2024/25 FQ3 95% 2024/25 FQ4 92% 2025/26 FQ1 93% 2025/26 FQ2 100% 2025/26 FQ2 A&B 75% 95% 20% Green - Actual exceeds Target A relatively quiet quarter, with 40 faults reported and only 2 exceeding the required repair timescales. Period Actual FQ1 Commentary 2024/25 FQ2 97% 2024/25 FQ3 92% 2024/25 FQ4 92% 2025/26 FQ1 90% 2025/26 FQ2 95% This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. Actual trend line Performace has improved, however we are still requiring some contractor assistance especially in the Helensburgh area, some requiring Scottish Powers attendance along with the support of civil contractors. We hope to have these works carried out prior to the clocks changing. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. Actual trend line Performance has been good as it is the lighter months and works can be inspected and fixed in a timely manner. Works can also be planned around contractual works which also helps with the timescales of attendance. Corporate Outcome - We have an infrastructure that supports sustainable growth Percentage of street lighting faults repaired within 10 days Responsible Person: Tom Murphy This indicator is reported quarterly. The performance presented is at area level and Council-wide. 21 Page 83
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 MAKI No Target 9 N/A N/A MAKI received a total of 9 waste collection complaints in FQ2, broken down, Mid Argyll 1, Isle of Islay 3, Isle of Jura 2 and Kintyre 3 Period Actual FQ1 Commentary 2024/25 FQ2 4 2024/25 FQ3 0 2024/25 FQ4 1 2025/26 FQ1 7 2025/26 FQ2 9 2025/26 FQ2 A&B No Target 36 N/A N/A A total of 36 waste collection complaints were received for the Argyll and Bute area in FQ2. The Helensburgh and Lomond area remains the highest with 14 complaints, however as reported last quarter the Helensburgh and Lomond area service 12,437 properties and broken down over the quarter this equates to residual 49,748, reclycling 74,622, food waste 149,244 and glass 37,311 giving a total of 310,925 bins collected. Therefore overall this is a very good level of service. Period Actual FQ1 Commentary 2024/25 FQ2 26 2024/25 FQ3 36 2024/25 FQ4 31 2025/26 FQ1 34 2025/26 FQ2 36 This indicator for FQ2 shows the number of waste collection complaints has increased since the last reporting period. Actual trend line A total of 34 waste collection complaints were received this quarter for the whole of Argyll and Bute. The Isles of Mull and Bute received no waste collection complaints this quarter which shows the waste teams on the islands are delivering a high level of service. In the Helensburgh and Lomond area there are 12,437 properties from which refuse is collected, quarterly this equates to residual 49,748, recycling 74,622, food waste 149,244 and glass 37,311 giving a total of 310,925 bins collected per quarter. The number of complaints made as a percentage of the bins collected equates to 0.0067%. Actual trend line Mid Argyll received 3 waste collection complaints this quarter and the Isle of Islay received 4, a total of 7 complaints. This indicator for FQ2 shows the number of waste collection complaints has increased since the last reporting period. Corporate Outcome - We have an infrastructure that supports sustainable growth Number of waste collection complaints Responsible Person: Tom Murphy This indicator is reported quarterly. The performance presented is at area level and Council-wide. 22 Page 84
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 45.0% 63.2% 18.2% Green - Actual exceeds Target 63.2% combined recycling, composting and recovery (39.6% recycling and composting plus 23.6% recovery). Recovery figure for FQ2 is down slightly from previous quarters due to commencement by Biffa (formerly Renewi) of the conversion of mechanical biological treatment (MBT) plants to Waste Transfer Stations (WTS) at the 3 main sites. Once complete, this will provide the capability for the residual general waste to be transferred from 1st January to the central belt for refuse derived fuel (RDF/energy from waste (EfW) to ensure landfill ban compliance. Period Actual FQ1 Commentary 2024/25 FQ2 70.5% 2024/25 FQ3 65.4% 2024/25 FQ4 63.2% 2025/26 FQ1 66.6% 2025/26 FQ2 63.2% 2025/26 FQ2 Renewi No Target 48.9% N/A N/A 48.9% combined recycling,composting and recovery (35.9% recycling and composting plus 13% recovery). Recovery figure for FQ2 is down slightly from previous quarters due to commencement by Biffa (formerly Renewi) of the conversion of mechanical biological treatment (MBT) plants to Waste Transfer Stations (WTS) at 3 sites in order to ensure residual general waste can be transferred to the central belt for from 1st January 2026 to ensure compliance with the municipal waste landfill ban. Period Actual FQ1 Commentary 2024/25 FQ2 61.3% 2024/25 FQ3 52.4% 2024/25 FQ4 46.8% 2025/26 FQ1 51.5% 2025/26 FQ2 48.9% Actual trend line 51.5% recycling,composting and recovery (34.6% recycling and composting plus 