Public Document Pack - Argyll and Bute Council

Argyll and Bute Council Comhairle Earra Ghaidheal agus Bhoid

Customer Services Executive Director: Douglas Hendry

Kilmory, Lochgilphead, PA31 8RT

Tel: 01546 602127 Fax: 01546 604435 DX 599700 LOCHGILPHEAD

e.mail –[email protected]

8 December 2011

NOTICE OF MEETING

A meeting of the EXECUTIVE will be held in the COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD on THURSDAY, 15 DECEMBER 2011 at 10:00 AM, which you are requested to attend.

Douglas Hendry Executive Director - Customer Services

BUSINESS

1. APOLOGIES FOR ABSENCE

2. DECLARATIONS OF INTEREST (IF ANY)

3. MINUTES

(a) Executive - 3 November 2011 (Pages 1 - 8) (b) Special Executive - 24 November 2011 (Pages 9 - 14) (c) Employee Joint Consultative Committee - 9 February 2011 (Pages 15 - 16)

4. LEADER'S REPORT Report by Leader of the Council (Pages 17 - 30)

5. THIRD SECTOR AND COMMUNITIES Report by Spokesperson (Pages 31 - 36)

6. ENVIRONMENT Report by Spokesperson (Pages 37 - 40)

7. EUROPEAN ISSUES Report by Spokesperson (Pages 41 - 44)

8. SOCIAL AFFAIRS Report by Spokesperson (Pages 45 - 48)

Public Document Pack

# 9. PERFORMANCE MANAGEMENT REPORTING FQ2 2011/12 Report by Chief Executive (Pages 49 - 66)

# 10. ANNUAL PERFORMANCE REPORTS Report by Chief Executive (Pages 67 - 102)

# 11. ANNUAL REPORT Report by Chief Executive (Pages 103 - 132)

# 12. QUEEN'S JUBILEE BANK HOLIDAY Report by Chief Executive (Pages 133 - 136)

# 13. SINGLE OUTCOME AGREEMENT ANNUAL REPORT Report by Chief Executive (Pages 137 - 178)

# 14. SINGLE OUTCOME AGREEMENT COMMUNITY PLAN Report by Chief Executive (Pages 179 - 208)

# 15. REVENUE BUDGET MONITORING AS AT 30 SEPTEMBER 2011 Report by Chief Executive (Pages 209 - 238)

# 16. REVENUE BUDGET UPDATE Report by Chief Executive (Pages 239 - 240)

# 17. CAPITAL PLAN MONITORING AS AT 30 SEPTEMBER 2011 Report by Chief Executive (Pages 241 - 264)

18. TREASURY MANAGEMENT MONITORING REPORT AS AT 30 SEPTEMBER

2011 Report by Chief Executive (Pages 265 - 272)

19. SERVICE REVIEW PROGRAMME: SUPPORT SERVICES REVIEW EXECUTIVE

SUMMARIES Report by Executive Director – Community Services (Pages 273 - 354)

Please also see enclosed CD containing the Support Services Review Stage Reports

20. MENTAL HEALTH STRATEGY FOR SCOTLAND Report by Executive Director – Community Services (Pages 355 - 370)

21. COMMISSION ON RURAL EDUCATION CALL FOR EVIDENCE Report by Executive Director – Community Services (Pages 371 - 386)

22. COUNCIL TAX ON LONG TERM EMPTY PROPERTIES AND HOUSING

SUPPORT GRANT - CONSULTATION ON PROPOSALS FOR LEGISLATION Report by Executive Director – Customer Services (Pages 387 - 398)

23. PROTECTION OF SHELLFISH GROWING WATERS Report by Executive Director – Development and Infrastructure Services (Pages

399 - 402)

24. LOCAL DEVELOPMENT PLAN - PROGRESS UPDATE Report by Executive Director – Development and Infrastructure Services (Pages

403 - 408)

25. HELENSBURGH PIER MASTERPLAN Report by Executive Director – Development and Infrastructure Services (to follow)

E1 26. HELENSBURGH PIER HEAD AND HERMITAGE ACADEMY BRIEFS Report by Executive Director – Development and Infrastructure Services (to follow)

Items marked with # denote matters to be considered as part of the Council’s function as

Education Authority.

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 9 Any terms proposed or to be proposed by or to the authority in the course of negotiations for a contract for the acquisition or disposal of property or the supply of goods or services.

EXECUTIVE Maureen Arthur Councillor Rory Colville Councillor Robin Currie William Dalby Councillor Vivien Dance Councillor Alison Hay Councillor Robert Macintyre Councillor Duncan MacIntyre Councillor Neil Mackay Councillor Donald MacMillan Councillor Bruce Marshall William Marshall David McEwan Councillor Ellen Morton Councillor Gary Mulvaney Councillor Andrew Nisbet Alison Palmer Councillor Elaine Robertson Councillor Len Scoullar Councillor Dick Walsh Contact: Hazel MacInnes Tel: 01546 604269

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MINUTES of MEETING of EXECUTIVE held in the COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD

on THURSDAY, 3 NOVEMBER 2011

Present: Councillor Dick Walsh (Chair)

Councillor Rory Colville Councillor Neil Mackay Councillor Robin Currie Councillor Bruce Marshall Councillor Vivien Dance Councillor Ellen Morton Councillor Alison Hay Councillor Elaine Robertson Councillor Duncan MacIntyre Councillor Len Scoullar Councillor Robert Macintyre Also Present: Councillor Gordon Chalmers Councillor William Petrie Councillor George Freeman Councillor Al Reay Councillor James McQueen Councillor John Semple Attending: Sally Loudon, Chief Executive Douglas Hendry, Executive Director – Customer Services Cleland Sneddon, Executive Director – Community Services Sandy McTaggart, Executive Director – Development and

Infrastructure Services Bruce West, Head of Strategic Finance Dougie Dunlop, Head of Children and Families Jim Smith, Head of Roads and Amenity Services Angus Gilmour, Head of Planning and Regulatory Services Robert Pollock, Head of Economic Development Fergus Murray, Development Policy Manager Ishabel Bremner, Economic Development Manager David Logan, QIO Special Projects Superintendent Iain Murray, Strathclyde Police Dr Jamie Houston, Consultant Paediatrician The Chair welcomed Dr Jamie Houston and Superintendent Iain Murray to the meeting

and advised that they were attending for item 9 of the agenda (Joint Inspection of Services to Protect Children). The Chair intimated and the Executive agreed that item 9 of the agenda be taken before the Minutes to allow them to leave the meeting after consideration of this item. The Committee extended their congratulations to Officers on the Council’s submission to the Scottish Government in respect of the Tax Incremental Financing (TIF) Scheme, for a £20M proposal to extend Oban’s North Pier and construct a development road to the north of the town, which has received Ministerial approval to proceed to Full Business Care stage.


Apologies for absence were received from Councillor Donald McIntosh, Councillor Donald MacMillan, Maureen Arthur, David McEwan, William Dalby and Alison Palmer.

2. DECLARATIONS OF INTEREST

Agenda Item 3aPage 1

There were no declarations of interest.

3. MINUTES

(a) EXECUTIVE - 29 SEPTEMBER 2011

The Minutes of the Executive of 29 September 2011 were approved as a correct record.

(b) EXECUTIVE - 6 OCTOBER 2011

The Minutes of the Executive of 6 October 2011 were approved as a correct record.

4. LEADER'S REPORT

The Leader of the Council submitted a report which highlighted issues he had recently been involved with including:- A visit to Tiree to meet with the House of Commons Scottish Affairs Committee on 21 and 22 September 2011; the official opening of the Women’s Aid Refuge in Dunoon on 27 September 2011; a meeting with Aileen Campbell MSP, Minister for Local Government and Planning in Dunoon on 27 September 2011; a meeting with Peter Peacock, Policy Director for Community Land Scotland on 28 September 2011; his attendance at the Performance Management Seminar on 29 September 2011; his attendance at the COSLA Leaders’ meeting on 30 September 2011; his attendance at the Gaelic Awareness Seminar on 7 October 2011; and a meeting with Michael Russell MSP, Cabinet Secretary for Education and Lifelong Learning on 10 October 2011. Decision Noted the contents of the report for the period 21 September to 21 October 2011. (Reference: Report by Leader of the Council for the period 21 September to 21 October 2011, submitted)

5. EUROPEAN ISSUES

The Spokesperson for European Issues submitted a report which provided an overview of the 39th General Assembly of the Conference of Peripheral Maritime Regions (CPMR) and related meetings of the Geographic Commission which took place in Aarhus, Denmark on 28 – 30 September 2011. Decision Noted the contents of the report. (Reference: Report by Spokesperson for European Issues, submitted)

6. TRANSPORT AND INFRASTRUCTURE

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The Spokesperson for Transport and Infrastructure submitted a report which provided updates on a number of issues including:- Progress with the reconstruction of Port Ellen pier; the Scottish Ferries Review; the commencement of the tender process for Northern Ferries; the extension of Road Equivalent Tariff (RET); the Air Discount Scheme (ADS) which, within Argyll and Bute, affect services to Islay; the impact of the upgrade to the Campbeltown – Glasgow 926 bus service; a strategy study of the A82 between Tarbet and Inverarnan; HITRANS response to the DRT/BSOG consultation; a review of activities in 2009/2011 in START European Project; the Inverness – Aberdeen Rail Project; the UK Transport Futures Group; the options for building a High Speed Rail Link between London and Birmingham; Airport slots at Heathrow; the Glasgow – Edinburgh Rail Project; A83 spend by Argyll and Bute Council; SUSTRANS and LEADER funding; the Highland Railcard Scheme; and he also advised that Cal Mac had been named Best Ferry Company for the second year in a row in the Guardian and Observer Travel Awards 2011. Decision 1. Noted the contents of the report; 2. Acknowledged and recognised the proactive working by Councillor Duncan

MacIntyre as Spokesperson for Transportation and Infrastructure; and 3. Commended the good work by Officers in carrying out the £7M programme of

roads expenditure for the current year. (Reference: Report by Spokesperson for Transport and Infrastructure dated 25 October 2011, submitted)

7. RURAL AND ISLAND AFFAIRS, HOUSING AND GAELIC

The Spokesperson for Rural and Island Affairs, Housing and Gaelic submitted a report which highlighted issues which he had recently been involved with including:- Visits made to the four main Housing Associations operating in Argyll and Bute; Housing Investment funding recently announced by the Scottish Government; the Council’s public consultation on the draft Local Housing Strategy 2011 – 2016; and the issue of consultation notice letters to local tenants and residents relating to pressured area designation which will suspend the Right to Buy for new tenancies or ones that started on or after 30 September 2002. Decision Noted the contents of the report. (Reference: Report by Spokesperson for Rural and Island Affairs, Housing and Gaelic dated November 2011, submitted)

8. UPDATE ON EXAMINATION RESULTS

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The Executive, at its meeting on 29 September 2011 considered a report advising on initial SQA examinations results for 2011 in respect of schools across Argyll and Bute. A follow up report advising of comparative data for national and ‘family’ comparisons was before the Executive for consideration. Decision Agreed to note the updated results for 2011 and to continue to support the work of schools in securing continuous improvement. (Reference: Report by Executive Director – Community Services dated 4 November 2011, submitted)

9. JOINT INSPECTION OF SERVICES TO PROTECT CHILDREN

A report providing an overview of the outcome of the 2011 inspection of child protection services in Argyll and Bute and highlighting the actions that have been taken by the public sector partners in response to the report findings was considered. Decision 1. Noted the contents of the report and the actions in place to address further

service developments; and 2. Noted that a further progress report would be provided to the Executive within

a six month period. (Reference: Report by Executive Director – Community Services and Joint Inspection of Services to Protect Children and Young People in the Argyll and Bute Council Area report dated 6 October 2011, submitted)

10. TRANSFORMATION PROGRAMME MONITORING REPORT AS AT 30 SEPTEMBER 2011

A report providing Members with an update on progress with the Transformation Programme was considered. Decision Noted the contents of the report. (Reference: Report by Head of Strategic Finance dated 26 October 2011, submitted)

11. UPDATED BUDGET FORECAST FOR 2012-13 TO 2014-15

A report summarising the current overall budget position for 2012-2013 through to 2014-15 and providing an estimate of the likely funding gap was considered. Decision Noted the updated draft of the revenue budget 2012-2013 to 2014-2015.

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(Reference: Report by Head of Strategic Finance dated 24 October 2011, submitted)

12. ECONOMY POLICY AND PERFORMANCE GROUP - UPDATE

A report advising of the Economy Policy and Performance Group’s progress with its work programme was considered. Decision Noted the current work programme for the Economy Policy and Performance Group and that a future report on progress will be brought to the Executive in six months time. (Reference: Report by Chair of Economy Policy and Performance Group dated 5 September 2011, submitted)

13. APPOINTMENT OF RECRUITMENT PANEL: POST OF HEAD OF CHILDREN AND FAMILIES

A report inviting the Executive to appoint a Panel to establish an Appointments Panel to appoint to the post of Head of Children and Families within Community Services was considered. Decision Agreed to establish an Appointments Panel and appoint Councillors Walsh, Morton, Mulvaney, Nisbet and D MacIntyre plus 2 Members appointed by the Opposition to approve the short leet, interview the short listed candidates and make an appointment to the post of Head of Children and Families; with Councillor Dance being appointed as a substitute member in her capacity as Depute Spokesperson for Education. (Reference: Report by Executive Director – Customer Services, submitted)

14. ESTABLISHMENT OF A PANEL OF PERSONS FROM WHOM CURATORS AD LITEM, AND REPORTING OFFICERS MAY BE APPOINTED

A report recommending the Executive establish a panel of persons from whom curators ad litem and reporting officers may be appointed and setting out the process followed to set terms for the panel and to receive nominations for appointment to the panel was considered. Decision The Executive agreed to:- 1. Establish a panel of persons from whom curators ad litem and reporting

officers may be appointed; 2. Appoint those included on the draft list of approved curators ad litem and

reporting officers to the panel; and

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3. Appoint persons to the panel for a period of three years. (Reference: Report by Executive Director – Customer Services dated 4 October 2011, submitted)

15. WAVERLEY PADDLE STEAMER - REQUEST FOR FUNDING

A report advising of a request received from Waverley Excursions Ltd for additional funding to ensure the financial viability of the vessel was considered. Decision The Executive – 1. Noted that the Council provides significant support in kind to the Waverley to

the value of some £10,000; 2. Noted that the Waverley has served the communities of Argyll and Bute for

almost 40 years providing an amenity for local communities, a popular tourist attraction for visitors and an economic benefit for Argyll and Bute in the thousands of passengers brought to Dunoon, Rothesay, Tighnabruiach, Oban, Campbeltown, Tarbert, Helensburgh, Kilcreggan, Blairmore and Tiree;

3. Agreed to approve one off funding of £15,000 to support the Waverley and

ensure the financial viability of this valued community attraction; 4. Noted that this funding of £15,000 will be found from uncommitted monies

within the Council’s General Fund; and 5. Requested that the funding position of the operators be monitored by the

Head of Community and Culture in consultation with the Spokesperson for Enterprise, Energy, Culture and Tourism and reported to the Executive on a regular basis.

(Reference: Report by Executive Director – Customer Services dated 12 October 2011, submitted)

16. WINTER SERVICE POLICY 2011 - 2012

Consideration was given to the Winter Services Policy document for season 2011 – 2012 which had previously been considered by the Area Committees. Decision Approved the policy to allow Operational Plans to be finalised towards the mobilisation of resources. (Reference: Report by Executive Director – Development and Infrastructure Services dated 12 September 2011; Winter Services Policy 2011/12; Extract from Minutes of Bute and Cowal Area Committee of 4 October 2011; Extract from Minutes of Mid Argyll, Kintyre and the Islands Area Committee of 5 October 2011; Extract from Minutes of Oban, Lorn and the Isles Area Committee of 13

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October 2011; and Extract from Minutes of Helensburgh and Lomond Area Committee of 18 October 2011, submitted)

17. HELENSBURGH PIERHEAD MASTERPLAN

The Master Plan for Helensburgh Pierhead was approved by the Executive at their meeting on 15 October 2009. Since then a number of issues have emerged which affect the weight which can be attached to it and a report regarding proposals for a revised Helensburgh Pierhead Master Plan was before the Executive for consideration. Decision Agreed to authorise the Executive Director – Development and Infrastructure Services to instruct consultants to prepare a development/design brief and revised Master Plan to take forward the process to procure the proposed new Leisure Facility and the development and marketing of the Pierhead and Hermitage sites. (Reference: Report by Executive Director – Development and Infrastructure Services dated 3 November 2011, submitted)

The Committee resolved in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, to exclude the public for the following item of business on the grounds that it was likely to involve the disclosure of exempt information as defined in Paragraphs 8 and 9; 8 and 9; 9; and 9 respectively of Part 1 of Schedule 7A to the Local Government (Scotland) Act 1973.

18. SCOPING PAPER FOR THE DELIVERY OF BUSINESS GATEWAY IN HELENSBURGH AND LOMOND POST SEPTEMBER 2012

Consideration was given to a proposal for the future delivery of Business Gateway in the Helensburgh and Lomond area post 2012. Decision Agreed to the recommendations detailed in the report. (Reference: Report by Executive Director – Development and Infrastructure Services, submitted)

19. STRATEGIC OPTIONS APPRAISAL - HELENSBURGH PIERHEAD & FORMER HERMITAGE ACADEMY SITE

Consideration was given to a strategic options appraisal for Helensburgh Pierhead and the former Hermitage Academy Site. Decision Agreed the recommendations detailed in the report. (Reference: Report by Executive Director – Development and Infrastructure Services dated 3 November 2011, submitted)

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20. CASTLE TOWARD - SUMMARY OF OFFERS

A report advising the Executive of the outline terms of the various offers received in respect of Castle Toward and the appraisal of these offers was considered. Decision Agreed the recommendations detailed in the report. (Reference: Report by Executive Director – Customer Services, submitted)

21. PUBLIC TOILETS, MAIN STREET, TOBERMORY

Consideration was given to a recommendation from the Oban, Lorn and the Isles Area Committee regarding the disposal of the former public toilets at Main Street, Tobermory, Mull along with a supplementary report advising of the implications of accepting a nominal offer to purchase this building. Consideration was also given to a petition containing 488 signatures and 3 pieces of email correspondence seeking authority not to proceed with the recommendation by the Area Committee. Decision 1. Noted the terms of the recommendation by Oban, Lorn and the Isles Area

Committee; 2. Noted the representations received in relation to the possible disposal of the

property; and 3. Agreed to instruct the Executive Director – Customer Services to pursue the

disposal of the property to the offerer of the highest price, and, in the event of it not being possible to conclude a bargain with said offerer, to pursue a disposal to the next highest offerer, without reference back to Members.

(Reference: Report by Executive Director – Customer Services dated 20 September 2011, Extract from Minutes of Oban, Lorn and the Isles Area Committee of 12 October 2011; and Report by Executive Director – Customer Services dated 26 October 2011, submitted)

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MINUTES of MEETING of EXECUTIVE held in the COUNCIL CHAMBER, KILMORY,

LOCHGILPHEAD on THURSDAY, 24 NOVEMBER 2011


Councillor Rory Colville Councillor Ellen Morton Councillor Robin Currie Councillor Gary Mulvaney Councillor Vivien Dance Councillor Andrew Nisbet Councillor Alison Hay Councillor Elaine Robertson Councillor Duncan MacIntyre Councillor Len Scoullar Councillor Robert Macintyre Councillor Neil Mackay Councillor Donald MacMillan Councillor Bruce Marshall Also Present: Councillor Gordon Chalmers Councillor James McQueen Councillor Mary Jean Devon Councillor John Semple Councillor Danny Kelly Councillor Isobel Strong Councillor Alex McNaughton Councillor Al Reay Attending: Sally Loudon, Chief Executive Douglas Hendry, Executive Director – Customer Services Cleland Sneddon, Executive Director – Community Services Sandy McTaggart, Executive Director – Development and Infrastructure Services Donald MacVicar, Head of Community and Culture Moira MacVicar, Community Support Development Manager Robert Pollock, Head of Economic Development The Chair referred to the recent sudden sad loss of Councillor Donald MacIntosh.

The Chair ruled and the Executive agreed that the business dealt with at item 12 of this Minute be taken as a matter of urgency by reason of the possible significant impact on the local economy should the matter not be resolved quickly.


Apologies for absence were received from David McEwan and Alison Palmer.

2. DECLARATIONS OF INTEREST (IF ANY)

Councillor Gary Mulvaney declared a non financial interest in item 4 of these Minutes (Strategic Housing Fund Applications) due to his membership of the Dunbritton Housing Association Management Committee. Councillor Elaine Robertson declared an non financial interest in item 4 of these

Agenda Item 3bPage 9

Minutes (Strategic Housing Fund Applications) due to her membership of West Highland Housing Association.

3. ARGYLL AND BUTE LOCAL HOUSING STRATEGY 2011-2016

A report advising Members of the proposed arrangements for submission of the Local Housing Strategy for approval by Scottish Ministers was considered. Decision Approved the Strategy in principle for submission to Scottish Ministers on the understanding that it may be subject to variation following the conclusion of the Scottish Government’s appraisal. (Reference: Report by Executive Director – Community Services dated 26 October 2011, submitted)

Councillor Mulvaney having previously declared an interest in the following item of business left the room and took no part in the debate. Councillor Elaine Robertson having previously declared an interest in the following item of business chose to remain in the room but took no part in the debate.

4. STRATEGIC HOUSING FUND APPLICATIONS

The Executive, at its meeting on 12 August 2010, agreed that all applications for grants and loans from the Strategic Housing Fund would be submitted to the Executive in March and October annually. The Scottish Government announced a new approach to funding affordable housing in March 2011 and launched the Innovation and Investment Fund which meant that Council Policy would be required to be updated after Government Guidance was received in early 2012. A report explaining the implications on previous decisions made by the Council in terms of applications to the Strategic Housing Fund; updating Members on the outcomes of the bids to the Innovation and Investment Fund and resulting applications to the Strategic Housing Fund; and requesting Members to consider a loan request from Fyne Homes for development at the Old Court House, Castle Street, Rothesay was considered. Decision 1. Approved disposal of the area of landbeing part of the former Hermitage

Academy site to Dunbritton Housing Association for development of 51 affordable homes.

2. Approved allocations from the Strategic Housing Fund as follows -

a) £510,000 grant to Dunbritton Housing Association to support the development of 51 affordable homes at Hermitage Academy site Helensburgh.

b) £800,000 loan to Dunbritton Housing Association to support the infrastructure

development at Hermitage Academy site.

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c) £500,000 grant to West Highland Housing Association, to support the development of 50 affordable homes at Dunbeg.

d) £97,000 grant to Argyll Community Housing Association to support the

development of 8 affordable homes at Dalmally. e) £1.9m loan to Fyne Homes for a period of up to three years to enable the

Housing Association to continue to market the properties at Castle Street, Rothesay on a shared equity basis.

(Reference: Report by Executive Director – Community Services dated 11 October 2011, submitted)

Councillor Mulvaney re-joined the meeting.

5. AFFORDABLE HOUSING DEVELOPMENT AND RURAL REGENERATION

Members considered a report proposing the allocation of £750,000 from the Strategic Housing Fund to support the development of affordable housing to sustain and regenerate some of the most remote and fragile rural areas. The report proposed that those areas that demonstrate high housing need and those that had been identified as rural renaissance settlements within the Economic Development Action Plan and Local Development Plan be targeted along with an action area in the National Park Plan. Decision 1. Approved the creation of a £750,000 Rural Housing Development Fund,

utilising resources within the Strategic Housing Fund, to stimulate rural regeneration and address housing need.

2. Noted that bids submitted to the Fund would be subject of a future report to

the Executive for approval. (Reference: Report by Executive Director – Community Services dated 20 October 2011, submitted)

6. REQUIREMENT TO ACHIEVE THE 2012 HOMELESSNESS TARGET - INCREASED PRIORITY NEED

The Council had been set a target by the Scottish Government to increase the percentage of homeless households who are determined to be in priority need to 100% in order that all unintentionally homeless households will be entitled to settled accommodation. A report recommending that from 1 April 2012 that all unintentionally homeless people be determined to be a priority need and be entitled to settled accommodation was considered. Decision Recommended to the Council agreement that from 1 April 2012 all unintentionally homeless people be determined a priority need and be entitled to settled accommodation; and that the Council’s Homeless Policy is amended to take account of this change.

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7. PRESSURED AREA DESIGNATION

Following the implementation of the Housing (Scotland) Act 2010, the Scottish Government published statutory guidance for local authorities on the designation of pressurised areas. Members considered a report proposing the designation of a number of pressurised areas across the local authority area. Decision 1. Approved the designation of the specified settlements detailed at paragraph

3.10 of the report as pressurised areas in accordance with the statutory powers devolved to local authorities under the Housing (Scotland) Act 2010.

2. Agreed that Pressurised Area Designations (PADs) should apply to all

eligible property types in the designated areas and that the designation should cover a period of 10 years, commencing from January 2012.


8. CHIEF SOCIAL WORK OFFICER ANNUAL REPORT 2010/2011

The Chief Social Work Officer Annual Report 2010/11 was before the Executive for consideration. The report gave an overview of social work activity undertaken by the authority including the statutory governance and leadership functions of the role of the Chief Social Work Officer. Decision Noted the report. (Reference: Chief Social Work Officer Annual Report 2010/11, submitted)

9. IMPACT OF NATIONAL CHANGES TO BLUE BADGE ADMINISTRATION

A report advising of significant changes, introduced by the Government, to the administration of applications for disabled parking ‘Blue Badges’ which would centralise the currently devolved process; was considered. Decision The Executive –

1. Noted the imminent national implementation of the BBIS and mandated the

Customer Management Project to implement it locally and to adjust the Customer Management Project Plan and priorities to meet the immutable 1 January 2012 go live date.

