Live Argyll - Monitoring and Performance Reporting
Argyll and Bute Council · 11 December 2025
Back to Community Services Committee — 11 December 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
1 ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE COMMERCIAL SERVICES 11 DECEMBER 2025 LIVE ARGYLL – MONITORING AND PERFORMANCE REPORTING 1.0 EXECUTIVE SUMMARY 1.1 The purpose of this report is to provide the Community Services Committee with the annual update on the performance and monitoring arrangements between Live Argyll (LA) and the Council as set out in the various agreements between the Council and the Trust. 1.2 Based on the 2025 Annual Report (Appendix 1), LA demonstrated resilience and adaptability despite challenges such as the Helensburgh Leisure Centre closure and economic pressures. Key achievements include strong community engagement and innovative service delivery. Membership remains robust at 11,000 (16% of population), with over 234,800 fitness class visits and 128,000 gym visits. Financially, income reached £7.8m. 2.0 RECOMMENDATIONS It is recommended that: 2.1 The Community Services Committee consider the contents of this report together with the Live Argyll Annual Report 2024/25 attached at Appendix 1; and 2.2 Note that the Live Argyll Business Plan 2026/27 is currently under production following initial consideration at Council on 26th November 2025 and will be brought back to Budget Meeting in February 2026 3.0 DETAIL 3.1 The Council approved the implementation of a Leisure and Libraries Trust on 24 November 2016, following a recommendation by the Community Services Committee of 21 November 2016. 3.2 Thereafter, LA was constituted on 29 September 2017 and the Council entered into a Transfer Agreement, Service Agreement, Support Services Agreement and Facility Licence. These set out a number of reporting and monitoring requirements.
Page 2
2 SERVICES AGREEMENT 3.3 There is a Services Agreement in place between LA and the Council in respect of the culture, leisure and library services to be delivered by LA on behalf of the Council. BUSINESS PLAN 3.4 The Council in constituting LA was mindful of the code of guidance on funding external bodies and following the public pound. In exercising its business plan and delivering the services LA reports that it continues to adhere to those principles. The overarching business plan, as with previous plans references 3 key themes set out below, each of which LA advises is: • Growth: Leisure and Library type services continue to perform well. LA advises that performance information is in line with expectations and comparable sector data. Income levels have seen considerable growth which has allowed for an agreed reduction to annual services payments as well as absorbing significant unfunded cost pressures and importantly has allowed the continuation of full service specification obligations. • Participation: LA report that Leisure participation rates are strong in the context of national and sector averages. Leisure membership levels are above pre-pandemic levels across all areas in which facilities are located. Helensburgh leisure centre is showing sustained membership and usage rates and is performing in the top quartile in terms of penetration rates. Across all demographics the programme of activities in place is deemed to be addressing local needs. • Library performance information indicates small growth across the board however more specifically Digital usage of library type services has seen sustained growth with increases in on-line borrowing. LA previously reported that event type activity and associated audience participation rates was significantly reduced. Whilst this year has seen a moderate improvement, the overall position remains flat which unfortunately is reflective of the wider event market. • Active Schools, Community Learning and Community letting services are also showing strong participation levels in line with forecast, target and where appropriate comparable indicators. • Quality: LA continue to place a significant amount of emphasis on the quality of product and service on offer and introduced a range of measures and protocols identified and aimed at ensuring a consistent quality offering across all their services. BUSINESS PLANNING: SECTOR PLANS 3.5 Members will be aware LA are currently updating their 2026/27 onwards Business Plan with a copy having been provided to the 26th November Council
Page 3
3 Meeting. This Business Plan will be more fully considered as part of the Council Budget process in February 2026. LA report that they continue with implementing proposals and priorities for change. As with the vast majority of services, plans continue to be reviewed and where appropriate updated to ensure priorities support key objectives. It is understood that good progress is being made and the plans are on track to deliver or contribute to their proposed outcomes. The following are examples of current work sector plans: • Maintain focus on operational resilience and service continuity. • Prioritise reopening Helensburgh Leisure Centre and monitor recovery. • Explore alternative delivery models and partnerships to offset financial pressures. • Continue investment in energy efficiency and sustainability projects. • Enhance digital engagement and community outreach initiatives. THE SERVICES / PERFORMANCE MANAGEMENT