16.9% recovery). Recycling and composting are slighter higher than previous quarter mainly due to the increased levels of green garden waste sent for composting . Actual trend line 66.6% recycling,composting and recovery (39.3% recycling and composting plus 27.3% recovery). Recovery percentage is high mainly due to Helensburgh and Lomond residual waste going for refuse derived fuel (RDF)/energy from waste (EFW). Recycling and composting are slighter higher than previous quarter mainly due to increased levels of green garden waste sent for composting. This indicator for FQ2 shows the percentage of waste recycled has decreased since the last reporting period. Corporate Outcome - We have an infrastructure that supports sustainable growth COI - Percentage of waste recycled, composted and recovered Responsible Person: Andy Summers This indicator is reported quarterly. The performance presented is by Council-wide service provision. This indicator for FQ2 exceeds the target however performance has decreased since the last reporting period. 23 Page 85
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 Islands No Target 40.1% N/A N/A 40.1% combined recycling,composting and recovery (27.1% recycling and composting plus 13% recovery). Recycling figure for FQ2 is down slightly from previous quarters due to some delays in receiving tonnage information before the Q2 input cut-off date from a couple of contractors handling some of the recycling materials. The late tonnage information will be entered in the next quarter. Period Actual FQ1 Commentary 2024/25 FQ2 51.8% 2024/25 FQ3 44.2% 2024/25 FQ4 49.2% 2025/26 FQ1 52.5% 2025/26 FQ2 40.1% 2025/26 FQ2 H&L No Target 100.0% N/A N/A 100% combined recycling,composting and recovery (51.3% recycling and composting plus 48.7% recovery). Residual general waste from Helensburgh and Lomond area is already compliant with the municipal waste landfill ban as it currently goes for refuse derived fuel (RDF)/energy from waste (EfW). Recycling and composting during the quarter exceeded 50% mainly due to high levels of green garden waste being sent for onward composting from the Blackhill Recycling Centre (Helensburgh). Period Actual FQ1 Commentary 2024/25 FQ2 100.0% 2024/25 FQ3 100.0% 2024/25 FQ4 100.0% 2025/26 FQ1 100.0% 2025/26 FQ2 100.0% Actual trend line 100% recycling,composting and recovery (46.9% recycling and composting plus 53.1% recovery). Recovery percentage is high mainly due to Helensburgh and Lomond residual waste going for refuse derived fuel (RDF)/energy from waste (EFW). Recycling and composting slighter higher than previous quarter mainly due to increased levels of green garden waste sent for composting. Actual trend line 52.5% recycling,composting and recovery (42.5% recycling and composting plus 10.0% recovery). Recycling and composting are slighter higher than previous quarter mainly due to the increased levels of green garden waste sent for composting . This indicator for FQ2 shows the percentage of waste recycled has remained the same since the last reporting period. This indicator for FQ2 shows the percentage of waste recycled has decreased since the last reporting period. Corporate Outcome - We have an infrastructure that supports sustainable growth COI - Percentage of waste recycled, composted and recovered Responsible Person: Andy Summers This indicator is reported quarterly. The performance presented is by Council-wide service provision. 24 Page 86
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 5,550 3,625 -1,925 Green - Actual below Target Within target mainly due to the residual waste from Helensburgh and Lomond already being landfill ban compliant. PPP area landfill is up from the previous few quarters due to commencement by Biffa (formerly Renewi) of the conversion of mechanical biological treatment (MBT) plants to Waste Transfer Stations (WTS) at the 3 main sites. Once works are complete, this will provide the capability for the residual general waste to be transferred from 1st January to the central belt for refuse derived fuel (RDF/energy from waste (EfW) to ensure landfill ban compliance. Period Target Actual FQ1 Commentary 2024/25 FQ2 5,550 3,225 2024/25 FQ3 5,100 2,846 2024/25 FQ4 5,000 3,103 2025/26 FQ1 5,850 3,267 2025/26 FQ2 5,550 3,625 Corporate Outcome - We have an infrastructure that supports sustainable growth COI - Number of tonnes of waste sent to landfill Responsible Person: Andy Summers This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 is lower than the target (lowest is best). Actual trend line Well within landfill target mainly due to Helensburgh and Lomond residual general waste going for refuse derived fuel (RDF)/energy from waste (EFW). 25 Page 87