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2. Agreed to sign up to the Access Agreement with Northgate Information Solutions as detailed in Appendix 1 to the report.

3. Agreed that the fee for new Blue Badges (and replacements) awarded after 1

January 2012 should be the maximum permissible amount (currently proposed to be £20) to reflect the additional workload for the Council as set out in paragraphs 3.3 and 3.4 of the report, and that the additional charge be levied by Northgate for badge production.

4. Agreed that an information campaign is undertaken to inform customers of

the BBIS changes. (Reference: Report by Executive Director – Customer Services dated 26 August 2011, submitted)

10. CAR PARKING CHARGES

A report which sought approval for the suspension of parking charges across all areas of Argyll and Bute, during the 5 day period up to and including Christmas Eve (20 – 24 December 2011 inclusive) was considered. Decision Approved the suspension of car parking charges on off street car parks across all areas of Argyll and Bute during the 5 day period up to and including Christmas Eve 2011. (Reference: Report by Executive Director – Development and Infrastructure Services dated 9 November 2011, submitted)

11. TOURISM IN ARGYLL AND BUTE

The spokesperson for Enterprise, Energy, Culture and Tourism had submitted a report for consideration by the Executive. Decision Noted the report. (Reference: Report by Spokesperson for Enterprise, Energy, Culture and Tourism dated November 2011, submitted)

12. CALEDONIAN MACBRAYNE FERRY SERVICES - SUMMER 2012 BOOKINGS/FARES

A report advising Members of concerns raised regarding Caledonian MacBrayne ferry bookings for the summer 2012 season as a result of delays in the publication of Transport Scotland’s farescales for Government funded ferry contracts was considered. The delay in the publication of these farescales

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meant that there would be a possible significant impact on the local economy due to lost tourism/business revenue. Decision Agreed that the Council write to the Minister of Transport and Infrastructure, Keith Brown MSP, to ask that this matter is investigated as a matter of the highest priority and action taken at the earliest possible date to address this matter and prevent any further economic damage to our Island Communities. (Councillor Robert Macintyre having moved a motion that failed to find a seconder requested his dissent from the foregoing decision to be recorded) (Reference: Report by Executive Director – Development and Infrastructure Services dated 23 November 2011, submitted)

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MINUTES of MEETING of EMPLOYEE JOINT CONSULTATIVE COMMITTEE held in the

COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD

on WEDNESDAY, 9 FEBRUARY 2011


Councillor Robin Currie Councillor Rory Colville Councillor Len Scoullar Maggie Anderson (EIS) Alison Palmer (EIS) John McGinnes (SSTA) Donald Brown (Unison) Marion Power (Unison) John Dunlop (Unison) Kevin McIntosh (Unison) Tony Devlin (Unite) Gordon Gillespie (Unite) Bridget Hunter (Unison) Peter Dunn (Unite) Jim Lamb (Unison) Katrina Graham (Unison) Sally Loudon (Chief Executive) Douglas Hendry (Executive Director of Customer Services) Cleland Sneddon (Executive Director of Community Services) Sandy Mactaggart (Executive Director of Development & Infrastructure Bruce West (Head of Strategic Finance) Jane Fowler (Head of Improvement and HR) Lynn Finlay (HR Manager) 1. APOLOGIES FOR ABSENCE

Apologies for absence were intimated from Councillors Ellen Morton, Bruce Marshall, Dougie Mackie (EIS) and Pauline Paxton (GMB)

2. DECLARATIONS OF INTEREST

There were no declarations of interest intimated.

3. MINUTES

The Minutes of the Employee Joint Consultative Committee meeting held on 3 September 2010 were approved as a correct record.

4. PLANNING AND BUDGETING 2011/2012 TO 2013-14

The Head of Strategic Finance presented his report which summarised the position with regard to the principal issues surrounding the revenue budget, reserves and balances and the fees and charges. Papers on the Corporate Plan and Service Plans

Agenda Item 3cPage 15

were included in the budget pack and the report on the revenue budget summary gave an overview of the resources available to the Council for 2011-12 to 2013-14. it also summarised the key financial issues facing the Council as part of the 2011-12 budget. Various points within the budget pack were discussed and clarified in response to questions raised by the Trade Unions and it was noted that the Leader would continue to meet with the Trade Unions with regard to the implications contained within the budget pack. Decision The Employee Joint Consultative Committee noted the contents of the budget pack for 2011-12 to 2013-14. (Ref: Report by Head of Strategic Finance dated 31 January 2011 and Planning and Budgeting Pack 2011-12 to 2013-14, submitted)

6. DATE OF NEXT MEETING

It was agreed that the next meeting of the EJCC would take place on Friday 2 September 2011 in the Council Chamber, Kilmory, Lochgilphead.

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LEADER’S REPORT: 21st October to 25th November

ARGYLL AND BUTE COUNCIL EXECUTIVE MEETING: 15th December 2011

1.0 Highlands and Islands Conveners Meeting, 23rd October

I attended the above meeting with our Chief Executive, Sally Loudon. The

Conveners Group Meeting served as a pre-meeting for the Convention of

the Highlands and Islands and shared the same agenda items as those

below, with the addition of a discussion on European Development Policy

post 2014.

2.0 Convention of the Highlands and Islands, 24th October 2011, Boat of

Garten Community Hall

I attended the above meeting with our Chief Executive, Sally Loudon.

After receiving our Welcome presentation, discussing the outcomes from

the previous meeting in Orkney, and the keynote address from the John

Swinney, Cabinet Secretary for Finance and Sustainable Growth, the

agenda moved on to look the presentation and discussion of the following

Convention papers; Economic Recovery, Gaelic, Tourism in Scotland

(including The Cairngorms National Park’s Contribution to Scottish

Tourism), Shared Services and the University of the Highlands and Islands.

All of these papers and the Council’s associated briefings are available in

the Leaders Reports Pack.

3.0 Meeting with Fergus Ewing, MSP. Monday, 24th October 2011

At the convention of the Highlands and Islands, Chief Executive, Sally

Loudon and I took the opportunity to meet with Fergus Ewing, MSP,

Minister for Enterprise, Economy and Tourism. The purpose of the meeting

was to discuss Argyll and Bute Council’s plans for Economic Development

and Regeneration.

The meeting was very positive and focused on the following Council

priorities and papers; Economic Development Action Plan (EDAP),

Renewable Energy Action Plan (REAP) and the Council’s plans for Capital

Investment.

Agenda Item 4Page 17

Mr Ewing showed a lot of interest in the information that we shared with him

and he has, subsequently, agreed to attend the next meeting of the Argyll

and Bute Renewables Alliance in March 2011.

The papers that were shared at this meeting are available in the Leaders

Reports Pack

4.0 Argyll and Bute Renewables Alliance, 28th October

I attended the above meeting in Inveraray with our Chief Executive, Sally

Loudon. I was delighted to welcome all partners to the third meeting and to

have the opportunity to thank such an important group of people for their

ongoing support, input, action and commitment. I am most encouraged to

see what long way we have come, in such a short period of time.

Since the previous meeting, a number of key areas of work have already

been progressed. A review of the REAP is now underway by lead partners

Highlands and Islands Enterprise and Argyll and Bute Council, with input

from key partners. This will identify priorities and produce a plan which is

focused on collective outcomes. As part of the ongoing commitment to the

provision of infrastructure to facilitate the growth of renewable opportunities,

Argyll and Bute Council and Highlands and Islands Enterprise worked with

Scottish Enterprise and Scottish Development International to secure the

inclusion of Campbeltown / Machrihanish as a priority manufacturing site in

the ‘Scottish Offshore Renewables Development Sites – West Coast

Cluster’ brochure. This featured along with support sites in Oban /

Barcaldine and Port Ellen, Islay from within Argyll and Bute. Additionally,

Argyll and Bute Council at the time of the meeting had submitted a bid for

Tax Incremental Finance funding, for the ‘Lorn Arc Project’ and this was

discussed in the meeting. We are aware now that the Scottish Government

has approved the development of a business case for this project.

In addition to the announcement in March of this year, of the approval by

the Scottish Government for the development, by Scottish Power

Renewables, of the world’s largest tidal power array in the Sound of Islay,

the Crown Estate announced in October three new sites in Kintyre and Islay

which are being taken forward for consideration by tidal energy developers.

Although it is early days with the development of these tidal projects, this is

exciting news and reflects the significant natural marine resource available

in the area and the continued recognition of this.

We had excellent discussions throughout the meeting regarding the best

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way forward on key actions identified at previous meetings. As part of this,

there was an update on the action points from previous meetings, a short

update on the activity of members, a presentation by Robert Orr, Strategic

Relations Manager of Skills Development Scotland, regarding the key

priorities for Skills Development Scotland and their implications for Argyll

and Bute, a presentation of Argyll and Bute Council’s position paper for

‘Port and Harbour Infrastructure Requirements’, a presentation from HIE on

recommendations for communications, key ABRA messages going forward

and finally, a discussion on socio-economic benefit, considering the options

for ‘Community Policy’ outlined within the discussion paper.

Full details of all these agenda items are available in the Leaders Report

Pack.

5.0 Association of Argyll and Bute Community Councils, 29th October

On Saturday 29th October, Chief Executive, Sally Loudon and I attended a

meeting with the Association of Argyll and Bute Community Councils in the

Council Chamber. After I had welcomed the attendees and spoke for a

short while about current Council priorities and the budget consultation

process, Sally gave a presentation on the current and forecasted financial

position of the Council and the likely impacts on the organisation.

After this there was a question and answer session with Community Council

representatives, which largely focused on the Council’s financial

contribution to them.

This was followed by a presentation by Christine MacNally, National

Development Officer for the Association of Scottish Community Councils,

regarding new on-line training available to Community Council members.

6.0 Scottish Affairs Committee, Inquiry into the Crown Estate in Scotland,

31st October

I attended the above meeting which was held at the City Chambers in

Glasgow as a consultee for the Scottish Affairs Committee’s Inquiry into the

Crown Estate in Scotland. Also in attendance were representatives from

Highlands and Islands Enterprise, Highland Council, Comhairle nan Eilean

Siar, Orkney Islands Council and Shetland Island Council.

The purpose of the meeting was to establish the current and potential future

Page 19

role of the Crown Estate in Scotland. I share with others the desire to see

the realisation of the best outcome for Scotland, Argyll and Bute and its

communities by taking the position that there needs to be fundamental

reform of the administration of the Crown Estate in Scotland so that it is

more accountable to the views and wishes of the people and Government

of Scotland; so that the revenues that are likely to be generated from the

predicted boom in offshore energy production (which the Crown Estate

Commissioners would receive) benefit Argyll and Bute, Scotland and our

coastal communities in particular.

An outcome from the meeting was a request from the Commission for

further information relating to three matters, as follow:-

• The Committee, and specifically Alan Reid MP, asked for written feedback relative to why the Council did not support the Oban Bay marina proposals

• The Committee requested written clarification with regard to whether the Council provided financial support to the Tobermory pontoons.

• The Committee requested that the LA’s within the H& I jointly work

up a paper that identifies how they see the devolution of the Crown

Estates assets working on the ground. In effect they were seeking an

operational plan with respect to how the assets and resources of the

Crown Estate would be administered within the H & I. They are

particularly interested to see how the LA’s would work with the local

community/trusts, HIE, CPP, Marine Scotland, and Scottish

Government t to ensure that the resources come into the area and

benefit communities.

Further detail relating to the Inquiry and the information provided to the

Committee (including our response to the above questions) is available in

the Leaders Reports Pack.

7.0 CPP Full Partnership, 2nd November

I chaired the first half of the above meeting on 2nd November, but left in

order to attend the MAKI LACPG as part of a round of Budget Consultation

exercises across the four Council areas.

At the full partnership meeting the Agenda items included; the Budget

Consultation, an up-date on the CPP Self Assessment by the Management

Committee, the proposed SOA/Community Plan single document and Full

Partnership meeting forward planning.

Page 20

Further details, including the documents from this meeting are available in

the Leaders Report Pack

8.0 COSLA Leadership Board, 4th November

I travelled to Edinburgh on the 4th November to attend a meeting of the

COSLA Leadership Board. On this occasion, I was deputising for David

Parker, the leader of the Independents at COSLA.

All Items were Strictly Private & Confidential, so unfortunately I am unable

to report on them through this paper. However some detail from the

meeting is available in the Leaders Report Pack.

Agenda items were as follow:-

1. Benchmarking – Report by Ronnie Hinds, SOLACE

2. Public Sector Ombudsman – Brief verbal update from SOLACE

3. Spending Review - Late paper

4. Early Years Change Fund

5. Flooding – Late paper

6. Public Sector Pensions

7. Review of ICT Infrastructure in the Public Sector in Scotland

8. Police and Fire & Rescue Reform

9. Reform of Blue Badge Scheme

10. Consumer Protection Landscape

11. Minute of Previous Meeting 12th August 2011

9.0 Meeting with Brian Keating from URTV, 9th November

Councillor Ellen Morton, Chief Executive, Sally Loudon and I met with Brian

Keating from URTV in the Leaders Office on the above date.

The meeting was a very positive one in which Brian explained the values

and the reporting brief for his on-line television station. We spent some time

watching examples of reporting on some recent key events, both in Ayrshire

and Helensburgh, which demonstrated the style and objectivity of the

articles. Ellen, Sally and I were impressed by the up-beat and objective

style which is conveyed to viewers, where possible and appropriate and the

sensitivity applied to the reporting of personal tragedy.

It was agreed that Brian would return to Kilmory to speak to the SMT and

again, at a future date to present to SMOG with a view to the Council

maintaining contact regarding news from the Council that would be of

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interest to local individuals and communities.

10.0 COSLA Ministerial meeting re the housing budget and the Transfer of

Management Development Fund, 9th November

I attended a meeting at the Scottish Parliament building in Edinburgh with

COSLA and representatives from Glasgow and Edinburgh Councils.

The meeting was held in private session and so I am unable to provide

detail within the Leaders Report. Some further information is available,

however, in the Leaders report Pack.

11.0 Highlands and Islands Conveners meeting, Thursday 17 November,

2011

I attended the above meeting in Edinburgh on the evening of the 17th

November. The agenda items included; Video Conferencing, The Crown

Estate in Scotland, Reform of Police and Fire Services in Scotland.

The Video conferencing item focused on a letter from Sir Peter Housden,

Permanent Secretary to the Scottish Government in response to a letter

from Albert Tait, Chief Executive of Orkney Islands Council in connection

with increasing the use of video conferencing capabilities.

A significant feature of the meeting was a discussion regarding the Crown

Estate in Scotland and a joint paper, requested by the Scottish Affairs

Committee, which was to be coordinated through Malcolm Burr, Chief

Executive, Comhairle nan Eilean Siar. The paper, which is yet to be

finalised, is to present a detailed proposal involving Local Authorities on the

devolution of Crown Estate assets and the role of the Local Authorities in

this. The Council is in no doubt that there is a need for the devolution of

Crown Estate assets, however the detail of how this would be administered

on the ground is crucial and needs to be very carefully developed.

Further detail relating to the above meeting is available in the Leaders

Report Pack.

12.0 COSLA Leaders Meeting, Edinburgh, 18th November

I attended the above meeting in Edinburgh. The agenda was as follows:-

Page 22

Items taken in Private Session

1. Spending Review

2. Remaining Settlement and Distribution Group Issues

3. Business Rates Incentivisation Scheme

4. Early Years Taskforce and Change Fund

5. New European Funds for Scotland

6. Enterprise Areas, Regeneration and Cities Strategy Update

7. Public Sector Pensions

8. Public Information Notices (PIN’s) Portal

9. Care Home Fees

Items taken in Public Session

10. Roads Maintenance Review

11. Welfare Reform Delivery

12. Older People’s Housing Strategy

I am unable to report on the items taken in private session, however I have

summarised detail from the Public Session items for you below:-

12.1 Item 10 - Roads Maintenance Review Phase 2 Report and Options

The purpose of the this paper was to advise Leaders of the completion of

the Roads Maintenance Review (RMR) Phase 2 report, and to highlight the

options which have been identified for endorsement.

Recommendations

Leaders were invited to:

i. Provide comment on the Phase 2 report of the Roads Maintenance

Review;

ii. Consider the 30 options presented for further developing work in

this area over the next few months, noting the officer

recommendation in paragraph 16 for the immediate implementation

of nine options;

iii. Note the officer recommendation in paragraphs 17-20 that the 21

options identified for further research and economic appraisal are

progressed and request these are presented to Leaders for political

endorsement prior to the publication of the Phase 3 report in June

2012;

iv. In addition, request that Leaders note particular early concerns on

options 28 and 30 and be assured Leaders’ position on these

options is dependent on the further research and appraisal which

will be presented for political approval at a later Leaders meeting.

Page 23

Outcome

Leaders agreed to the recommendations of the paper.

12.2 Item 11 - Welfare Reform Delivery

The purpose of this paper was to seek Leaders views on the options for the

development and delivery of Welfare Reform in Scotland and agreement, if

appropriate, to politically test these with the Scottish and UK Governments,

while reserving their position until further information is available.

Recommendations

Leaders were asked to:

• Note the contents of this report and the case for and against local

government involvement in the delivery of welfare reform

• Indicate any strong preferences they may have amongst the three

options (as described in paras 19 – 29 of the paper)

• Request the Community Well Being and Safety and Resources and

Capacity Spokespeople and their Executive Groups undertake further

exploratory work on these, in the first instance, while making

appropriate links to other relevant Executive Groups,

• Agree to a progress report coming to the Leaders’ meeting by February

2012.

Outcome

Leaders agreed to the recommendations of the paper

12.3 Item 12 - Older People’s Housing Strategy

The purpose of this report was to seek Leaders’ endorsement of the draft

Strategy for Housing Scotland’s Older People.

Recommendations

Leaders were invited to:

i. Comment on the draft strategy and issues relating to the housing

of older people;

ii. Sign up to the overall vision and agree that Councils will be able

to achieve incremental progress towards the strategy’s goals;

iii. Agree that in order to fully deliver on the strategy, we would need

Page 24

to:

i. See effective disinvestment in secondary health care in

order to shift more resources upstream (to areas like

housing support);

ii. Engage in a broader conversation about the

relationship between the citizen and state, and about

how we pay for care and support into our old age;

iv. Agree that the Community Wellbeing and Safety Executive

monitors the implementation of the strategy; and

v. Endorse the strategy and its recommendations.

Outcome

Members supported the recommendations of the paper.

13.0 Web chat, 16th and 22nd November 2011

Chief Executive Sally Loudon and I took part in a web chats on the above

dates. I really appreciated the opportunity to use the web chat medium to

answer questions and respond to suggestions from participants. The full

transcripts to both of the meetings are available on the Council’s website

and the value of using this form of communication is clear to see.

14.0 Gourock –Dunoon Public Ferries Meeting Thursday 24th November

2011

I attended the above meeting which took place at the Queens Hall, Dunoon.

There was a huge turn- out. Ferry users were united in anger at the service

they are currently receiving in spite of the representations that had been

made by both Argyll and Bute and Inverclyde Councils to the Scottish

Government to fight for an appropriate passenger and vehicle, town centre

to town centre service.

I am meeting with Michael Russell MSP at 2:30pm on Friday 9th December

and we will be joined by other stakeholders at 3:00pm for a focused one

hour meeting which aims to gain the commitment of the Minister to work

with the ferry using communities of both Dunoon and Inverclyde towards

the establishment of an appropriate service to meet their stated needs.

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15.0 Up-dates

15.1 Local Tax collection

Collections of Council Tax to 30 November 2011 are 76.13%, down by

0.12% on last year’s at this time. This is better than the position reported at

end of October which was down by 0.17%. The decrease is due in mostly

to poorer collections via Sheriff Officer (0.08%) as they are finding it much

tougher this year to make collections compared to last year. At the end of

October we had passed around £40,000 less debt to our Sheriff Officers

than at this time last year; so this means that more of the debt is still at

early stages of follow up and collections may well improve, relatively, over

the coming months. Collections of Council Tax for 2010/11 year are

96.82%, which is down by 0.03% on the previous year’s at this time; at end

of October, I had reported a decrease of 0.02%.

Collections of non-domestic rates to 30 November 2011 are 79.39%, up

0.73% on last year. This is an improvement on the position at the end of

October where we were up 0.22%. Collections for 2010/11 are 98.55%,

down 0.24% on the previous year’s. This reflects considerable difficulties in

collecting the remaining debt with our Sheriff Officers, there are very few

current arrangements in place.

15.2 Benefits update

Audit Scotland has now accepted the Council’s action plan on their follow-

up to the previous Benefits audit.

Grant Thornton have completed their audit of the 2010/11 benefits subsidy

claim and have provided us with their findings. The total value of the claim

is for just in excess of £29m. A small number of errors were found in the

extended testing, amounting to £1,059 which is small in relation to the

overall values involved. The bulk of these errors were on classification of

overpayments. The sample errors are then extrapolated over the total

claim and this extrapolation suggested that the local authority error/ admin

delay error was understated by possibly £28,088. However, even if this

were to be added to our LA error/admin delay claim, we would still be within

the limits to receive full subsidy on these amounts, and so no loss of

subsidy is expected.

We responded to the consultation on the possible options for the

implementation of the Single Fraud Investigation Service and proposed that

Page 26

DWP consider delaying the implementation date for this, as they clearly are

not ready to proceed on the planned date of Autumn 2013. However, they

have decided that they will implement their preferred option of leaving local

authority fraud staff employed with local authorities but working to SFIS

policies and procedures and managed through SFIS for a temporary period.

This is clearly an interim arrangement as they have been unable to make

the necessary preparations for the transfer in time. This will leave local

authority counter fraud staff as the last group to transfer to SFIS by which

time all managerial posts would be filled. No guarantees have been

provided that TUPE will be applied, so these proposals are deeply

unattractive.

Following discussion at the COSLA Leaders meeting in November, COSLA

hosted a joint workshop with DWP attended by 29 of the Scottish local

authorities on 28 November to discuss the potential role of local

government in Universal Credit. This follows considerable lobbying by

English district Councils. The consensus was that local government has an

unrivalled channel for providing service to the vulnerable members of our

communities and that it would be advantageous for DWP to engage further

with local government on this.

15.3 Procurement and Commissioning update

The Argyll and Bute Council procurement team has been honoured for

outstanding achievement at this year’s Government Opportunities (GO)

Excellence in Public Procurement Awards Scotland. The team were

crowned winners in the Best Customer Engagement Initiative of the Year

Award.

Argyll and Bute Council picked up the award for work carried out on a roads

capital works contract with Breedon Aggregates for Kintyre and the Islands.

30% of Argyll and Bute’s road network is on the islands and Kintyre has

many of the characteristics of an island, when it comes to roads, because of

the long distance from the nearest quarry. Decisions are made about what

parts of the road network on the islands needs treatment every spring when

the effects of winter can be judged. Each contract for surfacing or patching

used to be awarded individually, which meant contractors would bring

equipment and materials for the contract along with a workforce. This was

happening three to five times in a single summer on each island which

meant much higher costs.

The roads team came up with the idea to award a single contract for all

machine patching, surface dressing, resurfacing and overlay works on the

Page 27

islands of Mull, Coll, Tiree, Colonsay, Islay and Jura as well as the

mainland area of Kintyre. The procurement team worked with their roads

colleagues to design and deliver this innovative contract. It was created to

make efficiencies and savings through maximising the use of both Council

and contractor resources and sharing risk and rewards. This project has

also made the long leet for the COSLA Excellence Awards in the category

of Achieving Better Outcomes.

In addition, the procurement team members were finalists in two other

categories; Procurement Team of The Year and Procurement Innovation of

The Year.

The annual Procurement Capability Assessment has been completed and

our score has increased from 36% to 41%. The average for Scottish

Councils for 2010 was 30%. We will not know the average for 2011 until the

New Year as assessments are still under way.

The procurement team is now providing procurement services to voluntary

sector recipients of Leader funding. As part of this, the team recently

awarded the contract for design, supply and installation of a play park at

Machrihanish. Contracts have also been awarded for a new property

management system, a voice automated response system, insurance and

related services (saving £200,000 on the current provider), and for school

transport services for Helensburgh and Lomond. A challenge has been

received on the last named contract and this is being responded to.

15.4 Customer Services

Just under 80% of enquiries were dealt with at first point of contact through

the Customer Service Centre in November, which is very similar to the level

in October. This has declined in the last few months due to the increased

volume of Social Work calls being handled, many of which are designed to

be transferred through to professional social workers. Excluding social work

calls, 91% are being dealt with at first point of contact. The percentage of

abandoned calls was 8.6% which is slightly better than the October figures

reported of 9.4%. In November we answered 8,771 calls, down from 8,937

in October.

We have now extended social work general enquiries through the Customer

Service Centre to cover all areas with Helensburgh and Lomond the last

area to go live at the end of September.

The website processed just over 27,000 transactions including document

downloads in the first two quarters of this year which is running well ahead

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of our full year target of 40,000. More eForms are being put on the web site

each month.

The number of civil marriages carried out in Argyll and Bute in April to

September was 331 – up 20 on the same time last year. The total number

of registrations handled increased by 6.4% over this period to 1,642.

15.5 IT

I reported previously on a concern over the funding of our network from

2014. A funding bid was submitted to the Scottish Government in relation

to this funding gap. Further to this, the Pathfinder North authorities have

commissioned Analysys Mason to prepare a full options appraisal and

business case. A full report was be made to the Highlands and Islands

convenors meeting of 17 November 2011.

The contract for the proposed new Property Management system has now

been awarded and work on implementation has commenced.

