Public reports pack
Argyll and Bute Council · 4 December 2024
Back to Mid Argyll, Kintyre & the Islands Area Committee — 4 December 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Argyll and Bute Council Comhairle Earra-Ghàidheal Agus Bhòid Executive Director: Douglas Hendry Kilmory, Lochgilphead, PA31 8RT Tel: 01546 602127 Fax: 01546 604435 DX 599700 LOCHGILPHEAD 27 November 2024 NOTICE OF MEETING A meeting of the MID ARGYLL, KINTYRE & THE ISLANDS AREA COMMITTEE will be held ON A HYBRID BASIS IN THE KNOCKSCALBERT SUITE, KINTYRE COMMUNITY EDUCATION CENTRE, CAMPBELTOWN, AND BY MICROSOFT TEAMS on WEDNESDAY, 4 DECEMBER 2024 at 10:00 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 MEETING HELD ON WEDNESDAY, 4 SEPTEMBER 2024 (Pages 3 - 8) 4. PUBLIC QUESTION TIME 5. HEALTH & SOCIAL CARE PARTNERSHIP - PERFORMANCE REPORT - FQ1 2024/25 (APR-JUN) (Pages 9 - 24) Report by Business Improvement Manager, Argyll and Bute Health and Social Care Partnership 6. TARBERT HERITAGE REGENERATION SCHEME (HRS) DEVELOPMENT PHASE UPDATE (Pages 25 - 30) Report by Executive Director with responsibility for Development and Economic Growth 7. CAMPBELTOWN ESPLANADE AND KINLOCH PARK ACTIVE TRAVEL PROGRESS REPORT (Pages 31 - 38) Report by Executive Director with responsibility for Development and Economic Growth Public Document Pack
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Appendices to follow 8. ROADS AND INFRASTRUCTURE SERVICES UPDATE (Pages 39 - 42) Report by Executive Director with responsibility for Roads and Infrastructure Services 9. AREA PERFORMANCE REPORT - FQ2 2024/25 (Pages 43 - 86) Report by Executive Director with responsibility for Customer Support Services 10. CHARITABLE TRUSTS, BEQUESTS AND TRUST FUNDS (Pages 87 - 96) Report by Executive Director with responsibility for Legal and Regulatory Support 11. MID ARGYLL, KINTYRE AND THE ISLANDS AREA COMMITTEE WORKPLAN (Pages 97 - 102) EXEMPT REPORT E1 12. LOCHGILPHEAD CARS - RECOMMENDATION OF GRANT AWARD (Pages 103 - 112) Report by Executive Director with responsibility for Development and Economic Growth The Committee will be asked to pass a resolution in terms of Section 50(A)(4) of the Local Government (Scotland) Act 1973 to exclude the public for items of business with an “E” on the grounds that it is likely to involve the disclosure of exempt information as defined in the appropriate paragraph of Part I of Schedule 7a to the Local Government (Scotland) Act 1973. The appropriate paragraph is:- E1 Paragraph 8 The amount of any expenditure proposed to be incurred by the authority under any particular contract or acquisition of property or the supply of goods or services. Mid Argyll, Kintyre & the Islands Area Committee Councillor John Armour (Chair) Councillor Jan Brown Councillor Garret Corner Councillor Anne Horn Councillor Jennifer Kean Councillor Tommy MacPherson Councillor Dougie McFadzean (Vice-Chair) Councillor Dougie Philand Councillor Alastair Redman Contact: Iona Campbell, Senior Committee Assistant - 01436 658 801
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MINUTES of MEETING of MID ARGYLL, KINTYRE & THE ISLANDS AREA COMMITTEE held ON A HYBRID BASIS IN THE COUNCIL CHAMBERS, KILMORY, LOCHGILPHEAD AND BY MICROSOFT TEAMS on WEDNESDAY, 4 SEPTEMBER 2024 Present: Councillor John Armour (Chair) Councillor Jan Brown Councillor Garret Corner Councillor Anne Horn Councillor Jennifer Kelly Councillor Tommy MacPherson Councillor Dougie McFadzean Councillor Dougie Philand Councillor Alastair Redman Attending: Jim Smith, Head of Roads and Infrastructure Services Shona Barton, Governance Manager Hugh O’Neill, Network & Standards Manager John Blake, Fleet Waste & Transport Manager Colin Young, Transport Planner Susan MacRae, Area Manager, Skills Development Scotland Seymour Adams, Vice-Chair, Culture Heritage & Arts (CHArts) Argyll and Isles Andrew Galloway, Local Democracy Reporter 1. APOLOGIES FOR ABSENCE There were no apologies for absence received. 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 5 JUNE 2024 The Minute of the meeting of the Mid Argyll, Kintyre and the Islands Area Committee, held on 5 June 2024, 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. It was noted that there were no members of the public in attendance at the meeting. 5. SKILLS DEVELOPMENT SCOTLAND ANNUAL UPDATE The Committee gave consideration to a presentation which provided an update on the ongoing works of the Skills Development Scotland (SDS) team. The Area Manager from SDS highlighted ongoing work around the review of SDS’s position; increased demand for Partnership Action for Continuing Employment (PACE); the provision of an exam results helpline; the ongoing work of SDS in supporting young people; and the availability of support from SDS for anyone in need of advice. Page 3 Agenda Item 3
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The Chair thanked the Area Manager for their presentation, and the Area Manager invited Members to reach out to her if they would like to learn more about the work of SDS in the local area. Decision The Mid Argyll, Kintyre and the Islands Area Committee considered and noted the information provided. (Reference: Presentation by Area Manager, Skills Development Scotland, dated 4th September 2024, submitted) Councillor Dougie McFadzean joined the meeting during discussion of the following item. 6. ROADS AND INFRASTRUCTURE SERVICES UPDATE The Committee gave consideration to a report which provided links to helpful resources and weekly briefings relating to the recent activities of Roads and Infrastructure Services. Decision The Mid Argyll, Kintyre and the Islands Area Committee considered and noted the contents of the report. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services, dated August 2024, 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 and considered 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 4 September 2024, submitted) 8. KILKERRAN CEMETERY UPDATE REPORT The Committee gave consideration to a report which provided a short update on the works which had been carried out to identify a suitable site for building a new cemetery for Kintyre. Decision The Mid Argyll, Kintyre and the Islands Area Committee: 1. noted that officers had continued to try to engage with the MOD, as well as the Kings Harbour Master (KHM), to discuss their objection to the initial request to re- Page 4
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purpose the land adjacent to the current cemetery, and that this had been further supported by a letter being sent from the Mid Argyll Kintyre and the Islands Area Committee Chair to the MOD and the KHM requesting a suitable date to meet on site; 2. noted that a meeting took place on Thursday 22 August with the KHM, MOD Estates, Argyll and Bute Marine Officers, and Network and Standards Officers to discuss the MOD’s initial letter of objection. This was a positive meeting where the KHM and the MOD agreed that, having looked at the Council’s proposal for the purchase and use of the land as a cemetery in more detail, they were of the opinion that this would not likely have any effect on the Ship Light Beacon, provided no LED or lights were placed on grave stones and no gravestones were erected which were above 6 feet; 3. noted that the KHM and MOD would now look at internal processes for the potential purchase or lease of the land to Argyll and Bute Council, however this would be dependent on their estates and legal sections agreeing; and 4. noted that the Assistant Network and Standards Manager would now make contact with the local land owner with a view to entering into negotiations for the other part of the cemetery. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services, dated August 2024, submitted) Councillor Tommy MacPherson left the meeting during discussion of the following item. 9. CRAIGHOUSE TO CORRAN SANDS, ISLE OF JURA ACTIVE TRAVEL ROUTE PROGRESS REPORT The Committee gave consideration to a report which updated Members on the progress made in relation to developing plans to improve opportunities to walk, wheel or cycle between Craighouse and Corran Sands on the Isle of Jura, noting that this project was identified as a priority in the Isle of Jura Community Action Plan 2018-2023. Decision The Mid Argyll, Kintyre and the Islands Area Committee agreed to: 1. support progression of the project to full Technical Design, as required by the external funder; and 2. instruct Officers, subject to securing external funding, to identify a single preferred option and to continue development of the designs for this option to Developed Design (stage 3) and Technical Design (stage 4). (Reference: Report by Executive Director with responsibility for Development and Economic Growth, dated 19 July 2024, submitted) Councillor Tommy MacPherson rejoined the meeting during discussion of the following item. Page 5
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10. CULTURE HERITAGE & ARTS (CHARTS) ASSEMBLY ARGYLL AND ISLES 2023-24 The Committee gave consideration to a presentation by the Vice-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; youth involvement and training, including a successful local apprenticeship; the development of Campbeltown Museum; work in relation to the Argyll Aspires project; the Colmcille tour; partnership working with the Council in relation to the Argyll Collection; promotion of the Gaelic language and culture; and CHArts business plans going forward. The Chair thanks the Vice-Chair for their presentation, and congratulated those involved in the ‘Reflect, Remembering Together’ project. Decision The Mid Argyll, Kintyre and the Islands Area Committee considered and noted the information provided. (Reference: Presentation and Annual Review Report by Vice-Chair, Culture Heritage and Arts Assembly (CHArts) Argyll and Isles, dated August 2024, submitted) 11. AREA PERFORMANCE REPORT - FQ1 2024/25 Consideration was given to the Area Performance Report for financial quarter 1 of 2024/25 (April to June 2024), which illustrated the agreed performance measures for the period. Decision The Mid Argyll, Kintyre and the Islands Area Committee noted and considered the performance and supporting commentary as presented. (Reference: Report by Executive Director with responsibility for Customer Support Services, dated 6 August 2024, submitted) 12. AREA COMMITTEE MEETINGS - 2024-2025 The Committee gave consideration to a report which asked Members to consider the locations for meetings up until June 2025. Decision The Mid Argyll, Kintyre and the Islands Area Committee agreed that scheduled meetings of the Committee until June 2025 would be held in various locations across the Mid Argyll, Kintyre and the Islands area, to be agreed by the Chair and Vice-Chair in consultation with the Governance Manager. (Reference: Report by Executive Director with responsibility for Legal and Regulatory Support, dated 20th August 2024, submitted) 13. APPOINTMENTS TO OUTSIDE ORGANISATIONS A report asking the Committee to consider making appointments to a number of local bodies/organisations within the Mid Argyll, Kintyre and the Islands area was considered. Page 6
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Decision The Mid Argyll, Kintyre and the Islands Area Committee agreed: 1. to appoint Councillor Anne Horn to the Tarbert and Skipness Community Trust; 2. to appoint Councillor Anne Horn to the Kintyre Youth Fund; 3. to appoint Councillor Dougie McFadzean to Islay and Jura Community Enterprise Ltd; 4. to appoint Councillor Anne Horn to the Argyll and Bute Renewables Trust, alongside Councillor Jan Brown as the existing appointee; 5. to appoint Councillor Anne Horn to the Campbeltown Ferry Committee, alongside Councillor John Armour as the existing appointee. (Reference: Report by Executive Director with responsibility for Legal and Regulatory Support, dated 8th August 2024, submitted) 14. MID ARGYLL, KINTYRE AND THE ISLANDS AREA COMMITTEE WORKPLAN The Committee gave consideration to the Area Committee workplan for future meetings. Decision The Mid Argyll, Kintyre and the Islands Area Committee considered and noted the contents of the workplan. (Reference: Area Committee Workplan, dated 4 September 2024, submitted) Page 7
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1 Mid Argyll, Kintyre and the Islands Area Committee Date of Report: 21 November 2024 Title of Report: Health & Social Care Partnership - Performance Report – FQ1 2024/25 (Apr – Jun) Presented by: tbc The committee is asked to: • Acknowledge performance for FQ1 2024/25 (April - June) • Acknowledge performance update on the National Health & Wellbeing Outcomes and Ministerial Steering Group Integration Indicators (Appendix 1) • Note Delayed Discharge Sitrep as of 01 July 2024 (Appendix 2) EXECUTIVE SUMMARY This report details performance for Financial Quarter (FQ)1 2024/25 (April – June), the performance outputs are taken from the Integrated Performance Management Framework (IPMF) Reporting Dashboard with the focus on twelve key service areas. Overall performance for FQ1 notes 42 of 84 measures reporting as on target (50%). The report details performance against each of the service areas and the 84 supporting Key Performance Indicators. Analysis of the KPI’s is supported by performance commentary from the Heads of Service and Service Leads. National Health & Wellbeing Indicators performance is included alongside latest performance from the National Delayed Discharge Sitrep. The use of the new performance Dashboard within SharePoint is designed to offer a more focussed approach to the access and analysis of data, offering scope for self-service. 2. RECOMENDATIONS The committee is asked to acknowledge current FQ1 24/25 performance. 3. DETAIL OF REPORT The report details the HSCP (Health and Social Care Partnership) performance for FQ 1 2024/25 (April - June) highlighting key performance trends across the 84 KPIs (Key Performance Indicators). In addition, the report includes performance updates from Heads of Service and Service Leads across the twelve service areas. The latest performance against the National Health and Wellbeing Outcomes Indicators is reported (Appendix 1). Also included is the latest national update on Delayed Discharges (Appendix 2). Page 9 Agenda Item 5
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2 4. RELEVANT DATA & INDICATORS 4.1 FQ1 2024/25 (April - June) Performance Summary Overall performance for FQ1 notes that 84 KPI’s are scoring against target, with 42 (50%) reporting as on-track and 42 (50%) off-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 84 KPI’s. The use of only green and red for the KPI’s is used to focus delivery with regards to sustaining performance on or above target. 4.2 Analysis of Key Performance This analysis identifies performance across the 12 service reporting categories within the Integrated Performance Management Framework (IPMF) and performance commentary is provided by Heads of Service and Service Leads as part of their one-to-one sessions with analysts. 4.2.1 Children & Families Performance across 7 Key Performance Indicators (KPIs) for Children & Families & Justice shows 2 KPIs (29%) on track, with 5 KPIs (71%) reported as off track against the targets set in FQ1 24/25. Performance on or above target: • Child Protection Register with an allocated worker met the target of 100% • Child Health assessments started within 4 weeks of coming into care exceeded the target of 96% in FQ1 (100%) Page 10