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 Mid Argyll 73 87 14 Green - Actual exceeds Target Mid Argyll has a street cleanliness figure of 87 in FQ2. Period Actual FQ1 Commentary 2024/25 FQ2 84 2024/25 FQ3 82 2024/25 FQ4 77 2025/26 FQ1 81 2025/26 FQ2 87 2025/26 FQ2 Kintyre 73 87 14 Green - Actual exceeds Target Kintyre has a street cleanliness figure of 87 in FQ2. Period Actual FQ1 Commentary 2024/25 FQ2 79 2024/25 FQ3 85 2024/25 FQ4 80 2025/26 FQ1 80 2025/26 FQ2 87 Actual trend line The Kintyre area has a street cleanliness figure of 80 this quarter , which exceeds the actual target. Actual trend line Mid Argyll have a street cleanliness figure of 81 this quarter, which exceeds the actual target. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. Corporate Outcome - We have an infrastructure that supports sustainable growth COI - LEAMS (Local Environment Audit and Management System) Responsible Person: Tom Murphy This indicator is reported quarterly. The performance presented is at area level and Council-wide. 26 Page 88
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 Islay 73 83 10 Green - Actual exceeds Target The street cleanliness score for the Isle of Islay in FQ2 is 83 . Period Actual FQ1 Commentary 2024/25 FQ2 88 2024/25 FQ3 79 2024/25 FQ4 81 2025/26 FQ1 81 2025/26 FQ2 83 2025/26 FQ2 A&B 73 86 13 Green - Actual exceeds Target For FQ2 a street cleanliness score of 86 has been achieved excelling the target of 73. This reflects well on the teams in the areas who continue to provide a good level of service and again shows very little litter visible on the streets and/or open spaced checked. Period Actual FQ1 Commentary 2024/25 FQ2 85 2024/25 FQ3 84 2024/25 FQ4 83 2025/26 FQ1 84 2025/26 FQ2 86 This indicator is reported quarterly. The performance presented is at area level and Council-wide. Actual trend line A street cleanliness score of 84 has been achieved for the whole of Argyll and Bute this quarter, which shows the street cleanliness remains high on both the mainland and Islands. These figures show very little litter visible on the streets and or open spaces checked. This high score reflects well on the teams who are providing a good service, by ensuring they work efficiently and effectively to keep the areas clean. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. Corporate Outcome - We have an infrastructure that supports sustainable growth COI - LEAMS (Local Environment Audit and Management System) Responsible Person: Tom Murphy Actual trend line The Isle of Islay has a street cleanliness score of 81 this quarter, which exceeds the actual target. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. 27 Page 89
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 MAKI No Target 2.00 N/A N/A Working days lost due to sickness have decreased this quarter, likely influenced by the school holidays during this period. However, levels remain higher than the same quarter last year, so continued focus and support for managers will be important to sustain improvement. Period Actual FQ1 Commentary 2024/25 FQ2 1.46 2024/25 FQ3 1.92 2024/25 FQ4 2.91 2025/26 FQ1 2.47 2025/26 FQ2 2.00 2025/26 FQ2 A&B No Target 1.75 N/A N/A Overall absence has decreased this quarter, which may be partly attributed to the scheduled school holidays during this period. We continue to monitor absence closely and implement targeted interventions aimed at further improvement. Period Actual FQ1 Commentary 2024/25 FQ2 1.77 2024/25 FQ3 2.89 2024/25 FQ4 3.23 2025/26 FQ1 2.13 2025/26 FQ2 1.75 This indicator for FQ2 shows the number of sickness absence days has decreased since the last reporting period. Actual trend line Slight increase from last quarter and from the same quarter, last year. The HR&OD team continue to monitor absence, with targeted work aiming to improve this. They are also preparing to review the Supporting Attendance at Work procedures in the next 12 months. This indicator for FQ2 shows the number of sickness absence days has decreased since the last reporting period. Actual trend line Slight increase from last quarter and significant increase based on the data recorded in the same quarter last year. Corporate Outcome - Making it happen COI - Teacher sickness absence Responsible Person: Jennifer Crocket (B&C and MAKI) / Wendy Brownlie (H&L and OLI) This indicator is reported quarterly. The performance presented is at area level and Council-wide. 28 Page 90
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 MAKI No Target 4.25 N/A N/A Working days lost due to sickness have increased this quarter, with levels remaining higher than the same quarter last year and indicates a continuing upward trend. A further focus will be given to understanding the underlying drivers and supporting managers to manage absence effectively. Period Actual FQ1 Commentary 2024/25 FQ2 3.34 2024/25 FQ3 4.25 2024/25 FQ4 4.28 2025/26 FQ1 3.68 2025/26 FQ2 4.25 2025/26 FQ2 A&B No Target 4.06 N/A N/A Overall, sickness absence performance this quarter has been mixed, with some areas showing positive reductions in working days lost, while others have seen a slight increase or remained in line with the same period last year. This suggests that while some progress is