The Scottish Government has published its response to the McClelland

report, Review of ICT Infrastructure in the Public Sector in Scotland, as part

of the Spending Review. Discussions are underway through COSLA for

how the local authority sector should engage with this in order to make

progress with the recommendations for a five year strategy for each part of

the public sector and national oversight of these. The key

recommendations were that there should be a high level ICT architecture

for the whole of the Scottish public sector; that broadband should be a

national service, and procurement spend should be aggregated with

appropriate access being given to small and medium sized enterprises. In

terms of strategic principles, the number of Data Centres should be

minimised, there should be shared hosting of common applications, we

should re-use ICT facilities, or buy and build our own only as a last resort,

local systems development capability should not be the norm, supplier

relationships should have a stronger partnership element and citizen

services and data should be seamless across the public sector.

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Page 30


COMMUNITY SERVICES

SPOKESPERSON FOR THIRD SECTOR AND COMMUNITIES

1. ACTIVE SCHOOLS – SPORTS LEADERSHIP

I am pleased to report that Sports leadership for pupils across Argyll and Bute is

developing extremely well. The programme, which aims at encouraging young

people to get more active, includes playground buddy training, training for young

leaders in primary schools and Sports Leader UK qualifications and National

governing Body Awards at secondary level (including the coaching weekend).

All schools across the area are fully engaged with sports leadership and are

successfully tying this in with Curriculum for Excellence. Pupils are leading and

supporting extracurricular clubs in schools and in their communities. They are

also organising events and competitions with the support of Active Schools Co-

ordinators and school staff. With over 600 volunteers, including sports leaders,

teachers and community coaches supporting the delivery of extracurricular

activities and holiday programmes across Argyll and Bute we are well on our way

to making our young people more active.

2. LIBRARY SERVICE – INVOLVMENT IN FUTURE OF LIBRARIES

PROJECT

The library service is currently involved in the “Future of Libraries” project funded

by Creative Scotland and led by the Design Innovation Team at the Glasgow

School of Art. The project aims to use design innovation techniques to develop a

manifesto, or framework, that libraries can use to improve services and make

them more sustainable and relevant in the modern age.

The improvement framework will be developed by the Glasgow School of Art

team through a series of staff and community engagement workshops in the New

Year and a request has been made for one of the “local” workshops to be held in

Tarbert to look at how the service could be improved there. The project results

will be reported back to the SLIC Annual Conference in June 2012 and the

framework rolled out to other Scottish authorities thereafter. Our partners in this

project are Glasgow Life, South Lanarkshire, GSA, Creative Scotland and SLIC.


3. ADULT LEARNING

The adult learning network has in place weekly Job / Work Clubs in all areas

across Argyll and Bute. Although in some areas this has been running for a

number of years, this has been a new provision in others. Working with partners,

clients are offered support with general job seeking skills, CVs, application forms.

The outcome of this has been a steady stream of potential new learners through

the doors. There has been a lot of good things happening across the area,

including:

• Kintyre - ESOL classes running at full capacity and establishing follow on and development onto SQA Accredited courses.

• Cowal – More active partnership working as funding is restrictive across all sectors; we are working better with our partners to share resources and

support.

• Oban and Lorn – ‘Men Behaving Badly’ support group for dads with young children has successfully secured funding for the next 2 years.

• Helensburgh and Lomond – Continuation of the Junior Warden scheme.

4. YOUTH FORUM – YOUTHBANK

The Youth Service’s team has been supporting the Argyll and Bute Youth Forum

in their efforts to set up a “YouthBank” in Argyll and Bute. YouthBank is an

innovative grant making and empowerment initiative run by young people for

young people. The project will train and develop young people to enable them to

give cash for action, funding young people’s ideas for the benefit of the

community.

A YouthBank already exists in Helensburgh and following a successful bid to

Cashback, training will start in November for interested young people for across

Argyll and Bute.

5. SUPPORTING YOUTH WORK

As the financial climate continues to impact across all sections of society, the

reality is that many young people in Argyll and Bute face significant barriers to

fulfilling their potential in life as jobs become harder to find, HE places become

more difficult and expensive to access and opportunities for young people

generally dry up. Nationally there is a real concern that we are facing another

lost generation of young people, not in employment, education or training.

Page 32

The challenge for the Youth Service’s team is to continue to effectively engage

with young people who are at risk of becoming disenfranchised, helping them to

develop skills, opportunities, self confidence and a sense of community cohesion.

The value of money offered by youth work interventions should be noted. The

most recent national research involving a community engagement project

showed a social return of up to £13 for every £1 spent, with the average being

around £10 to every £1. Early youth work interventions, whether in schools or the

local community, informal or formal, provide positive benefits to young people

and the communities they live in.

6. LEISURE SERVICES

I am pleased to report that Argyll and Bute Council, in partnership with Scottish

Swimming, have signed up to the UK wide Big Splash initiative to promote

swimming across the UK. The main aim of the partnership is to sign up 150 new

members across the service by March 2012.

A number of efforts are being made to promote swimming in our local area,

including:

• Lane swimming - with swim fit which is a new and exciting swimming

programme that incorporates swimming for fitness to swimming to

compete.

• Christmas cracker - targeted at non members and ‘pay as you go’ users,

this promotion gives these groups a one month taster for £37 which

includes induction. The main aim of the partnership is to sign up 150 new

members across the service by March 2012.

• Argyll Active – the exercise referral programme is going from strength to

strength with the service now being offered at the Aqualibrium and

Helensburgh Pool.

• Top Up – The top up programme is a government funded initiative to help

decrease the current pupil to teacher ratios involved in School Swimming.

By increasing the number of qualified teachers taking the class, the overall

quality of the lessons has been increased with children increasing their

learning due the smaller class sizes.

Page 33

7. TRADING STANDARDS – CITIZENS PANEL SURVEY

The Trading Standards team regularly give talks to vulnerable groups and their

carers about the dangers of bogus workmen and scams. Many victims to this

type of crime lose large amounts of money but the crime is not reported as the

victim feels too embarrassed.

The Argyll & Bute Citizens Panel survey was carried out over the summer and

found the following;

• Just over half of all Panel members (52%) said they had been approached by bogus callers or workmen in the last five years

• Fewer than one in ten of this group (9%) made a purchase or paid money for goods or services. In most cases the amount paid was up to £500 (80%) and

more than three quarters (77%) received the goods they paid for. However,

23% did not receive any goods after making payment

• Overall, the level of dissatisfaction with the goods or services received is very high (79%)

• Panel members who have been approached by bogus callers or workmen over the last five years have suffered a wide range of scams. The most

common have been telephone scams (affecting 88% of this group), closely

followed by email scams (85%), letter scams (69%), bogus workmen (61%)

and bogus callers at the doorstep (58%)

• All Panel members were asked who they would contact if they were targeted by bogus callers or a scam. The vast majority (83%) said they would contact

the Police, while another 24% would also contact Council Trading Standards

• There is a very high level of agreement that the Council’s regular press releases regarding scams are very useful in making Panel members aware of

potential scams in their area (78%)

• Awareness is relatively low that the Trading Standards Team is working with businesses and residents to identify bogus traders and scams within Argyll

and Bute (26%), that Consumer Direct provide advice and guidance in relation

to scams (24%) and that individuals can report scams to Consumer Direct so

that they can help to warn others (29%)

8. TRADING STANDARDS – CIGARETTE SALES

In response to the Scottish Government’s drive to reduce smoking, particularly in

young people, the Trading Standards team have established a rolling under age

sales test purchasing program which has targeted the illegal sales of cigarettes

to under 18s.

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Cigarettes are the only product which are available to buy over the counter which

if used correctly as per manufacturer’s instructions will kill the user.

In the year 2009/2010 Trading Standards found that the failure rate for traders

was 45%. There was an improvement the following year showing 30% illegal

sales of those premises targeted. So far this year the failure rate has reduced

even further to 21%.

Recent changes in the law regarding cigarettes has required traders to register

with the Scottish government, un-registered traders face a maximum of £20,000

fine. Traders who repeatedly sell to children can be banned from the register.

Cigarette vending machines have been banned in England but in Scotland a

failed legal challenge to the ban by Imperial Tobacco has delayed the

introduction of the legislation. Several other proposals have been put forward

such as the introduction of plain packaging for packets of cigarettes. Trading

Standards will continue to work with the Scottish Government to prevent the

illegal sale of cigarettes to children.

9. ARGYLL AND BUTE LOCAL SERVICES INITIATIVE (ABLSI)

The ABSLI project is providing support and encouragement to different sectors in

developing services through co-ordination. Over the last few months the ABLSI

has been hard at work carrying out the following;

• Wider consultation – development work and delivery of final open budgeting event for Children and Families. This addressed the actions

from the Making it Better report.

• Joint Third Sector and Council visit to community recycling project in Wales to build on previous work on risk and contracts for waste

management.

• Working with planning services and partners to produce a tender to consider the potential of a Coast and Countryside Trust.

• Recruitment of Carnegie placement with ABSEN to further assist the sharing of learning from the ABLSI.

Page 35

Over the next few months the ABLSI plans to focus on the following areas of

work:

• Open plan budgeting – Producing final report for Council

consideration, and implementing agreed changes to funding for this

next financial year and beyond. This is expected to include

opportunities for co - production of outcomes, launch of the Children

and Families single funding stream, named contact for answering

queries, potential for three year funding and for smaller amounts of

funding to be considered throughout the year.

• Procurement and Risk Management – gathering feedback from

those involved in Waste Management, Older people’s services and

Atlantis Leisure to develop lessons learned and improved processes.

• Sharing Learning – Focus on learning from the work to date to

provide feedback and on-line content for Carnegie UK Trusts ‘The

Transfer Process’.

10. ARGYLL AND BUTE THIRD SECTOR PARTNERSHIP

The Third Sector partnership has dealt with 7,000 enquiries and offered one to

one support to 1,240 volunteers in the period 1st April 2011 – 30th September

2011.

Changes brought about by Voluntary Action Scotland have impacted on Argyll &

Bute at a national level as this TSP is now part of a ‘college’ sharing votes with

the three Ayrshire areas. This decision reduces the area vote for Argyll and Bute

to one quarter vote. As this affects funding to support the entire third sector, this

is seen as detrimental. In addition, the rationale is based on population – a

criterion which never serves the unique interests and challenges of this area.

Spokesperson for Third Sector and Communities

December 2011

Page 36

Spokespersons Report

Councillor Bruce Marshall, Spokesperson for Environment

Marine Protected Area Workshop

The Council’s Marine & Coastal Development Manager attended a two day workshop in Edinburgh

where the Scottish Government, SNH and the Joint Nature Conservancy Council presented their

work to date on establishing a network of nature conservation Marine Protected Areas (MPA) in

Scottish waters. The workshop allowed a wide range of stakeholders to review and comment on an

initial suite of proposed search locations for MPAs, with additional search locations still to be

identified for mobile species such as basking shark, cetaceans and seabirds. Five potential search

locations were discussed within Argyll and Bute coastal waters. Comments from stakeholders are to

be reviewed by the Scottish Government and SNH with updated search locations published in a

workshop report in December.

Argyll and Bute Coast and Countryside Trust - Development

The proposal to investigate the formation of an Argyll and Bute Coast and Countryside Trust has

emerged as a result of Planning Services Service review. The Local Development Plan team has

developed a draft profile for the trust with a view to carrying out a feasibility study which will inform

us of our options. We are currently finalising the tender document with partners who are also

making a financial contribution to the study. The partners are Argyll and Bute Council (3k), Argyll and

Bute Social Enterprise (5k) Network, Scottish Natural Heritage (2K) and Forestry Commission

Scotland (1K). We expect the tender process to commence by mid December 2011.

Woodland and Forestry Update

Argyll & Bute Council and Forestry Commission Scotland recently held a two-fold event on the 9th

December. This was a networking day for Community Woodland Projects with speakers from a

variety of Community Woodland projects sharing knowledge about their work. Lessons learned and

the opportunities for development of existing, and creation of new projects and accessing funding

were discussed. In addition Argyll & Bute's Woodland and Forestry Strategy was formally launched

by Cllr Neil Mackay. This Strategy recognises that woodland and forestry have the potential to

contribute a range of benefits for local people, including employment, opportunities for leisure and

recreation, land for housing, and a source of cost-effective and environmentally sound energy, in

addition to important quality-of-life factors. This strategy is one of 34 finalists selected from an entry

of 140 across nine categories in the prestigious UK Royal Town Planning Institute (RTPI) Planning

Awards.

Local Development Plan Update

The consultation period on the Main Issues Report (MIR) the first formal stage of the Local

Development Plan (LDP) finished on the 18th

of July with 699 responses received. Work is now

underway to analyze the responses which are generally very positive with regard to the preferred

policy options set out in the MIR with a view to reporting back initial findings to the respective Area

Committee business days in December and January. Meetings have also taken place or been

arranged with a number of individuals, key agencies and community groups to discuss their

comments with a view to making changes. Given a range of different issues that are likely to impact


on the content of the proposed LDP, such as the successful TIF bid for the Lorn ARC it is intended

that the publication of the LDP will be re-scheduled to August 2012. The public consultation period

will last for three months and will employ a variety of public engagement techniques to stimulate

interest in the plan. This is subject to Executive approval at their December meeting.

Argyll and Bute Design Competition

The second bi-annual Argyll and Bute Design Awards competition will be launched in January 2012.

The design awards are intended to recognise, promote and celebrate examples of exceptional design

quality within both an urban and rural context across the whole of the Argyll and Bute Council

Planning area. The awards provide a means of stimulating greater public awareness of good design

and drawing attention to good examples on the ground. The design awards also help to promote the

use of a suite of design guides prepared by the Council which recently won a Scottish Government

Planning award.

Landscape Capacity Study Update

Work is well underway with a landscape capacity study for on shore wind in Argyll and Bute.

Landscape Consultants are working with SNH staff and Council Planning Officers on site to produce a

document that will help determine the sensitivities of our outstanding landscape to change from

different scales of on shore wind development. An initial draft is scheduled for the end of December

and a follow on design guide for smaller scale turbines is scheduled to follow in February 2012. The

total cost of the study is £65k with £5k coming from the council and £60k coming from SNH. It is

intended to hold a workshop with key stakeholders in the new year to discuss the findings of the

study and seek comments.

Craignish Community Plan Update

The Development Policy Manager has been working with the Craignish Community Council and a

local steering group to help deliver Argyll and Bute’s first community led land use plan. With 147

members of the local community responding to questionnaires and participating in open days the

plan will act as supplementary planning guidance and help inform the content of the new LDP. Once

finalised by the local community the plan will be taken to the Mid Argyll Area Committee and the

PPSL for their approval to help inform future planning decisions taken in the area. It is hoped that

this new way of involving communities in the land use planning process can be rolled out to other

areas of Argyll and Bute as resources permit.

Biodiversity

The Argyll and Bute Local Biodiversity Partnership are working with the Scottish Association of

Marine Science on the ‘Festival of the Sea’ 19-28 May 2012. We will be hosting a Biodiversity

Conference in Oban on 22 May 2012 to mark International Day for Biodiversity.

The partnership is currently hosting the Atlantic Hazel Gloves national project which is one of the

species identified in Scottish Natural Heritages’ Species Action Framework. We have set up a

working group and have a project officer in place with funding from Scottish Natural

Heritage, British Lichen Society and LEADER to the tune of £41,659 over two years.

Page 38

The Rhododendron Ponticum project (INNS) has managed to change the SRDP funding support to

100% of standard costs. Landowners are being encouraged to apply for this

grant with options to work collaboratively.

Recycle Scotland

I attended a photoshoot at McCaig’s Tower on 17th

November (torrential rain and retired to Corran

Halls to finish filming). Recycle Scotland is funded by the Scottish Government and its remit is to

encourage volunteers to spread the recycling message throughout the area. The local group is led

by Katharine Usher. The following is my quote –

“I am delighted to support the local roll-out of Recycle for Scotland, an exciting national

scheme to help inform people about what products can and should be recycled.”

“Argyll and Bute’s recycling, composting and recovery rate currently stands at 42%, and has

been steadily above the 40% mark for the past 2 years (41.5% in 10/11 and 41.3% in 09/10)

while waste sent to landfill has continued to fall (32,253 tonnes in 2010/11 compared to

33,736 tonnes in 2009/10) . We hope to see this landfill reduction trend continue in 2011/12

and beyond.

”I am very pleased that we are maintaining our recycling and recovery rates, but there is no

room for complacency. We continue to improve our recycling, composting and recovery

through ongoing reviews of our operational practices in a bid to provide service

improvements to our residents in a cost effective way.

“Having the second-biggest council area in Scotland, which includes 25 inhabited islands,

clearly presents challenges not faced by most other local authorities. But our efforts –

combined with those of the many volunteers who devote so much of their time to

encouraging more households to recycle and reuse – are paying off in terms of conserving

resources and reducing landfill.

“I’d like to thank all those across Argyll and Bute who are working to boost recycling levels,

as well as the thousands of householders who take this issue seriously. I would urge them to

take a moment to explore Recycle for Scotland’s website, where they’ll find plenty of

recycling tips and other important information.

“I look forward to continuing to work together to ensure that Argyll and Bute continues to

play its part in making Scotland more environmentally friendly.”

Shanks PPP Contract

The Council continues to progress negotiating the settlement of outstanding Contract Variations

with Shanks Argyll & Bute plc with encouraging progress made over the last month. Progress is

being made with regard to the development of the model for the proposed introduction of co-

mingled collection.

The Scottish Environment Protection Agency (SEPA) has published a new set of waste performance

indicators for the period July 2010-June 2011. These indicators show waste management

performance in terms of Household Waste Recycled/Composted, Household Waste Recovered (e.g.

Compost Like Output in Argyll & Bute and Energy from Waste in Shetland) and Household Waste

Landfilled. The Council has lobbied hard for this reporting regime to be put in place, which provides

the overall picture of waste management performance, rather than narrowly reporting on

Page 39

“Recycling” only as now defined within the Zero Waste Plan; which changes the definition of CLO

from being a “recycled/composted” material to being a “recovered” material. This is a real

breakthrough thanks to the persistence of the Director and Officers, as previously the Minister For

Environment had been unprepared to change the designation of CLOs.

Carbon Management Programme

At the half way point in the five year programme (2009-2014) an update of the plan is about to be

published with officers applying finishing touches to the paper.

Page 40

1

ARGYLL AND BUTE COUNCIL EXECUTIVE COMMITTEE SPOKESPERSON REPORT 15 DECEMBER 2011

COUNCILLOR LEN SCOULLAR, DEPUTE PROVOST AND SPOKESPERSON FOR EUROPEAN ISSUES 1.INTRODUCTION This Spokesperson’s Report provides a brief update on the following matters:

o Highlands and Islands European Partnership Scottish Parliament Evening Reception, o Meeting of the West of Scotland European Forum, o Argyll and the Islands LEADER Programme 2007 – 2013, and; o Local Authority International Environmental Organisation (KIMO).

A brief update on these matters will be provided in turn. 2.HIGHLANDS AND ISLANDS EUROPEAN PARTNERSHIP SCOTTISH PARLIAMENT EVENING RECEPTION The Highlands and Islands European Partnership (HIEP) held an evening reception in the Scottish Parliament on Tuesday 25 October. The reception was kindly sponsored by Highlands and Islands MSP Rhoda Grant. The purpose of the reception was to highlight HIEP’s vision for European funding in the Highlands and Islands for the 2014 – 2020 programme period. Central to this vision is the need to ensure that the region secures ‘transition funding status’ which is proposed for regions with a GDP of between 75% and 90% of the EU average and would mean that the region would secure a higher allocation of EU funds than it otherwise might. The keynote address was delivered by Alex Neil MSP and Cabinet Secretary for Infrastructure and Capital Investment whose remit also includes the European Regional Funds. The reception was well attended by all HIEP partners, MSPs, Scottish Government Officials and a representative from the European Commission also attended. The reception is the first of many lobbying events that HIEP will host or participate in during the EU Budget negations and it is important to highlight that this lobbying activity will be progressed at Scottish, UK and EU levels. 3.WEST OF SCOTLAND EUROPEAN FORUM (WOSEF) A meeting of the West of Scotland European Forum took place in Nye Bevan House in Glasgow on 14 October 2011. The meeting covered the future of European funding for the period 2014-20, as well as issues concerning the current 2007-13 funding programmes. Kat Feldinger from the Scottish Government’s Structural Funds Division also addressed the meeting. Kat’s remit includes preparing the Scottish allocation of European funding for the 2014-20 period, as well as State Aid (Assisted Area) coverage in Scotland. Kat raised the following key points in her address:

o Whilst the current Structural Fund programmes are progressing well in Scotland, there have been absorption issues with ESF (European Structural Funds) in the Highlands and Islands, and the Lowland Upland Scotland (LUPS) European Regional Development Fund (ERDF) rural priority.

o For the 2014-20 programming period, Kat indicated that Scotland is likely to qualify for Structural Fund support worth around €550million. Although this represents a


2

drop of about 30% on the current programming period it is still considered a good deal for Scotland.

o The current proposals would give the Highlands and Islands of Scotland transition status which equates to more per head of population that the rest of Scotland, which would be eligible under the Competitiveness category of funding.

o The European Commission has also proposed to allocate the majority of funds on a thematic basis. The proposed themes are:

- Strengthening research, technological development and innovation - Enhancing the competitiveness of SMEs - Supporting the shift towards a low-carbon economy in all sectors (including

the production and distribution of renewable energy sources - Promoting employment and supporting labour mobility - Investing in education, skills and life-long learning - Promoting social inclusion and combating poverty

Kat indicated that there was strong complementarity between the Scottish Government Economic Strategy and the proposed EU thematic priorities.

o The Commission would like to see more use of loans in the future instead of grants. o A strong community development dimension has been proposed by the Commission

for the delivery of the 2014-20 funds. While the Scottish Government was unclear exactly what was meant by this it was supportive of the concept in principle and welcomes views from local authorities as to how this could work in practice

o The Scottish Government will be looking to consult with local authorities in the development of the new programmes and systems in the near future, and over the course of the next few years as the programmes are being developed.

o Outwith the Structural Funds, Kat indicated that the Scottish Government had an interest in Trans-European Networks for Transport, ICT and Energy. Overall, the Commission had proposed a budget of €40bn for the development of these networks for the 2014-20 period.

A general discussion then followed about the future funds and their impact on Scotland, with a particular focus on the LUPS area, part of which WOSEF represents. The European Team have offered to provide a verbal update to the Executive Committee if requested, and if desired, Kat Feldinger could be approached to address the Committee on the developments in European Structural Fund programmes for the 2014-20 programming period. Updating the meeting on progress with the Assisted Area Review, Malcolm Leitch (Chair of the Meeting), said that while major changes to the Regional Aid Guidelines at EU level appeared unlikely, this did not mean that significant reduction in coverage within Scotland was not possible. However, the West of Scotland does look set to retain Assisted Area status but this will need to be reviewed when updated economic data becomes available. Finally, the Forum accounts for 2010/11 and budgetary projections for 2011/12 were presented. The 2010/11 accounts have been formally adopted, and a 20% reduction in 2011/12 subscription fees was agreed. 4.ARGYLL AND THE ISLANDS LEADER PROGRAMME 2007 – 2013 Since it began allocating funds in May 2008, the Argyll and the Islands LEADER Programme (including the Convergence Programme) has played a significant role in aiding economic recovery in the Programme area. The Local Action Group (LAG) has awarded over £6m of grant funding to 200 projects, bring over £15m to the area in match funding, thus providing a substantial cash injection for communities across Argyll and the Islands (Argyll & Bute and Arran & the Cumbraes).

Page 42

3

At the September LEADER LAG (fifteenth round of applications) a total of 18 projects were awarded funding totalling £633,856. A few examples to highlight are as follows:

- Argyll and Bute Council Argyll: Community Access Links (Phase 1) £145,000. This project will create new shared use footpaths within the communities of Dalmally, Oban, Tarbert and Lochgilphead.

- Ardentinny Community Trust Ltd: Glenfinart Walled Garden Project £10,795. The funding will enable the development work required to re-establish the Grade B listed garden as a working garden producing affordable fruit and vegetables alongside a more formal, leisure garden.

- Dunoon Burgh Hall Trust: Dunoon Burgh Hall Capital Works Development £78,390. The project will enable the group to move the overall project onto the next stage by procuring a professional team including a full design team, a business / arts venue consultant and a heritage / training advisor to undertake the specialist development work required.

5. LOCAL AUTHORITY INTERNATIONAL ENVIRONMENTAL ORGANISATION (KIMO) As the Chair of KIMO Scotland, I attended the KIMO International Conference hosted by Aberdeenshire and Aberdeen City Councils on 7 to 9 October 2011. Stewart Stevenson MSP and Minister for the Environment and Climate Change opened the conference by commending the work KIMO is undertaking on projects such as Fishing for Litter and its leading role in bringing issues such as marine pollution to the fore. The Conference also discussed the recent work of KIMO in lobbying the European Parliament, individual EU governments and shipping companies to reduce the number of containers lost at sea. I am happy to share the Minute of the International Conference with Spokespersons once this becomes available. For further information contact: Councillor Len Scoullar Depute Provost and Spokesperson for European Issues.

Page 43

Page 44


Report of Spokesperson for Social Affairs

Executive meeting of 15th

December 2011

Winter Arrangements for Social Care Services.

At the Executive Meeting of 3rd

November the Committee agreed the Winter Service Policy

to allow this year’s operational plan to be finalised. This is detailed within the winter road

maintenance section of the website: http://www.argyll-bute.gov.uk/transport-and-

streets/winter-road-maintenance. This provides details of gritting routes, grit bins, winter

maintenance policy and daily weather forecasts and road treatment plans. As Members will

be aware, priority routes for gritting do take recognise the need to access a variety of

important destinations such as facilities for older people.