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3 Performance below target & areas for improvement: • CAHMS referrals seen within 18 weeks of referral fell short of the target of 75% by 15% (Actual: 60%) • Universal Health Visiting Pathway fell short of the target of 75% by 14% (Actual: 61%) • Violence Against Women & Girls basic training failed to meet the target of 30 by 2 (Actual: 28) • Criminal Justice social work reports submitted on time failed to reach the target of 90% by 3% (Actual: 87%) • Child Protection Planning Meetings held within 28 days of referral failed to meet the target of 90% with Actual of 0% 4.2.2 Telecare and Digital Performance across 13 Key Performance Indicators (KPIs) for Strategic Planning, Performance & Technology Services shows 4 KPIs (31%) on track, with 9 KPIs (69%) reported as off track against the targets set for FQ1 24/25. It should be acknowledged that nationally waiting time breaches are measured against a zero target. Local targets have been set to monitor progress and improvements to reduce the number of patients on waiting lists across varied health specialties. Performance on or above target: • Significant progress has been made in the digitalisation of telecare equipment, now reaching 52%. • Implementation of Just Checking activity monitoring equipment has been successfully carried out in six homes during Q1. • Usage of digital blood pressure monitoring in Primary Care has seen a consistent rise, increasing from 36 to 40 users. • E-health service successfully resolved 100% of support requests this quarter. Performance below target & areas for improvement: • The number of new telecare clients reduced from 203 in Q4 to 198, narrowly missing the increased target of 200. • Consultations delivered via Near Me missed the target by 10 consultations, showing little growth over the last four quarters. • The number of telecare clients overdue for their annual review continues to increase, now at 63%. • Silvercloud referrals missed the target again, though referral rates remain stable compared to the decreases in previous quarters with 57 referrals this quarter. • Two FOI requests were not submitted within the statutory timescale, achieving only 93%. However, the total number of FOIs was 29, a higher-than-normal volume of requests. • Currently, 42% of telecare clients have enhanced packages, below the desired target. • Waiting Times for Cancer Appointments at 31 & 62 Days reports 1 against target of zero. • New Outpatient Waiting Times breaches over 12 weeks noted 51% against 46% target. • Outpatient Long waiting over 52 weeks noted3.7% against a 2.8% target 4.2.3 Primary Care Performance across 10 Key Performance Indicators (KPIs) for Primary Care shows 6 KPIs (60%) on track, with 4 KPIs (40%) reported as off track against the targets set for FQ1 24/25. Page 11
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4 Performance on or above target: • 80% of children who received Fluoride Varnish treatment did not require be referred for further dental treatment. • 66% of eligible residents received their Spring Covid 19 booster. This is 3% higher than the national average. • HSPC run practices met their target of 14 by recording on 7 instances practices had to operate under contingency measures. • No GP practices were returned to HSCP Control during Q1 • GP practices remained at level zero during Q1 resulting in no reduction in services provided. • Primary Care Out-of-Hours Services covered 62% of all recorded out of hour consultations during Q1 exceeding their 45% target. Performance below target & areas for improvement: • The Oral Health Improvement Team only managed to deliver 95% of their planned activity. • HSCP Dental services only utilised 52% of clinic appointments missing their 90% target. • 4.7% of consultations by GPs and other HSCW within the primary care setting were done digitally, narrowly missing the 5% target. • 93% of children at 12 months of age received their 6 in 1 vaccination missing the 95% national target (data for this indicator is 1 quarter behind due to availability of statistics) 4.2.4 Public Health Performance across 5 Key Performance Indicators (KPIs) for Public Health shows 4 KPIs (80%) on track, with 1 KPI (20%) below the rolling target against the targets set for FQ1 24/25 Performance on or above target: • Increase the monthly number of quit dates set, supported by NHS smoking cessation advisors or jointly through shared care with pharmacy, by people in the most deprived 40% areas in Argyll. Performance this quarter was slightly above target, achieving 11 quit dates set against a target of 10. • Increase the number of engagement activities delivered in communities and supported through Living Well Networks. Performance was slightly above target, with an actual of 23 against a target of 20. • Increase the number of referrals to community link workers supported by “We Are with You”. Performance exceeded itself this quarter by achieving approximately 49% above the target, with an actual performance of 150 against a target of 101. • Number of instances working with Scottish Government or National Agencies on National Strategy and Policy Development. This is a new measure for 24/25 with a target initially set as 1. We surpassed expectations with 11 instances of working with Scottish Government or National Agencies on National Strategy and Policy development. Performance below target & areas for improvement: Page 12
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5 • Increase the number of people in Argyll and Bute attending training in the following areas, Money Counts, Behaviour Change, Mental Health and Suicide Prevention. The rolling target from 23/24 continues into 24/25, with the expectation of 17 additional clients each quarter. We fell marginally short, with an actual of 83 against a target of 85, approximately 2.35% below the target. 4.2.5 Finance Performance across 6 Key Performance Indicators (KPIs) for Finance shows 3 KPIs (50%) on track, with 3 KPIs (50%) reported as off track against the targets set for FQ1 24/25. Performance on or above target: • GP prescribing expenditure with actual spend being 1% lower than target. • Older People External Residential actual spend being 18% below target. • Older People Homecare actual spend being 2% below target. Performance below target & areas for improvement: • Cost of Hospital Delayed Discharges actual spend being 29% above target. • Staffing expenditure with actual spend (11%) being 1% above target. • Older People Internal Residential actual spend being 21% above target. 4.2.6 Carers Performance across 4 Key Performance Indicators (KPIs) for Carers Services shows 4 KPIs (100%) on track, against the targets set for FQ1 24/25. Performance on or above target: • Adult Carer Support Plans continues to be on target, with 137 completed against target of 133 • Young Carer Statements completed continues to be above target, with 26 completed in FQ1. • The number of Unpaid Carers Supported across A&B’s Carers Centres was reported at 3296 for FQ1 and continues to exceed the target of 3000. • The ACSP reviews completed now include welfare contacts and these continue to be above target of 700, with 913 completed in FQ1. Performance below target & areas for improvement: N/A 4.2.7 Allied Health Professionals Performance across 7 Key Performance Indicators (KPIs) for Allied Health Professionals shows 4 KPIs (57%) on track, with 3 KPIs (43%) reported as off track against the targets set for FQ1 24/25. It should be acknowledged that nationally waiting time breaches are measured against a zero target. Local targets have been set to monitor progress and improvements to reduce the number of patients on waiting lists across varied health specialties Page 13
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6 Performance on or above target: • MSK Outpatient Referral waits breaching >4 weeks are down significantly this quarter to 1118 (-9%) and meeting target of 1120. • AHP Outpatient Completed Waits are now on target this quarter with 977 reported against the 945 target. • Community Patient Discharges continue increasing this quarter to 1878, against the target of 1672. • The percentage of New versus Return Outpatient Physio AHP Referrals remains above the 30% target, with 31% noted in FQ1. Performance below target & areas for improvement: • Outpatients waiting over 12 weeks for AHP services have increased this quarter – these had been decreasing over recent quarters, with FQ1 reporting 552 against a target of 500. • The AHP Priority 1&2 referrals breaching > 4 weeks in FQ1 reported 58 against a target of 48. • Community Patient Referrals breaching over 12 weeks have been increasing quarter on quarter, with FQ1 reporting 558 against a target of 400. 4.2.8 Delayed Discharges Performance across 6 Key Performance Indicators (KPIs) for Delayed Discharges shows 1 KPI (17%) on track, with 5 KPIs (83%) reported as off track against the targets set for FQ1 24/25. For FY 2024/25 Delayed Discharges KPIs, we are using a count at the end of quarter census point instead of full month data. Cleansing of data at the census point is improving the accuracy of the delay codes recorded, and this also aligns better with national reporting. It should be acknowledged nationally, Delayed Discharges are measured against a zero target. Local targets have been set to monitor progress and improvements to reduce the number of patients showing as a Delayed Discharge. Performance on or above target: • Reduce the Number of people delayed in hospital with AWI code at Monthly Census Point. Performance was above target having achieved actual of 4 against a target of 6. We set the target based on the average over the last four quarters of 23/24, where the actual ranged between 3 and 9. In this quarter, the number of people delayed with AWI code increased from 4 in April to 7 in May, then returned to 4 in June. Performance below target & areas for improvement: • The number of overall people delayed in hospital at Monthly Census Point as at the end of Q1 was 39, compared to a target of 31. The target was set based on the average over the last four quarters of 23/24, where client numbers ranged between 29 and 34. Notably, there has been an increase this quarter, especially in May and June, with client numbers rising to 41 and 39 respectively, up from 32 in April. Page 14
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7 • At the end of Q1 census point, the overall length of stay in a hospital (Delayed Discharge Bed Days) at Monthly Census Point was 820, exceeding the target of 634. The target was set based on the average bed days over the past four quarters of 23/24, which ranged from 598 to 695. This quarter saw an 18% increase in bed days between May and June (694 to 820) reflecting the rise in client numbers during the same period. • The number of people delayed awaiting a Care Home Placement was 8, representing 21% of census clients, compared to a target of 4. The target was set based on the average from the previous four quarters of 23/24, which ranged from 0-5. In March 24, we reported zero people delayed awaiting place availability, which is unusual and may suggest a recording issue. This quarter delays were consistently 5 in both April and May, increasing to 8 in June. • At the end of Q1, the number of people delayed in hospital awaiting care at home availability was 16, representing 31% of census clients, compared to a target of 12. The target was based on the average of the last four quarters of 23/24, which ranged from 8 to 14. May reported the highest number of delays at 18, 38% increase from April, before decreasing by 12.5% to 12 in June. • At the end of Q1, the number of people delayed in hospital awaiting assessment (Codes 11A and 11B) was 13, which is 33% of census clients, against a target of 10. The target was based on the average from the previous four quarters of 23/24, which ranged 9 to 11. This quarter, the reported increase was from 9 in April to 18 in May before reducing to 13 in June. 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 24/25. Performance on or above target: • The number of Unplanned Admissions to A&B hospitals directly from a care home in FQ1 was reported at 36, exactly on target. • FQ1 Performance on increasing the occupancy rates across A&B Care Homes was above target, achieving 96% occupancy against a target of 95%. This KPI is now measured against available places (previously all empty beds). • The FQ1 performance looking to reduce the value of assessed unmet need for care at home was £11,409.72, which is 12% below the target of £12,991.74. Target is set as previous quarter’s value. Performance below target & areas for improvement: • Performance in FQ1 for increasing the % of Older People who had their homecare monitoring review completed within 6 months was 31% against a target of 49%. This KPI was briefly above target in FQ3 2023/24 but has otherwise remained below target across the previous year. 4.2.10 Community Hospitals Page 15
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8 Performance across 5 Key Performance Indicators (KPIs) for Community Hospitals shows 2 KPIs (40%) on track, with 3 KPIs (60%) reported as off track against the targets set for FQ1 24/25. Performance on or above target: • FQ1 A&E Attendances in A&B Community Hospitals meeting the 4 hrs wait target reported 97% performance which is 2% above 95% target. This measure was above target throughout the previous reporting year. • Maintaining A&B Community Hospitals Bed Occupancy Rates reported below 80% target, with FQ1 actual noted as 73.6% occupancy. Performance below target & areas for improvement: • Reduce the rate of unplanned admission to Community Hospitals for 65+ population. The FQ1 total of 467 admissions is 3% off track and above the target of 452. • Reduce the average Length of Stay for inpatients in A&B Community Hospitals. Performance for FQ1 was 8.7 days average across the whole quarter, against a target of 7.8 days. • Reduce the number of Falls being reported in a Community Hospital setting in A&B. This KPI remains above target for the second quarter, with FQ1 at 63 falls against a target of 54. 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/ ASP/ADP shows 3 KPIs (38%) on track, with 5 KPIs (62%) reported as off track against the targets set for FQ1 24/25. It should be acknowledged that nationally waiting time breaches for New Mental Health Outpatients (12 weeks) and Psychological Therapy (18 Weeks) are measured against a zero target. Local targets have been set to monitor progress and improvements to reduce the number of patients on waiting lists across varied health specialties Performance on or above target: • 12 Adults reported on the dynamic support register with a category red or amber status • 383 Adults are waiting for a Mental Health outpatient service achieving the target of 390 or less. • 164 Adults are waiting for a psychological therapy service achieving the target of 175 or fewer Performance below target & areas for improvement: • 7% of 18-64 people with a Learning Disability were reported as overdue an Adult Review against 3% target • 56% of Adult Support and Protection 'duty to inquire' procedures were completed within the 5 working day target. • 65% of Adult Support and Protection inquiries requiring investigative powers were completed within the 15 working day target. • 70% of Case Conferences began within 20 days of referral or within 12 weeks of the initial conference for review. Page 16
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9 • 80% of individuals referred to Alcohol and Drug treatment services were seen within the target waiting period. 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 24/25. Performance on or above target: • Reduce the rate of unplanned admissions to LIH 65+ population. For FQ1, the actual number of unplanned admissions was 341, with performance below the target by 4 (1.16%). The target set for this KPI was 345 based on average from 23/24. • Reduce the total number of unplanned bed days in LIH. The actual number of unplanned bed days reported was 3076, with 247 (7.43%) unplanned bed days below the target of 3323, based on the 23/24 average. • Reduce the Average Length of Stay for inpatients in LIH. FQ1 Performance noted we achieved an actual rate of 4.0. This was 0.8 better than the target of 4.8. • Maintain LIH Bed Occupancy Rates below 90% target. FQ1 performance noted an actual rate of 81.8%, bettering the target by 8.2%. • Reduce the number of LIH A&E Attendances that result in an unplanned admission. The FQ 1 performance for reducing unplanned admission from A&E attendances was 17.9 against a target of 19.2 and approximately 6.8% better than target. • Reduce the number of medication errors in LIH. Quarterly indicative target was set at no more than 6 per reporting period, 6 based on 23/24 average. In FQ 1 we achieved an actual of 3. Performance below target & areas for improvement: • Our FQ1 target is for 95% of A&E attendances to meet the 4-hour target. Actual FQ1 performance noted 93.8%, only 1.2% off the 95% target. • Reduce the number of falls being reported in a hospital setting in LIH. FQ1 target was to reduce reported falls to no more than 26 per quarter, however the actual recorded was 45. This indicates the number of falls was higher than expected. • Reduce number of instances of tissue viability in Lorn & Islands Hospital. The target was to reduce the number of tissue viability instances to no more than 9. However, FQ1 performance on actual instances was 16. 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. Page 17