being made, absence patterns continue to vary across services. Targeted support, focused management engagement and ongoing monitoring will remain key to sustaining improvement and addressing areas of higher absence. Period Actual FQ1 Commentary 2024/25 FQ2 3.43 2024/25 FQ3 4.40 2024/25 FQ4 4.66 2025/26 FQ1 3.82 2025/26 FQ2 4.06 This indicator for FQ2 shows the number of sickness absence days has increased since the last reporting period. Actual trend line Reduction in working days lost this quarter. The figure has followed smilar levels from the same quarter, last year. This indicator for FQ2 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. Actual trend line Slight reduction overall. However, there is still an increase from the same quarter last year. The HR&OD team continue to monitor absence, with targeted work aiming to improve this. They are also preparing to review the Supporting Attendance at Work procedures in the next 12 months. 29 Page 91
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Period Area Target Actual Variance Status FQ2 Commentary 2025/26 FQ2 A&B 70.0% 78.4% 8.4% Green - Actual exceeds Target In FQ2 2025/26 there were 37,268 customer transactions dealt with by Customer Service Agents (21.6%) and 135,337 were automated/self-service transactions (78.4%) so the 70.0% target was substantially bettered. This was an improvement on than the same quarter of 2024/25, where 72.7% of transactions were handled through automation/self-service. Period Actual FQ1 Commentary 2024/25 FQ2 72.7% 2024/25 FQ3 82.7% 2024/25 FQ4 74.8% 2025/26 FQ1 76.1% 2025/26 FQ2 78.4% Corporate Outcome - Making it happen COI - Increase the percentage of all self-service automated contacts Responsible Person: Robert Miller This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. Actual trend line In FQ1 2025/26 there were 40,513 customer transactions dealt with by Customer Service Agents (23.9%) and 129,292 were automated/self-service transactions (76.1%) so the 70.0% target was substantially bettered. This was also better than the same quarter of 2024/25, where 71.7% of transactions were handled through automation/self-service. 30 Page 92
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CHARITABLE TRUSTS, BEQUESTS AND TRUST FUNDS 1.0 EXECUTIVE SUMMARY 1.1 The Mid Argyll, Kintyre and the Islands Area Committee are Trustees for a number of Charitable Trusts, Bequests and Trust Funds. Historically a report has been brought to the Area Committee on an annual basis with recommendations for distribution. 1.2 While officers continually seek to simplify and update processes where possible to ensure ongoing compliance with the original terms of the bequests and to reduce the administrative burden of the management and distribution, there remains a number of challenges. A number of the charitable funds were established many years ago, and as a consequence of changes in society over time the intended beneficiaries of the bequests are no longer easily identified. 1.3 This report provides details of a number of the Trusts and Bequests that remain active in the Mid Argyll, Kintyre and the Islands Area and seeks agreement from Members on proposed distribution methods. 2.0 RECOMMENDATIONS 2.1 The Mid Argyll, Kintyre and the Islands Area Committee are asked to: 1. consider the financial position of the Charitable Trusts, Bequests and Trust Funds as of August 2025; 2. agree that the Hutcheon Memorial Trust and May Paterson Trust prizes be limited to £30; and 3. agree that all other charities and trust funds, that have historically been awarded to Council Departments and Allied partners, are awarded on the basis outlined in paragraph 5.4 and defined within appendix 1. ARGYLL AND BUTE COUNCIL MID ARGYLL, KINTYRE AND THE ISLANDS AREA COMMITTEE LEGAL & REGULATORY SUPPORT 3 December 2025 Page 93 Agenda Item 10
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CHARITABLE TRUSTS, BEQUESTS AND TRUST FUNDS 3.0 INTRODUCTION 3.1 The Mid Argyll, Kintyre and the Islands Area Committee are Trustees of 19 Charitable Trusts, Bequests and Trust Funds with an estimated unrestricted balance of around £138K. This report provides information on proposals in relation to the ongoing management of these funds and seeks agreement on distribution proposals. 4.0 RECOMMENDATIONS 4.1 The Mid Argyll, Kintyre and the Islands Area Committee are asked to: 1. consider the financial position of the Charitable Trusts, Bequests and Trust Funds as of August 2025; 2. agree that the Hutcheon Memorial Trust and May Paterson Trust prizes be limited to £30; and 3. agree that all other charities and trust funds, that have historically been awarded to Council Departments and Allied partners, are awarded on the basis outlined in paragraph 5.4 and defined within appendix 1. 5.0 BACKGROUND & DISTRIBUTION ARRANGEMENTS 5.1 Historically reports are prepared and submitted to Area Committees outlining the status of each of the funds, proposed distribution method(s) and the amounts available. 5.2 Of the 19 funds for which the Area Committee are trustees many have historically been awarded to Council Departments and allied partners (for example Roads and Amenity Services). 5.3 In December 2021 the Area Committee agreed to place a moratorium on the distribution of monies from 6 funds as they had no/limited funds available for distribution. This approach has served to lessen the administrative burden and will allow interest to be accumulated to ensure maximum community benefit at a ARGYLL AND BUTE COUNCIL MID ARGYLL, KINTYRE AND THE ISLANDS AREA COMMITTEE LEGAL & REGULATORY SUPPORT 3 December 2025 Page 94