During the extreme winter conditions experienced last year, I was impressed with the

response of our care staff and our independent providers’ staff to these challenging

conditions. This did not happen just by chance and I thought it would be helpful for

Members to have some insight into the preparations that have been made to ensure that

vulnerable people across the county receive their services.

An extensive joint winter planning exercise has taken place across both Children and

Families and Adult Care and the following actions are being taken:

• Reviewing contingency / business continuity plans (both council and our providers)

• Provision of equipment for pool cars , such as shovels, flask, warning triangle, space

blankets and Hi Viz bibs for staff

• Staff using own cars have been advised to make similar arrangements

• Issuing appropriate waterproof jackets and trousers for key staff

• Buddy cover / lone worker policy

• Provision of “grippers” for home care staff shoes

• Joint working with private sector, health and voluntary organisations in relation to

prioritising clients and responses required

Discussions have also taken place between the roads service, social work staff and the NHS

to ensure preparations are made for all members of the community (not just those

‘vulnerable’ people known to the council) and that robust liaison arrangements are in place

throughout the winter period. Key senior staff also attended a recent emergency planning

event Exercise Polar Storm with a wide range of partner agencies to further refine our

preparations, promote joint working and learn the lessons from recent winters.


Appointment of New Head of Children and Families

An interview panel met on 29th

November and interviewed three short listed candidates.

Following these interviews the post was offered to, and accepted by, Louise Long.

Louise currently works for South Ayrshire Council where she is Acting Head of Children and

Families. Negotiations regarding a start date are in progress.

Older People’s Services Review

In my last report I indicated that the Project Board and Special Committee had agreed to

proceed to tender for Older People’s Day Care Services. Tenders have been returned and

once they have been fully evaluated, officers’ recommendations will be brought to a

meeting of the Project Board and Special Committee, in the new year.

A decision on whether to invite tenders for the care at home services was deferred to allow

further information on TUPE implications for staff to be considered. As a result of that

further consideration, staff in this particular service have been offered the option of either

taking voluntary redundancy or transferring to a new provider under TUPE arrangements.

Head of Adult Care, The Service Manager – Adult Care and I carried out a series of meetings

with the relevant staff. Officers from Legal Services and HR also attended these meetings to

deal with detailed issues relating to these options for possible transfer to a new employer.

To allow time for staff to get and consider details of the voluntary redundancy offer, the

issue of the tender documents has been delayed until the new year. In addition, the Head of

Adult Care, The Service Manager – Adult Care and I have held further briefing meetings for

clients and carers to update them on progress of all parts of the review and deal with any

concerns.

Learning Disability Services Review

Following the Project Board and Special Committee of 4th

May, the Special Committee

agreed to undertake a pre qualifying questionnaire stage of a tender exercise to enable the

Council to decide whether it should outsource its existing community based and buildings

based services. A report on the pre qualifying exercise was considered by the Project Board

and the Special Committee on 7th

December.

I will provide members with a verbal update on the decision of the Special Committee at the

Executive Meeting.

Meetings

Over the past few months I have attended meetings of the CHP Committee on Islay and at

Lochgilphead; the Health and Social Care Strategic Partnership (which I chair); and the North

Strathclyde Criminal Justice Authority. Papers for these meetings are available by contacting

Katie Taylor in the Leader’s Office.

Page 46

Southern Cross and Argus Care Group

Members will be aware of financial difficulties encountered by Southern Cross – the care

home operator. The company had two care homes in Argyll and Bute, one in Campbeltown

and one in Helensburgh. New landlords have now been identified and the transfer of the

business to them is now complete.

More recently the Argus Care Group – an operator of three care homes in Argyll and Bute

also ceased trading. New operators were quickly identified and contracts agreed, with these

new operators, for the residents placed there by the council. No disruption to service was

experienced by the residents of these homes during this process.

Response to the Child Protection Inspection Report

Following the publication of the multi agency child protection inspection report presented

to the last meeting of the Executive, an improvement group comprising representatives

from the Children and Families Service, Education Services, Strathclyde Police and the NHS

was convened by the Executive Director of Community Services. This short life working

group was tasked with developing an improvement plan that related to the inspection’s

findings and was integrated with the wider social work improvement plan. The draft

improvement plan was due to be considered by partners represented on the Child and Adult

Protection Chief Officers Group (CAPCOG) on Thursday 8th

December 2012.

Andrew Nisbet

Spokesperson for Social Affairs

6th

December 2011

Page 47

Page 48


1

ARGYLL AND BUTE COUNCIL EXECUTIVE

CHIEF EXECUTIVE’S UNIT 15 DECEMBER 2011

PERFORMANCE MANAGEMENT REPORT: FQ2 2011/12

Summary The Planning and Performance Management Framework (PPMF) sets out the structure and timescale for reporting the Council’s performance to Elected Members on a quarterly cycle. The Chief Executive and Executive Directors will present the Council Scorecard and Departmental Scorecards to the Executive, using the Council’s performance management system, Pyramid. The presentation will focus on performance during the period July to September 2011, including a review of successes, key challenges and an outline of improvement actions for the coming period. Directors’ reports and Scorecards are attached (large printed copies of Scorecards will be available at the meeting). Sally Loudon Chief Executive


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d b

ooste

d t

hro

ug

h t

he a

dvert

isem

ent

of

the s

tart

-up g

rant

pro

gra

mm

e.

Custo

mer

satisfa

ction o

f th

e A

rgyll

and B

ute

Busin

ess G

ate

way s

erv

ice

continues t

o o

utp

erf

orm

oth

er

national

pro

vid

ers

(93%

for

Arg

yll

and B

ute

, ag

ain

st 85%

nationa

lly).

8.

Sail

West

launched i

t’s ‘

Ma

linW

ate

rs’

bra

nd a

nd a

ttra

cte

d 6

0 d

ele

gate

s f

rom

acro

ss S

cotland a

nd I

rela

nd t

o C

am

pbeltow

n i

nclu

din

g k

ey

repre

senta

tives fro

m t

he n

ational saili

ng

industr

y p

rovid

ing

good e

xposure

to a

num

ber

of

Kin

tyre

busin

esses a

nd A

rgyll

and B

ute

port

s.

9.

The C

HO

RD

Hele

nsburg

h f

ull

busin

ess c

ase w

as a

ppro

ved a

nd t

he p

rocure

ment

pro

cess i

s n

ow

underw

ay;

CH

OR

D p

ublic

consultation

events

held

in O

ban, C

am

pbeltow

n a

nd D

unoon s

aw

a c

om

bin

ed p

art

icip

ation o

f in

excess o

f 450 p

eople

. 10. S

ubm

issio

n o

f T

ax I

ncre

menta

l F

undin

g (

TIF

) bid

to S

cottis

h F

utu

res T

rust fo

r th

e L

orn

Arc

. 11. LE

AD

ER

aw

ard

ed in e

xcess o

f £630k t

o 1

8 p

roje

cts

inclu

din

g £

145k t

o c

om

munity a

ccess lin

ks c

reating

share

d u

se f

ootp

ath

s a

t D

alm

ally

, O

ban, T

arb

ert

and L

ochg

ilphead;

Dunoon B

urg

h H

all

Tru

st

als

o b

enefitted w

ith a

£78k g

rant.

12. C

onsultation o

n the L

ocal D

evelo

pm

ent

Pla

n,

Main

Issues R

eport

attra

cte

d a

hig

h level of

inte

rest w

ith a

ppro

xim

ate

ly 7

00 r

esp

onses.

13. T

he P

lannin

g S

erv

ice a

ssis

ted i

n t

he d

eliv

ery

of

134 a

fford

able

hom

es t

hro

ug

h t

he G

overn

ment’s h

ousin

g i

nnovation

fund f

or

Arg

yll

and

B

ute

. 14. O

f th

e 1

41 e

ntr

ies s

ubm

itte

d n

ationally

, A

rgyll

and B

ute

’s W

oodla

nd a

nd F

ore

str

y S

trate

gy h

as s

hort

liste

d f

or

a U

K,

RT

PI

aw

ard

. 15. P

lannin

g applic

ations saw

a 12 m

onth

hig

h and im

pro

ve

d w

ork

ing

pra

ctices w

ithin

th

e serv

ice ensure

d th

at

Household

er

Pla

nnin

g

Applic

ations p

rocessed o

n t

ime r

eached a

record

95%

- w

ell

above o

ther

rura

l auth

orities.

16. A

very

positiv

e r

eport

wa

s r

eceiv

ed f

rom

the F

ood S

tand

ard

s A

gency S

cotland f

ollo

win

g t

heir a

udit o

f E

nvironm

enta

l H

ealth’s

food s

afe

ty

work

, w

ith 3

are

as o

f best

pra

ctice in S

cotland identifie

d.

17. W

aste

recyclin

g a

nd s

tatu

tory

landfill

targ

ets

were

achie

ved.

18. F

ive d

epart

menta

l S

erv

ice R

evie

ws w

ere

undert

aken a

nd r

eport

ed a

s p

lanned;

Desig

n S

erv

ices;

Fle

et

Serv

ices;

Pla

nnin

g S

erv

ices;

Roads

Page 50

3

and N

etw

ork

; and S

treets

cene.

Good p

rog

ress i

s b

ein

g m

ade o

ver

the i

mple

menta

tion o

f la

st

year’s r

evie

ws,

Econom

ic D

evelo

pm

ent;

R

eg

ula

tory

Serv

ices;

Roads O

pera

tions a

nd W

aste

Manag

em

ent.

Ke

y C

hall

en

ges

1.

Ensuring A

rgyll

and B

ute

’s r

oads n

etw

ork

is a

ccessib

le t

hro

ug

hout th

e w

inte

r -

as s

et out in

the R

oads W

inte

r M

ain

tenance P

olic

y.

2.

Arr

esting f

urt

her

declin

e in t

he r

oads n

etw

ork

infr

astr

uctu

re t

hro

ug

h t

he im

pact

of

win

ter.

3.

Thro

ug

h e

ffective lobbyin

g o

f th

e S

cottis

h G

overn

ment, e

nsuring

recyclin

g a

nd c

om

poste

d m

ate

rials

are

inclu

ded in f

utu

re w

aste

recovery

perf

orm

ance c

alc

ula

tions. A

ddre

ssin

g the r

eport

ing fra

me

work

and r

eg

ula

tory

req

uirem

ents

of th

e Z

ero

Waste

Pla

n.

4.

Securing

a s

atisfa

cto

ry o

utc

om

e o

ver

outs

tandin

g c

ontr

act

variation issues w

ith S

hanks A

rgyll

and B

ute

and t

he p

roposed intr

oduction o

f fu

ture

colle

ctions f

or

co-m

ing

led w

aste

. 5.

Deliv

ery

of

Str

ate

gic

Infr

astr

uctu

re P

rogra

mm

e: T

ayin

loan P

ier

upg

rade,

Milt

on B

urn

flo

od a

llevia

tio

n,

Kin

tyre

Renew

able

s H

ub,

etc

.

6.

Deliv

ering

Develo

pm

ent P

olic

y p

riorities a

ssocia

ted w

ith

the M

ain

Issues R

eport

, S

hore

Win

d L

andscape C

apacity S

tudy a

nd d

eve

lopm

ent

pote

ntial of

Hele

nsburg

h P

ierh

ead a

nd O

ban/D

unbeg in lig

ht

of

Lorn

Arc

TIF

applic

ation.

7.

Achie

vin

g job o

utc

om

e targ

ets

in a

new

month

ly targ

et syste

m t

hat

is b

ein

g im

ple

mente

d in the t

hird q

uart

er

of

2011/1

2 t

o e

nsure

susta

ined d

eliv

ery

of

the U

K G

overn

ment’s W

ork

Pro

gra

mm

e.

8.

Continue t

he r

oll-

out of

ele

ctr

onic

docum

ent m

anag

em

ent

within

the d

epart

ment, thro

ug

h R

eg

ula

tory

Serv

ices a

nd inte

gra

tion o

f P

lannin

g

and R

eg

ula

tory

custo

mer

enq

uirie

s into

the C

ouncil’

s C

usto

mer

Serv

ice C

entr

e.

9.

Pro

mote

and c

ontinue t

o r

ealis

e the o

pport

unitie

s a

va

ilable

to A

rgyll

and B

ute

fro

m f

ilmin

g e

nq

uir

ies.

Ac

tio

n P

oin

ts t

o a

dd

ress t

he C

hall

en

ges

1.

A r

esili

ent

and f

ocused m

anag

em

ent

is in p

lace

to e

nsure

that

the R

oads W

inte

r M

ain

tenance P

lan f

or

2011/1

2 is e

ffectively

an

d e

ffic

iently

imple

mente

d in a

ccord

ance w

ith c

limatic r

eq

uirem

ents

. 2.

Eff

icie

ncy a

nd p

roductivity initia

tives,

inclu

din

g first tim

e p

erm

anent re

pairs a

re u

ndert

aken a

s p

lanned a

s w

inte

r w

eath

er

perm

its a

nd the

com

ple

tion o

f ta

rgete

d c

yclic

main

tenance p

rogra

mm

e. T

he d

evelo

pm

ent of

the d

raft

Roads R

econstr

uction p

rog

ram

me f

or

2012/1

3.

3.

Furt

her

dia

log

ue w

ith S

cott

ish G

overn

ment

will

be undert

ake

n to

m

inim

ise risks associa

ted w

ith th

e Z

ero

W

aste

P

lan.

Continuin

g

dis

cussio

ns w

ith H

ighla

nd a

nd Isla

nd L

ocal A

uth

orities to d

evelo

p a

coord

inate

d r

esponse t

o t

he Z

ero

Waste

Pla

n.

4.

Continued d

epart

menta

l fo

cus, support

ed b

y S

pecia

l P

roje

cts

Team

, to

resolv

e m

att

ers

with S

hanks A

rgyll

& B

ute

satisfa

cto

rily

. 5.

Month

ly H

ighlig

ht

Pro

ject

Report

ing

at

Depart

menta

l S

trate

gic

Pro

ject

Board

. R

esourc

e p

roje

ct

manag

em

ent

and d

eliv

ery

thro

ug

h H

&I

Fra

mew

ork

contr

act

and a

ccessin

g s

kill

s r

eq

uirem

ents

for

De

sig

n T

eam

sta

ff w

ithin

Marine &

Air S

erv

ices a

nd R

oads D

esig

n.

6.

Prioritisation o

f re

sourc

es a

mongst D

evelo

pm

ent P

olic

y t

eam

and the c

ontinued e

ffective m

anag

em

ent of

hig

h-p

rofile

pro

jects

.

7.

Successfu

lly r

ecru

it a

n O

pera

tions M

anag

er

for

the E

mplo

yabili

ty T

eam

and m

ain

tain

focus o

n p

erf

orm

ance a

t a s

enio

r le

vel.

8.

ED

M p

roje

ct

is i

n p

lace a

nd a

pro

ject

manag

em

ent

part

ners

hip

with t

he C

usto

mer

Serv

ices C

entr

e t

eam

to e

nsure

successfu

l ‘g

o l

ive

’ date

s.

9.

Econom

ic D

evelo

pm

ent

team

continue t

o e

ffic

iently s

upport

film

ing

enquirie

s i

n A

rgyll

and

Bute

(build

ing

upon 2

3 F

ilm P

roduction

s –

mostly a

dvert

s, docum

enta

ries a

nd s

mall

scale

pro

ductions –

resultin

g in 8

9 f

ilmin

g d

ays, g

enera

ting

appro

xim

ate

ly £

135K

of

valu

e t

o local

econom

y).

Page 51

02

Dec

emb

er 2

01

1

Page 52

05

Dec

emb

er 2

01

1

Page 53

5

Pe

rfo

rma

nce R

epo

rt f

or

C

usto

me

r S

erv

ice

s

pe

rio

d

Ju

ly –

Se

pte

mb

er

201

1

Ke

y S

ucc

es

ses

1

. S

ocia

l W

ork

en

qu

irie

s th

rou

gh

CS

C w

en

t liv

e f

or

Dun

oo

n 2

6 J

uly

, R

oth

esa

y 1

6 A

ugu

st,

He

len

sb

urg

h &

Lom

on

d 2

8 S

ep

tem

be

r 2

. S

elf s

erv

ice p

ort

al

no

w l

ive

th

rou

gh

CS

C a

nd

first

se

t of

eF

orm

s.

On

line

tra

nsa

ctio

ns f

or

firs

t 2

qu

art

ers

to

tal

27

,748

ah

ea

d o

f p

rofile

(fu

ll ye

ar

targ

et 4

0,0

00

)

3.

New

co

rpo

rate

te

xt

se

rvic

e d

eliv

ere

d –

we

nt

live

at

sta

rt o

f O

cto

be

r.

4.

Se

lecte

d a

s f

ina

lists

in

3 c

ate

go

rie

s o

f G

O P

rocu

rem

en

t a

wa

rds (

Pro

cu

rem

en

t T

ea

m o

f th

e y

ea

r, B

est

Custo

me

r e

nga

ge

me

nt

Initia

tive

, a

nd

Pro

cu

rem

ent

Inn

ova

tio

n o

r In

itia

tive

of

the

Ye

ar)

(U

pda

te:

wo

n b

est

cu

sto

mer

en

ga

ge

men

t in

itia

tive

)

5.

Actio

n p

lan

fo

llow

ing f

ollo

w u

p a

ud

it o

f b

enefits

by A

ud

it S

co

tla

nd

com

ple

ted

and

acce

pte

d.

6.

Com

mu

nity C

ou

ncil

by e

lection

pro

ce

ss c

om

ple

ted

7

. R

evie

w o

f F

OI com

ple

ted

an

d n

ew

pro

ce

ss w

ork

ing e

ffe

ctive

ly

8.

Su

cce

ssfu

l O

ba

n B

icen

tena

ry R

oya

l vis

it

9.

Su

cce

ssfu

l com

ple

tio

n o

f a

num

be

r of

refu

rbis

hm

en

t p

roje

cts

to

schoo

ls o

ve

r th

e S

um

me

r V

aca

tion

. 1

0. C

om

ple

tio

n of

the

D

esig

n fo

r th

e in

no

va

tive

“T

ry B

efo

re Y

ou

B

uy”

sch

em

e a

t C

am

pb

elto

wn

G

ram

ma

r S

ch

oo

l, w

hic

h w

as

d

eve

lop

ed w

ith

th

e a

ssis

tan

ce

of

Arc

hite

ctu

re a

nd

Desig

n S

co

tland

as p

art

of

a w

ide

r stu

dy.

This

is s

che

du

led f

or

com

ple

tio

n in

Nove

mb

er.

1

1.

Carb

on

Man

agem

en

t P

lan

Up

da

te 2

01

1 c

om

ple

ted

an

d p

rese

nte

d t

o D

MT

/SM

T. A

rra

nge

me

nts

ha

ve

als

o b

ee

n m

ade

fo

r th

e

u

pda

te t

o b

e c

on

sid

ere

d b

y t

he

Bu

dge

t W

ork

ing G

rou

p a

nd

Exe

cu

tive

. K

ey C

hall

en

ges

1

. C

on

tin

ue

pre

pa

ratio

ns fo

r ann

ua

l S

ocitm

Be

tte

r C

on

ne

cte

d a

sse

ssm

en

t of

cou

ncil’

s w

eb

site

2

. C

on

tin

ue

pre

pa

ratio

ns fo

r ann

ua

l P

rocu

rem

ent

Cap

ab

ility

Asse

ssm

en

t in

Octo

be

r 3

. A

nn

ua

l be

nefits

sub

sid

y a

ud

it u

nd

er

wa

y –

6 e

rro

rs f

ou

nd

in

in

itia

l te

stin

g a

ll re

su

ltin

g in

exte

nde

d te

stin

g t

o b

e c

arr

ied

ou

t

4.

Com

ple

te O

racle

up

gra

de

an

d p

lan

fo

r n

ew

Ora

cle

Pu

rcha

sin

g/C

om

mitm

en

t a

cco

un

tin

g p

roje

ct

5.

Com

ple

te b

usin

ess o

ption

s a

na

lysis

in s

up

po

rt o

f fu

nd

ing b

id fo

r P

ath

finde

r N

ort

h r

e-p

rocu

rem

en

t 6

. P

rep

are

fo

r go

-liv

e o

f S

po

tlig

ht

on

Sp

end

– g

ivin

g a

na

lysis

of

all

Cou

ncil’

s s

pe

nd

fo

r 201

0/1

1(U

pd

ate

we

nt

live

on 1

2 O

cto

be

r)

7.

Ke

y s

taff

ga

ps o

n g

overn

an

ce

te

am

s

8.

To e

nsu

re th

at

ke

y p

roje

cts

iden

tified f

or

imp

lem

enta

tion

ove

r th

e s

cho

ols

Octo

be

r b

rea

k a

re d

eve

lop

ed

in

lin

e w

ith

agre

ed

pro

ject

pla

ns to

en

su

re s

ucce

ssfu

l com

ple

tio

n.

9.

To a

de

qu

ate

ly r

eso

urc

e t

he

da

ta tra

nsfe

r and im

ple

men

tatio

n o

f th

e u

se

of

the

ne

w P

rop

ert

y M

an

age

me

nt S

yste

m (

Con

ce

rto).

1

0. U

pd

ate

of

asb

esto

s s

urv

eys f

or

pro

pe

rtie

s w

ith

are

as o

f n

o a

cce

ss a

nd

pre

su

mp

tio

ns a

nd n

ew

asb

esto

s s

urv

eys f

or

pro

pe

rtie

s

Page 54

6

with

no

su

rve

y a

s a

ssu

me

d s

imila

r to

an

oth

er

pro

pe

rty.

11

. Ma

na

gin

g t

he

im

ple

men

tation

of

the

rem

ain

ing e

lem

en

ts o

f th

e C

ate

rin

g,

Cle

an

ing a

nd

Ja

nito

ria

l S

erv

ice R

evie

w,

pa

rtic

ula

rly t

he

red

uction

in

cle

an

ing a

nd

ste

wa

rdin

g t

o C

om

mu

nity C

en

tres.

12

. The

L

oca

l A

uth

ority

C

on

so

rtiu

m B

id fo

r th

e p

rovis

ion

o

f C

lean

ing a

nd

Ja

nito

ria

l S

erv

ices fo

r S

trath

cly

de

P

olic

e h

as been

un

su

cce

ssfu

l, th

ere

by r

esu

ltin

g in

a lo

ss o

f in

co

me a

nd

cre

atin

g t

he r

equ

ire

me

nt fo

r th

e T

UP

E t

ran

sfe

r of

sta

ff.

13

. With

dra

wa

l of

tran

spo

rt s

erv

ices a

s a

gre

ed

in S

ch

oo

l a

nd

Pu

blic

Tra

nsp

ort

Se

rvic

e R

evie

w.

Ac

tio

n P

oin

ts t

o a

dd

res

s t

he C

ha

lle

ng

es

1

. A

ctio

n a

ll p

oin

ts f

rom

we

b w

ork

sho

p

2.

Con

tin

ue

roll

ou

t of

new

co

ntr

act

mon

ito

rin

g p

roce

ss a

nd

co

mp

lete

tra

inin

g n

eed

s a

sse

ssm

ents

3

. C

om

ple

te 4

0+

te

stin

g fo

r all

agre

ed

su

b-p

op

ula

tio

ns p

rio

r to

ne

xt

vis

it f

rom

Exte

rna

l A

ud

it in

Nove

mb

er.

4

. N

ew

te

st

str

ate

gy d

esig

ne

d,

re-s

tart

all

testing w

ith

aim

to

go

liv

e t

o a

late

r ve

rsio

n o

f re

lea

se

10

in N

ove

mb

er

an

d d

efe

r u

pgra

de

to r

ele

ase

11

fo

r 18

mo

nth

s.

5.

Assis

t H

igh

lan

d C

oun

cil

to t

en

de

r fo

r con

su

ltan

ts t

o p

repa

re b

usin

ess o

ption

s a

na

lysis

an

d w

ork

with

ap

po

inte

d c

on

su

ltan

ts.

6

. R

evie

w a

ll d

ata

on

we

bsite

befo

re it

go

es liv

e a

nd c

orr

ect a

ny c

lassific

ation

err

ors

. 7

. T

em

po

rary

recru

itm

ent of

pa

rt t

ime

co

ve

r

8.

En

su

re th

at

ad

equ

ate

re

so

urc

es a

re a

va

ilab

le.

9.

Where

p

ossib

le re

-pro

file

w

ork

loa

d to

a

llow

sta

ff to

a

de

qu

ate

ly su

ppo

rt th

e d

eve

lopm

ent

of

the

n

ew

P

rop

ert

y M

an

age

ment

Syste

m.

10

. Unle

ss o

the

r fu

nd

ing c

an

be

iden

tified,

po

ten

tial n

ee

d f

or

CR

A b

ud

ge

t to

be

use

d f

or

asbesto

s s

urv

eys,

resu

ltin

g in

less P

lan

ned

Ma

inte

na

nce t

o b

uild

ings.

11

. Lia

iso

n w

ith

Com

mu

nity a

nd

Cultu

re,

Imp

rove

men

t an

d H

R a

nd

Cen

tre C

ou

ncils

to

de

ve

lop

pla

ns f

or

the

red

uctio

n o

f cle

an

ing

an

d s

tew

ard

ing.

12

. Lia

iso

n w

ith

Im

pro

ve

me

nt a

nd H

R,

Str

ath

cly

de

Po

lice

and

aff

ecte

d s

taff

in r

ela

tion

to T

UP

E a

rra

nge

me

nts

. 1

3. C

om

mu

nic

atio

n

with

b

oth

M

em

be

rs

an

d

the

p

ub

lic

exp

lain

ing

asse

ssm

en

t of

se

rvic

es

ca

rrie

d

ou

t p

rio

r to

d

ecis

ion

to

w

ith

dra

w/r

ed

uce

fun

din

g.