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10 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 Page 18
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11 advisors with self –service performance information to inform their role in maintaining professional standards and outcomes. 8. EQUALITY & DIVERSITY IMPLICATIONS The Integrated Performance Management Framework captures relevant 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 committee is asked to considerer and acknowledge FQ1 2024/25 (April - June) 2024 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 19
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12 REPORT AUTHOR AND CONTACT Author Name: Douglas Hunter- Senior Manager Performance & Improvement Email: douglas.hunter@argyll-bute.gov.uk Page 20
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13 Appendix 1 – HWBOI & MSG Integration Indicators. Core Suite of Integration Indicators Data notes 67% (6 of 9) HWBOI Outcomes measures reporting as above the national Scotland Rate. It is worth noting that performance will be influenced and vary in line with the total number of respondents participating in this voluntary survey. As such, caution should be noted with regards to previous comparison and trends Page 21
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14 HWBOI - Performance Data notes 55.5% (5 of 9) HWBOI Performance measures reporting as above the national Scotland Rate. *Indicators 12, 13, 14, 15, 16, 18 Calendar year 2023 is used here as a proxy for 2023/24 due to the national data for 2023/24 being incomplete. This is in line with guidance issued by Public Health Scotland which was communicated to all Health and Social Care Partnerships. Using more complete calendar year data for 2023 should improve the consistency of reporting between Health and Social Care Partnerships. Page 22
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15 Ministerial Steering Group Integration Indicators Data notes 25% (2of 8) MSG Indicators reporting as above the national Scotland rate. MSG Indicators data notes that all MSG measures have increased in the last reporting year. Activity around Emergency Admissions, Unplanned Bed Days, A&E attendances and Delayed Discharge Bed Days all noted performance exceeding pre –Covid levels. This highlights the necessity to consider approaches to alleviate systems pressures around Urgent and Unscheduled Care and expedite hospital flow. Page 23
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16 Appendix 2 - Delayed Discharge Sitrep – 1st July 2024 Page 24
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ARGYLL AND BUTE COUNCIL MID ARGYLL, KINTYRE AND THE ISLANDS AREA COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH 4 DECEMBER 2024 TARBERT HERITAGE REGENERATION SCHEME (HRS) DEVELOPMENT PHASE UPDATE 1.0 INTRODUCTION 1.1. The purpose of this report is to update Members on the Development Phase for a potential Tarbert Heritage Regeneration Scheme (HRS). 1.2. Historic Environment Scotland’s, Heritage and Place Programme, and National Lottery Heritage Grants can provide partnership area-based funding towards heritage-led regeneration that supports better places to live, work, visit and invest. The funders are currently contributing a combined total of £80k towards the Tarbert HRS Development Phase. 1.3. The Development Phase is ongoing and will fund survey and cost analysis to inform a deliverable project proposal. This current phase also allows for community engagement, and the development of activity and evaluation plans, to strengthen potential project outputs and outcomes. Scoping work and community consultation for the project is ongoing. 1.4. At MAKI Committee on 5 June 2024, Members agreed to Delivery Phase submissions. It is therefore proposed to submit applications to funders in summer 2025, with anticipated decisions in December 2025. 1.5. The difficult current funding landscape makes a Tarbert HRS an especially valuable opportunity but brings a significant challenge in terms of required council match funding. In previous heritage schemes, council match has varied from £300k to £500k. In order to develop a meaningful Tarbert project in the region of £2m, funding at the upper end of this would be necessary. 1.6. Should funding applications to HES, and NLHF prove successful, it is considered that a project could commence in spring 2026. As Delivery Phase proposals require to be fully funded, match funding will require to be confirmed in advance of any funding bids. This will require an appropriate funding source to be identified. 1.7. The Delivery Phase applications for a Tarbert HRS will be subject to a Page 25 Agenda Item 6
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competitive process. Whilst the council has successfully secured heritage funding to assist with projects in Campbeltown, Helensburgh, Rothesay, Dunoon, Lochgilphead and Inveraray in the past, there is no guarantee that bids would prove successful. 2.0 RECOMMENDATIONS 2.1 It is recommended that members: i) Consider the content of this paper. ii) Note that the council would be required to identify funding towards the Delivery Phase costs in advance of submissions being made. 3.0 DETAIL 3.1 Historic Environment Scotland’s Heritage and Place Programme, and National Lottery Heritage Grants offer valuable sources of area-based funding, supporting heritage-led regeneration to create better places to live, work, visit and invest. Alongside the council, Historic Environment Scotland (HES) and National Lottery Heritage Fund (NLHF) are currently funding the Tarbert Heritage Regeneration Scheme (HRS) Development Phase. 3.2 The Tarbert HRS Delivery Phase would operate on a similar basis to the current Conservation Area Regeneration Schemes (CARS) running in Lochgilphead and Helensburgh. Tarbert is one of eight Scottish towns with 5-year HRS projects currently in development. 3.3 Current work includes surveying and costing exercises to ensure a project is developed that is deliverable, effective and meets funding criteria. Consultation, undertaken in June 2024, sought the views of the community on which buildings should be taken forward as priorities for repair. The buildings with the highest scores are currently subject to professional survey and cost analysis. These are: Glendale, the former tourist information building on Argyll Pl, Undercliffe (as illustrated in Appendix 1), and properties linked to Tarbert’s fishing heritage. 3.4 An initial meeting to outline and seek views from the Tarbert Area Partnership Group on the development of an Activity Plan took place in October, and a Theory of Change stakeholder workshop relating to an Evaluation Plan was held in the same month. 3.5 Due to initial difficulties in procuring consultants, funders have agreed that the development phase can be extended. Applications are now proposed to be submitted in summer 2025, with anticipated decision dates in December 2025. 3.6 At its meeting of 29 June 2023, Council agreed, in principle, that an application for a Delivery Phase be submitted to the relevant HES, and NLHF grant Page 26
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programs. This also noted the terms of the decision made by Policy and Resources Committee (June 2022) which agreed that delegated authority be given to the Executive Director of Development and Infrastructure in consultation with the Leader, Depute Leader and Leader of the largest Opposition Group to submit subsequent applications to the heritage funders, and agreed to the principle of council match funding for a Delivery Phase should the applications be successful. 3.7 In order to be able to deliver a meaningful project, it is anticipated that an application to HES would seek funding in the region of £850k, and an associated application of circa £1m be made to NLHF. 3.8 In line with previous CARS programmes, it is anticipated that Tarbert HRS would require between £300k - £500k of Council match funding to satisfy the requirements of funders. The funding landscape is however extremely challenging at present. 3.9 Should funding applications to HES, and NLHF prove successful, it is considered that a project could commence in spring 2026. As Delivery Phase proposals require to be fully funded, match funding will require to be confirmed in advance of future bids. This will require an appropriate funding source to be identified. 3.10 The Delivery Phase applications will be subject to a competitive process, and whilst the Council has successfully secured heritage funding to assist with projects in Campbeltown, Helensburgh, Rothesay, Dunoon, Lochgilphead and Inveraray in the past, there is no guarantee that bids will be successful. 4.0 CONCLUSION 4.1 This report provides an update to Members on the Tarbert HRS Development Phase, including the proposed funding timeline. It is anticipated that applications will be submitted in summer 2025 and that decisions will be forthcoming in December 2025. 4.2 As a fully costed scheme will require a significant financial contribution from the Council, it is intended to review all potential sources of match funding to support the Delivery Phase works. 5.0 IMPLICATIONS 5.1 Policy - The scheme aligns with objectives set out in the Council’s Corporate Plan and Economic Strategy. 5.2 Financial - If applications to HES and NLHF are successful, Council will require to commit match funding for project delivery. This can be spread over a 5-year delivery period. In order to deliver a meaningful project in the region of £2m, match funding levels would have to align with those previously committed to CARS programmes. To date, between £300k and £500k has been committed Page 27
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by the Council to support 8 town centre regeneration projects. Crown Estate funding is, at this time, considered to be the most likely source of available match but consideration will be given to other potential sources of funding. 5.3 Legal - Council will comply with funding requirements of both HPP and Heritage Fund programmes. Staff resources will be necessary from the Council’s Legal Team relating to requirements to draft contracts and standard securities. 5.4 HR – Existing staff resources will undertake the necessary work to submit the Delivery Phase applications, and if successful, a dedicated Project Officer would be required to deliver the project over a 5-year period. This post would be fully funded through the project and would sit within the Transformational Projects and Regeneration Team. 5.5 Fairer Scotland Duty: 5.5.1 Equalities - protected characteristics – None. 5.5.2 Socio-economic Duty - Funding is designed to offer improved socio- economic opportunities for local communities. 5.5.3 Islands – None. 5.6 Climate Change - It is a funder requirement to fully consider and propose climate mitigation measures within project development and delivery phases. 5.7 Risk – As this is a competitive process there is a risk that should the applications prove unsuccessful, the project would be unable to proceed to Delivery Phase. 5.8 Customer Service – None. 5.9 The Rights of the Child (UNCRC) – None. Kirsty Flanagan, Executive Director with responsibility for Development and Economic Growth Councillor Math Campbell-Sturgess, Policy Lead for Business Development 24 October 2024 For further information contact: Fergus Murray, Head of Development and Economic Growth Fergus.Murray@argyll-bute.gov.uk Jonathan Welch, Transformational Projects and Regeneration Manager Jonathan.Welch@argyll-bute.gov.uk Page 28
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Appendix 1 Proposed Priority Building 1- Argyll Place Proposed Priority Building 2 - Glendale Page 29
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Priority Building 3 - Undercliff Page 30
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ARGYLL AND BUTE COUNCIL MID ARGYLL, KINTYRE AND THE ISLANDS AREA COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH 4 DECEMBER 2024 Campbeltown Esplanade and Kinloch Park Active Travel Progress Report 1.0 EXECUTIVE SUMMARY 1.1. This report updates members on progress made in relation to initial feasibility and concept design of improved active opportunities and wider public realm infrastructure on the Campbeltown Esplanade and in the vicinity of Kinloch Park. 1.2. This is phase 4 of the longer-term cross active travel route linking key destinations across Campbeltown including the hospital, schools, harbour, town centre and leisure facilities. Provision of improved active travel opportunities was identified as a priority for the community in the Campbeltown Community Action Plan 2022 – 2027, including for the 34% of households in Campbeltown without access to a car or van (2002 census). 1.3. Officers secured external funding from the Scottish Government’s Tier 1 Active Travel fund to enable initial feasibility (stage 1) and development of concept designs (stage 2). 1.4. The project commenced focusing on the Esplanade and Kinloch Park and surrounding streets. A total of 41 survey responses were received to the initial consultation in February/March 2024, with 61 individuals attending the public event. 57% of respondents indicated that a traffic free route would encourage them to walk or cycle more. 1.5. A potential concept design was developed for the Esplanade, Kinloch Park and surrounding streets taking account of the comments received to the first consultation and sought to balance access and space for all users equitably. To achieve this the design seeks to (a) ensure the Esplanade continues to function as a key route including for HGVs, PSVs and extra wide loads in line with current design standards; (b) retain and where possible enhance existing on street parking provision; (c) reduce traffic speeds in key locations to increase pedestrian crossing opportunities; (d) increase space and accessibility for pedestrians; and, (e) provide dedicated space for cyclists (a key funder requirement). The proposals also sought to improve the wider public realm including around the war memorial, as well as proposing renewal of all surfacing and lining on the affected streets. 1.6. A second community consultation was held between August and October 2024 on the initial concept design proposals. A total of 149 qualitative responses were received, comprising 82 surveys and 67 community feedback map Page 31 Agenda Item 7
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comments. 66% of respondents viewed the design proposals as being beneficial for improving Campbeltown’s walking and cycling future mobility, while 58% of respondents felt the design was aligned to the needs of the community. 1.7. The design is currently at Concept Design (stage 2) of the Transport Scotland Places for Everyone (PFE) programme 4-stage design process; (1) Feasibility; (2) Concept Design; (3) Developed Design; and, (4) Technical Design. All design stages require to be completed before the designs are at a constructible standard. 1.8. Technical design (stage 4) is the final stage of the design process and a further report will be presented to Members on completion of the Technical design stage. RECOMMENDATIONS 1.9. It is recommended that the Mid Argyll, Kintyre and the Islands members: 1.9.1. Instruct Officers, subject to securing external funding, to continue development of the designs for this option to Developed Design (stage 3) and Technical Design (stage 4). 1.9.2. Instruct Officers to submit a further paper to members on completion of the Technical Design. Page 32