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later date. One of those funds, specifically Kilkerran Cemetery, has performed well over the last 24 months and will be considered for reactivation in 2026. 5.4 In order to provide a level of consistency to the process for those Bequests/Trusts which are transferred to Council Departments or allied partners it is proposed that to allow for maximum benefit from the resources available, those Funds will be allocated on a basis of the interest from the previous financial year plus 1/20th of the unrestricted funds. This approach being the recommendation of Financial Officers as a means for members to meet their fiscal responsibilities as trustees, specifically that the funds are maintained over the longer term and not exhausted. 5.5 The exemption to this rule is the funds which relate to a school prizes, the Hutcheon Memorial Trust and the May Paterson Trust. It is suggested the level of each prize be £30 this is in line with those awarded in other areas. This will be paid by Finance on receipt of confirmation of the recipient from the school. The Hutcheon Memorial Trust is awarded to the pupil that displays general excellence within the subject of mathematics, while the May Paterson Trust is awarded to the pupil that displays general excellence within business studies. 5.6 Should the Area Committee approve this approach over £6k will be available to council departments and allied partners this financial year. Of which around £4.8k is awarded to Live Argyll via the Library Endowment and Campbelltown New Books funds. 5.7 A small number of funds, five, have bespoke distribution methods which are undertaken by Legal and Regulatory Support, this process will continue. Officers will continue to advertise and monitor the expenditure from these funds, should expenditure not provide a community benefit Officers will explore what action can be taken. 5.8 Following agreement by the Area Committee officers engaged with suitable organisations to apply for support from the Macalister Mortification and The Fisher Bequest. In June 2025 the Area Committee agreed to award to award £3850 from the Macalister Mortification to A'Chleit Hall and £348 from the Fisher Bequest to Westlochfyneside Foodshare with moratoriums being placed on these funds thereafter. End of project monitoring reports will be submitted to the Area Committee in due course 6.0 CONCLUSION 6.1 This report has outlined the current position in terms of financial and distribution arrangements of the funds/bequests held in trust by the Area Committees. On approving the recommendations they will provide a clear community benefit while meeting our obligation of ensuring transparent and effective governance. 7.0 IMPLICATIONS 7.1 Policy - None. 7.2 Financial - None. Page 95
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7.3 Legal - Area Committees, as Trustees, must ensure that the distribution arrangements comply with the terms of the funds/bequests, failure to do so would result in the Council being liable. 7.4 HR - To proceed with reorganisation, in terms of section 10 or 11 of the Law Reform (Miscellaneous Provisions) (Scotland) Act 1990 would require the allocation of Officer time. 7.5 Customer Service 7.6 Risk - None 7.7 Climate Change – None 7.8 Fairer Scotland Duty – None 7.9 Equalities - protected characteristics – None 7.10 Consumer Duty – None 7.11 Island Communities – None 7.12 Children’s Rights and Wellbeing – None Douglas Hendry Executive Director with responsibility for Legal & Regulatory Support November 2025 Policy Lead - Councillor Mark Irvine Appendix 1 – Distribution Arrangements for Trust Funds and Bequests. For further information contact: Stuart McLean, Committee Manager, 01436 658717, stuart.mclean@argyll-bute.gov.uk Page 96