Id

en

tifica

tio

n o

f affe

cte

d s

erv

ice u

se

rs a

nd

lia

ison

with

So

cia

l W

ork

se

rvic

es a

nd

Th

ird S

ecto

r pa

rtne

rs

to m

inim

ise im

pa

ct of

se

rvic

e w

ith

dra

wa

l.

Page 55

02

Dec

emb

er 2

01

1

Page 56

05

Dec

emb

er 2

01

1

Page 57

7

Dep

art

me

nta

l pe

rfo

rma

nce

rep

ort

fo

r C

om

mu

nit

y S

erv

ice

s

per

iod

J

uly

- S

epte

mb

er

20

11

Ke

y S

ucc

es

ses

1

. V

ery

po

sitiv

e H

MIE

rep

ort

s f

or

Tob

erm

ory

Pre

5 U

nit a

nd J

ohn

Lo

gie

Ba

ird

Prim

ary

Sch

oo

l in

He

len

sb

urg

h.

2.

Exce

llen

t S

QA

Exa

min

atio

n r

esu

lts a

cro

ss A

rgyll

an

d B

ute

, e

xce

ed

ing n

atio

na

l a

ve

rage

fo

r S

tand

ard

Gra

de

s a

nd

Ad

va

nce

d

Hig

he

rs o

n m

ost m

ea

su

res.

3

. A

ll sch

oo

ls a

re s

ucce

ssfu

lly p

rovid

ing v

oca

tio

na

l cu

rric

ula

r exp

erie

nce

fo

r pu

pils

as p

art

of

the

rollo

ut

of

Cu

rric

ulu

m fo

r E

xce

llen

ce

. 4

. M

ain

tain

ing z

ero

fig

ure

fo

r th

e n

um

be

r of

ch

ild p

rote

ctio

n r

ep

eat

regis

tration

s, th

is d

em

on

str

ate

s g

ood

in

itia

l a

sse

ssm

ents

an

d

de

cis

ion

s h

ave

be m

ade

in

rela

tio

n to

th

ese s

erv

ice u

se

rs.

5.

Imp

rove

me

nt in

th

e n

um

be

r of

ch

ildre

n o

n th

e C

hild

Pro

tectio

n R

egis

ter

wh

o h

ave

had

no

ch

an

ge

of

So

cia

l W

ork

er

from

th

e

da

te o

f re

gis

tration

. Im

pro

ve

d o

utc

om

es fo

r ch

ildre

n o

n th

e C

hild

Pro

tection

Re

gis

ter

ha

ve

be

en

sh

ow

n t

o b

e r

ela

ted

to

the

sta

bili

ty o

f th

e r

ela

tion

sh

ip w

ith

th

eir S

ocia

l W

ork

er.

6

. In

cre

ase in

th

e n

um

be

r of

yo

un

g p

eo

ple

(age

d 1

2-1

7)

en

ga

gin

g w

ith

yo

uth

se

rvic

e s

taff

, d

em

on

str

ating s

tren

gth

ene

d lin

ks w

ith

sch

oo

ls a

cro

ss t

he

are

a.

7.

Sig

nific

ant

incre

ase

in

th

e n

um

be

r of

pa

rtic

ipan

ts in a

ctivitie

s t

ha

t im

pro

ve

lite

racy a

nd

nu

me

racy f

or

pe

op

le a

ged

16

an

d a

bo

ve

. 8

. T

he

re c

on

tin

ue

s to

be

a s

tea

dy in

cre

ase

in

the

num

be

rs o

f e

nh

an

ced

te

leca

re p

acka

ge

s b

ein

g p

rovid

ed

. T

he

pa

cka

ge

s

co

ntr

ibu

te s

ign

ific

an

tly t

o e

na

blin

g s

erv

ice u

sers

to

rem

ain

in t

he

ir o

wn h

om

e a

lon

gsid

e h

om

e c

are

se

rvic

es.

9.

Incre

ase in

th

e %

of

pers

on

al ca

re p

rovis

ion

at

hom

e. A

ch

ieve

me

nt

of

98

% fo

r th

is q

ua

rter

wh

ich is e

vid

en

ce

of

on

go

ing

targ

etin

g o

f se

rvic

es a

t th

ose

hig

h p

rio

rity

ne

ed

s.

10

. In

ye

ar

Ba

lan

ce

of

Ca

re f

igu

re s

ittin

g a

t 8

1%

fo

r old

er

pe

op

le b

ein

g c

are

d a

t ho

me

aga

inst 19

% b

ein

g c

are

d fo

r in

an

in

stitu

tio

n.

Ke

y C

hall

en

ges

1

. M

ain

tain

ing le

ve

ls o

f se

rvic

e d

eliv

ery

wh

ilst

un

de

rtakin

g s

erv

ice r

evie

ws a

cro

ss t

he

de

pa

rtm

ent,

wh

ich h

as b

ee

n c

ha

llen

gin

g

wh

en

try

ing t

o m

ain

tain

sta

ff m

ora

le in

a tim

e o

f h

igh

ly p

ub

licis

ed

unce

rtain

ty.

2.

Sh

iftin

g t

he

ba

lan

ce

of ca

re f

or

old

er

pe

rson

s f

rom

resid

en

tia

l to

co

mm

un

ity b

ase

d s

upp

ort

with

nu

rsin

g c

are

fo

r hig

h e

nd

co

mp

lex n

ee

ds.

Difficulty a

ch

ievin

g t

arg

et

of

70

% o

f o

lde

r pe

rso

ns c

are

d fo

r in

th

e c

om

mun

ity d

ue

to

his

torica

l tr

en

d o

f o

lde

r p

eop

le b

ein

g a

dm

itte

d to

resid

en

tia

l ca

re, m

an

y y

ea

rs a

go

wh

en

th

is w

as d

ee

me

d a

ccep

tab

le p

ractice

. 3

. M

ain

tain

ing le

ve

ls o

f se

rvic

e d

eliv

ery

an

d s

taff

mo

rale

du

rin

g a

tim

e o

f in

cre

asin

g w

ork

loa

ds.

4.

The

im

ple

me

nta

tion

of C

urr

iculu

m f

or

Exce

llen

ce

. 5

. Im

pro

vin

g t

he

Cou

ncil’

s p

erf

orm

an

ce

in

se

cu

ring p

ositiv

e d

estin

atio

ns f

or

yo

un

g p

eo

ple

le

avin

g s

ch

oo

l.

6.

Work

ing w

ith

pa

rtne

rs to

im

pro

ve

ch

ild p

rote

ction

pro

ce

du

res.

Page 58

8

Ac

tio

n p

oin

ts t

o a

dd

res

s t

he c

halle

ng

es

1

. A

pp

lica

tion

of

Se

rvic

e

Revie

w

pro

ce

du

ral

gu

ida

nce

, m

ilesto

ne

rep

ort

ing

an

d

de

ve

lop

me

nt

of

imp

lem

en

tatio

n

pla

nn

ing.

(Ongo

ing)

2.

Actio

n p

lan

s h

ave

be

en

de

ve

lope

d b

y lo

ca

l m

an

age

rs t

o id

en

tify

how

th

e B

ala

nce

of

Care

fig

ure

will

be

met.

(O

ngo

ing)

Brin

g r

eso

urc

e r

ele

ase r

e-d

esig

n issu

es to

a c

on

clu

sio

n w

hic

h w

ill im

pro

ve

the

Ba

lan

ce

of

Care

sta

tistics b

y r

ed

ucin

g t

he

n

um

be

r of

con

tin

uin

g c

are

bed

s a

nd

de

ve

lop

co

mm

un

ity b

ase

d s

erv

ice

s t

ha

t w

ill f

urt

he

r im

pro

ve

th

e b

ala

nce

of

ca

re.

(De

ce

mbe

r 201

1)

3.

Ma

inta

in r

egu

lar

con

tact

with

sta

ff,

ke

ep

ing t

he

m info

rme

d w

ith

ho

ne

st

and

tim

ely

in

form

atio

n.

En

su

re o

ngo

ing s

up

po

rt in

ma

na

gin

g in

cre

asin

g w

ork

loa

ds.

(On

go

ing)

4.

Pro

vid

e s

up

po

rt a

nd

ch

alle

nge

fo

r sch

oo

ls t

hro

ugh

ou

t th

e im

ple

me

nta

tio

n o

f C

urr

iculu

m fo

r E

xce

llen

ce

. (O

ngo

ing)

5.

En

su

re 1

6+

Le

arn

ing C

ho

ices S

trate

gy G

rou

p i

s e

ffe

ctive

in s

ecurin

g p

ositiv

e d

estin

ation

s f

or

yo

un

g p

eop

le l

ea

vin

g s

ch

oo

l.

(Ongo

ing)

Lia

ison

with

Ca

ree

rs S

co

tla

nd a

nd

oth

er

pa

rtne

rs t

o p

rovid

e q

ua

lity c

are

ers

ad

vic

e t

o p

up

ils.

(Ongo

ing)

6

. Im

ple

me

nt

Child

Pro

tectio

n M

ulti A

ge

ncy Im

pro

ve

me

nt P

lan

. (D

ecem

be

r a

nd

On

go

ing)

Page 59

02

Dec

emb

er 2

01

1

Page 60

05

Dec

emb

er 2

01

1

Page 61

10

Pe

rfo

rma

nce R

epo

rt f

or

C

hie

f E

xec

uti

ve

’s S

co

re

ca

rd

p

erio

d

Ju

ly -

Se

pte

mb

er

201

1

Ke

y S

ucc

es

ses

1

. S

erv

ice p

lan

nin

g p

rocess t

o a

lign

with

ou

tco

me

s is p

rogre

ssin

g w

ell.

2

. S

erv

ice r

evie

ws a

re c

on

tin

uin

g t

o p

rogre

ss t

o tim

esca

le.

3.

The

Alte

rna

tive

Wa

ys o

f W

ork

ing P

olic

y w

as a

pp

rove

d b

y t

he

Co

un

cil

an

d s

ets

ou

t a

cle

ar

fram

ew

ork

fo

r m

ana

gin

g a

fle

xib

le

wo

rkfo

rce.

4.

The

au

dit o

f a

cco

un

ts w

as c

om

ple

ted

on

tim

e (

by 3

0 S

ep

tem

be

r) a

nd

an u

nqu

alif

ied

au

dit r

ep

ort

issue

d b

y t

he

exte

rna

l au

dito

r.

5.

The

dra

ft o

f th

e r

eve

nue

bud

ge

t ha

s b

ee

n p

rep

are

d a

nd

th

is w

as s

ub

mitte

d to

th

e E

xe

cu

tive

on 2

9 S

ep

tem

be

r.

Ke

y C

hall

en

ges

1

. T

he

Equ

alit

y a

nd D

ive

rsity S

ch

em

e is d

ue

to b

e r

evie

we

d b

y F

Q4

11

/12. T

he c

urr

en

t a

ction

pla

n is s

ho

win

g in

con

sis

ten

t p

rogre

ss d

ue

to

ch

an

ge

s in

se

rvic

e p

rio

ritisa

tio

n.

2

. Im

ple

me

nta

tio

n o

f su

pp

ort

se

rvic

es r

evie

w r

eco

mm

en

da

tio

ns w

hils

t m

ain

tain

ing b

usin

ess a

s u

su

al d

urin

g a

pe

rio

d o

f sig

nific

an

t ch

an

ge

acro

ss t

he

Cou

ncil

tha

t re

qu

ire

s s

upp

ort

fro

m th

e C

hie

f E

xe

cu

tive

’s U

nit.

Ac

tio

n P

oin

ts t

o a

dd

res

s t

he C

ha

lle

ng

es

1

. E

qu

alit

ies w

ill b

e r

epo

rted

th

rou

gh t

he

HR

Bo

ard

to

en

su

re r

epo

rtin

g a

nd p

erf

orm

an

ce

im

pro

ve

men

t is

co

ord

ina

ted

with

HR

p

olic

ies a

nd

pro

ce

du

res.

2.

Cle

ar

an

d d

eta

iled i

mp

lem

en

tatio

n p

lan

s,

ide

ntificatio

n o

f risks a

nd

regu

lar

mo

nito

rin

g t

o d

ete

ct

issu

es a

nd a

llow

th

em

to

be

ad

dre

sse

d.

Ch

an

ge

s t

o t

he

Co

rpo

rate

Pla

n,

De

part

men

tal

Pla

n, S

erv

ice

Pla

ns o

r S

co

reca

rds

P

lan

C

han

ges r

eq

uir

ed

Lead

D

ate

of

ch

an

ge

Page 62

02

Dec

emb

er 2

01

1

Page 63

05

Dec

emb

er 2

01

1

Page 64

12

Pe

rfo

rma

nce R

epo

rt f

or

C

ou

ncil

Sc

ore

ca

rd

pe

rio

d

Ju

ly -

Se

pt

201

1

Ke

y S

ucc

es

ses

1

. B

usin

ess G

ate

wa

y a

nd

Em

plo

ya

bili

ty s

erv

ice

s s

usta

in h

igh

pe

rfo

rma

nce

, e

nsu

rin

g w

e a

re s

upp

ort

ing t

he

eco

nom

y i

n t

his

difficult

fina

ncia

l clim

ate

.

2.

The

C

HO

RD

, re

ne

wab

les

an

d

eco

no

mic

de

ve

lop

men

t p

rogra

mm

es

co

ntinu

e to

sh

ow

go

od

p

rogre

ss

in a

ssis

ting

to

de

ve

lop

a

su

sta

ina

ble

eco

no

my.

3

. L

oca

l ta

x c

olle

ctio

n h

as s

urp

assed

its

usu

ally

hig

h p

erf

orm

an

ce

to

da

te.

4.

Imp

rove

me

nt in

th

e n

um

be

r of

ch

ildre

n o

n th

e C

hild

Pro

tectio

n R

egis

ter

wh

o h

ave

had

no

ch

an

ge

of

So

cia

l W

ork

er

from

th

e d

ate

of

regis

tration

. Im

pro

ve

d o

utc

om

es f

or

ch

ildre

n o

n th

e C

hild

Pro

tectio

n R

egis

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Page 66

ARGYLL AND BUTE COUNCIL EXECUTIVE CHIEF EXECUTIVE’S / IMPROVEMENT AND HR 15 DECEMBER 2011

ANNUAL PERFORMANCE REVIEWS

1. SUMMARY

Annual Performance Reviews (APRs) provide the mechanism for Heads of Service to review their previous year’s key successes and key challenges and identify, in consultation with their Director, key improvements, for the coming year. This report outlines the approach taken to the Annual Performance Reviews and recommends that the Executive considers and challenges the Annual Performance Reviews.

2. RECOMMENDATIONS

The Executive considers and challenges the content of the Annual Performance Reviews.

3. DETAIL

The Council is creating a culture of continuous improvement. This includes regular reflection, feedback and supportive challenge to encourage a learning culture. Heads of Service have completed Annual Performance Reviews to provide a concise account of successes and challenges and also practical improvements to address these challenges. These are attached (Appendix 1). The format of the Annual Performance Reviews reflects the quarterly reporting on performance by SMT to the Executive. Each review covers three areas: Key Successes A numbered list of what the service has achieved particularly well during the last financial year, including a note of which improvements identified in the 2010 APR have been completed. Key Challenges This section is a numbered list of any challenges that have prevented the service from achieving its targeted objectives. If there are improvements identified in the 2010 APR that have not been completed, these are included here.


Key Improvements to address Challenges This section includes a numbered list of improvements that the service plans to carry out in the current financial year. Improvements may be identified from self-assessment, inspections, ways to tackle challenges, or improvements to efficiency or effectiveness identified by employees or customers.

4. CONCLUSION

Heads of Service have reviewed their previous year’s key successes and key challenges, and identified key improvements. These completed Annual Performance Reviews (APRs) have been considered by SMT and are presented to the Executive for consideration and challenge.

IMPLICATIONS

HR None FINANCIAL None EQUALITY None LEGAL None

Jane Fowler, Head of Improvement and HR, 01546 604466 For further information, please contact: Jennifer Swanson, Policy Development Manager 01546 604298

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Appendix 1: Annual Performance Reviews Annual Performance Review: Strategic Finance 2010-11

Key Successes 1. Service Plan Outcome - Sound financial governance and performance through financial planning, financial reporting, financial

monitoring, financial control and support for decision making. 1.1. The annual accounts were prepared on time and without audit qualification and good progress made in implementing

International Financial Reporting Standards (IFRS). 1.2. Reports on revenue budget monitoring (jncluding a future financial outlook), capital plan monitoring and treasury

management monitoring were submitted to the Executive quarterly meeting the requirement for comprehensive financial reporting pack prepared 4 times each year (quarterly).

1.3. The inclusion of a future financial outlook in revenue budget monitoring reports, the approach to budget preparation and support to the Transformation Programme met the commitment to review and updated the medium term financial strategy 4 times during the year.

1.4. The revenue and capital budget were prepared on time with a structured and managed approach that allowed early consideration of most budget options and dealt with a late unexpected reduction in funding.

1.5. Matching cost centres to service plan outcomes will ensure over 80% of direct expenditure has fully costed outputs and performance measures.

1.6. The revenue budget monitoring process was reviewed and the timescale for distribution of routine reports to budget holders at the period end was reduced to 4 days.

2. Service Plan Outcome - Effective management of the risks and performance associated with the Council’s cash flows, banking,

money market and capital market transactions. 2.1. The return on surplus funds of 0.749% exceeded the target of the 7 day money market rate of 0.414%. 2.2. The average loans fund interest rate of 5.0% was below the target 5.5%. 2.3. The average rate for new borrowing was 3.66% which is below the target of 4.5%.

3. Service Plan Outcome - Assurance that financial and operational controls and arrangements for Best Value are functioning

efficiently and effectively and that the significant risks to the organisation are being managed. 3.1. All of the audits in the agreed audit plan were completed compared to the target of 100%.

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3.2. Actual productive audit days were 95.2% of planned productive audit days compared to a target of 90%. 3.3. A mean score of 3.7 out of 4.0 from management feedback on audits exceeds the target of 3.0. 3.4. 100 % of audit recommendations accepted by management.

4. Resources and Improvement

4.1. The PDR rate was 97% compared to the target of 85%. 4.2. The sickness absence rate was 8 days per employee compared to the target of 7.6 days per employee. 4.3. Actual revenue expenditure was £2.303m compared to budget of £2.409m resulting in an underspend of £0.106m which

had been earmarked for investment to improve financial systems. 4.4. There were 11 overdue audit actions at 31 March 2011 of which 10 related to reviewing and updating the risk management

policy and framework which was completed in June. 4.5. Over the course of the year the risk register remained fairly static with risks assessed as 10 green, 15 amber.

5. Other

5.1. Benchmarking was carried out with both CIPFA accountancy and audit benchmarking clubs and the VFM (Value For Money) benchmarking club. The results were analysed and key issues identified. This was then fed into the service review.

5.2. Responsibility for risk management was transferred to Strategic Finance and the following revised – risk management policy, risk management strategy, risk management guidance, risk management action plan and risk management reporting timetable and templates.

5.3. PSIF (Public Service Improvement Framework) self-assessment completed and a number of strengths and areas for improvement identified.

Key Challenges 1. Service Plan Outcome - Sound financial governance and performance through financial planning, financial reporting, financial

monitoring, financial control and support for decision making. 1.1. We have not completed an assessment to determine if a rating of at least good on 90% in areas of public audit forum

customer and user satisfaction index based on annual assessment. 1.2. We have not completed an assessment to determine any improvement in our score using the CIPFA Financial Management

Model (target was 0.5 improvement). 1.3. We have not completed an assessment to determine our compliance with areas in public audit forum management practice

indicator for finance (target 75%).

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2. Service Plan Outcome - Effective management of the risks and performance associated with the Council’s cash flows, banking,

money market and capital market transactions. 2.1. We have not completed an assessment to determine compliance with good practice carried out (target 90%). 2.2. The review of treasury management practice statements was not completed till June 2011 after financial year end.

3. Service Plan Outcome - Assurance that financial and operational controls and arrangements for Best Value are functioning

efficiently and effectively and that the significant risks to the organisation are being managed. 3.1. We have not completed an assessment to determine compliance with good practice (target 90%).

4. Resources and Improvement

4.1. The red risk at 31 March 2011 was: 4.1.1. Non recurring financial burdens and one off financial crisis like the credit crunch resulting in impact on service

delivery. 5. Other

5.1. Whilst most of the actions in the Strategic Finance Best Value Action Plan have been completed or progressed it has not been completely finalised.

5.2. The review of operational and staffing requirements through Strategic Finance Best Value Action Plan to reduce costs in light of current budgetary outlook is being taken forward as part of the year 3 service review.

5.3. A number of areas for improvement identified through PSIF (Public Service Improvement Framework) self-assessment relating to: a. Increasing staff involvement in service planning and performance management. b. Improving assessment of customer satisfaction. c. Establishing a more formal approach to improving efficiency and effectiveness of the service. d. Better staff engagement and communications. e. Improving development of financial management skills within the service and across the Council.

Key Improvements to address Challenges The following key improvements have been identified to address the issues outlined above. 1. The service review will drive out reductions in cost that will bring costs in line with benchmarking group averages.

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2. A detailed rolling programme of process review will be established to support the delivery of the service review cost reductions and to ensure a more efficient and effective set of financial processes.

3. Customer satisfaction surveys will be developed and issued and assessed regularly. 4. A revised approach to service plan preparation and performance management will be based on greater staff involvement. 5. Consideration will be given to use of mobile working technology to assist in delivery /implementation of service review

recommendations. 6. Develop approach to unit costs, improved links between financial information and corporate/service plans outcomes, longer

term financial planning and use of business cases/business plans. 7. Develop programme through service review implementation to meeting achieve at least 75% compliance with public audit forum

management practice indicator for finance. 8. The CIPFA Financial Management Model will be used more regularly to assess progress /improvement in financial management

standards and identify areas for improvement across the Council. 9. Set up and organise a programme of service workshops and training events to cover service briefings, CPD training,

financial/accounting skills training, service planning and performance and service/process improvements etc 10. Complete outstanding actions from Best Value review plan relating to development of a training plan etc for skills development

in the service and finance skill across the Councils 11. Develop consistent process/protocol for feedback from Head of Strategic Finance and Finance Managers for key issues from

council meetings, SMT (Strategic Management Team), DMT (Departmental Management Team), Finance Managers meetings etc.

12. Complete outstanding actions for Best Value review plan relating to financial governance – review of financial regulations, financial policies, financial management code of practice.

13. Review and develop financial information on the HUB (intranet) and website. 14. Ensure annual good practice assessments are programmed and completed for treasury and internal audit. Bruce West, September 2011

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Annual Performance Review: Improvement and HR

Key Successes

1. Review of Corporate Plan which now reflects vision, values and corporate outcomes. 2. Review of service planning process which is now outcome based and links to the Corporate Plan. 3. Continued development of performance management across the Council. 4. Development of competencies for all employees which will guide PRD (Performance Review and Development) process. 5. Development of key HR (Human Resources) policies and procedures to support the Council’s transformation and

modernisation programme. 6. Regular meetings and consultation with Trades Unions building positive relations during a time of significant organisational

change. 7. Carried out comprehensive consultation on the Council’s budget preparation with Community Planning partners. 8. Implemented new internal communications tools for employees; Cascade, refreshed and updated website, refreshed and

updated the Hub (intranet), Chief Executive’s blog, Newsflash after Council meeting. 9. New Corporate Improvement Plan developed and adopted. 10. Programme of PSIF (Public Service Improvement Framework) self-assessments is on track and in progress across all

Council services. 11. Quarterly performance information is published on the Council’s website and key partners have access to the QPR (Pyramid

performance information) system. 12. Regular COSO (Chief Officer and Senior Officer) meetings continue to bring officers together for development and

networking. 13. Process for Change programme continues on track. 14. Corporate Health and Safety policy reviewed and adopted. 15. Absence reporting process has been improved comprehensively and corporately due to Direct Reporting of Absence project. 16. SOA (Single Outcome Agreement) Annual report submitted and review of indicators carried out.

Key Challenges

1. The modernisation and transformation agendas have had an impact on the delivery of some of the actions identified in the

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2010/11 Annual Performance Review. Significant HR (Human Resources) were diverted from some planned activity in order to deliver the Council’s strategic priorities.

2. The consolidation and development of a new team with new managers and new responsibilities during a time when the service has the responsibility to drive many aspects of corporate change has been challenging. 3. PPMF (Planning and Performance Management Framework) requires further review to reflect management of performance

as a core skill. 4. HR (Human Resources) policies and procedures require further prioritised review including recruitment and retention of staff. 5. Organisational development framework requires development and implementation. 6. Health and Safety Plan requires further review and update. 7. As a corporate support service, the views of internal customers need to be gathered, analysed and acted on

comprehensively across the service. Key Improvements to address Challenges 1. Revised PPMF to include performance management as a core skill and link to PRD (Performance Review and Development). 2. Complete review of HR (Human Resources) strategy, policies and procedures. 3. Complete organisational development framework. 4. Review and update Health and Safety plan. 5. Implement regular customer feedback mechanism for all aspects of service. Jane Fowler, September 2011

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Annual Performance Review: Adult Care

Key Successes

1. Older People receiving Free Personal Care services timeously and in line with assessed need. 2. Balance of care towards care in the community and away from residential care services continues to improve for all adult

care client groups. 3. National targets for delayed discharge of 0/0 consistently achieved and the total number of delayed discharges continues to

fall significantly. 4. Improved performance in relation to unallocated work and late assessments. 5. Percentage of respite in the community and moving away from residential respite continues to increase with the introduction

of the Respite Bureau in partnership with the Red Cross 6. The number of Direct Payments per 1000 population continues to be high. 3rd highest in Scotland. 7. Positive SWIA (Social Work Inspection Agency) ISLA (Initial Scrutiny Level Assessment) evaluation 8. Delivering significant financial efficiencies while maintaining assessed levels of service delivery. 9. Positive SCISWIS (Social Care and Social Work Improvement Scotland)/Care Commission grading for Care Homes and Day

services for older people and learning disability

Key Challenges

1. Move to implementation of Older Person’s and Learning Disability reviews. Work has been ongoing and finally moving to tender and decision phase during 2011/12.