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ARGYLL AND BUTE COUNCIL MID ARGYLL, KINTYRE AND THE ISLANDS AREA COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH 4 DECEMBER 2024 Campbeltown Esplanade and Kinloch Park Active Travel Progress Report 2.0 INTRODUCTION 2.1. This report updates members on progress made in relation to initial feasibility and concept design of improved active opportunities and wider public realm infrastructure on the Campbeltown Esplanade and in the vicinity of Kinloch Park. 3.0 RECOMMENDATIONS 3.1. It is recommended that the Mid Argyll, Kintyre and the Islands members: 3.1.1. Instruct Officers, subject to securing external funding, to continue development of the designs for this option to Developed Design (stage 3) and Technical Design (stage 4). 3.1.2. Instruct Officers to submit a further paper to members on completion of the Technical Design. 4.0 DETAIL 4.1. The Council’s Active Travel Team, 1.7 FTE (Full Time Equivalent employees), is part of the Strategic Transport Team within the Development and Economic Growth Service. No Council funding is currently received by the Active Travel Team. All project costs, including internal staff costs, have to be funded via successfully securing highly competitive external challenge funds. 4.2. In 2023/24 the Active Travel Team secured £2.56M external funding for the development and delivery of a total of 22 projects across Argyll and Bute, including the Craighouse to Corran Sands Active Travel Route. This required 18 separate competitive funding applications, to 5 separate funds. 4.3. The 2022 census identified that 34% of households in Campbeltown don’t have access to a car or van, resulting in them being reliant on public transport and active travel to access education, employment, shops, leisure and other essential services. Funding 4.4. Transport Scotland’s Places for Everyone (PFE) programme is the primary external active travel design funding model in Scotland. It is structured around 8 Page 33
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project stages with a competitive challenge fund, with the 32 local authorities, 7 regional transport partnerships, two national parks and numerous community groups across Scotland competing against each other to secure the funding each project requires on an annual basis. While the model for active travel design funding is due to change in 25/26, it is expected that the new funding model will be based on the PFE model and requirements. 4.5. As of 2024/25, the construction element of the funding has been taken into a separate competitive fund, Transport Scotland’s Tier 2 active travel fund. Tier 2 funding requires a separate competitive application to be submitted and has to date only opened for applications once a year. All projects submitted to Tier 2 must have completed the 4 PFE design stages and be ready in all respects to commence construction, including having any legal or regulatory approvals required in place. Stage 1: Feasibility 4.6. A contract was awarded to Connected Transport Planning (CTP) in November 2023 to undertake the initial 2 stages (Feasibility and Concept Design) of the 4 stage PFE design process. 4.7. The initial feasibility stage of the project commenced in November 2023 and was completed in March 2024. 4.8. A three week consultation was undertaken between 28 February to 20 March 2024. A public drop-in event was held on Tuesday 28 February in the Town Hall, Campbeltown and all consultation materials were available on a dedicated consultation website from 28 February to 20 March. The consultation was promoted via social media, local press, Campbeltown Community Council, posters, 1000 flyers and a pop-up event in entrance of the Tesco supermarket. 4.9. A total of 61 people attended the public drop-in event, with 41 qualitative responses received to the consultation. The responses represented less than 1% of the population of Campbeltown, a lower than average turnout. 4.10. 25% of the respondents reported that they walked or cycled every day, with a further 50% doing so at least twice a week. 57% of survey respondents indicated that a traffic free route would encourage them to walk or cycle more. 4.11. Respondents identified opportunities to improve Kinloch Park could include improved lighting (50%), level ground (20%), cycle paths (10%), wider footpaths (10%) and 10% improved maintenance. Other improvements requested included more bins, more parking spaces and more benches/seats. 4.12. The consultation identified a number of key objectives the concept design should seek to address. These were: • Lack of pedestrian crossings; • Some road crossings perceived as unsafe; • Lack of lowered curbs; • Lack of provision for disabled and minority user groups; Page 34
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• Poorly surfaced pavements; • Connection across Kinloch Road between social housing and community allotments; • Protect atmosphere of Kinloch Park; • Retain parking along esplanade; and, • Provision of specific campervans and overnight parking. Stage 2: Concept Design 4.13. The concept design stage of the project commenced in May 2024 and was completed in October 2024. 4.14. A potential concept design was developed for the Esplanade, Kinloch Park and surrounding streets taking account of the comments received to the first consultation and sought to balance access and space for all users equitably. To achieve this the design seeks to (a) ensure the Esplanade continues to function as a key route including for HGVs, PSVs and extra wide loads in line with current design standards; (b) retain and where possible enhance existing on street parking provision; (c) reduce traffic speeds in key locations to increase pedestrian crossing opportunities; (d) increase space and accessibility for pedestrians; and, (e) provide dedicated space for cyclists (a key funder requirement). The proposals also sought to improve the wider public realm including around the war memorial, as well as proposing renewal of all surfacing and lining on the affected streets. 4.15. A six-week consultation was undertaken between 28 August and 10 October 2024. A public drop in-event was held on Wednesday 28 August in the Town Hall, Campbeltown and all consultation materials including video fly-through of the design were available on a dedicated consultation website from 28 August to 10 October. The design team also virtually attended two meetings with the Campbeltown Community Council. 4.16. A total of 149 qualitative responses were received, comprising 82 surveys and 67 community feedback map comments. 4.17. 55% of respondents felt that the designs would benefit the community, with 27% of respondents not supporting the proposals and 18% being unsure. 4.18. 66% of respondents viewed the design proposals as being beneficial for improving Campbeltown’s walking and cycling future mobility, while 34% were of the view that the proposals would not be beneficial. 4.19. 58% of respondents felt the design was aligned to the needs of the community, with 42% indicating they had concerns regarding the design. 4.20. Of the general comments received, key topics mentioned included requests for more placemaking, requests for more crossing facilities, concerns regarding parking enforcement, support for level of parking provision proposed, that the project was ‘waste of money’ or should be relocated somewhere else, and suggestions on how the bus station layout could be improved or left as is. A Page 35
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number of other comments received related to items outside the scope of the project. Future Design Stages 4.21. Developed design (Stage 3) is the most time intensive of all design stages as it develops the initial concept proposals into a deliverable design taking account of the detailed constraints on site. This stage includes further community and stakeholder consultation on the specific details of the design. 4.22. Technical design (Stage 4) advances the developed designs into a completed design package. The design package would all necessary designs and associated documents to allow the construction of the final design. The technical design stage also includes securing statutory approvals required to allow construction. 5.0 CONCLUSION 5.1. Provision of an improved walking, wheeling and cycling facilities and associated public realm will provide opportunities for residents and visitors to travel more sustainably and actively. This will help reduce Argyll and Bute’s carbon footprint and improve accessibility to local facilities for the community, including the 34% of households in Campbeltown who don’t have access to a car or van (2022 census). The improvements will also help support the wider regeneration of Campbeltown, including supporting the local economy. 5.2. The delivery of the route is dependent on securing highly competitive external funding to complete the design work. Funding for the work to date has been secured from the Scottish Government’s active travel funding with further applications being developed to enable the completion of the design process if approved by members. 6.0 IMPLICATIONS 6.1. Policy Completion of this project will support the Council’s SOA outcomes 2: We have infrastructure that supports sustainable growth and 5: People live active, healthier and independent lives. The project also supports achievement of the Scottish Government’s objectives set out in the Cycling Action Plan for Scotland (CAPS) and Let’s Get Scotland Walking - The National Walking Strategy. 6.2. Financial The design, construction and land purchase will be funded by external competitive funding applications. External funding is not currently available to cover maintenance costs. To date, the Council has not contributed any funding to design or capital costs. There is strong evidence that people who are more active, for example by walking or cycling, have been Page 36
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physical and mental health and are less likely to require social care services in later life which could result in a future saving to the Council or HSCP. 6.3. Legal Future input will be required from Legal Services to support land agreements should these be deemed necessary. 6.4. HR None. 6.5. Fairer Scotland Duty: 6.5.1 Equalities Completion of this project will provide opportunities for the majority of the population of Jura to travel more sustainably and actively by walking, wheeling and cycling. The route will be been designed to be DDA compliant and will provide a safe and accessible route for those with mobility aids including wheelchairs and parents/guardians with a child’s pram or buggy. 6.5.2 Socio- economic Duty The route, once completed, will offer residents and visitors the opportunity to choose to travel using active modes, which are lower cost than alternative modes of transport. The route will also improve access to essential services, retail, leisure and employment opportunities for residents living along the route. The path will also offer opportunities for individuals to travel for leisure. 6.5.3 Islands There are no adverse impacts. 6.6. Climate Change Active Travel is the least carbon intensive mode of travel. Providing the opportunity for residents and visitors to consider an alternative to having to use a private car to travel between these communities will help lower Argyll and Bute’s carbon footprint. 6.7. Risk There is a reputational risk to the Council if the project is not completed within a reasonable timeframe. 6.8. Customer Services None. 6.9. The Rights of the Child (UNCRC) Active travel is the most accessible mode of travel to young people, as it does not have any minimum age limits, does not require any form of licence, is free to use and is not tied to any fixed timetable. All new active travel infrastructure is designed to be utilised by an unaccompanied 12 year old. Page 37
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Engagement feedback demonstrates even stronger support for the delivery of the active travel route from younger members of the community than the already high overall level of community support. Wider engagement with school pupils indicates that the vast majority of pupils strongly support the provision of new active travel infrastructure, even where it would adversely impact other modes of transport. Executive Director with the responsibility for Development and Economic Growth: Kirsty Flanagan Head of Development and Economic Growth: Fergus Murray Policy Lead for Roads, Transport and Amenity Services: Councillor John Armour 11 November 2024 For further information contact: Colin Young Strategic Transportation Delivery Officer Colin.Young@argyll-bute.gov.uk Tel: 01546 604275 Appendix 1: Options Feasibility Report Appendix 2: Engagement Report Page 38
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ARGYLL AND BUTE COUNCIL MID ARGYLL, KINTYRE AND THE ISLANDS AREA COMMITTEE ROADS AND INFRASTRUCTURE 4 DECEMBER 2024 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 39 Agenda Item 8
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3.2 As part of the resources on the new Member Zone system there are various key documents available in an online library here. 3.3 There are also additional online resources covering the streetlighting, footway, surface dressing and roads reconstruction programmes available on the website here. 4.0 CONCLUSION 4.1 This report provides links to existing published information on service activities and provides for the opportunity for officer attendance and engagement at committee meetings. 5.0 IMPLICATIONS 5.1 Policy – Roads and Infrastructure work to a number of policies across the range of service areas. 5.2 Financial – revenue and capital budgets are in place to deliver projects and cyclic work. 5.3 Legal – Roads and Infrastructure Services work to a number of different pieces of legislation such as the Roads Scotland Act 194 and the Environmental Protection Act 1990. 5.4 HR – none known. 5.5 Fairer Scotland Duty: 5.5.1 Equalities - protected characteristics – where appropriate EqSEIAs will be carried out to identify any implications. 5.5.2 Socio-economic Duty – where appropriate EqSEIAs will be carried out to identify any implications. 5.5.3 Islands – where appropriate Island impacts assessments will be carried out to identify any implications. 5.6. Climate Change – due regard will be given to climate change with a view to minimising any climate change impact and these will be considered as and when they arise. 5.7 Risk – risk managed through toolbox talks, safety briefings and where appropriate risk registers – all of the above are monitored through the RIS leadership and management teams. 5.8 Customer Service – none known. Page 40
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5.9 The Rights of the Child (UNCRC) – none known. Executive Director with responsibility for Roads and Infrastructure Services, Kirsty Flanagan Policy Lead for Roads, Transport and Amenity Services, Councillor John Armour November 2024 For further information contact: Jim Smith, Head of Roads and Infrastructure Services or Mark Calder, Project Manager Page 41
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1 ARGYLL AND BUTE COUNCIL MID-ARGYLL, KINTYRE AND THE ISLANDS AREA COMMITTEE CUSTOMER SUPPORT SERVICES 4 DECEMBER 2024 AREA PERFORMANCE REPORT – FQ2 2024/25 1.0 BACKGROUND 1.1 This paper presents the Area Performance Report for Financial Quarter 2 2024/25 (July to September 2024) and illustrates the agreed performance measures. 1.2 The features of the Performance Report are as follows:- ➢ Indicators are grouped by Corporate Outcome. ➢ The data table for each indicator is coded to identify the level of reporting. o Area level measures are blue o Council level measures are grey o COI measures are white ➢ Each indicator details the o Target, Actual and Performance status (Green / Red / No Target) for the current and four previous financial quarters. o Commentary for the current financial quarter only. o Narrative explaining the performance trend e.g. This indicator is above Target and performance has improved since the last reporting period. o Where appropriate a Performance Trend Line has been added. o The name of the Responsible Officer. o Where possible performance is presented at both Area and Council level. 1.3 The commentary for each indicator helps ‘Tell Our Story’ and enables Elected Members to put the performance data into perspective and understand if an issue is local in nature or should be escalated up to a Strategic Committee. 1.4 As part of our improvements to performance reporting and making best use of the digital technology available to us, the information contained in this report is also available in your online scorecard. If support is required to navigate the online scorecard please contact lorna.gillies@argyll-bute.gov.uk 1.5 To improve the response to performance queries, it is requested that should there be any queries that either the Responsible Person or Kay Owen are contacted. This should enable some queries being resolved or clarified prior to the Area Committee meeting, and therefore being carried forward as Actions at a subsequent meeting. Page 43 Agenda Item 9