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# TRUST NAME CHARITABLE PURPOSE DISTRIBUTION ARRANGEMENTS Capital (Restricted Funds) Income during 2024-25 Accumulated Funds for Distribution 1/20th of unrestricted Maximum proposed award - 2025 MAY PATERSON TRUST Prize for business studies in Campbeltown Grammar Paid to the Campbeltown Grammar School. 250.00 24.00 267.00 n/a 30.00 HUTCHEON MEMORIAL TRUST Prize for mathematics in Campbeltown Grammar Paid to the Campbeltown Grammar School. 104.00 15.00 209.00 n/a 30.00 CAMPBELTOWN NEW BOOKS Interest to go to the provision of new books in the library. Paid to Live Argyll on confirmation that the funds have been used for the provision of new books in the library. 2,000.00 238.00 3,117.00 155.85 393.85 A T ROSS BEQUEST To be applied to Ardfenaig Home, Ardrishaig Paid to Social Work (IJB) on confirmation that the funds have been applied to Ardfenaig Home, Ardrishaig. 6,286.00 435.00 2,947.00 147.35 582.35 CLACHAN CEMETERY TRUST Upkeep of cemetry, Clachan. Transfer to Roads and Amenity Services annually when it is confirmed that the cemetery is being maintained. If no work is being undertaken do not make the transfer until such time as work is to be carried out. 5,281.00 470.00 4,027.00 201.35 671.35 LIBRARY ENDOWMENT FUND Upkeep of reading room Campbeltown Paid to Live Argyll on confirmation that the funds have been used for the upkeep of reading room Campbeltown. 5,000.00 2,375.00 40,885.00 2,044.25 4,419.25 GEORGE MELVILLE DUNCAN BEQUEST For the benefit of the poor of the Burgh in the form of gifts of fuel, clothing and foodstuffs during the winter months. Combine income of George Melville Duncan Bequest and David Andrew Greenlees Trust and invite applications annually for a sum to be determined. Vouchers are to be redeemed in local shop particiapating in the scheme. 17,000.00 3,289.00 48,970.00 n/a n/a D A GREENLEES TRUST For the Poor of Campbeltown and the Workhouse Hospital there. Combine income of George Melville Duncan Bequest and David Andrew Greenlees Trust and invite applications annually for a sum to be determined. Vouchers are to be redeemed in local shop particiapating in the scheme. 8,702.00 1,358.84 18,640.00 n/a n/a CAMPBELL BEQUEST For the benefit of the poor of the Parish of Kildalton and Oa Combine income of McNeill Bequest and invite applications quarterly. Distribution arrangements confirmed in March 2024. 50.00 152.00 3,188.00 n/a n/a Council Departments and Allied Partners. Bespoke arrangements in place. Appendix 1 Page 97
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# TRUST NAME CHARITABLE PURPOSE DISTRIBUTION ARRANGEMENTS Capital (Restricted Funds) Income during 2024-25 Accumulated Funds for Distribution 1/20th of unrestricted Maximum proposed award - 2025 MCNEILL BEQUEST For the benefit of the poor of the Parish of Kildalton and Oa Combine income of Campbell Bequest and invite applications quarterly. Distribution arrangements confirmed in March 2024. 100.00 220.00 4,220.00 n/a n/a KINTYRE YOUTH FUND To assist the youth of kintyre Advise schools and youth groups of funds and invite bids. 21,195.00 1,174.00 3,736.00 n/a n/a LATIMER MCINNES TRUST Upkeep of family lair Kilchousland Transfer to Roads and Amenity Services annually when it is confirmed that the cemetery is being maintained. If no work is being undertaken do not make the transfer until such time as work is to be carried out. 183.00 8.00 31.00 n/a n/a MACALISTER TRUST Upkeep of graves Tarbert Cemetery Transfer to Roads and Amenity Services annually when it is confirmed that the cemetery is being maintained. If no work is being undertaken do not make the transfer until such time as work is to be carried out. 70.00 8.00 100.00 n/a n/a KILMORY LOCHGILPHEAD CHURCHYARD For the upkeep of Kilmory Churchyard and 'any benefit from the Fund, should the Trust lapse, being extended to Transfer to Roads and Amenity Services annually when it is confirmed that the cemetery is being maintained. If no work is being undertaken do not make the transfer until such time as work is to be carried out. 148.00 8.00 19.00 n/a n/a KILMARTIN NEW BURIAL GROUND BEQUEST Upkeep of new burial ground Transfer to Roads and Amenity Services annually when it is confirmed that the cemetery is being maintained. If no work is being undertaken do not make the transfer until such time as work is to be carried out. 300.00 2.00 8.00 n/a n/a KILMARTIN WAR MEMORIAL FUND Upkeep of memorial Transfer to Roads and Amenity Services annually when it is confirmed that maintenance is being carried out on the war memorial and use funds to offset costs of maintenance. 38.00 2.00 8.00 n/a n/a KILKERRAN CEMETERY Upkeep of lairs, Kilkerran. Transfer to Roads and Amenity Services annually when it is confirmed that the cemetery is being maintained. If no work is being undertaken do not make the transfer until such time as work is to be carried out. 6,025.00 279.00 717.00 n/a n/a FISHER BEQUEST For the poor of Inverary Awarded to Westlochfyneside Foodshare June 2025. 50.00 21.00 41.27 n/a n/a Moratorium in situ Page 98
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# TRUST NAME CHARITABLE PURPOSE DISTRIBUTION ARRANGEMENTS Capital (Restricted Funds) Income during 2024-25 Accumulated Funds for Distribution 1/20th of unrestricted Maximum proposed award - 2025 MACALLISTER MORTIFICATION To be invested in heritable security for the poor of the parish' Killean & Kilchenzie. Awarded to A'Chleit Hall June 2025. 1,100.00 244.00 248.05 n/a n/a Page 99