2. Further improvements required in the balance of care for older people. 3. Move away from limited investment in Priority 1 & 2 cases which successfully assisted in managing a budget shortfall. Long

term challenge is to invest in preventative services that will delay the process of clients becoming dependent upon statutory services

4. Further development of the Adult Protection process. Specifically more cases identified by those NHS and Council staff who have daily client/patient contact i.e. Community Nurses, CPN’s (Community Psychiatric Nurses), GP’s, Home Care and Day Service staff. At present the statistics note a significant lack of referrals from these groups of staff.

5. Developing the strategic agenda of integration with the NHS in order to achieve the goals of seamless client services and effective and cost efficient management

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Key Improvements to address Challenges

1. Continue to develop a cost effective Adult Care service which promotes care at home. This will be achieved by ongoing re-modelling of services and working in partnership with the 3rd sector. Investments have been made in Extra Care Housing, Telecare and overnight Home Care Teams that require to evidence a further improvement towards care at home.

2. Increase investment in the voluntary sector to work on a preventative strategy for care targeting Priority 3 & 4 cases using the efficiencies achieved in the re-design process and using new revenue such as the Change Fund for Older People’s services.

3. Continue to target operational staff across Social Work, the NHS and Independent Care providers for training/briefing on how to identify and manage Adult Protection issues.

4. Ongoing dialogue with the NHS at Chief Executive level leading to an appraisal of which model is most effective in achieving effective integration across Health and Social Care services.

Jim Robb, September 2011

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Annual Performance Review: Community & Culture

Key Successes

1. 182 new build homes completed against an annual target of 75. 2. Increased priority need homeless determination to an average of 88% over the year against a target of 80%. 3. 16% increase in the number of people accessing housing advice and information. 4. 99% homeless achieving positive outcomes against a target of 90%. 5. Repeat homelessness retained at fewer than 3.5% throughout the year. 6. 98% of Welfare Rights clients received positive outcomes. 7. Telecare service successfully integrated with Social Work teams. 8. Local Housing Strategy redrafted and currently out to consultation. 9. Section 72 Private Sector Housing Policy implemented. 10. Completed service review resulting in the introduction of a new Culture & Libraries staffing structure and improvements in

service delivery. 11. Rothesay Library refurbishment completed. 12. Greater use being made of library facilities by outside organisations. 13. Active library borrowers, as % of population, remaining steady despite the closure of 2 libraries in August 2010. 14. Better Community Engagement Resource pack produced for LACPG’s (Local Area Community Planning Groups) and all

LACPG’s have received training on this. 15. PIES management information system implemented for Community Learning and Development. 16. Forward Together 2 community consultation held in all 4 Council admin areas. 17. Demonstration project “Harnessing the Potential of the Third Sector to achieve Council Objectives” report produced and

launched at Funding Seminars. 18. FAST Track funding seminars held and delivered by our 3rd sector partner, ABSEN (Argyll and Bute Social Enterprise

Network). 19. Attendance figures at the newly refurbished Helensburgh pool have exceeded targets ad resulted in the spi figure showing a

substantial increase from the previous year. 20. Coaching weekend took place in February 2011 with a 55% increase in participant courses offering the widest range of

learning opportunities of any event in Scotland. The 2010 weekend won a COSLA bronze award in November 2010. 21. Sport coaching programmes in football, rugby and shinty all increased number of festivals offered across Argyll & Bute.

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22. 17% increase in curricular clubs delivered through Active schools across Argyll & Bute. 23. 40% increase in leisure facility memberships between 4th quarter 2009/10 and 4th quarter 2010/11. 24. An increase in participation in recorded and accredited learning across the youth work service including Duke of Edinburgh,

150 young people enrolled in 10/11, and Argyll & Bute continues to perform above the Scottish and UK averages for new entrants and awards gained

Key Challenges

1. Achieving 100% priority need homeless determinations is not achievable under the current Council policy. There has been no further guidance from the government in this regard and clarification is awaited as to whether new legislation will be forthcoming. 100% priority need is not a statutory obligation at present.

2. Achievement of new build target is on jeopardy due to changes to government funding for housing. 3. Implementation of options identified in housing service review. 4. Deliver service with 20% reduction in budget. 5. Implementation in leisure service review has required significantly more staff resources than anticipated due to complex hr

issues and ongoing changes in service performance. 6. Maintain affordability in leisure facilities due to substantial increase in energy costs and general inflation. 7. Increase partner involvement within the learning communities to deliver the outcomes required by HMIE (Her Majesty’s

Inspector of Education) and Curriculum for Excellence. 8. Up-skilling Youth Work staff to meet the challenges of the changing environment in which their services are targeted.


1. Redesign housing staff team. 2. Redesign and tender for housing support contracts. 3. Implement the local housing strategy action plan to increase potential of people to access suitable housing. 4. Implement PSIF (Public Service Improvement Framework) improvement plan. 5. Introduce an evidence based approach to stock management, promotion and procurement of library stock. This should

result in an increase in book issues through better use of existing stock and book purchasing that greater meets reader’s needs.

6. Launch an E-book service to improve access to library services for remote communities (especially island based communities). A 3 year contract has been signed with OverDrive Ltd to supply e-books and the service should be

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operational before the end of 2011. This service should help increase book issues and boost active library borrower figures. 7. Achieve full museum accreditation for Campbeltown Museum. 8. Identify and purchase an IT system for storing the archive records. 9. Establish a Digital Archiving Working Group to investigate requirements for the long term preservation of digital records 10. Develop a robust corporate staff management system which ensures that all personnel issues are current and accurate. 11. Continue to work on efficiency programme to address energy management issues and reduce impact of increasing costs. 12. Full implementation of community learning best value review including improved use of staff resources to more effectively

participate in learning community partnership groups. Donald MacVicar, September 2011

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Annual Performance Review: Education

Key Successes

1. Development of Curriculum for Excellence in all schools 2. Positive HMIE (Her Majesty’s Inspector of Schools) school inspections 3. Positive Psychological Services inspection 4. A new approach School Review process based on self-evaluation 5. SQA (Scottish Qualifications Authority) examination results for S4, S5 and S6 pupils above national average in almost all

categories 6. The service was shortlisted in four categories for the Scottish Education Awards 2011 including ‘Teacher of the Year’, ‘Health and Wellbeing’, ‘Numeracy Across learning’ and ‘Learning through Technology’

7. Individual school successes in other national awards 8. Innovative use of learning technology to deliver a modern foreign language – ‘Bonjour Tiree’ 9. Development of Teacher Learning Communities 10. National recognition of the Argyll and Bute framework for skills for learning, life and work 11. Developing writing initiatives – ‘Big Writing’ and ‘Moderation of Writing’ 12. Involvement of partners in the Health and Wellbeing agenda (Community Learning and Development, Social Work,

Strathclyde Police, NHS Highland, Psychological Service, Skills Development Scotland) 13. ‘Supporting Probationary Teachers’ programme 14. The continued success of schools in the Eco schools programme – achievement of Green Flags 15. Delivery of a balanced budget outturn 16. Completion of school estate review

Key Challenges

1. Maintaining a high quality of service while making an overall budget reduction of 15% across the service 2. Carrying out a review of the education estate under intense media and political scrutiny 3. Developing and implementing the Council’s response to the introduction of Curriculum for Excellence 4. Restructuring the Quality Improvement Team following a reduction in team members as part of the Non-Estate Review 5. Implementing the Additional Support Needs Review at a time of increased demand and parental expectations

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6. Continuing to support schools and fulfil statutory functions with reduced professional staff 7. Improving educational attainment at all education stages 8. Improving the Council’s performance in securing positive destinations for young people leaving school 9. Undertaking service reviews which have a direct impact on the sustainability of the service


1. Curriculum design to reflect the new Curriculum for Excellence framework (June 2011 and ongoing) 2. Continue to embed self-evaluation processes in schools 3. Provide support and challenge to all schools including those undergoing HMIE (Her Majesty’s Inspector of Education)

inspections and school reviews 4. Ensure schools have tracking and monitoring procedures in place to continually monitor the progress of individual pupils,

with a particular emphasis on Looked After Children 5. Continuous monitoring of the targets set in the ASN (Additional Support Needs) review to ensure an efficient and effective

service that meets all statutory requirements 6. Implementing the Psychological Services HMIE (Her Majesty’s Inspector of Education) inspection action plan 7. Working with partners to ensure the quality of educational provision is maintained 8. Liaison with Careers Scotland and other partners to provide quality careers advice to pupils 9. Ensuring the 16+ Learning Choices Strategy Group is effective 10. The appointment of two additional secondees will greatly enhance the focus on 16+ Learning Choices

Carol Walker, September 2011

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Annual Performance Review: Economic Development

Key Successes

1. Percentage delivery of Economic Development Action Plan (EDAP) 2010-13 is on target. During 2010/11, 38% of the success measures within the EDAP have been delivered.

2. Growth in the number of business start-ups supported. For the financial year 2010/11, business start-ups supported was 159 exceeding the target of 135 by 18 percentage points. This is an increase of 19 percentage points on last year’s (2009/10) figure of 133 business start-ups supported. Additional Business Gateway performance information: A total of 91 workshops and 97 Meet the Adviser events were delivered across the area during 2010/11. This workshops breakdown into 54 start-up events and 37 existing business events. Including Helensburgh and Lomond, a total of 881 people booked onto the events, and 545 attended. This creates an attendance figure of 62%, in line with national averages.

For 2010/11, existing businesses supported was 374 exceeding the target of 225 by 66 percentage points. This is an increase of 82 percentage points on the 206 existing businesses supported during 2009/10.

Improvements completed from 2009/10 APR

• During 2010/11, Business Gateway raised awareness through events, the media and advertising; and business / stakeholder forums, such as the Strategic Tourism Partnership, Kintyre Initiative Working Group, Agricultural Forum.

• Tracking customer satisfaction ratings with regard to service delivery – feedback consistently good to excellent.

3. Rolling year % job outcomes attained by long term unemployed. The performance of the Argyll and Bute Employability Team by quarter during the 2010/11 has been good and is as follows:

• FQ1 the rolling average of jobs attained by the long-term unemployed (LTU) exceeded its target of 25% by 9.8% points, an actual outturn of 34.8%;

• FQ2 the rolling average of jobs attained by the LTU exceeded its target of 25% by 17.11% points, an actual outturn of

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42.11%; • FQ2 the rolling average of jobs attained by the LTU exceeded its target of 25% by 17.11% points, an actual outturn of

42.11%; • FQ4 the rolling average of jobs attained by the LTU exceeded its target of 25% by 8% points; an actual outturn of

33%.

During 2010/11, the Argyll and Bute Employability Team successfully secured its role as a 'super' sub-contractor with Working Links in order to deliver the new Work Programme. Improvements completed from 2009/10 APR

• All improvements with regard to the Employability service have been met.

4. % CHORD Full Business Cases complete The CHORD Programme is making good progress across a range of complex projects, as follows:

• Rothesay Pavilion Full Business Case is now complete (March 2011); • £2.6m funding for Rothesay Townscape Heritage Initiative (THI) secured (Heritage Lottery Fund / Historic Scotland /

LEADER); • funding for Campbeltown Kinloch Road approved at Council’s Executive Committee; and • planning permission approved for Helensburgh projects.

50% of CHORD full business cases completed during 2010/11 against a 50% target Improvements completed from 2009/10 APR

• CHORD Programme is now being implemented to deliver stated regeneration and development objectives.

5. Maintain the planned delivery of the REAP (Renewable Energy Action Plan)

Some key successes for renewables during 2010/11 are as follows: • Community Planning (CP) Partners Off-shore Wind Renewables Event, 9 March attended by key community planning partners and key speakers from Marine Scotland, Scottish and Southern Energy (SSE), Scottish Power Renewables (SPR) and Islay Energy Trust;

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• Inaugural meeting of Argyll and Bute Renewable Alliance (ABRA) held on the 18 March, attended by Jim Mather, Scottish Government, Marine Scotland, SSE (Scottish and Southern Energy plc), SPR (Scottish Power Renewables), Crown Estate, HIE (Highlands and Islands Enteprise) and Skills Development Scotland. Successful meeting with all partners agreeing to the objectives set out in the Terms of Reference; and

• Development of Renewable Interactive Mapping System (RIMS), providing a strategic picture of all the renewable development within our area as well as future opportunities in the marine and off-shore wind sector. Available on intranet & website.


• Tangible projects, partnerships and processes (discrete success measures identified) will be delivered on the back of the REAP (Renewable Energy Action Plan).

6. Number of producers utilising Food from Argyll identity

To date 32 producers are utilising the Food from Argyll identity against a target of 20 for 2010/11. Tourism Sector Work with the Argyll and the Isles Strategic Tourism Partnership has made good progress. The Service delivered a successful Tourism Summit in Oban on 31 March attended by high profile keynote speakers and over 100 delegates.

7. Ardrishaig Regeneration Masterplan Ongoing work of the Service during 2010/11 in taking the implementation of the Ardrishaig Regeneration Masterplan forward.

8. Strategic Transportation and Road Safety issues Key success for 2010/11 include:

• Over £400k of external funding was secured for projects, including various walking projects to improve safe links to schools;

• The team has assisted in the delivery of developments at Dunbeg and progressed with negotiations for access from the A85 with Transport Scotland. An application for Phase 1, 50 housing units was submitted to Planning in December

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2010; • During 2010/11, the Road Safety Unit successfully introduced a new Pedestrian Training Programme ‘Streetfeet’ to 15 schools which have been most affected by the new free school transport (walking distance) criteria. A total of 223 children took part.

• Team has worked in partnership through the Argyll Timber Transport Group to review the Agreed Routes Map and protocols.


• Pedestrian training for primary schools in light of the changes to school transport walking distance criteria has been completed.

9. Grants to LEADER projects in rural Argyll & the Islands Since it began allocating funds in May 2008, the Argyll and the Islands LEADER Programme (including the Convergence Programme) has played a significant role in aiding economic recovery. By the end of 2010/11, the LAG (Local Action Group) has awarded £5,343,284 of grant funding to 176 projects. By the end of the year, 164 projects had formally acknowledged the approval of £4,712,244 of grant funding. During the final quarter of 2010/11 at the March LEADER LAG (13th round) a total of 14 projects were awarded funding totalling £469,300. European Funding and Policy Following the preparation of the position papers on Cohesion Policy and Common Agricultural Policy (CAP) the European Team prepared and submitted consultation responses to the following important EU (European Union) consultations: The Reform of the CAP Towards 2020; and The Future of EU Cohesion Policy. In preparing these responses the European Team worked closely with our regional consortia partners (Highlands and Islands European Partnership. HIEP (Highlands and Islands European Partnership) and West of Scotland European Forum (WOSEF), Elected Members, relevant Council officers as well as representatives from the Agricultural Forum (CAP response). In addition, the European Team established a consultation forward planner to co-ordinate the input from appropriate Elected Members and officers. During 2010/11 the European Team successful secured significant levels of ERDF (European Regional Development Fund) funding e.g. :

• ERDF application for Kintyre Renewables Hub, £3.9 million approved in January 2011; and

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• ERDF application of £0.5m for Tayinloan Community Access Improvements. Improvements completed from 2009/10 APR

• Guidance notes for claimants revised and Claims Workshop delivered with LAG (Local Action Group) members.

10. Social Enterprise Social Enterprise Team established during 2010/11. The Social Enterprise Team is a key partner in the development and delivery of the new asset transfer application pack to assist third sector organisations interested in acquiring Council assets, provide support in assisting the transfer of council services to the third sector. During 2010/11 (ongoing) the team worked with and provided support to a number of third sector organisations in taking forward regeneration projects and involves Council buildings surplus to requirements. The Social Enterprise Team in partnership with colleagues and Elected Members across the Council launched the report titled ‘Harnessing the Potential of the Third Sector to Help Achieve Council Objectives’ which encapsulates the work that the Council is undertaking to help develop and maintain sustainable communities, working jointly with the Third Sector.

11. Economic Development Service Improvements Completed from 2009/10

• Re-established Economic Development Officers Group –first meeting on 25 March 2011. • Further embedded Economy CPP (Community Planning Partnership) Thematic Group activities – strong partnership working with HIE (Highlands and Islands Enterprise) on scorecard development and Skills Development Scotland (Service Delivery Agreement).

• Service Plan reviewed in accordance with Corporate Plan, Community Plan, SOA (Single Outcome Agreement), EDAP (Economic Development Action Plan) and REAP (Renewable Energy Action Plan).

• Ongoing monitoring and review of Service risk register. • Ongoing assessment of priorities, capacity and workloads. • Preparation of Service Review which identified 17.2% of cost savings over three years, with the majority of savings to be realised in the first quarter of 2011/12.

Key Challenges:

1. Delivery of all the key priorities within the EDAP (Economic Development Action Plan) in a period of significant budgetary

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pressures. 2. Take up of grant funding under the pilot Competitive Business Growth Programme gains momentum. 3. Update and review of LTS (Local Transport Strategy) not undertaken as planned. 4. Ensure through continued close working with partners across the Community Planning Partnership (CPP) and other key

stakeholders within the renewable industry that we deliver on the key objectives and actions within the REAP (Renewable Energy Action Plan).

5. Working across the Council across different services to ensure that as a Council we deliver on the actions and outputs from the Carnegie and Demonstration project.

6. To work with our partners in the agricultural and rural land use sector to build the economic base relative to local quality food production and to promote our area as a location for quality food utilising the Food from Argyll Initiative.

7. To work with the third sector and to provide support and build capacity to allow these businesses/organisations to be more sustainable. Often there is a need to also manage expectations.

8. To work with local businesses, owners, communities and key stakeholders in the delivery of the targets within the THIs (Town Heritage Initiatives) and Discover Bute Landscape Partnership.

See also Economic Development Service Improvement Plan 2011/12 for improvements. Robert Pollock, September 2011

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Annual Performance Review: Planning and Regulatory Services

Key Successes 1. More efficient and speedier processing of planning applications. Key success measure: 78% of all applications

determined within 2 months (64% for 2009/10) set against a target of 65%. Around 20% above Rural Benchmark. 2. Implementation of e-planning consultation regime with external and internal consultees. 3. Development and implementation of a pro-forma and registration system for dealing with pre-application enquiries. 4. ‘% of Householder Applications (home extensions / improvements etc) determined within statutory timescale’ highest

since statistical recording began at 94%. 5. ‘% of valid planning applications registered and notified within 5 days’ highest level ever recorded at around 83% 6. Customer Satisfaction increased from 67% in FQ1 2010/2011 to 90% in FQ1 2011/2012. 7. More efficient and speedier processing of building warrants. Key success measure: 90% of building warrants

applications responded to within 20 working days – set against a target of 80%. 8. Implementation and review of Building Standards Balanced Scorecard and positive feedback from Scottish

Government Building Standards Division. 9. Production of Local Development Plan Main Issues Report. 10. Better and more effective public engagement – publication of Development Policy newsletter and commencement of

online Local Plan. 11. Approval of key Development Policy strategic documents: Loch Etive ICZM (Integrated Coastal Zone Management),

Sound of Mull spatial Plan, Woodland and Forestry Strategy, Local Biodiversity Action Plan, Core Path Plan Final Draft.

12. Completed the services review of Regulatory Services which has resulted in a radical redesign of service management, staff resources and introduced alternative means of service delivery. In doing so, this also achieved the required budget savings targets.

13. Have achieved all targets for all high and medium activities in the statutory service plans and in respect of the key environmental health indicators; − Achieved the programmed inspections targets for high and medium risked premises across environmental health,

trading standards and animal health − Met the 90% target with 91.7% of all service requests have been resolved within 20 working days. (Development

and Infrastructure scorecard indicator)

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− Exceeded the 75% target for consumer complaints with 85.9% resolved within 14 days − Met the 75% target for business complaints, resolving 78% within 14 days.

14. Completed the programme of 13 different customer surveys across the wider range of services provided by environmental health and animal health. High levels of customer satisfaction were identified ranging from 100% for environmental; health; animal health, trading standards and private water supply grants; and 82% or above for debt counselling, service complaints and private landlord registration.

15. Implemented the Food Hygiene Information Scheme across all catering premises in Argyll and Bute as part of the strategy towards “an informed consumer”. and working with business Argyll and Bute, have the 3rd highest number of awards across Scotland local authorities for food premises attaining this national EatSafe award scheme. We are considered as being at the forefront of Scottish Local Authorities by the Food Standards Agency in terms of the Food Hygiene Information System which advises the public of the food hygiene standards identified at the last inspection as “PASS” or “IMPROVEMENT REQUIRED”.

16. Completed a project to check compliance with legislation controlling the sale of tobacco products to under-age volunteers; 22 premises (from a total of 70) were found to have sold tobacco products to under 18’s. Enforcement action has mainly consisted of formal warnings, but reports are to be submitted to the Procurator Fiscal regarding two premises that have now sold cigarettes on two occasions to two different volunteers.

Key Challenges 1. Complete Planning Services Review and deliver at least 20% efficiency savings in the context of a new business

service delivery model (strategic priority – service review). 2. The service review of Regulatory Services required a significant resource as this was undertaken with staff

participation and involvement. This detracted resources away from our service planning priorities for 2010-11 (strategic priority – service review).

3. In Regulatory Services we have been operating with a vacancy rate of 15% since 2008 pending completion of the best value review and service review. This posed difficulties in achieving the full extent of the services statutory duties with the focus was given to high and medium risk priorities (strategic priority – service review).

4. We were unable to implement an alternative enforcement and intervention strategy to support low risk businesses in maintaining compliance. This risk is that these low risk premises could become a greater risk to public health and require formal enforcement, impacting on our limited resources (strategic priority – service review).

5. The increased level of scrutiny through external audits in 2010 which involved animal health (European Commission audit) and environmental health (US Food Safety Authority audit) created a significant workload as will the Food

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Standards Agency audit due in September 2011 which will review the Councils food safety service (audit/inspection). 6. Budget pressure caused by economic slowdown and downturn in Major Applications being submitted. Mean number

of applications is up however they are of lesser application value (budget management). 7. Cumbersome Conditions and S75 protocol (2010 APR improvement not completed). 8. Out of date Enforcement and Development Management Charter (2010 APR improvement not completed). 9. Having our Balanced Scorecard accepted by the Scottish Government for 2011-12 (legislative requirement). 10. Continuing to surpass our performance targets (strategic priority – Corporate/ Service Plan outcome). 11. Continue to achieve a high level of customer satisfaction (strategic priority – Corporate/ Service Plan outcome). 12. Increasing involvement in dealing with dangerous buildings and the resultant expenditure (legislative requirement/

budget management). 13. Considerable evidence required to allow the proposed Local Development Plan to be published. Need to ensure full

stakeholder consultation/ engagement in process and “buy in” to finalised plan (strategic priority – Corporate/Service Plan outcome).

Key Improvements to address Challenges 1. Implement the Planning Services service review to deliver agreed savings options – ref Challenge 1. 2. Hold the Argyll and Bute sustainable design awards to help recognise the use of good design; launch new guidance

on credit crunch design – ref Challenge 10. 3. Review and update Service Charter Statements – ref Challenge 10. 4. Update Service Handbook in context of Planning and Regulatory Services post Service Review process – ref

Challenge 10. 5. Production of proposed Local Development Plan (LDP) for Argyll and Bute in accordance with best practice community

engagement guidance – ref Challenge 13. 6. Complete landscape capacity study for on-shore wind developments and produce effective design guidance on

smaller scale wind turbines – ref Challenge 14. 7. Complete a Coastal Development Strategy to help prioritise investment in Argyll and Bute’s extensive coastline – ref

Challenge 14. 8. To undertake a wide ranging self assessment of Planning and Regulatory Services in November 2011 using the PSIF

(Public Service Improvement Framework) self-assessment system – ref Challenge 1, 10, 11. 9. To maintain the current momentum and staff engagement in delivering the service review which modernises service

delivery across Regulatory Services through effective management and monitoring to meet all agreed project plan

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and milestones in the implementation plan – ref Challenge 2. 10. To review the adequacy of the new arrangements introduced by the service review; which include new working

arrangements with more flexible resources new management arrangements; and a detailed service improvement plan to support improved working and productivity and support mobile working – ref Challenges 2, 3, 4, 5.

11. Develop a shared understanding amongst staff of the new culture within Regulatory Services with increased staff engagement and communication; and alternative service delivery – ref Challenges, 2, 3, 4, 5

12. Consider the implications to the delivery of environmental health in light with the outcomes of the consultations paper on the review of Food Law Enforcement in the UK; the Scottish Public Health Stocktake; the Department for Business, Innovation and Skills, “Consultation on institutional changes to the provision of consumer information, advice, education, advocacy and enforcement” and the Governments deregulation agenda – ref Challenges 2, 3, 4, 5.

13. Lobby Scottish Govt through their planned amendments to planning fees (expected in September 2011) for an appropriate remuneration level. Greater use of fixed penalty’s and S33A notices as enforcement measures – ref Challenge 6.