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2 2.0 RECOMMENDATIONS 2.1 It is recommended that the Area Committee – a) Notes and considers the performance and supporting commentary as presented. 3.0 IMPLICATIONS 3.1 Policy All of the indicators in this report are based on agreed Council policy. 3.2 Financial All indicators with financial implications are actively managed through agreed budget monitoring processes. 3.3 Legal All appropriate legal implications are complied with. 3.4 HR All HR implications are actively managed through agreed Wellbeing and Management monitoring processes. 3.5 Fairer Scotland Duty See below. 3.5.1 Equalities All activities comply with Equal Opportunities/Fairer Scotland Duty policies and obligations. 3.5.2 Socio-economic Duty All activities comply with the council’s socio- economic duty. 3.5.3 Islands Duty All activities comply with the council’s islands duty. 3.6 Climate Change The Council is committed to working towards net zero. 3.7 Risk Without this information Elected Members are less informed of activities within their area. 3.8 Customer Service All activities with customer feedback or insight are rigorously monitored for improvement. 3.9 The Rights of the Child This report highlights examples of how the Council is (UNCRC) committed to, and working towards reducing child poverty and improving outcomes for every child. Kirsty Flanagan, Executive Director with responsibility for Customer Support Services Jane Fowler Head of Customer Support Services 7 November 2024 For further information, please contact: Kay Owen Team Lead - Organisation Development Project Office - Customer Support Services 01546 604073 Appendix 1: FQ2 2024/25 MAKI Performance Report Page 44
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# Indicator Responsible Person Reported Page COI - Maximise distribution of Scottish Welfare Fund Fergus Walker A&B only 3 COI - Percentage of clients satisfied that they are better able to deal with their financial problems following our support and intervention Lee Roberts A&B only 4 Number of parking penalty notices issued Hugh O'Neill Area 5 Car parking income to date (cumulative) Hugh O'Neill Area 6 - 7 Number of dog fouling complaints Tom Murphy Area 8 COI - Increase the percentage of our care experienced young people that have the recommended additional tracking and monitoring plans in place Louise Chisholm A&B only 9 COI - Provide quality meals within cost margins to all pupils Christine Boyle A&B only 10 Maximise the percentage of 16-19 year olds participating in education, training or employment Jennifer Crocket Area 11 2024/25 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 45
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# Indicator Responsible Person Reported Page Number of affordable social sector new builds completed per annum Kelly Ferns Area 12 Percentage of pre-planning application enquiries processed within 20 working days Peter Bain Area 13 - 14 Average number of weeks to determine householder planning applications Peter Bain Area 15 - 16 COI - Number of new homeless applicants who required temporary accommodation this period Morven Macintyre A&B only 17 COI - Maintain the percentage of local suppliers that benefit from the award of contracts via the procurement portal Anne MacColl-Smith A&B only 18 COI - Increase the number of community benefits that are delivered through contracts we award locally Anne MacColl-Smith A&B only 19 Percentage of street lighting faults repaired within 10 days Tom Murphy Area 20 Number of waste collection complaints Tom Murphy Area 21 COI (part) - Percentage of waste recycled, composted and recovered John Blake Area 22 - 23 COI - Number of tonnes of waste sent to landfill John Blake A&B only 24 COI - LEAMS (Local Environment Audit and Management System) Tom Murphy Area 25 - 26 COI - Teacher sickness absence Jennifer Crocket (B&C and MAKI) Wendy Brownlie (H&L and OLI) Area 27 COI - LGE staff (including non-Teacher) sickness absence Carolyn Cairns Area 28 COI - Increase the percentage of all self-service automated contacts Robert Miller A&B only 29 Corporate Outcome: We have an infrastructure that supports sustainable growth Corporate Outcome: Making it happen Corporate Outcome: Our economy is diverse and thriving Page 46
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B 95.3% 72.9% -22.4% Red - Actual below Target As of 30 September 2024, our expenditure stands at £258,079. However as our confirmed budget allocation has increased to £708,284 which includes £458,284 from the Scottish Government programme fund and £250,000 provided by the Council to address cost pressures. Therefore this represents an underspend of £96,065 to date. The number of applications to the fund is down by 11% in this quarter, however the average amount of award is higher compared to last year. As the next 6 months can be the most challenging for our vulnerable claimants we expect increases in both applications and spend going forward. Period Actual FQ1 Commentary 2023/24 FQ2 134.3% 2023/24 FQ3 138.2% 2023/24 FQ4 128.6% 2024/25 FQ1 94.0% 2024/25 FQ2 72.9% 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 is lower than the target and performance has decreased since the last reporting period. Actual trend line As of 30 June 2024, our expenditure stands at £107,676, which is £6,894 below the profiled budget. This reduction in cost is primarily because the cost of white goods has decreased, leading to an average reduction of £120 in our standard community care grant awards. The number of awards we have made has increased this year and we are able to support more vulnerable claimants within the budget. 3 Page 47
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 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 2024/25, 14 survey forms were distributed to clients. 4 were returned. Of these 4 returns, 4 responded to the question relating to being better able to deal with their financial problems. Of these 4 respondents, 4 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 2023/24 FQ2 100% 2023/24 FQ3 100% 2023/24 FQ4 100% 2024/25 FQ1 100% 2024/25 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 2024/25, 19 survey forms were distributed to clients. 1 was returned. Of this 1 return, 1 responded to the question relating to being better able to deal with their financial problems. Of this 1 respondent 1 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 48
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 MAKI No Target 78 N/A N/A Figures for PCNs are on par with what is expected in the MAKI area. Period Actual FQ1 Commentary 2023/24 FQ2 36 2023/24 FQ3 69 2023/24 FQ4 21 2024/25 FQ1 89 2024/25 FQ2 78 2024/25 FQ2 A&B No Target 2,302 N/A N/A There is a substantial increase since last year's FQ2, this is mainly due to the extra patrols in the Luss area on the back of the Traffic Regulation order being progressed and enforced as per the wishes of local Luss Village residents. Period Actual FQ1 Commentary 2023/24 FQ2 1,172 2023/24 FQ3 1,015 2023/24 FQ4 1,196 2024/25 FQ1 1,763 2024/25 FQ2 2,302 This indicator for FQ2 shows the number of parking penalty notices has increased since the last reporting period. Actual trend line In comparison to last year's FQ1 figure, there is a very slight overall drop in PCNs issued across the full area of 3%. This is in line with budget expectations. This indicator for FQ2 shows the number of parking penalty notices has decreased since the last reporting period. Actual trend line There has been an approximate increase of 70% PCNs (51 to 89) issued in MAKI compared to last year's FQ1, this is due in part to the warden being more prevalent in MAKI at the request of local members. 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 49
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In comparison to last year's FQ1 figure, there is a very slight overall drop in PCNs issued across the full area of 3%. This is in line with budget expectations. 6 Page 50
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 MAKI £41,680 £31,954 -£9,726 Red - Actual below Target We are currently recruiting for a further warden who will be MAKI Based, the main P&D area in MAKI is Inveraray which only operates in the summer months which means it will be difficult to recuperate the lost income. The lack of a current full time warden may well explain the current deficit in income. Period Target Actual FQ1 Commentary 2023/24 FQ2 £40,722 £38,087 2023/24 FQ3 £55,578 £65,965 2023/24 FQ4 £67,493 £66,252 2024/25 FQ1 £28,262 £17,072 2024/25 FQ2 £41,680 £31,954 £7,862 £11,307 £12,719 £66 £0 £31,954 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 is lower than the cumulative target. Actual trend line There is no trend as this data is cumulative as of FQ1 each financial year. At present we are unable to explain why there is a shortfall in the MAKI area. The weather may well be a contributing factor along with the cost-of-living crisis which may prevent people from travelling. All car parks are open, and the warden is in the area as often as possible. 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. 7 Page 51
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B £373,922 £391,990 £18,068 Green - Actual exceeds Target Events in Oban, the new TRO in Luss as well as a full time warden in Dunoon has most likely been the source of extra income coming through our parking areas. Period Target Actual FQ1 Commentary 2023/24 FQ2 £584,204 £486,151 2023/24 FQ3 £797,331 £807,348 2023/24 FQ4 £968,262 £937,090 2024/25 FQ1 £289,219 £247,216 2024/25 FQ2 £373,922 £391,990 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. At present we are unable to explain why there is an overall shortfall across all areas. The weather may well be a contributing factor along with the cost-of-living crisis which may prevent people from travelling. All car parks are open, and the wardens are in the areas as often as possible. 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 8 Page 52
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 MAKI No Target 12 N/A N/A There were 2 dog fouling complaints received this quarter for the Isle of Islay, 8 for Kintyre and 2 received for Mid Argyll, totalling 12. The number of complaints this quarter have reduced by more than half which is very good given that it was the summer holiday season too. Period Actual FQ1 Commentary 2023/24 FQ2 23 2023/24 FQ3 24 2023/24 FQ4 28 2024/25 FQ1 27 2024/25 FQ2 12 2024/25 FQ2 A&B No Target 33 N/A N/A This quarter has seen the number of dog fouling complaints reduce significantly to 33 throughout the whole Argyll and Bute Council area, this is very good and is partyly down to the presence of the Warden Service. In August the service recruited another Amenity Warden who will cover the Mid Argyll, Kintyre and Islay areas. Period Actual FQ1 Commentary 2023/24 FQ2 51 2023/24 FQ3 46 2023/24 FQ4 65 2024/25 FQ1 57 2024/25 FQ2 33 This indicator for FQ2 shows the number of dog fouling complaints has decreased since the last reporting period. Actual trend line This quarter the section has received a total of 57 dog fouling complaints and only 1 fine was issued in the Kintyre area. This is quite a high number and our Warden service where possible will continue to monitor this when they can. Dog fouling fines are difficult to enforce as the Warden would actually have to witness the act and even then, the dog owner may have a medical reason as to why they are unable to pick up after their dog. However, this will not deter the Wardens and they will continue to educate people on this matter. This indicator for FQ2 shows the number of dog fouling complaints has decreased since the last reporting period. Actual trend line There were 27 dog fouling reports this month for the whole of the MAKI area, there were 3 reports for the Isle of Islay, however Kintyre received 14 and Mid Argyll received 10. 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. 9 Page 53
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# This quarter the section has received a total of 57 dog fouling complaints and only 1 fine was issued in the Kintyre area. This is quite a high number and our Warden service where possible will continue to monitor this when they can. Dog fouling fines are difficult to enforce as the Warden would actually have to witness the act and even then, the dog owner may have a medical reason as to why they are unable to pick up after their dog. However, this will not deter the Wardens and they will continue to educate people on this matter. 10 Page 54
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B 100% 100% 0% Green - Actual meets Target Each care experienced child and young person enrolled in an authority school has tracking and monitoring plans in place via our education management information system knowns as Seemis. Data collated includes attendance, exclusion, progress and attainment and wellbeing information. The Virtual Head Teacher (VHT) for Care Experienced Children and Young People (CECYP) works closely with the education team and receives monthly reports specific to CECYP. The VHT has focussed attainment meets with Designated Managers for CECYP across authoriy settings. Our tacking and monitoring data is scrutinised during these meets to ensure each young person has the correct framework of support to help them achieve success. Our 2023 - 24 data (still embargoed to quality assurace process) evidences the positive impact of this enhaced level of scrutiny, support and challenge. The profile of our CECYP continues to be raised through system improvements, training opportunities, information sharing (as appropriate) leading to greater consideration of personalised support at all stages of the young peron's educational journey. Feedback evidences that wider school staff have increased awareness of the needs of our CECYP cohort. We are able to work with Virtual Head Teachers from Scottish wide local authorities to develop a data sharing agreeemnt to support cross authority tracking and monitoring to support CECYP hosted out with Argylll and Bute. Period Actual FQ1 Commentary 2023/24 FQ2 100% 2023/24 FQ3 100% 2023/24 FQ4 100% 2024/25 FQ1 100% 2024/25 FQ2 100% Actual trend line Each care experienced child and young person enrolled in an authority school has tracking and monitoring plans in place via our education management information system knowns as Seemis. Data collated includes attendance, exclusion, progress and attainment and wellbeing information. The Virtual Head Teacher (VHT) for Care Experienced Children and Young People (CECYP) works closely with the education data team and receives monthly reports specific to CECYP. The VHT offers both support and challenge to Designated Managers for CECYP across authority settings to ensure each young person has the correct framework of support to help them achieve success. The profile of our CECYP continues to be raised through system improvements, training opportunities, information sharing (as appropriate) leading to greater consideration of personalised support at all stages of the young person’s educational journey. We continue to develop and refine our tracking and monitoring systems to ensure data is relevant and meaningful. This happens through self-evaluation and linking with wider local authorities to ensure best practice. Next steps include developing a system to formally track and monitor CECYP who are out-with our authority schools. A data sharing agreement is currently being produced for this purpose. 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. 11 Page 55
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B +/-5.00% -1% -4% Green - Actual exceeds Target We continue to monitor schools that are not achieving the +/- 5% target. B&C -5.65%, H&L -5.52%, MAKI 6.55%, OLI 3.26 Period Actual FQ1 Commentary 2023/24 FQ2 -7.07% 2023/24 FQ3 4.12% 2023/24 FQ4 -3.44% 2024/25 FQ1 0.48% 2024/25 FQ2 -1.37% COI - Provide quality meals within cost margins to all pupiles 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 Work continues to monitor all schools that are out with the food cost percentage target. B&C 8.89% H&L 0.25% MAKI -4.68% OLI 1.58% Corporate Outcome - Children and young people have the best possible start 12 Page 56