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Mid Argyll, Kintyre and the Islands Workplan 2025 – 26 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment December 2025 3 December 2025 Area Committee Quarterly Performance Reports – FQ2 2025/26 Customer Support Services – Claire McAllister Quarterly Report 7 November 2025 3 December 2025 Health & Social Care Partnership - Performance Report – FQ1 2025/26 (April – June) Argyll and Bute Health and Social Care Partnership – Charlotte Craig Bi-Annual Report 7 November 2025 3 December 2025 Charities and Trust Funds Legal and Regulatory Support – Stuart McLean Annual Report 7 November 2025 3 December 2025 Roads and Infrastructure Services Update Roads and Infrastructure Services – Mark Calder Quarterly Report 7 November 2025 3 December 2025 Electric Vehicle Charging Strategy Roads and Infrastructure Services – Mark Calder As Required 7 November 2025 3 December 2025 Skills Development Scotland Update Skills Development Scotland – Susan MacRae Annual Report 7 November 2025 Annual report usually in September, moved to December for 2025. 3 December 2025 Sakura Cherry Tree Project Update Legal and Regulatory Support – As Required 7 November 2025 Page 101 Agenda Item 11
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Mid Argyll, Kintyre and the Islands Workplan 2025 – 26 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment Aileen McNicol March 2026 4 March 2026 Transport Scotland Update Transport Scotland – Ian Woodcock Annual Report 5 February 2026 4 March 2026 Scottish Water Update Scottish Water – Linzie Gowans Annual Report 5 February 2026 4 March 2026 Argyll Community Housing Association (ACHA) Update Argyll Community Housing Association (ACHA) – Michelle Mundie Annual Report 5 February 2026 4 March 2026 Area Performance Report FQ3 2025/26 Customer Support Services – Claire McAllister Quarterly Report 5 February 2026 4 March 2026 Roads and Infrastructure Services Update Roads and Infrastructure Services – Mark Calder Quarterly Report 5 February 2026 4 March 2026 Housing Services Activity Update – Strategic Housing Investment Plan (SHIP) – Annual Update Development and Economic Growth – Douglas Whyte Annual Report 5 February 2026 4 March 2026 2025/26 Active Travel Progress Report Development and Economic Growth – Colin Young Annual Report 5 February 2026 4 March 2026 Primary Area Attainment Report: Mid Argyll, Kintyre and the Islands Education – Brendan Docherty Annual Report 5 February 2026 Page 102
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Mid Argyll, Kintyre and the Islands Workplan 2025 – 26 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment 4 March 2026 Campbell and McNeil Bequest Award Recommendations Legal and Regulatory Support – Stuart McLean Quarterly Report (if required) 5 February 2026 June 2026 3 June 2026 Islay High School Report Education – Brendan Docherty Annual Report 7 May 2026 3 June 2026 Tarbert Academy Report Education – Brendan Docherty Annual Report 7 May 2026 3 June 2026 Campbeltown Grammar School Report Education – Brendan Docherty Annual Report 7 May 2026 3 June 2026 Lochgilphead High School Report Education – Brendan Docherty Annual Report 7 May 2026 3 June 2026 Roads and Infrastructure Services Update Roads and Infrastructure Services – Mark Calder Quarterly Report 7 May 2026 3 June 2026 Area Performance Report FQ4 2025/26 Customer Support Services – Claire McAllister Quarterly Report 7 May 2026 3 June 2026 Argyll and Bute Health and Social Care Partnership Performance Report Argyll and Bute Health and Social Care Partnership – Charlotte Craig Bi-Annual Report 7 May 2026 3 June 2026 Area Committee Meetings – 2026- 2027 Legal and Regulatory Support – Shona Barton Annual Report 7 May 2026 Future Items Kilkerran Cemetery Hugh O’Neill Page 103
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Mid Argyll, Kintyre and the Islands Workplan 2025 – 26 Page 104
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ARGYLL AND BUTE COUNCIL MID ARGYLL, KINTYRE AND THE ISLANDS AREA COMMITTEE SAKURA CHERRY TREE PROJECT UPDATE 3rd DECEMBER 2025 SAKURA CHERRY TREE PROJECT UPDATE 1.0 INTRODUCTION 1.1 In April 2024 the Lord-Lieutenant of Argyll and Bute contacted the Executive Director with responsibility for Legal and Regulatory Support to explore the possibility of working in partnership to secure a number of flowering cherry trees, to be planted across Argyll and Bute, through the Sakura Cherry Tree Project. 1.2 The project was established in 2016 in recognition of decades of friendship between the United Kingdom and Japan and to further strengthen relationships between the two countries. Flowering cherry tree saplings are provided to communities free of charge for planting in public spaces where everyone can enjoy them. 1.3 This report provides an update on progress in relation to this partnership project between the Lieutenancy of Argyll and Bute and the Council. 2.0 RECOMMENDATIONS It is recommended that the Area Committee: 2.1 Note the contents of this report. 3.0 DETAIL 3.1 In April 2024 the Sakura Cherry Tree Project made contact with the Lieutenancy of Argyll and Bute with the offer of free flowering cherry trees to be planted locally. Trees reserved in April 2024 would be available for delivery from November 2025. Page 105 Agenda Item 13