14. Complete the overhaul of our standard conditions and S75 processes – work already underway – ref Challenge 7. 15. Update Development Management and Enforcement Charter – ref. Challenge 8. 16. Run Planning Training for new Elected Members in 2012 – ref Challenge 10. 17. Continue to work closely with the Building Standards Division of the Scottish Executive – ref Challenge 9. 18. Hold regular User Forum and User group meetings – ref Challenge 11. 19. Closely monitor all income and expenditure and investigate ways of increasing our non verifier income – ref Challenge

6. 20. Ensure all protocols and procedures for recouping expenditure on dangerous buildings is fit for purpose and carried

out – ref Challenge 12. 21. Introduction of uniform database/ e-planning system for development policy – ref Challenge 13. 22. Introduction of document management system for development policy integrated with regulatory services – ref

Challenge 13. 23. Approval of housing land audit for Argyll and Bute – ref Challenge 13. Angus Gilmour, September 2011

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Annual Performance Review: Roads and Amenity Services

Key Successes

1. Delivery of winter maintenance despite severe conditions through Winter Maintenance Plan 2. Delivery of Capital Roads Reconstruction and revenue / cyclic and routine programmes/budgets 3. 91% of bridges due for inspection were inspected 4. Improved rigour for performance and programme management for capital projects – monthly programme board now

established to provide challenge and direction 5. Completion of Roads Operations Service Review and introduction of interim staff structure and performance measures. 6. Delivery of Partnership Contract for roads reconstruction for Mull, Islay, Jura and the Kintyre Peninsula 7. Delivery of professional services framework contract to top up capability and capacity of existing resources 8. Introduction of NEC (procurement approach) for contracts – modern ‘partnership’ approach, fosters more open working. 9. Introduction of Tranman System 10. Maintained a high level of HGV test passes – above national average 11. Operators Licence now in the green band – reducing risk to Council 12. Positive feedback regarding alternative weekly refuse collection in Helensburgh.

Key Challenges

1. Delivery of Winter Maintenance Plan 2. Delivery of roads reconstruction programme with increased budget levels whilst ensuring that value for money is achieved. 3. Delivery of >90% bridge inspection programme 4. Delivery of capital projects on time, to budget and achieving the outcomes identified in the outline business case 5. Continuous improvement based on the ‘management task’ information from performance measures 6. Ensuring Value from the ‘Islands’ partnership contract 7. Increase the use of NEC, replacing the ICE contract – improving contractor relationships and improving value 8. Effective use of professional services framework contract 9. Building on the success of Tranman, integrating with other Council IT system and wider corporate use. 10. Maintain a high level of HGV (Heavy Goods Vehicle) pass rate 11. Maintain Operators Licence in the Green Band

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12. Delivery of Improvement Plans from the Service Review process Key Improvements to address Challenges

1. Sound, well tested winter maintenance plan in place together with salt resilience protocol. Increased salt stock and an increase in vehicles that can be used for winter treatment.

2. More robust programme management to ensure delivery of capital roads reconstruction. Introduction of workshops to provide a more considered approach in determining scheme selection and treatment specification design.

3. Monitoring of completed bridge inspections 4. Monthly project board meetings to monitor progress. 5. Weekly works planning meetings in all 4 Areas, production of a suite of performance measures designed to improve works

productivity. 6. Cost of works delivered through the Islands Partnership contact will be compared against Argyll and Bute Councils to

provide ‘two way’ benchmarking; regular programme meetings with Argyll & Bute council staff and contract partner. Biannual high level meetings with Argyll & Bute Councils Executive Director and Head of Service with contract partner

7. NEC training to make staff aware of contract and benefits 8. Review of benefits of utilising the professional services framework 9. Close working with IT (Information Technology) and service users to ensure that we maximise the benefits of Tranman. 10. Performance management of workshops and fleet operations to ensure that vehicle test pass rates remain high 11. Maintain operator’s licence in Green band by; maintain fleet in good condition, daily driver checks etc. to ensure all vehicles

are fit for purpose and safe for use. Ensure that all documentation is maintained up to date. 12. Roads & Amenity Services Change Management team to take responsibility and ownership for delivery of Service Review

Implementation Plans. Jim Smith, September 2011

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Annual Performance Review: Customer and Support Services 2010-11

Key Successes

1. Benefits take-up strategy, benefits engagement and intervention strategy, benefits overpayment policy and fraud business plan were all produced providing greater guidance and professionalism to the benefits service.

2. Implemented the changes in Local Housing Allowance in time for 1 April 2011 and notified all claimants affected in advance 3. Significant improvement in benefits processing times for despite 3% increase in caseload from 8,692 to 8,967 cases at end

of year. The average time to process a new claim reduced from 27 days to 22 days, and changes in circumstances remained at 11 days. The number of changes in circumstances increased by 11% year on year.

4. Determined eligibility for ACHA (Argyll Community Housing Association) service charges for sheltered accommodation complexes and paid out backdated amounts back to August 2009.

5. Payments can now be made online for school meals for first few primary schools 6. Corporate complaints system, Registration services and blue badges enquiries now being handled through customer

service centre. Members Portal also live. Customer Charter launched. Customer Service Centre telephony arrangements extending to cover direct reporting of absence by staff.

7. New web site set up and live from 16 December 2010, using open source content management system with a significant associated saving in costs. New Web Steering Group set up and delivered plan to improve website and Intranet. Over 50 people trained as web authors and editors to update website content.

8. Registration service review completed and implemented with clear distinctions now created between registration and customer service centre staff and all staff placed on appropriate grades.

9. Annual statistics for registration show an improved performance with a decrease in error rate from 4.04% (2009 calendar year) to 2.6% (2010 calendar year) – now in line with Scottish average.

10. New automated bank reconciliation system live and producing excellent results with zero unreconciled items, and kept up to date on a daily basis. This has released significant admin resource.

11. Baseline audit competed of all council’s PCs (personal computers) and Apple Macs enabling a comprehensive replacement programme to be put in place based on need.

12. Following a competitive tender we won an IT services contract with ACHA and additional contracts agreed for print services (1 year) and Academy support (3 years). The key tasks of creating a separate domain for ACHA and installing Lync (communication system) were also completed.

13. IT staff successfully transferred from Community Services and Development & Infrastructure and engineering team now

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moved to a geographic structure allowing much improved response times and reducing travel requirements. IT help desk hours extended to 8a.m. to 6 p.m. The number of PCs supported per IT support staff increased from 214 in FQ4 09/10 to 435 in FQ4 10/11. The support costs per workstation decreased from £110.26 in 2009/10 to £86.86 in 2010/11. The percentage of incidents resolved within SLA (Service Level Agreement) target periods remained constant at 93%, above target.

14. New contract for telephony charges concluded with Cable & Wireless and implemented producing significant savings. 15. Awarded participation in Microsoft Lighthouse program for implementing unified communications worth $76,000 enabling this

to be done much sooner than would otherwise have been possible. Unified communications rolled out to all staff in Oban area as part of Workforce Deployment roll out.

16. New print charging structure defined which reduces costs to < 1.96p per copy for monochrome copies for internal print room providing enhanced value to service departments. TNT mail introduced reducing postage costs.

17. Evaluation of Broadband Pathfinder service commissioned by Scottish Government and concludes that Education has benefited significantly through wider deployment of Glow and SEEMIS (Education Management Information Software), and that it is a more cost effective network than was previously available and is comparable to other aggregated procurements, is perceived as being very reliable, providing satisfactory bandwidth for current purposes, the procurements were very well run and it was a vital step towards achieving the Scottish Government’s Digital Ambition for Scotland.

18. Kilmory server room works completed providing an environment with the capacity to meet future IT growth requirements for the foreseeable future

19. Availability of IT applications for a basket of services exceeded target of 99% for all months bar December 2010 when there were problems with the air conditioning unit in Kilmory due to very low temperatures outside.

20. All IT seasonal upgrades were done on time. The percentage of applications within one release of current increased from 85% to 87%. The IT average project success score was 82% - above target of 80%.

21. Score from annual Procurement Capability Assessment increased from 21% to 36%. Procurement strategy updated and procurement manual being drafted. Procurement and commissioning teams working closer to mutual benefit.

22. Short leeted for two categories for GO Procurement Awards and won category for Sustainability for the Bute food pilot. 23. Number of payroll overpayments reduced from 107 to 98 and value reduced from £64,767 to £32,203. Percentage of correct

payments made increased from 99.72% to 99.77% above target. 24. Council tax collections to 31 March were 96.15% - up by 0.21% on previous year and well above target. 25. Percentage of abandoned calls through the customer service centre reduced from 5.4% to 5.1% despite increase in call

volumes; and average answered call time reduced from 3.34 minutes to 3.21 minutes showing increased efficiency in handling telephone calls

26. Support services service review commenced and all reports provided on time and to good quality.

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Key Challenges

1. Whilst Benefits accuracy rates increased slightly from 92.4% to 93.2% these were still below target of 95% accuracy.

Benefits subsidy claim was qualified but there was no loss of subsidy income following completion of extended testing. 2. Collections of non-domestic rates to 31 March 2011 were 95.98% - below target of 97.5% - however if the two late entries

by the Assessor were excluded (one of which has since been reversed) then the collection rate would have been 97.28% - just slightly below target

3. A one star rating achieved in national Better Connected survey of websites. This was based on the old web site and we have a target to improve this in the next survey due November 2011

4. The IT user satisfaction rating fell from slightly from 5.27 to 5.25. Although it increased for corporate users, it was low for Education users who were included for the first time.

5. The percentage of invoices paid within 30 days fell from 90.2% to 89%. 6. Not yet progressed with self service for payroll/electronic timesheets and travel claims. This was delayed due to need to

concentrate on other aspects of Resourcelink project but resources have now been released for this in 2011/12 and an implementation plan is now being put together.

7. Need to improve performance on contract and supplier management – this is the main weak area from the procurement capability assessment.

8. Aged sundry debt over 36 months has decreased but is still above target. Key Improvements to address Challenges

1. Training officer working closely with Quality Assurance to identify reasons for errors and address these through training.

Subsidy auditors Branch and Lee reviewed 2010/11 data in March in order to identify and allow errors to be corrected prior to audit.

2. Collections are difficult due to economic downturn – working closely with sheriff officers to improve. 3. Action plan prepared to address key areas to be examined during next Better Connected survey. More transactional

functionality added to website. Webcurl contracted to provide eForms. Self Service Portal is live. 4. Working hard to improve the experience of Education users through replacing their old equipment. The move to

geographically distributed support staff is improving their experience as they can now visit schools more often. ICT co-ordinators group set up to work more closely with ICT technicians in secondary schools who look after all desktops in their schools.

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5. The internal performance of the creditors section has been maintained. In longer term the move to Oracle purchasing along with concentration of the placing of orders with fewer people (recommended by Admin review) will assist but these are long term projects and will not show any improvement in 2011/12.

6. Self service project now underway with first phase of online payslips and update of personal data due to be provided in Autumn and online travel claims by April 2012.

7. Supplier journey documentation from Scottish Procurement Directorate adopted and incorporated into a local Procurement manual which will form the basis for this activity. Assessment of competency and training needs of all staff involved in procurement is under way and once needs have been fully identified work will start on arranging training to fill the gaps.

8. Service review includes proposals to re-organise sundry debtors function and to form a corporate debt recovery unit and outsource some of the follow-up of this debt in a similar way to follow up of local tax debt.

Judy Orr, September 2011

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Annual Performance Review: Facility Services

Key Successes

1. Central Repairs (Emergency and Planned and Statutory Maintenance Works) budget fully committed (100%) at financial year end. 2. Oban Office Rationalisation Phase 1 including Customer Service Point delivered within acceptable timescales and budget. 3. Helensburgh Office Rationalisation Project continued to meet programmed timeline even with the very late introduction of potential external

partners: Strathclyde Police and ACHA (Argyll Community Housing Association) 4. Successful implementation of the 2010/11 Community Services Capital Programme with year end expenditure 1.5% in excess of approved

budget. 5. Successful completion of Ardlui Trust Respite Care Facility in Helensburgh. 6. Completion of the Tobermory Pre Five Unit. 7. 100% of Property Services customers at least satisfied with the service provision in relation to the Community Services Capital Plan. 8. Property Services has ensured a well managed transition to the national procurement contracts for electricity, gas and water thereby

enabling the Council to access a range of benefits including improved service levels from suppliers, some cost certainty for the short term, greater risk controls etc.

9. Further development of business cases in support of the Capital Programme Gateway Process. 10. Annual Core Facts Information for the School Estate collated in accordance with Government requirements. 11. Delivery of asset management work plan in accordance with schedule set and monitored by the Strategic Asset Management Board. 12. Advances made in utility meter surveys and data cleansing. 13. Good progress being made with the Carbon Trust on refreshing the Council’s Carbon Management Plan. 14. Introduction of a charge for privilege rides on school transport through collaborative working between the Integrated Transport Team and the

Creditors Section thereby allowing invoices to be raised on time and payments made by parents or carers online. 15. Working in collaboration with Roads and Amenity Services, the completion of 120 walking route assessments to permit the increase in the

school walking distance for primary school pupils from 1 to 2 miles. 16. A reduction in the number of warning letters issued for bad behaviour in relation to school transport from 148 to 81 due to active monitoring

by the Integrated Transport Team and good liaison with the Education Service. 17. Centralisation of the Council’s pool car fleet budget permitting greater scrutiny of vehicle usage thereby delivering greater efficiencies. 18. Annual uptake of free and paid primary and secondary school meals remains above the Scottish average. 19. High levels of customer satisfaction rating for Catering, Cleaning and Janitorial Services exceeds target and shows continuous improvement

in each of the past 4 years.

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20. Implementation of the Catering, Cleaning and Janitorial Service Review savings options remains on target. Key Challenges

1. The recruitment of professional Property staff has proved difficult thereby creating the necessity for more time to be spent on managing consultants/agency staff.

2. Performance of Utility Companies monitored to ensure delivery of services at reasonable cost. 3. Legislative Requirements associated with presence of bats has resulted in delay to some capital funded projects. 4. Handling of FOI (Freedom of Information) Requests, complaints and appeals associated with the Schools Consultation process and the

introduction of the new walking route threshold for School Transport have deflected staff resources from core activities. 5. The transition from existing systems to the new Property Management System will require significant staff time to migrate information and

run existing and new systems in tandem for a transitional period. 6. Improving asbestos management and allocation of funding/resources for same. 7. The difficulty in delivering savings associated with the School and Public Transport Service Review from procurement of contracts. 8. The introduction of Privilege Rides for School Transport resulting in income of approximately £12,000 per year as opposed to the £38,000

predicted by the consultants who carried out the Service Review. 9. The delay in introducing the Sourcing Strategy for the procurement of School and Public Transport contracts thereby slowing down the

delivery of required savings. 10. The target to increase patronage on subsidised bus routes by 3% was not achieved during 2010/11 and in fact reduced by 1.1%. 11. Implementation of the Catering, Cleaning and Janitorial Service Review savings options in accordance with the agreed timescales.


1. Posts are being re-advertised. Failure to appoint will result in the service considering alternative methods. 2. Property Services will make a recommendation to the Council to adopt Advanced (Automated) Meters to streamline the billing process and

assist in identifying assets with abnormal utilities expenditure and where appropriate escalate billing issues 3. Property Services staff to be trained to recognise projects which may have bats present and policy to be developed. 4. Implementation of new management arrangements to ensure timeous response to Freedom of Information requests, complaints and

appeals. 5. The need for additional resource to assist with the proposed Property Management System will be assessed once the preferred bidder is

confirmed and initial discussions have taken place. 6. Review of existing asbestos management arrangements is currently being undertaken. 7. Implementation of pilot within Helensburgh and Lomond for the new School and Public Transport Sourcing Strategy.

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8. Raising awareness of the availability of privilege rides where capacity exists. 9. Evaluation of tenders arising from the pilot approach to the School and Public Transport Sourcing Strategy within Helensburgh and Lomond.

Issues arising to be taken into account when implementing strategy across the remainder of Argyll and Bute over the next 2 years. 10. Alteration to target for patronage on subsidised bus routes due to reduction of support available for discretionary transport projects under the

School and Public Transport Service Review. 11. Rigorous monitoring of implementation plan for savings under the Catering, Cleaning and Janitorial Service Review.

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Annual Performance Review: Governance and Law

Service success details for 2010-2011

1. Administration of Scottish parliamentary election , and by election process for community councils completed successfully 2. Implementation of service review reduction in budget of 20% completed may 2011 3. Procurement of an enhanced system for case management for legal services staff using Iken product initiated 4. Increase in debt recovery from previous year of £120,000. 5. Introduction of Elected Members portal case management system as lead council for national procurement. 6. Review of new planning regime in august 2010 confirmed that system is working effectively and the Local Review Board

process has embedded fully. 7. Revised arrangements for completing audit recommendations introduced has reduced number of outstanding actions.

Key challenges

1. Develop new legal services partnership and reduce cost of external advice to the council 2. Lack of take up in community councils has lead to greater number of by election processes than anticipated 3. Low usage of Elected Members portal so far requires further promotion to elected members 4. Training for elected members from now until election and induction training post 2012 requires to be finalised and resourced 5. Pressure on committee process associated with delivery of education service review was substantial 6. Support to social work for fatal accident inquiry is a substantial commitment of qualified time 7. Development of local area community planning has been patchy and requires further refinement as part of a wider review of

political management arrangements. Key improvements to address challenges

1. Clear action plan will be developed to deliver cost reductions in external advice including training of staff in key areas of expertise and creating controls to reduce spend on advice that can be provided in house

2. Consult community planning partners on key barriers to participation in community councils and seek to agree action plan to address issues identified

3. Members portal use will be heavily promoted in the lead up to and after next Council elections to encourage use by all

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elected members 4. Training programmes in draft for both period to April 2012 and for induction training to be submitted to SMT for agreement 5. Ongoing review of political management arrangements 6. Staff member identified to support process of fatal accident with management overview thereof and regular updates with

head of children and families 7. Political management arrangements review will address the issues around LACPG (Local Area Community Planning Group)

implementation Charles Reppke, September 2011

Pag

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02

ARGYLL AND BUTE COUNCIL EXECUTIVE IMPROVEMENT AND HR

15 DECEMBER 2011

ANNUAL REPORT 2010-11

1 SUMMARY 1.1 Publication of an Annual Report setting out high level performance

information is a key requirement of the Council’s Public Performance Reporting Framework, approved by the Executive in October 2009. Balanced Public Performance Reporting is a statutory obligation for local authorities, with the Annual Report complementing other performance reporting. This paper presents the Annual Report for the financial year 2010-11.

2 RECOMMENDATIONS The Executive:

2.1 Notes the publication of the Annual Report for 2010-11 in line with the Council’s Public Performance Reporting obligations;

2.2 Notes that the Annual Report be made available via the Council website and in limited hard copy format in main Council public buildings.

3 DETAIL 3.1 The publication of a corporate Annual Report is an action within the

Council’s approved Public Performance Reporting Framework. The Framework was approved by the Executive at their meeting in October 2009, and sets out the means by which performance information is communicated to the public.

3.2 Each year the Council is required to publish Statutory Performance Indicators (SPIs) by 30 September. Since September 2010 the approach to SPIs has changed, with a significant reduction in the number of specified indicators required to be published. Those specified indicators remaining were submitted to Audit Scotland and published on the Council website by September 30th.

3.3 In line with the reduction in specified indicators, it is now incumbent on local authorities, through the 2008 New Direction statutory guidance on performance reporting, to demonstrate Best Value across a range of services / areas using their own performance measures / indicators. These must be communicated to the public in an accessible manner in addition to the aforementioned specified indicators. The Annual Report should present a balance view of performance, focussing on actual performance as opposed to simply publicising areas of strong performance.


3.4 The Annual Report is supplementary to the published specified indicators. Information contained within the Annual Report has been drawn from already publicly available Quarterly Performance Reports and Departmental Performance Scorecards; publicly available financial information; the defined SPIs; Service Annual Performance Reports, and audit / inspection findings.

3.5 The structure to the Annual Report broadly follows the Best Value

Accounting Code of Practice service groupings, as per the previous Annual

Report and budget consultation exercises. Once the new Corporate Plan

(as approved February 2010) has completed a full financial year it will be

possible to base the Annual Report around the Corporate Objectives and

Outcomes, and report on performance against these.

4 CONCLUSION 4.1 The publication of a corporate Annual Report is a key action within the

Council’s Public Performance Reporting Framework. Publication contributes to compliance with the Council’s statutory obligations as regards performance reporting.

5 IMPLICATIONS

Policy

As per the Council’s approved PPR Framework

Financial Cost of small number of hard copies Personnel None Legal PPR is a statutory obligation Equal Opportunities Alternative formats and languages available on

request Jane Fowler Head of Improvement and HR 22 November 2011 ATTACHMENT Annual Report 2010-11

Page 104

Argyll and Bute Council Annual Report 2010-11

Argyll and Bute Council

Draft Annual Report

2010-11

Realising Our Potential Together

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Argyll and Bute Council is committed to promoting equality

Our key principles are that:

· no-one is disadvantaged because of their race or ethnic origin, disability, gender, age, sexual orientation, or religion and belief

· the differences between people are valued and good relations between groups are promoted

· people are treated fairly and with equal respect

· informed assessments are made on the impact of policies and service

· people are involved in the decisions that affect them and encouraged to participate in public life.

We carry out equality impact assessments for policy and service development to make sure no-one is adversely impacted.

If you would like this document in another language, Braille or easy-read format, or if you require the

services of an interpreter, please contact us.

Jezeli chcieliby Pañstwo otrzymaO ten dokument w innym jzyku lub w innym formacie albo jeeIi potrzebna jest pomoc Uumacza, to prosimy o kontakt z nami.

Telephone: 01546 604205

Email: [email protected]

Write: Chief Executive’s Argyll and Bute Council Kilmory

Lochgilphead

Argyll and Bute

PA31 8RT

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1. Foreword Page 4

2. Our Vision and Values Page 5

3. Money Matters Page 6

4. Education Page 8

5. Social Work Page 13

6. Roads and Transport Page 17

7. Planning and Economic Development Page 19

8. Culture and Leisure Page 22

9. Environmental and Regulatory Services Page 25

10. Further Information Page 27

11. Have Your Say Page 28

Contents

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Welcome to Argyll and Bute Council’s Annual Report for 2010-11. This Report aims to

provide a brief overview of key Council performance during the course of the past

financial year.

The council is making good progress against its corporate outcomes and service outcomes, with performance against these reported quarterly to the Executive Committee through the Council and Departmental scorecards. Performance levels are generally being maintained or improving, with examples of very significant improvement in performance in areas such as Delayed Discharge from hospital where the Council is one of the leading performers in Scotland.

The Shared Risk Assessment completed by a joint panel of audit and inspection agencies recognised the improvements being made by the council with the Council now regarded as a low risk, and subsequently subject to a reduction in audit and inspection activity as a result. However, whilst good progress is being made we do need to do more. The council is committed to being an improving and efficient organisation. Delivering value for money is a high priority and we recognise that we need to be creative, innovative and re-sourceful in working with others to deliver high quality services that are cost effective. Achieving this will be challenging against the current financial outlook however we are confident that we are making significant progress and have robust plans in place to fur-ther deliver on our vision and ‘Realise our Potential’.

Thank you for taking the time to read our Annual Report for 2010-11, and we look forward

to continuing to work with our communities in delivering high quality services in 2011-12

and beyond.

Councillor Dick Walsh Sally Loudon

Leader Chief Executive

Foreword

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Our vision – Nì sinn le chèile gach nì a tha nar comas /

Realising our potential together

Our values, shown below, are informed by our partners, customers and

employees. Our values underpin what we do and how we do it.

Our Vision and Values form the basis for our Corporate Plan. This is

available from Council ServicePoints and online at

www.argyll-bute.gov.uk

Our Vision and Values

We involve and listen to our customers and communities

We take pride in delivering Best Value Services

We are open, honest, fair and inclusive.

We respect and value everyone

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The Council receives its funding from three main sources - the Scottish Government, Council Tax and from reserves. It now receives around 85% of its funding from the Scottish Government.

The level of funding within the budget for 2010-11 was £221.6m from the Scottish

Government, and £44.3m from Council Tax income.

The Council’s Budget was allocated across service areas as follows:

The Council collected 96.1% of Council Tax due in 2010-11 with an average cost of

£11.95 per property to collect and administer the Tax.

Money Matters

Service Area 10-11 Budget % of overall Council Budget

Education £99.6m 36%

Social Work £52.3m 19%

Roads and Transport £14.8m 5%

Environmental Services £17.4m 6%

Planning £5.1m 2%

Culture and Sport £8.1m 3%

Housing £10.5m 4%

Police and Fire £22.2m 8%

Loan Charges £30.5m 11%

Other £17.1m 6%

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Argyll and Bute Council, like all public sector organisations, continues to face a challenging financial outlook. The Annual Efficiency Statement highlights many of the savings and efficiencies that have been achieved so far. In 2010-11 these included:

Further Information

Financial Statements Each year the Council publishes its audited financial statements, which show what the budget was spent on and how well this was managed. Financial statements for 2010-11 and previous years are available at www.argyll-bute.gov.uk/council-and-government/financial-

statements or by contacting us via the contact details at the end of this Report.

Budget The Council’s Revenue Budget is normally agreed at the Council meeting in February of each year, with the Capital budget agreed in March. Online copies of the budget pack considered by councillors, and the minutes of their decisions, are available on the Council website under the agenda, minutes and reports section, or by contacting us via the contact details at the end of this report.