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 MAKI 94.00% 96.63% 2.63% Green - Actual exceeds Target As of 10th October 2024, the participation figure (16-19 year-olds in employment, training or education) in Mid-Argyll, Kintyre and Islay was 1,033 young people, which equates to 96.63%. This is 2.63% above the target and 2.33% above the annual Argyll and Bute participation figure of 94.30%, which was released by Skills Development Scotland at the end of August 2024. The participation figure of 96.63% for FQ2 of 2024/25 is an decrease of 0.01% on the participation figure for FQ1 of 2024/25. Period Actual FQ1 Commentary 2023/24 FQ2 97.28% 2023/24 FQ3 96.11% 2023/24 FQ4 96.32% 2024/25 FQ1 96.64% 2024/25 FQ2 96.63% 2024/25 FQ2 A&B 94.00% 95.80% 1.80% Green - Actual exceeds Target As of 10th October 2024, the participation figure (16-19 year-olds in employment, training or education) for the whole of Argyll and Bute was 4,174 young people, which equates to 95.80%. This is 1.80% above the target and 1.50% above the annual Argyll and Bute participation figure of 94.30% which was released by Skills Development Scotland at the end of August 2024. The participation figure of 95.80% for FQ2 of 2024/25 is an increase of 0.81% on the participation figure for FQ1 of 2024/25. Period Actual FQ1 Commentary 2023/24 FQ2 95.94% 2023/24 FQ3 94.37% 2023/24 FQ4 93.59% 2024/25 FQ1 94.99% 2024/25 FQ2 95.80% Actual trend line As of 4th July 2024, the participation figure (16-19 year-olds in employment, training or education) for the whole of Argyll and Bute was 4,287 young people, which equates to 94.99%. This is 0.99% above the target and 0.61% below the annual Argyll and Bute participation figure of 95.60%, which was released by Skills Development Scotland at the end of August 2023. The participation figure of 94.99% for FQ1 of 2024/25 is an increase of 1.40% on the participation figure for FQ4 of 2023/24. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. Actual trend line As of 4th July 2024, the participation figure (16-19 year-olds in employment, training or education) in Mid-Argyll, Kintyre and Islay was 1,064 young people, which equates to 96.64%. This is 2.64% above the target and 1.04% above the annual Argyll and Bute participation figure of 95.60%, which was released by Skills Development Scotland at the end of August 2023. The participation figure of 96.64% for FQ1 of 2024/25 is an increase of 0.32% on the participation figure for FQ4 of 2023/24. 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. 13 Page 57
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 MAKI 20 20 0 Green - Actual meets Target Imerval Phase 4 (Islay) including 16 social rent (4x1bed, 8x2bed, 4x3bed) and 4 New Supply Shared Equity properties (2x2bed, 2x3bed). Period Actual FQ1 Commentary 2023/24 FQ2 0 2023/24 FQ3 0 2023/24 FQ4 0 2024/25 FQ1 0 2024/25 FQ2 20 2024/25 FQ2 A&B 26 26 0 Green - Actual meets Target There were 26 units completed during this period. B&C 0 H&L 0 MAKI 20 OLI 6 Period Actual FQ1 Commentary 2023/24 FQ2 40 2023/24 FQ3 4 2023/24 FQ4 0 2024/25 FQ1 12 2024/25 FQ2 26 This indicator for FQ2 meets the target and performance has increased since the last reporting period. Actual trend line There were 12 units completed during this period. Dunbritton Housing Associaition – 12 units in Helensburgh 8 x 1 bed and 4 x 2 bed. B&C 0 H&L 12 MAKI 0 OLI 0 This indicator for FQ2 meets the target and performance has increased since the last reporting period. Actual trend line There were no completions for Mid Argyll, Kintyre and Islay during this period. 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 15 Page 59
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# There were 12 units completed during this period. Dunbritton Housing Associaition – 12 units in Helensburgh 8 x 1 bed and 4 x 2 bed. B&C 0 H&L 12 MAKI 0 OLI 0 16 Page 60
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 MAKI 75.0% 35.9% -39.1% Red - Actual below Target Performance across the Development Management Service continues to be impacted by a backlog of casework. Overall performance is improving across the Service as availability of staff resource has delivered improved output, however timeliness measures are adversely impacted as older casework from the backlog is completed. To assist with the management of customer expectations the target for responding to pre-app enquiries has been temporarily extended to 6 weeks. During FQ2 there has been considerable effort to close older pre-app enquiries and despite the impact of these older cases there has been a slight improvement of in time responses. During FQ2 41% of enquiries were responded to within 6 weeks. Period Actual FQ1 Commentary 2023/24 FQ2 8.3% 2023/24 FQ3 28.1% 2023/24 FQ4 29.3% 2024/25 FQ1 19.5% 2024/25 FQ2 35.9% Actual trend line Performance across the Development Management Service continues to be impacted as it works through a backlog of casework that has accumulated through the Covid pandemic and which has been exacerbated by extended periods of operating with reduced staffing levels due to issues with recruitment to vacant posts, and the introduction of National Planning Framework 4. Whilst vacancies across the service have now largely been filled the focus of officers remains geared toward the resolution of statutory casework with the handling of pre-application enquiries afforded lower priority in caseload management. To assist with the management of reduced customer expectations the target for responding to pre- app enquiries has been temporarily extended to 6 weeks. During FQ1 the MAKI team has been impacted by significant periods of staff absence which has prevented recovery of performance. During FQ1, 41 pre-apps were responded to within MAKI. 29.3% were issued within 6 weeks. 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. 17 Page 61
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B 75.0% 49.2% -25.8% Red - Actual below Target Performance across the Development Management Service continues to be impacted by a backlog of casework. Overall performance is improving across the Service as availability of staff resource has delivered improved output, however timeliness measures are adversely impacted as older casework from the backlog is completed. To assist with the management of customer expectations the target for responding to pre-app enquiries has been temporarily extended to 6 weeks. During FQ2 there has been considerable effort to close older pre-app enquiries which has resulted in a slight reduction of in time responses despite good output. During FQ2 57.1% of enquiries were responded to within 6 weeks. Period Actual FQ1 Commentary 2023/24 FQ2 47.5% 2023/24 FQ3 49.1% 2023/24 FQ4 55.0% 2024/25 FQ1 49.5% 2024/25 FQ2 49.2% Actual trend line Performance across the Development Management Service continues to be impacted as it works through a backlog of casework that has accumulated through the Covid pandemic and which has been exacerbated by extended periods of operating with reduced staffing levels due to issues with recruitment to vacant posts, and the introduction of National Planning Framework 4. Whilst vacancies across the service have now largely been filled the focus of officers remains geared toward the resolution of statutory casework with the handling of pre-application enquiries afforded lower priority in caseload management. To assist with the management of reduced customer expectations the target for responding to pre- app enquiries has been temporarily extended to 6 weeks. During FQ1, 105 pre-apps were responded to across ABC. 57.1% were issued within 6 weeks. 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. 18 Page 62
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 MAKI 8.0 21.6 13.6 Red - Actual exceeds Target Performance across the Development Management Service continues to be impacted by a significant backlog of casework although performance is now improving alongside improved staff resource availability. Improved output does however involve the determination of increasing volumes of older 'legacy' case work. The determination of a higher than normal volume of older cases has a significant adverse impact on average time reporting measures as a small number of old cases significantly skew the overall output. FQ2 has seen the determination of 1 legacy item amongst a higher volume of newer casework. It is highlighted that during FQ2 75% of all householder applications determined were less than 6 months old and that these were determined within an average timescale of 9.6 weeks. Period Actual FQ1 Commentary 2023/24 FQ2 24.4 2023/24 FQ3 23.4 2023/24 FQ4 26.0 2024/25 FQ1 22.8 2024/25 FQ2 21.6 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 continues to be impacted as it works through a backlog of casework that has accumulated through the Covid pandemic and which has been exacerbated by extended periods of operating with reduced staffing levels due to issues with recruitment to vacant posts, and the introduction of National Planning Framework 4. Improving resource availability has allowed the focus of the DM Service to shift from the prioritisation of the most significant applications to addressing the accrued backlog of older applications. The determination of a higher-than-normal volume of older cases has a significant impact on "average time taken" performance measures as a relatively small number of older cases can skew the outcome. It is also noted that these performance measures are based on "raw data" and as such have not been adjusted to take into account delays to determination out with the control of the planning authority. FQ4 has seen the determination of 2 'legacy' applications and continued high volume of newer case work. Performance overall has improved significantly although it is noted that the determination of older applications continues to impact on the headline figure however 83% of applications determined in FQ1 were less than 6 months old; these items were determined in an average time of 9.6 weeks. Corporate Outcome - Our economy is diverse and thriving Average number of weeks to determine householder planning applications Responsible Person: Peter Bain This indicator is reported quarterly. The performance presented is at area level and Council-wide. 19 Page 63
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# Period Area Target Actual Variance Status 0 2024/25 FQ2 A&B 8.0 26.1 18.1 Red - Actual exceeds Target Performance across the Development Management Service continues to be impacted by a significant backlog of casework although performance is now improving alongside improved staff resource availability. Improved output does however involve the determination of increasing volumes of older 'legacy' case work. The determination of a higher than normal volume of older cases has a significant adverse impact on average time reporting measures as a small number of old cases significantly skew the overall output. FQ2 has seen the determination of 11 legacy items amongst a higher volume of newer casework. It is highlighted that during FQ2 75% of all householder applications determined were less than 6 months old and that these were determined within an average timescale of 9.6 weeks. Period Actual FQ1 Commentary 2023/24 FQ2 18.1 2023/24 FQ3 16.8 2023/24 FQ4 20.0 2024/25 FQ1 16.1 2024/25 FQ2 26.1 Corporate Outcome - Our economy is diverse and thriving Average number of weeks to determine householder planning applications Responsible Person: Peter Bain This indicator is reported quarterly. The performance presented is at area level and Council-wide. This indicator for FQ2 exceeds the target and performance has decreased since the last reporting period. Actual trend line Performance across the Development Management Service continues to be impacted as it works through a backlog of casework that has accumulated through the Covid pandemic and which has been exacerbated by extended periods of operating with reduced staffing levels due to issues with recruitment to vacant posts, and the introduction of National Planning Framework 4. Improving resource availability has allowed the focus of the DM Service to shift from the prioritisation of the most significant applications to addressing the accrued backlog of older applications. The determination of a higher-than-normal volume of older cases has a significant impact on "average time taken" performance measures as a relatively small number of older cases can skew the outcome. It is also noted that these performance measures are based on "raw data" and as such have not been adjusted to take into account delays to determination out with the control of the planning authority. FQ4 has seen the determination of 2 'legacy' applications and continued high volume of newer case work. Performance overall has improved significantly although it is noted that the determination of older applications continues to impact on the headline figure however 83% of applications determined in FQ1 were less than 6 months old; these items were determined in an average time of 9.6 weeks. 20 Page 64
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B No Target 40 N/A N/A During FQ2, the housing service took 138 homeless applications and provided temporary accommodation for 40 new homeless households. B&C: Out of 39 Homeless Applications, 16 new households went in to temporary accommodation (3 x Registered Social Landlord, 6 x Serviced Accommodation, 7 x Bed & Breakfast). H&L: Out of 29 Homeless Applications, 4 new households went in to temporary accommodation (3 x Serviced Accommodation, 1 x Bed & Breakfast). MAKI: Out of 46 Homeless Applications, 12 new household went in to temporary accommodation (5 x Private Sector Lease, 7 x Bed & Breakfast). OLI: Out of 24 Homeless Applications, 8 new households went in to temporary accommodation (5 x Supported Accommodation, 1 x Registered Social Landlord, 1 x Serviced Accommodation, 1 x Bed & Breakfast). 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. • Accommodation may be offered outwith the HMA area that the homeless application was taken due to availability i.e. application taken in Oban and the applicant offered accommodation in Dunoon as there was no accommodation available in Oban. Period Actual FQ1 Commentary 2023/24 FQ2 36 2023/24 FQ3 26 2023/24 FQ4 30 2024/25 FQ1 26 2024/25 FQ2 40 Actual trend line During FQ1, the housing service provided temporary accommodation for 26 new homeless households. B&C: 10 households (1 x Private Sector Property, 6 x Serviced Accommodation, 3 x Bed & Breakfast). H&L: 0 new households. MAKI: 2 household (1 x Bed & Breakfast, 1 x Serviced Accommodation). OLI: 14 households (1 x Registered Social Landlord, 4 x Private Sector Property, 1 x Serviced Accommodation, 4 x Supported Accommodation, 4 x Bed & Breakfast). 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. • Accommodation may be offered outwith the HMA area that the homeless application was taken due to availability i.e. application taken in Oban and the applicant offered accommodation in Dunoon as there was no accommodation available in Oban. 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. 21 Page 65
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B 20.0% 10.5% -9.5% Red - Actual below Target From the 49 tender/quick quote contract awards during FQ2, 57 suppliers were successful, 6 of which were local suppliers. However, only 12 received local bids. The nature of the types of contracts awarded can impact on submission of local bidders. Of the 12 contracts, 6 were awarded to local suppliers (50.0%) with an estimated total contract value of £140k. Period Actual FQ1 Commentary 2023/24 FQ2 26.5% 2023/24 FQ3 27.8% 2023/24 FQ4 14.3% 2024/25 FQ1 36.0% 2024/25 FQ2 10.5% 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 FQ2 is lower than the target and performance has decreased since the last reporting period. Actual trend line FQ1 – 36.0% (an increase from previous quarter 14.3%). From the 24 contracts awarded, 11 local suppliers submitted a bid, 9 of which were successful (81.8%) with an estimated contract value of £10.1m. The Procurement, Commercial and Contract Management Team will continue to support local suppliers by providing useful information on the Council's website. Corporate Outcome - Our economy is diverse and thriving 22 Page 66