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3.2 The Sakura Cherry Tree Project was established in 2016 in recognition of decades of friendship between the United Kingdom and Japan and to further strengthen relationships between the two countries. Flowering cherry tree saplings are provided for planting in public spaces where everyone can enjoy them. These offers are traditionally made through local Lieutenancies. The project had an initial target of 1,000 trees across the United Kingdom, but this has expanded with 8,000 trees having been planted since its inception. 3.3 The trees are provided completely free of charge, with the only request being that they are planted in easily accessible locations where they can be enjoyed by as many people as possible, such as parks, playgrounds, community land, schools or other public spaces. They have an expected life span of around thirty years. 3.4 Upon receipt of the offer, the Lord-Lieutenant of Argyll and Bute contacted the Executive Director with responsibility for Legal and Regulatory Support, who is also the Clerk to the Lieutenancy, to explore scope for working in partnership with the council to reserve trees for delivery in November 2025. 3.5 The Executive Director made contact with the Council’s Amenity Services team who agreed that they would be willing to assist in the distribution and planting of the trees following delivery and in line with the specialist guidance provided. 3.6 Subsequently, the Executive Director contacted all Elected Members seeking their views on possible locations for planting trees in their local communities. Ideas had to be submitted in line with the Project’s deadline of 30th April 2024, so that trees could be reserved to meet the November 2025 delivery target. 3.7 A number of Elected Members responded to the request and, after liaising with local residents, provided a range of suggestions where flowering cherry trees could be planted locally for the enjoyment and benefit of the community. The Mid Argyll, Kintyre and the Islands locations contributed are listed at Appendix 1. These suggestions were passed to the Lord-Lieutenant who made contact with the Sakura Cherry Tree Project to accept the offer on behalf of Argyll and Bute. 3.8 The Lieutenancy has now received word from the Project that trees are due for delivery to premises in Lochgilphead during November. Following receipt of the trees, colleagues in Amenity Services will assist with the distribution and planting of the trees, adhering to the planting guidance provided, over the course of the coming months. Updates will be provided to local Elected Members by email to notify them of upcoming arrangements, when finalised, for their ward. Page 106
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4.0 CONCLUSION 4.1 This report provides an update for Elected Members on the next stage of Argyll and Bute’s Sakura Cherry Tree Project, following their contributions in terms of possible planting locations and the advice of a delivery timeframe for the trees. 5.0 IMPLICATIONS 5.1 Policy – none known. 5.2 Financial – costs will be met within existing budgets. 5.3 Legal – planting will be carried out in line with any relevant requirements. 5.4 HR – none known. 5.5 Customer Service – none known but the planting project offers an opportunity to secure additional amenities for local communities. 5.6. Risk – risks will be managed through existing and established Amenity Services procedures for activities of this nature. 5.7 Climate Change – none known. 5.8 Fairer Scotland Duty – none known. 5.9 Equalities - protected characteristics – where and if appropriate EqSEIAs will be carried out to identify any implications. 5.10 Consumer Duty – where and if appropriate EqSEIAs will be carried out to identify any implications. 5.11 Islands – where and if appropriate island impacts assessments will be carried out to identify any implications. 5.12 Children’s Rights and Wellbeing – none known. Executive Director with responsibility for Legal and Regulatory Support, Douglas Hendry 7th November 2025 For further information contact: Aileen McNicol, Leadership Support and Member Services Manager, telephone 01546 604014 or email aileen.mcnicol@argyll-bute.gov.uk Page 107
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Appendix 1 – Elected Member Contributions – Potential Planting Locations in Mid Argyll, Kintyre and the Islands Mid Argyll, Kintyre and the Islands Green lawn space at Aqualibrium Linda McCartney Garden at Burnett Building (single tree) Page 108