SERVICE SPECIFICATION 3.6 LA is responsible for delivering leisure, library, halls, community centres, community learning services, community lettings, museum, archives, active schools services across Argyll and Bute. The service specification sets out the specific services LA have committed to deliver and that they are required to ensure they adhere to those commitments. PERFORMANCE MANAGEMENT 3.7 In order to establish if and to what extent they have complied in the provision of the services, the Services Agreement requires LA to provide operational performance information to the Council with a Performance Report on its operational performance in the second and fourth quarter of each financial year (namely June and December). LA are also required to provide a complete set of relevant accounts to the Council no later than 5 months from the end of each financial year. LA advised draft accounts have been submitted in accordance with requirements. PERFORMANCE REPORT 3.8 Performance information shows positive trends across a range of services and overall LA is deemed to be performing well above current sector average rates. More details are contained within the draft 2026 Business Plan. Facility upgrades and new programmes have been introduced despite challenges and now provide 11,000 members, 234,800 fitness class visits, 128,000 gym visits, 141,171 library visits. Leisure Memberships rates and associated income level have seen sustained growth in no small part due to their underlying pricing model. Libraries, Active Schools and Community Learning services are performing well. The 2023/24 annual report clearly highlights the positive
Page 4
4 impact of services and LA’s commitment to continuous performance improvement. It should be noted that in some specific circumstances changing customer behaviour and user trends may result in alternative performance measures being introduced and / or proposals for amendments to service specification obligations. FINANCIAL POSITION 3.9 LA continue to actively manage their financial position. LA annual services payments have reduced year on year and the greater portion of their costs are now covered by self-generated income. This has allowed the company to absorb significant payroll inflationary pressures and also re-invest in facilities and equipment without placing any additional requests on the Council. Self- generated income has suffered significantly due to the enforced closure of Helensburgh Leisure Centre in January 2025 and relevant reporting on the overall Financial Position has been provided to Council in June and November 2025. The overall financial position of LA will be considered in the context of Council Budget in February 2025. SCHEDULED DEVIATIONS 3.10 LA have fulfilled the significant majority of service specification obligations. Where deviations exist, these have been ad-hoc and primarily due to unavoidable or extraordinary circumstances out-with their control. The most notable deviation being enforced closure and service amendments in Helensburgh caused by Storm Eowyn in January 2025. It is therefore considered that LA have fulfilled their service delivery obligations. Like many organisations, where maintenance is required, this can result in short term service disruption however it is deemed that this did not materially impact overall service delivery. SUPPORT SERVICES AGREEMENT 3.11 There is a Support Services Agreement in place between LA and the Council in respect of central support services delivered by the Council to the Trust. As part of the requirements of the agreement, the operation of the support services is kept under annual review by the Council and LA. LA has advised that from their perspective, arrangements continue to operate satisfactorily with effective working partnerships in place. 4.0 CONCLUSION 4.1 LA continues to deliver significant social value and community impact despite financial and operational challenges. Strategic focus for 2026 will be stability, resource optimisation, and partnership development to ensure resilience and growth.
Page 5
5 4.2 The current arrangements between the Council and LA are working well and will be subject to detailed review as part of the 2026 Business Plan process which has been initially discussed at Council on 26th November 2025 and will be further considered in February 2026. 5.0 IMPLICATIONS 5.1 Policy - In line with Council policy in relation to Leisure and Libraries Trust 5.2 Financial – Agreement constituting LA provides for Council part funding LA. Review of Business Plan for 2026 is material to Council Budget and will be reported in February 2026 5.3 Legal - In line with relevant contractual agreements between Council and LA. 5.4 HR – None 5.5 Customer Service - None 5.6 Risk – as outlined in body or report above 5.7 Climate Change - None 5.8 Fairer Scotland Duty - None 5.9 Equalities - protected characteristics – None 5.10 Consumer Duty -None 5.11 Islands Communities – None 5.12 Children’s Rights and Wellbeing - None Douglas Hendry - Executive Director with responsibility for Commercial Services Ross Moreland – Policy Lead for Finance and Commercial Services December 2025 For further information contact: Ross McLaughlin, Head of Commercial Services, 01436 658 914 Kevin Anderson, Chief Officer, LiveArgyll 01369 708505 APPENDICES Appendix 1 – Live Argyll Annual Report 2024-2025