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B No Target 31 N/A N/A We have been working closely with our suppliers to deliver additional social, economic and environmental value to our society. 31 Community Benefits have been achieved through Contract Management, Contract Awards and the Request List during Q1 & Q2 2024/25. Period Actual FQ1 Commentary 2023/24 FQ2 37 2023/24 FQ3 - 2023/24 FQ4 37 2024/25 FQ1 - 2024/25 FQ2 31 Actual trend line The next report will be due in October 2024. 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. 23 Page 67
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 MAKI 75% 94% 19% Green - Actual exceeds Target New remote access has been introduced, it is also still the summer months and fault reports are still low. Meaning we can deal with what is coming through in a quick and timely manner, this area has been covered by two electricians over the past month due to other works taking place on the Isle of Mull Period Actual FQ1 Commentary 2023/24 FQ2 63% 2023/24 FQ3 57% 2023/24 FQ4 50% 2024/25 FQ1 87% 2024/25 FQ2 94% 2024/25 FQ2 A&B 75% 97% 22% Green - Actual exceeds Target Overall introducing the new tablets has had a positive impact on the service, our electricians are working more efficently and effectivly. Summer months also does mean less faults reported by the general public, however that may change in the upcoming winter months. We also have carried out our capital improvements in the Lorn area, and are in the midst of carrying out capital improvements on the Isle of Mull. Period Actual FQ1 Commentary 2023/24 FQ2 43% 2023/24 FQ3 46% 2023/24 FQ4 49% 2024/25 FQ1 93% 2024/25 FQ2 97% This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. Actual trend line Given the summer months, the number of faults reported in FQ1 has reduced, allowing our electricians in all areas to attend and repair the majority of faults within the timescales set out. We have now fully recruited our team of electricians. We are in the process of recruiting a Street Lighting Inspector who will oversee all areas and assist our Team Leader on the ground. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. Actual trend line Given the summer months, the number of faults reported in FQ1 has reduced, allowing our electrician in this area to attend and repair the majority of faults. 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. 24 Page 68
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# Given the summer months, the number of faults reported in FQ1 has reduced, allowing our electricians in all areas to attend and repair the majority of faults within the timescales set out. We have now fully recruited our team of electricians. We are in the process of recruiting a Street Lighting Inspector who will oversee all areas and assist our Team Leader on the ground. 25 Page 69
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 MAKI No Target 4 N/A N/A There were only 4 waste collection complaints received for Mid Argyll, Kintyre and Islay this quarter, 2 were received for Kintyre and 2 for Mid Argyll. Period Actual FQ1 Commentary 2023/24 FQ2 10 2023/24 FQ3 3 2023/24 FQ4 3 2024/25 FQ1 4 2024/25 FQ2 4 2024/25 FQ2 A&B No Target 26 N/A N/A There were only 26 waste collection complaints received this quarter for the whole of the Argyll and Bute Council area. Given the number of properties serviced and the various waste collected over the summer months this is a very good level of service. Period Actual FQ1 Commentary 2023/24 FQ2 101 2023/24 FQ3 18 2023/24 FQ4 7 2024/25 FQ1 38 2024/25 FQ2 26 This indicator for FQ2 shows the number of waste collection complaints has decreased since the last reporting period. Actual trend line A total of 38 waste collection complaints were received this quarter for the whole of Argyll and Bute. This is an excellent level of service given the number of properties serviced and the various waste collected. Any complaints received are acted on timeously by the administration staff and waste collection staff. Actual trend line Only 4 waste collection complaints were received this quarter in the Mid Argyll, Kintyre and Islay areas. Given the number of properties serviced another good level of service. This indicator for FQ2 shows the number of waste collection complaints has remained the same 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. 26 Page 70
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# A total of 38 waste collection complaints were received this quarter for the whole of Argyll and Bute. This is an excellent level of service given the number of properties serviced and the various waste collected. Any complaints received are acted on timeously by the administration staff and waste collection staff. 27 Page 71
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B 45.0% 70.5% 25.5% Green - Actual exceeds Target 70.5% recycling, composting and recovery (45.2% recycling/composting plus 25.3% recovery). Exceeds target due to increases in recycling and recovery. For example, a significant amount of over 1000 tonnes of stockpiled rubble at Renewi's Moleigh Waste and Recycling Facility was processed into materials for hardstanding at the site during the quarter. There was also slight tonnage increases in recycling of wood, blue bin materials and glass during the quarter. Recovery continues to improve compared to 2023 with the Helensburgh and Lomond general waste no longer going to landfill and instead going for refuse derived fuel (RDF)/energy from waste (EFW). Period Actual FQ1 Commentary 2023/24 FQ2 59.8% 2023/24 FQ3 49.0% 2023/24 FQ4 74.0% 2024/25 FQ1 68.4% 2024/25 FQ2 70.5% 2024/25 FQ2 Renewi No Target 61.3% N/A N/A 61.3% recycling, composting and recovery (44.3% recycling/composting plus 17.0% recovery). Increased recycling during the quarter mainly due to over 1000 tonnes of stockpiled rubble at Renewi's Moleigh Waste and Recycling Facility being processed into materials for hardstanding at the site. There was also slight tonnage increase in blue bin recycling during the quarter. Period Actual FQ1 Commentary 2023/24 FQ2 68.7% 2023/24 FQ3 55.3% 2023/24 FQ4 66.5% 2024/25 FQ1 56.2% 2024/25 FQ2 61.3% Actual trend line 56.2% recycling, composting and recovery during the quarter (40.2% recycling/composting plus 16% recovery). Recovery levels back to normal in this quarter after previous time limited trial by Renewi ended whereby during the trial some general waste from their sites was sent for energy from waste (EFW). Actual trend line 68.4% recycling, composting and recovery during the quarter (40.9% recycling/composting plus 27.5% recovery). Figure is high mainly due to significant recovery from Helensburgh and Lomond’s general waste which now all goes for refuse derived fuel (RDF)/energy from waste (EFW) instead of being landfilled. This indicator for FQ2 shows the percentage of waste recycled has increased since the last reporting period. Corporate Outcome - We have an infrastructure that supports sustainable growth COI - Percentage of waste recycled, composted and recovered Responsible Person: John Blake This indicator is reported quarterly. The performance presented is by Council-wide service provision. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. 28 Page 72
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# 56.2% recycling, composting and recovery during the quarter (40.2% recycling/composting plus 16% recovery). Recovery levels back to normal in this quarter after previous time limited trial by Renewi ended whereby during the trial some general waste from their sites was sent for energy from waste (EFW). 29 Page 73
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# Period Area Target Actual Variance Status 0 2024/25 FQ2 Islands No Target 51.8%% N/A N/A 51.8% recycling, composting and recovery (43.5% recycling/composting plus 8.2% recovery). There was slight tonnage increases in recycling of wood, blue bin materials and glass during the quarter. Recovery continues to improve compared to 2023 with the Tiree/Coll general waste no longer going to landfill and instead going for refuse derived fuel (RDF)/energy from waste (EFW). Period Actual FQ1 Commentary 2023/24 FQ2 35.6% 2023/24 FQ3 34.2% 2023/24 FQ4 41.5% 2024/25 FQ1 45.8% 2024/25 FQ2 51.8%% 2024/25 FQ2 H&L No Target 100.0% N/A N/A 100% recycling, composting and recovery (48% recycling/composting plus 52% recovery). There was slight tonnage increases in recycling of wood, blue bin materials and glass during the quarter. Recovery continues to be high compared to 2023 with the Helensburgh and Lomond general waste no longer going to landfill and instead going for refuse derived fuel (RDF)/energy from waste (EFW). Period Actual FQ1 Commentary 2023/24 FQ2 41.6% 2023/24 FQ3 41.5% 2023/24 FQ4 100.0% 2024/25 FQ1 100.0% 2024/25 FQ2 100.0% Actual trend line 100% recycling, composting and recovery during the quarter (44.9% recycling/composting plus 55.1% recovery). Figure is high mainly due to significant recovery from Helensburgh and Lomond’s general waste which now all goes for refuse derived fuel (RDF)/energy from waste (EFW) instead of being landfilled. Recycling and composting was also higher than similar quarter in FQ1 last year mainly due to increased wood recycling and green garden waste composting from these segregated waste streams via the Blackhill Recycling and Civic Amenity Site (Helensburgh). Actual trend line 45.8% recycling, composting and recovery during the quarter (32.8% recycling/composting plus 13% recovery). Increase is due to more recovery because Tiree/Coll general waste goes to same contractor as Helensburgh and Lomond. The Tiree/Coll general waste therefore is no longer landfilled and instead goes for refuse derived fuel (RDF)/energy from waste (EFW), which is classed as recovery. 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 increased since the last reporting period. Corporate Outcome - We have an infrastructure that supports sustainable growth COI - Percentage of waste recycled, composted and recovered Responsible Person: John Blake This indicator is reported quarterly. The performance presented is by Council-wide service provision. 30 Page 74
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# 100% recycling, composting and recovery during the quarter (44.9% recycling/composting plus 55.1% recovery). Figure is high mainly due to significant recovery from Helensburgh and Lomond’s general waste which now all goes for refuse derived fuel (RDF)/energy from waste (EFW) instead of being landfilled. Recycling and composting was also higher than similar quarter in FQ1 last year mainly due to increased wood recycling and green garden waste composting from these segregated waste streams via the Blackhill Recycling and Civic Amenity Site (Helensburgh). 31 Page 75
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B 5,850 3,225 -2,625 Green - Actual below Target Well within target partly due to increased recycling during the quarter e.g. rubble, wood, glass and blue bin recycling. A significant factor also is that the Helensburgh and Lomond general waste now goes for refuse derived fuel (RDF)/energy from waste (EFW) instead of going to landfill (which it was in 2023). Period Target Actual FQ1 Commentary 2023/24 FQ2 5,550 5,510 2023/24 FQ3 5,100 4,253 2023/24 FQ4 5,000 2,567 2024/25 FQ1 5,850 2,567 2024/25 FQ2 5,550 3,225 Corporate Outcome - We have an infrastructure that supports sustainable growth COI - Number of tonnes of waste sent to landfill Responsible Person: John Blake This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. This indicator for FQ2 is lower than the target (lowest is best). Actual trend line Biodegradable municipal waste to landfill figure is well within target mainly due to significant recovery from Helensburgh and Lomond’s general waste which now all goes for refuse derived fuel (RDF)/energy from waste (EFW) instead of being landfilled. New waste disposal contractors have been appointed to deal with the general waste from the Helensburgh and Lomond area following the closure of Barr Environmental operations. 32 Page 76
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 Mid Argyll 73 84 11 Green - Actual exceeds Target Mid Argyll showing another quarter of high figures for street cleanliness, July 86, August 85 and September 82. Period Actual FQ1 Commentary 2023/24 FQ2 77 2023/24 FQ3 89 2023/24 FQ4 78 2024/25 FQ1 81 2024/25 FQ2 84 2024/25 FQ2 Kintyre 73 79 6 Green - Actual exceeds Target Another good level of service provided by the Kintyre team, with a street cleanliness figure of 79 this quarter. Period Actual FQ1 Commentary 2023/24 FQ2 83 2023/24 FQ3 84 2023/24 FQ4 79 2024/25 FQ1 83 2024/25 FQ2 79 Actual trend line Kintyre this quarter have a street cleanliness figure of 83, this is very good. Actual trend line Another good level of service provided by the Mid Argyll team this quarter; April 74, May 77 and June 93. This indicator for FQ2 exceeds the target however performance has decreased 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. 33 Page 77
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# Kintyre this quarter have a street cleanliness figure of 83, this is very good. 34 Page 78
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 Islay 73 88 15 Green - Actual exceeds Target The Isle of Islay's street cleanliness remains high with a figure of 88 this quarter. Period Actual FQ1 Commentary 2023/24 FQ2 82 2023/24 FQ3 81 2023/24 FQ4 81 2024/25 FQ1 82 2024/25 FQ2 88 2024/25 FQ2 A&B 73 85 12 Green - Actual exceeds Target For the months of July, August and September the overall figure for street cleanliness within Argyll and Bute is sitting at 85, this is a very good level of service provided by the teams on both the mainland and the Islands. Period Actual FQ1 Commentary 2023/24 FQ2 83 2023/24 FQ3 85 2023/24 FQ4 83 2024/25 FQ1 84 2024/25 FQ2 85 This indicator is reported quarterly. The performance presented is at area level and Council-wide. Actual trend line All areas in Argyll and Bute have again this quarter well exceeded the target LEAMS figure, showing a very good level of street cleanliness. 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 Islay again this quarter have exceeded the target figure, showing another good effort by the team. This indicator for FQ2 exceeds the target and performance has increased since the last reporting period. 35 Page 79
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# All areas in Argyll and Bute have again this quarter well exceeded the target LEAMS figure, showing a very good level of street cleanliness. 36 Page 80
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 MAKI No Target 1.46 N/A N/A Work days lost has increased by 0.33 of a day on the same quarter last year and has decreased by 0.38 of a day from the previous quarter. Main work days lost have been due to Stomach and Back & Neck related reasons. Period Actual FQ1 Commentary 2023/24 FQ2 1.13 2023/24 FQ3 3.26 2023/24 FQ4 2.25 2024/25 FQ1 1.84 2024/25 FQ2 1.46 2024/25 FQ2 A&B No Target 1.77 N/A N/A Work days lost has increased by 0.52 of a day on the same quarter last year and has decreased by 0.37 of a day from the previous quarter. Main work days lost have been due to Mental Health related reasons. Period Actual FQ1 Commentary 2023/24 FQ2 1.25 2023/24 FQ3 2.82 2023/24 FQ4 2.82 2024/25 FQ1 2.14 2024/25 FQ2 1.77 This indicator for FQ2 shows the number of sickness absence days has decreased since the last reporting period. Actual trend line Work days lost has remained almost the same as the same quarter last year. It has decreased by 0.68 days on the same quarter last year. Most work days have been lost due to Mental Health related absence reasons. This indicator for FQ2 shows the number of sickness absence days has decreased since the last reporting period. Actual trend line There has been an increase of 0.29 days on the same quarter last year. There has been a decrease of 0.24 days on FQ4. Most work days lost have been due to Mental Health Reasons (although not by a large margin which bucks the trend of the other areas). 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. 37 Page 81
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# Work days lost has remained almost the same as the same quarter last year. It has decreased by 0.68 days on the same quarter last year. Most work days have been lost due to Mental Health related absence reasons. 38 Page 82
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 MAKI No Target 3.34 N/A N/A Work days lost has increased by 0.57 of a day on the same quarter last year and has decreased by 0.23 of a day from the previous quarter. Main work days lost have been due to Mental Health related reasons. Period Actual FQ1 Commentary 2023/24 FQ2 2.77 2023/24 FQ3 3.09 2023/24 FQ4 3.73 2024/25 FQ1 3.57 2024/25 FQ2 3.34 2024/25 FQ2 A&B No Target 3.43 N/A N/A Work days lost has increased by 0.25 of a day on the same quarter last year and has decreased by 0.42 of a day from the previous quarter. Main work days lost have been due to Mental Health related reasons. Period Actual FQ1 Commentary 2023/24 FQ2 3.18 2023/24 FQ3 3.73 2023/24 FQ4 4.12 2024/25 FQ1 3.85 2024/25 FQ2 3.43 Actual trend line There has been an increase of 0.32 days absence on the same quarter last year. There has been a decrease of 0.27 days on the last quarter. Most work days lost have been due to Mental Health related reasons. This indicator for FQ2 shows the number of sickness absence days has decreased since the last reporting period. Actual trend line There has been an increase of 0.70 days on the same quarter last year. There has been a decrease of 0.16 days on the last quarter. Mental Health related absences account for the largest number of work days lost. This indicator for FQ2 shows the number of sickness absence days has decreased since the last reporting period. Corporate Outcome - Making it happen COI - LGE staff (including non-Teacher) sickness absence Responsible Person: Carolyn Cairns This indicator is reported quarterly. The performance presented is at area level and Council-wide. 39 Page 83
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# There has been an increase of 0.32 days absence on the same quarter last year. There has been a decrease of 0.27 days on the last quarter. Most work days lost have been due to Mental Health related reasons. 40 Page 84
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# Period Area Target Actual Variance Status FQ2 Commentary 2024/25 FQ2 A&B 70.0% 72.7% 2.7% Green - Actual exceeds Target In FQ2 there were 39,421 customer transactions dealt with by Customer Service Agents (27.3%) and 104,776 were automated or self-service transactions (72.7%) so the 70.0% target was bettered. Period Actual FQ1 Commentary 2023/24 FQ2 72.1% 2023/24 FQ3 72.7% 2023/24 FQ4 70.1% 2024/25 FQ1 71.6% 2024/25 FQ2 72.7% 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 there was 41,574 transactions dealt with by Customer Service Agents (28.4%) and 105,051 automated or self-service transactions (71.6%) so the 70.0% target was exceeded. 41 Page 85
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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 2024; 2. agree that the Hutcheon Memorial Trust and May Paterson Trust prizes be limited to £30; 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 5.5 and defined within appendix 1; 4. agree to open applications to the Kintyre Youth Fund with awards of £100 being offered; and ARGYLL AND BUTE COUNCIL MID ARGYLL, KINTYRE AND THE ISLANDS AREA COMMITTEE LEGAL & REGULATORY SUPPORT 4 December 2024 Page 87 Agenda Item 10
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5. note that an application to the Fisher Bequest remains outstanding and Officers are considering appropriate distribution arrangements for the McAllister Mortification and that a report will be submitted in this regard. Page 88
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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. note the financial position of the Charitable Trusts, Bequests and Trust Funds as of August 2024; 2. agree that the Hutcheon Memorial Trust and May Paterson Trust prizes be limited to £30; 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; 4. agree to open applications to the Kintyre Youth Fund with awards of £100 being offered; and 5. note that an application to the Fisher Bequest remains outstanding and Officers are considering appropriate distribution arrangements for the McAllister Mortification and that a report will be submitted in this regard to a future meeting. 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. ARGYLL AND BUTE COUNCIL MID ARGYLL, KINTYRE AND THE ISLANDS AREA COMMITTEE LEGAL & REGULATORY SUPPORT 4 December 2024 Page 89
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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 later date. One of those funds, specifically Kilkerran Cemetery, has performed well over the last 12 months and should it continue to do so will be considered for reactivation in 2025. 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 that hold more than £1k 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 £6000.00 will be available to council departments and allied partners this financial year. Of which around £4.5k is awarded to Live Argyll via the Library Endowment Fund. Since 2020 around £11k has been allocated from this fund. 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 monitor the expenditure from these funds, should expenditure not provide a community benefit Officers will explore what action can be taken. Applications to the Kintyre Youth Fund had been paused in recent years due to a lack of funds, however given that the Fund is now in a more positive position it is suggested that Members agree to accept applications once more. To ensure the financial viability an to enable more application to be accepted it is suggested that awards are limited to £100 per application. 5.8 Due to the restrictive nature of some funds, specifically the Macalister Mortification and The Fisher Bequest, difficulties have been faced in establishing suitable distribution arrangements. Following agreement by the Area Committee in February 2024 officers have engaged with a suitable organisation to apply for Page 90
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support from the Fisher Bequest fund. The application remains outstanding, on submission this would be subject to consideration by the Area Committee. 5.9 Officers from Legal and Regulatory Support continue to explore appropriate distribution arrangements for the Macalister Mortification. The fund must ‘Be invested in heritable security for the poor of the parish’. ‘Heritable security’ is essentially a mortgage and therefore the money available would have to be used for the fabric of a property that is accessed/used by the ‘poor’ of the parish. The strict nature of these terms and the small geographical area limits the number of potential applicants to this fund and as such it may be that the fund be considered for reorganisation via the Law Reform (Miscellaneous Provisions) (Scotland) Act 1990 and The Public Trusts (Reorganisation) (Scotland) (No.2). This process can be long and laborious and one that should be avoided, if at all possible. 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. 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 Fairer Scotland Duty - None 7.5.1 Equalities – protected characteristics – None 7.5.2 Socio-Economic Duty – None 7.5.3 Islands – None 7.6 Climate Change – None 7.7 Risk – None 7.8 7.9 Customer Service – None The Rights of the Child (UNCRC) – None Page 91
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Douglas Hendry Executive Director with responsibility for Legal & Regulatory Support November 2024 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 92
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TRUST NAME CHARITABLE PURPOSE DISTRIBUTION ARRANGEMENTS Capital (Restricted Funds) Income during 2023-24 Accumulated Funds for Distribution 1/20th of unrestricted Maximum proposed award - 2024 MAY PATERSON TRUST Prize for business studies in Campbeltown Grammar Paid to the Campbeltown Grammar School. 250.00 23.00 243.00 n/a 30.00 HUTCHEON MEMORIAL TRUST Prize for mathematics in Campbeltown Grammar Paid to the Campbeltown Grammar School. 104.00 14.00 194.00 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. 2,000.00 223.00 3,265.00 163.25 386.25 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. 6,286.00 414.00 2,513.00 125.65 539.65 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. 5,281.00 467.00 4,236.00 211.80 678.80 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 2,411.00 43,075.00 2,153.75 4,564.75 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 3,264.00 50,457.00 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 1,348.00 19,249.00 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. 50.00 145.00 3,036.00 n/a n/a Historically awarded to Council Departments and Allied Partners. Bespoke arrangements in place. Page 93
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TRUST NAME CHARITABLE PURPOSE DISTRIBUTION ARRANGEMENTS Capital (Restricted Funds) Income during 2023-24 Accumulated Funds for Distribution 1/20th of unrestricted Maximum proposed award - 2024 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. 100.00 209.00 4,351.00 n/a n/a FISHER BEQUEST For the poor of Inverary Applications have been invited from a suitable organisation for a one off project 50.00 20.00 369.00 n/a n/a MACALLISTER MORTIFICATION To be invested in heritable security for the poor of the parish' Killean & Kilchenzie. Officers are working towards preparing distribution arrangements for later consideration by members 1,100.00 229.00 3,854.00 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 6.00 23.00 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 92.00 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 7.00 11.00 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 15.00 21.00 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 0.00 5.00 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. 6,025.00 254.00 438.00 n/a n/a Moratorium in situ Under consideration Page 94
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TRUST NAME CHARITABLE PURPOSE DISTRIBUTION ARRANGEMENTS Capital (Restricted Funds) Income during 2023-24 Accumulated Funds for Distribution 1/20th of unrestricted Maximum proposed award - 2024 KINTYRE YOUTH FUND To assist the youth of kintyre Advise schools and youth groups of funds and invite bids. 21,195.00 1,118.00 2,563.00 n/a n/a Page 95
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Mid Argyll, Kintyre and the Islands Workplan 2024 – 25 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment December 2024 December 2024 Area Performance Report FQ2 24/25 Jane Fowler/Sonya Thomas Performance and Improvement Quarterly Report December 2024 HSCP Bi-Annual Update Report Charlotte Craig/Evan Beswick Argyll and Bute Health and Social Care Partnership Bi-Annual Report Annual Performance Report & Performance Update – inc. verbal update on Patient Transport Policy review December 2024 Charities and Trust Funds Shona Barton Legal and Regulatory Support Annual Report Inc. Fisher Bequest Update December 2024 Roads and Infrastructure Services Update Jim Smith Roads and Infrastructure Services Quarterly Report December 2024 Area Committee Workplan Shona Barton For updating December 2024 Tarbert Heritage Regeneration Scheme Project Claire Hallybone Development and Economic Growth Regular Report Deferred from September 2024 meeting. Page 97 Agenda Item 11
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Mid Argyll, Kintyre and the Islands Workplan 2024 – 25 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment Update December 2024 Lochgilphead CARS Update James Lafferty Development and Economic Growth Regular Report December 2024 Campbeltown Esplanade & Kinloch Park Active Travel Project Colin Young Development and Economic Growth Update Report March 2025 March 2025 Transport Scotland Update Ian Woodcock Transport Scotland Annual Report March 2025 Scottish Water Update Georgie Reid Scottish Water Annual Report December 2024 ACHA Annual Update Michelle Mundie Chief Executive ACHA Annual Report March 2025 Area Performance Report FQ3 24/25 Jane Fowler/Sonya Thomas Performance and Improvement Quarterly Report March 2025 Roads and Infrastructure Services Update Jim Smith Roads and Infrastructure Services Quarterly Report March 2025 Campbell and McNeil Bequest Award Recommendations Shona Barton Legal and Regulatory Support Quarterly Report Page 98
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Mid Argyll, Kintyre and the Islands Workplan 2024 – 25 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment March 2025 Roads Capital Programme Report Jim Smith Roads and Infrastructure Services Annual Report March 2025 Strategic Housing investment plan (SHIP) Douglas Whyte Development and Economic Growth Annual Report March 2025 2024/25 Active Travel Progress Report Colin Young Development and Economic Growth Annual Report March 2025 Primary Area Attainment Report: MAKI Brendan Docherty Education Annual Report March 2025 Supporting Communities Fund 2023/24 End of Project Monitoring Reports Antonia Baird Chief Executive’s Unit Annual Report March 2025 Fyne Homes Iona MacPhail Chief Executive Fyne Homes Update Report March 2025 Area Committee Workplan Shona Barton Legal & Regulatory Support For updating March 2025 Campbell and McNeil Bequest Shona Barton Legal & Regulatory Support Quarterly Report Page 99
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Mid Argyll, Kintyre and the Islands Workplan 2024 – 25 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment Award Recommendations Kilkerran Cemetery Update Report Hugh O’Neill Ongoing Further update will be provided when progress can be reported June 2025 June 2025 Islay High School Report TBC Head Teacher Annual Report June 2025 Tarbert Academy Report TBC Head Teacher Annual Report June 2025 Campbeltown Grammar School Report Kirsty Donnelly Head Teacher Annual Report June 2025 Lochgilphead High School Report Jay Helbert Head Teacher Annual Report June 2025 Roads and Infrastructure Services Update Jim Smith Roads and Infrastructure Services Quarterly Report June 2025 Area Performance Report FQ4 24/25 Jane Fowler/Sonya Thomas Performance and Improvement Quarterly Report June 2025 HSCP Performance Report Charlotte Craig/Evan Beswick Argyll and Bute Health and Social Care Partnership Bi-Annual Report Page 100
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Mid Argyll, Kintyre and the Islands Workplan 2024 – 25 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment June 2025 Supporting Communities Fund Applications 2025/26 Suzanne Mason Chief Executive Annual Report June 2025 Campbell and McNeil Bequest Award Recommendations Shona Barton Legal & Regulatory Support Quarterly Report June 2025 Area Committee Workplan Shona Barton Legal & Regulatory Support For updating September 2025 September 2025 Recycling and Recovery Performance Jim Smith Roads and Infrastructure Services Annual Report September 2025 Roads and Infrastructure Services Update Jim Smith Roads and Infrastructure Services Quarterly Report September 2025 Area Performance Report FQ1 25/26 Jane Fowler/Sonya Thomas Performance and Improvement Quarterly Report September 2025 Skills Development Scotland Susan MacRae Skills Development Scotland Annual Report September 2025 Area Committee Workplan Shona Barton Legal & Regulatory Support For updating September 2025 Campbell and McNeil Bequest Shona Barton Legal & Regulatory Support Quarterly Report Page 101
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Mid Argyll, Kintyre and the Islands Workplan 2024 – 25 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment Award Recommendations September 2024 Area Committee 2024-25 Shona Barton Legal and Regulatory Support One off Report Future Items Patient Transport Policy Health and Social Care Partnership One off Report Update on new policy following completion of review. Flooding issues in MAKI Roads and Infrastructure Services Ongoing MAKI Accessibility and Footway Survey TBC TBC Kilkerran Cemetery Hugh O’Neill Ongoing Further update will be provided when progress can be reported. March 2026 Supporting Communities Fund 2024/25 End of Project Monitoring Suzanne Mason Chief Executive’s Unit Regular Report Page 102
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Document is Restricted Page 103 Agenda Item 12NOT FOR PUBLICATION by virtue of paragraph(s) 8 of Schedule 7A of the Local Government(Scotland) Act 1973
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