Efficiency Statement The Council’s annual Efficiency Statement sets out the savings and efficiencies achieved during the course of the last financial year. Statements for 2010-11 and previous years are available at www.argyll-bute.gov.uk/council-and-government/efficiency-statements

Spotlight on Spend The Council is taking part in a Scottish Government initiative to publish information on all spending over £1,000. The information for the 2010-11 financial year is now available online at www.argyll-bute.gov.uk/spotlight-spend

Type of Efficiency Target Saving

£000

Saving

£000

Asset Management 52 52

Procurement 163 163

Workforce Planning 869 869

Other Efficiency Savings - includes: service reviews vacancy savings and other review savings

4,052 4,504

Total 5,136 5,588

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Argyll and Bute Council is responsible under the Standards in Scotland’s Schools etc. Act 2000 for providing school education for every child of school age to support the development of the personality, talents, and mental and physical abilities of the child to his or her fullest potential.

Argyll and Bute has a total pupil roll of 11,270 (September 2010 Census) and over 900

teachers.

£

Education receives the largest share of the Council’s annual budget. In 2010-11 this amounted to £99.6 million. This represents approximately 36% of the total budget for the Council. Compared with other authorities, the council spends more per head on education. In 2010-11 Argyll and Bute’s budget for education was £1,098 per head of population compared with £928 nationally.

Key Successes

· Development of Curriculum for Excellence in all schools;

· Positive school inspections;

· Positive psychological services inspection;

· SQA examination awards for S4, S5 and S6 pupils above the national average in

almost all categories;

· Shortlisted in four categories for the Scottish Education Awards 2011 including

‘Teacher of the Year’, ‘Health and Wellbeing’, Numeracy Across Learning’ and

‘Learning Though Technology’;

· Innovative use of learning technology to deliver a foreign language - ‘Bonjour Tiree’;

· Development of Teacher Learning Communities;

· National recognition of the Argyll and Bute framework for learning, life and work Developing writing initiatives - ‘Big Writing’ and ‘Moderation of Writing’.

· The continued success of schools in the Eco Schools programme.

Education

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Realising the potential of our young people

Our schools continue to perform well in the Scottish Qualifications Authority (SQA) examinations. Despite decreases in S4, the authority remains above or equal to the national and ‘family’ averages in most measures. 12.9% of S5 pupils gained five or more Highers, the best result for twelve years and well above the national average. Also of note is the maintenance of improved performance at Advanced Higher achieved by pupils at S6.

The Scottish Qualifications Framework levels are:

The following tables show attainment levels for the 2010-11 academic year for Argyll and

Bute, with comparisons offered against the Scottish average and a ‘family’ average.

Families of similar local authorities are used as a benchmark for attainment levels; the

authorities compared with Argyll and Bute are: Angus; Dumfries and Galloway; Highland;

Scottish Borders; and South Ayrshire.

Level 7 Advanced Higher @ A-C

Level 6 Higher @A-C

Level 5 Standard Grade @1-2 plus Intermediate 2 @A-C

Level 4 Standard Grade @3-4 plus Intermediate 1 @A-C

Level 3 Standard Grade @5-6 plus Access 3

Argyll and Bute Family Average Scotland

By the end of S4

5+ @ level 5 37% 36.8% 35%

5+ @ level 4 79% 79.6% 78%

5+ @ level 3 92% 93% 93%

By the end of S5

1+ @ level 6 48% 46% 44%

3+ @ level 6 27% 26.4% 26%

5+ @ level 6 13% 11.4% 12%

By the end of S6

1+ @ level 7 16% 16% 15.4%

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In comparison with previous years, attainment at S4 level has dropped slightly, however attainment at S5 and S6 shows improvement across all levels.

It should be noted that the 2011 results are ‘pre-appeal’ and may increase up to one

percentage point following the appeals process.

Positive Destinations

In addition to qualifications gained at school, it is equally important that pupils leaving school go on to meaningful positive destinations such as employment, training or further education (College or University). Positive Destinations figures for the academic year 2010-11 will be released by the Scottish Government in January 2012. Performance for the academic year 09-10 is therefore shown below:

08-09 09-10 10-11 Trend

By the end of S4

5+ @ level 5 36% 38% 37% ↓

5+ @ level 4 81% 82% 79% ↓

5+ @ level 3 92% 94% 92% ↓

By the end of S5

1+ @ level 6 45% 47% 48% ↑

3+ @ level 6 23% 23% 27% ↑

5+ @ level 6 10% 8% 13% ↑

By the end of S6

1+ @ level 7 16% 15% 16% ↑

Destination Argyll and Bute National

Higher Education 35% 36%

Further Education 19% 27%

Training 4% 5%

Employment 29% 19%

Total Positive Destinations 87% 85%

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Positive School Evaluations Education Scotland (formerly known as Her Majesty’s Inspectorate of Education - HMIE) are responsible for inspecting and evaluating our schools and education provision. Positive evaluations from external inspectors demonstrate a commitment to delivering high quality educational services to learners of all ages. During the 2010-11 academic

session 100% of evaluations were graded either good or better.

Health Promoting Schools As a nation, Scotland has well publicised issues with the health of its citizens. Recognising that a healthy lifestyle is best started from a young age, the Council encourages our young people to participate in a range of activities under the Health Promoting Schools programme. We are pleased that in 2010-11 all of our schools achieved a minimum of Level 1 award, which demonstrates their commitment to adopting healthy lifestyles and promoting these both to pupils, and through them to their families and communities.

Active Schools

The aim of Active Schools is to offer all pupils the opportunity to get active and adopt healthier lifestyles. Active Schools, despite its name, goes beyond the school. It is about the desire to see young people enjoying an active lifestyle, whether that is in the school or as part of the wider community.

The Active Schools Team in Argyll and Bute is responsible for putting in place planned activities in schools and within the community to help encourage children to take part in physical activity and sport. Activities include ClubGolf, Fit for Girls, Active Play, the X-Programme seeking to address childhood obesity, competitions and festivals, and

support to over 700 extra-curricular programmes and clubs.

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Further Information

Argyll and Bute Council Website The new Council website contains a section specifically for Schools, Education and Learning at www.argyll-bute.gov.uk/education-and-learning Here you will find information on individual schools including contact details and links to individual school websites. Any recent school inspection reports are also available here.

Education Website The Education website (www.education.ea.argyll-bute.sch.uk) provides information on the work of the Education service and access to a range of resources that are used for administration and curricular purposes.

Quality and Standards Report Each year the Council prepares a Standards and Quality Report for the preceding academic year. This is available by visiting www.argyll-bute.gov.uk/performance

Education Scotland

Since 1 July 2011 Her Majesty’s Inspectorate of Education (HMIE) has merged with

Learning and Teaching Scotland (LTS) to form a new agency responsible for supporting

quality and improvement in Scottish education. HMIE Education Authority and individual

school inspection reports remain available online both on the Argyll and Bute Council

website and at www.educationscotland.gov.uk

Quarterly Performance Report and Scorecards

Performance information about Education is reported quarterly to the Executive

Committee in the Community Services Performance Report and Performance Scorecard.

These can be viewed at www.argyll-bute.gov.uk/performance or by contacting us via the

contact details at the end of this report.

Curriculum for Excellence

To support our high educational standards, we are committed to the values,

principles and purposes of Curriculum for Excellence which aims to achieve a

transformation in Scottish education by providing a coherent, more flexible and

enriched curriculum for 3-18. The aims of Curriculum for Excellence are that

every child and young person should know that they are valued and will be

supported to become a successful learner, an effective contributor, a confident

individual and a responsible citizen.

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The Council’s Social Work service provides a range of services throughout Argyll and

Bute, and is split into two main parts:

Adult Social Work is structured around the following service areas:

· The provision of resources to vulnerable adults and older people including residential care services, day centre provision and home care

· The assessment and care management function carried out by area team staff

· The provision of support to adults with a learning disability

· The provision of support to adults who have a mental health difficulty, and / or

sensory impairment;

· The provision of support to adults suffering from substance misuse difficulties

Children and Families directly provides or commissions support, protection and care for vulnerable children, young people and their families. The Service provides the following:

· Assessment and Care Management

· Reports and assessments for the Scottish Children’s Reporter Administration (SCRA)

· Child Protection Services

· Family Support

· Criminal Justice

· Specialist services for Children Affected by Disability

· Fostering and adoption

· Residential Care

· School hostels and the early years service

£ After Education, Social Work receives the next highest percentage of the Council’s

budget. In 2010-11 this amounted to £52.3 million.

Social Work

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2010-11 Highlights

· Progress with the redesign and modernisation of Older Peoples, Mental Health, and

Learning Disability services;

· Reduction in the number of people awaiting Free Personal Care in their own homes;

· Continued roll out of Telecare service;

· successful integration of a combined early years service ;

· significant progress in achieving 0 persons delayed discharge from hospital care over 6

weeks

· Opening of the Ardlui Respite Centre;

· Consistent achievement of children on Child Protection Register with current risk

assessment; care leavers with a pathway plan and for pathway reviews:

· Continued reduction in numbers of children looked after and accommodated by the

authority who are placed in residential settings;

· Reduction in children placed within external residential schools;

· Positive SWIA Initial Scrutiny Level Assessment evaluation;

· Increasing the number of Social Background and Initial Assessment Reports

submitted to the Scottish Children’s Reporters Administration within a 20 working day

timeframe;

· Development of user engagement processes such as Viewpoint;

· Positive inspection gradings for service units, hostels, children’s homes, and early years

units.

Adult Care Key Performance

Target Bench-mark

08-09 09-10 10-11 Trend

% carers assessments completed within 28 days

100% 100% 100% -

Personal Care % of home care total 95% 87% 88% 94% 99% ↑

Number of people awaiting Free Personal Care in their own homes (0-4 weeks)

0 6 14 8 1 ↑

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Target 08-09 09-10 10-11 Trend Bench-mark

% Older people receiving Care in the Community

70% 62% 64% 65%

↑

% Mental Health clients receiving Care in the Community

95% 99% 98% 99% ↑

Number of Delayed Discharges over 6 weeks

0 4 1 0 ↑ 3

Total Number of Delayed Discharge clients within Argyll and Bute

25 32 33 25 ↑ 34

Number of people awaiting Free Personal Care within their homes

0 17 8 1 ↑ 6

Number of Direct Payments 130 120 124 129 ↑ 115

Number of enhanced Telecare packages

370 339 -

Number of outstanding Case As-sessments over 28 days

40 22 30 ↓

Home Care – hours per 1,000 popu-lation

7,444 7,598 ↑

Home Care - % eligible receiving personal care

97% 98% ↑

Home Care - % eligible receiving evening / overnight care

45% 49% ↑

Home Care - % eligible receiving weekend care

83% 87% ↑

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Children and Families Key Performance

Further Information

Argyll and Bute Council Website

The new Council website contains a section specifically for social care and health at

www.argyll-bute.gov.uk/social-care-and-health

Chief Social Work Officer’s Report Each year the Council’s Chief Social Work Officer produces a report outlining key performance, challenges and developments across the Social Work Service. This Report is available on the Council website at www.argyll-bute.gov.uk/performance The Care Inspectorate Formally known as Social Care and Social Work Improvement Scotland (SCSWIS), the Care Inspectorate are the independent regulator of social care and social work services across Scotland. Inspection and scrutiny reports relating to Argyll and Bute are available at www.scswis.org.uk Quarterly Performance Report and Scorecard The Community Service Quarterly Performance Report and Performance Scorecard contains details of performance in relation to Social Work. These can be accessed at www.argyll-bute.gov.uk/performance or by contacting us via the contact details at the end of this report.

Target 08-09 09-10 10-11 Trend Bench-mark

Number of Foster Carers 45 43 49 51 ↑

% of children on a Child Protection Register with a current risk assess-ment

100% 100% 95% 100% ↑

% SCRA reports submitted on time 75% 59% 52% 75% ↑ 45%

% Looked after and accommodated children in family placements

75% 75% - 73%

% Reviews of Looked after and ac-commodated children convened within timescales

75% 53% 84% 69% ↓

% Care leavers with a pathway plan 100% 100% 100% 100% -

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Argyll and Bute Council provides a range of services to allow the safe and convenient movement of goods and people across the area. These include Roads operations and

winter maintenance; Piers and harbours; Ferries and Airfields

The Service is vital to allowing for the safe and convenient movement of people and goods across our geographically diverse and sparsely populated area, which relies on a mix of rail, bus, ferry and air services to provide for a variety of urban, rural and island communities. In addition it aims to improve the physical appearance of Argyll and Bute.

The Council looks after 1406 miles of road, 954 bridges and 138 car parks. There are 16 operational depots and a fleet of 138 vehicles and items of plant.

£ The Council continues to invest in maintaining and improving road and transport

infrastructure in Argyll and Bute. For 2010-11 the budget for roads and transport was

£14.8 million.

2010-11 Highlights

· Delivery of Winter Maintenance Plan despite severe conditions;

· Delivery of Capital Roads Reconstruction and revenue / cyclic and routine

programmes / budgets;

· 91% of bridges due for inspection were inspected;

· Improved rigour for performance and programme management for capital projects -

monthly programme board now established to provide challenge and direction;

· Delivery of Partnership Contract for roads reconstruction for Mull, Islay, Jura and the

Kintyre peninsula;

· Maintained a high level of HGV test passes - above national average;

A second successive severe winter, with prolonged ice and snow resulted in a particularly

challenging time for the roads service. With temperatures plunging to nearly –20c further

damage was inflicted to our roads outwith expected ‘wear and tear’.

Roads and Transport

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In 2010/11 56.8% of the road network in Argyll and Bute was in either the red or amber band for condition, according to Road Condition Index (RCI), indicating that it is in need of maintenance. Additional capital funding has been allocated by the Council to roads maintenance to address this challenge.

Marine and Airports

The ferries that are owned and operated by the Council are subject to inspection and certification by the Maritime Coastguard Agency and staff operating these must hold relevant qualifications. The airports allow the current operator, Hebridean Air Services, to fly the scheduled services as specified in the Public Service Obligation. Airport management is regulated by the Civil Aviation Authority.

Further Information

Argyll and Bute Council Website The new Council website contains a section specifically for roads and transport at www.argyll-bute.gov.uk/transport-and-streets


Performance information about Roads and Transport is reported quarterly to the

Executive Committee in the Development and Infrastructure Services Performance

Report and Performance Scorecard. These can be viewed at www.argyll-bute.gov.uk/

performance or by contacting us via the contact details at the end of this report.

Target 08-09 09-10 10-11 Bench-mark

Trend

% Road work instructions completed within timescale

90% 93% -

% Category 1 road defects repaired within one working day

95% 97% 96% 79% 97% ↓

Street lighting - % faults repaired within 7 days

95% 99% 70% 86% 92% ↑

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Planning and Economic Development are outward looking services which seek to

harness development opportunities, support businesses, protect the public and improve

the economic, social and environmental well being of the area by ensuring development

takes place in a sustainable manner.

£ The total budget for planning and economic development in 2010-11 was £5.1 million.

2010-11 Highlights

· More efficient and speedier processing of planning applications. 78% of all

applications determined within 2 months (64% in 2009/10) against a target of 65%.

Around 20% above rural benchmark;

· Implementation of e-planning consultation regime with external and internal

consultees;

· ‘% of Householder applications (home extensions / improvements etc) determined

within statutory timescale’ highest since statistical recording began;

· ‘% of valid planning applications registered and notified within 5 days’ highest level

ever recorded at approximately 83%;

· Customer satisfaction increased from 67% at the start of 10/11 to 90% at the start of

11/12;

· More efficient and speedier processing of building warrants, with 90% of building

warrant applications responded to within 20 working days against a target of 80%;

· Production of Local Development Plan Main Issues Report;

· Better and more effective public engagement - publication of Development Policy

newsletter and commencement of online Local Plan;

· Approval of key Development Policy strategic policy documents: Loch Etive

Integrated Coastal Zone Management Plan; Sound of Mull spatial plan; Woodland

and Forestry Strategy; Local Biodiversity Action Plan; Core Path Plan final draft.

Planning and Economic Development

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Planning

Despite the current economic climate 2010-11 saw an increase in the number of planning applications processed by the Council from 1,263 in 09-10 to 1,552 in 10-11. 479 of these were householder applications, with the remaining 1,073 non-householder.

Although the number of applications increased performance continues to improve. In 10/11 87.3% of householder applications (home extensions / improvements etc), and

59.4% of non-householder applications were processed within the target of two months.

The Planning section is also responsible for Building Standards. A key measure of performance within this area is the % of building warrants processed within 20 days. In 10/11 89.7% were processed within this timescale, a slight improvement from 89.2% the previous year. It should be noted that this performance was achieved during a year in which the number of Building Warrant applications received by the Council increased by 12% compared to the previous year.

Business Gateway The Business Gateway service was launched in April 2009 to support business to grow and realise their potential. During 2010-11, Business Gateway supported 159 start up businesses against a target

of 135. This represents an increase of 19% on the number supported in 09-10.

A further 374 existing businesses were supported in 2010-11 against a target of 225.

Renewable Energy Action Plan

The Renewable Energy Action Plan has been developed by the Argyll and Bute Community Planning Partnership (CPP), and is a key action within our Community Plan. The Plan has been developed to assist Argyll and Bute realise it's vision for the development of the renewable energy sector.

09-10 10-11 Trend

% Householder applications processed within 2 months

81% 87% ↑

% Non-Householder applications processed within 2 months

53% 59% ↑

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Economic Development Action Plan The Council has developed an Economic Development Action Plan (EDAP) to focus the Council’s resources on the economic development activities that will have the greatest beneficial economic impact on its communities and Scotland as a whole. The Action Plan clearly articulates the Council’s priorities for developing the Argyll and Bute economy, thereby facilitating focus, effective resource planning and partnership working at the local, national and European levels.

CHORD

Argyll and Bute Council has agreed to an ambitious and forward-looking programme to assist regeneration and economic development in five of it’s waterfront towns - Campbeltown, Helensburgh, Oban, Rothesay and Dunoon. In November 2008, the Council unanimously agreed to allocate more than £30 million to the programme, since named ‘CHORD’.

The multi-million pound initiative will see major improvements to the town centres and waterfronts of all five towns.

Regular updates on each of the CHORD projects are available at www.argyll-bute.gov.uk/chord/project-updates

Further Information

Argyll and Bute Council Website The new Council website contains a section specifically for planning, building standards and the environment at www.argyll-bute.gov.uk/planning-and-environment

The Business Gateway service has a dedicated section of the website at www.argyll-bute.gov.uk/business-and-trade/business-gateway-service


Performance information about Planning and Development is reported quarterly to the

Executive Committee in the Development and Infrastructure Services Performance

Report and Performance Scorecard. These can be viewed at www.argyll-bute.gov.uk/

performance or by contacting us via the contact details at the end of this report.

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Culture, heritage and sport includes support to museums, libraries, leisure centres and

venues operated by the Council. Also delivered are community learning and youth work

services, support for community development, and homelessness / housing support. The

Council manages Four swimming pools, Seven halls, 10 museums and libraries, and

62 parks and play areas.

£ The total budget for Culture and Sport in 2010-11 was £8.1 million.

2010-11 Highlights

· Rothesay Library refurbishment completed;

· Greater use being made of library facilities by outside organisations;

· Active library borrowers, as % of population, remaining steady despite the closure of

two libraries in August 2010;

· Attendance figures at the newly refurbished Helensburgh pool have exceeded

targets and have resulted in a significant increase in the overall usage across Argyll

and Bute compared to the previous year;

· Sports Coaching Weekend took place in February 2011 with a 55% increase in

participant courses offering the widest range of learning opportunities of any event

in Scotland. The 2010 weekend was recognised nationally as a Bronze Award

winner in the Cosla Excellence Awards;

· 40% increase in leisure facility membership;

· An increase in participation in recorded and accredited learning across the youth

work service including Duke of Edinburgh. 150 young people enrolled in 10/11, and

Argyll and Bute continues to perform above the Scottish and UK averages for new

entrants and awards gained;

· Positive HMIE Community Learning inspection reports.

Culture and Leisure

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Leisure Services

Despite the economic downturn, our excellent leisure facilities continue to be well used.

In fact, last year the number of leisure facility memberships increased significantly from

580 to 843. Following a dip in numbers due to the closure for refurbishment of

Helensburgh pool, swimming pool usage has rebounded to 44,006 during 2010-11, again

well above target.

Libraries

Our Library Service continues to perform well, with the number of library borrowers as a percentage of the population and number of visits remaining steady.

Target 08-09 09-10 10-11 Benchmark Trend

Number of leisure facilities memberships

550 662 580 843 ↑

Swimming Pool usage 30,000 49,411 27,862 44,006

↑

Number of extracurricular sport opportunities for schools

225 184 254 225 ↓

Attendance at cultural events and functions held in Council Halls

42,403 41,087 42,403 42,697 ↑

Target 08-09 09-10 10-11 Trend

Library borrowers as % of population

17% 17% 17% 17% -

Number of visits to libraries per 1,000 population

3,250 3,234 3,063 ↓

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Housing and Homelessness

During 2010-11 a total of 182 affordable social sector new builds were completed within Argyll and Bute. These include shared equity and social rented properties delivered by Registered Social Landlords (RSLs).

The Council has a duty to secure permanent accommodation for homeless households in Argyll and Bute. During 2010-11 the proportion of households assessed as homeless and as having a priority need for accommodation increased to 91% against a target of 80%. The longer term target is to increase this to 100% by 2012.

Support to Third Sector Community Groups

During 2010-11 the number of Third Sector Community groups receiving support from the

Council was 507 against a target of 300.

Further Information

Argyll and Bute Council Website The new Council website contains sections specifically for Community Life, Leisure and Libraries at www.argyll-bute.gov.uk/community-life-and-leisure


Performance information about culture and sport is reported quarterly to the Executive

Committee in the Community Services Performance Report and Performance Scorecard.

These can be viewed at www.argyll-bute.gov.uk/performance or by contacting us via the

contact details at the end of this report.

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The Council provides a number of services ensuring that our area remains one of outstanding natural beauty, and that our citizens are protected. These include Environmental Health, Waste Management, Trading Standards, 176 cemeteries and 74 public toilets. £ In 2010-11 the Council spent a total of £17.4 million on environmental and protective services.

2010-11 Highlights

· Achieved the programmed inspections target for high and medium risked premises across

environmental health, trading standards and animal health;

· Met the 90% target with 91.7% of all service requests being resolved with 20 working days;

· Exceeded the 75% target for consumer complaints with 85.9% resolved within 14 days; and

the 75% target for business complaints, resolving 78% within 14 days;

· Completed the programme of 13 different customer surveys across the wider range of

services provided by environmental and animal health;

· High levels of customer satisfaction were identified ranging from 100% for environmental

health, animal health, trading standards, and private water supply grants; and 82% or above

for debt counselling, service complaints and private landlord registration;

· Implemented the Food Hygiene Information Scheme across all catering premises in Argyll

and Bute as part of the strategy towards “an informed customer”;

· Working with businesses in Argyll and Bute, we have the 3rd highest number of awards

across Scottish local authorities for food premises attaining the national EatSafe awards

scheme;

· Completed a project to check compliance with legislation controlling the sale of tobacco

products to under-age volunteers;

· 22 premises (from a total of 70) were found to have sold tobacco products to under 18s.

Enforcement action has mainly consisted of formal warnings, but reports are to be

submitted to the Procurator Fiscal regarding two premises that have sold cigarettes on two

occasions to two different volunteers.

Environment and Regulatory Services

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Waste Management The tonnage landfilled in 2010-11 has decreased due to lower overall waste tonnages and increased recycling. Composting has reduced partly due to the severe cold winter and less composting by Shanks. Recycling has increased due to 10-11 being the first complete year of new recycling schemes on Mull, Tiree and in the Helensburgh and Lomond area.

The overall recycling and composting rate has increased slightly in 2010-11 to 41.5% in comparison with 41.3% in 09/10. This is above the Scottish average of 38%.

Further Information

Argyll and Bute Council Website The new Council website contains several sections relating to the environment and protective services. These are best accessed from the homepage at www.argyll-bute.gov.uk


Performance information is reported quarterly to the Executive Committee in the

Development and Infrastructure Services Performance Report and Performance

Scorecard. These can be viewed at www.argyll-bute.gov.uk/performance or by

contacting us via the contact details at the end of this report.

Target 08-09 09-10 10-11 Trend

Animal Health - % High risk visits completed

100% 100% 100% 100% -

% Food Hygiene High risk food inspections completed

100% 100% 97% 99% ↑

Environmental Health - % Service requests resolved in less than 20 days

90% 84% 89% 92% ↑

Trading Standards % High risk visits completed

70% 63% 79% 74% ↓

Trading Standards % Business advice requests resolved within 14 days

80% 80% 90% 82% ↓

Trading Standards -% Resolution of consumer complaints resolved within 14 days

70% 81% 82% 86% ↑

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We try to keep you up to date with our performance so that you have an understanding of how we deliver your services. If there is specific information on performance that you wish to find out or you wish to comment on this annual report, please contact us or view the web site: www.argyll-bute.gov.uk/performance

In addition to this Annual Report and the Quarterly Performance Reports and Scorecards,

the Council and external scrutiny bodies make available performance and inspection

information at various times throughout the year. Selected performance related

publications that may be of interest include:

Argyll and Bute Council Corporate Plan 2011-12

Audited Financial Statements

Annual Efficiency Statement

Statutory Performance Indicator Report

Assurance and Improvement Plan

Best Value Audit Reports

Annual Education Quality and Standards Report

Chief Social Work Officer’s Report

Single Outcome Agreement and Annual Report

You can also view all agenda reports and minutes of meetings, including Area

Committees, the Executive and Full Council, online at www.argyll-bute.gov.uk

Further Information

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We strive for continual improvement and value feedback both positive and where there is room for us to improve. If you have a suggestion or comment about our services we would be delighted to hear from you.

If you would like to know more about the performance of the Council and the services that we provide you can contact us at the details below

Telephone

01546 604205

Text using our new customer service text messaging system

07624808798

Email

[email protected]

Write

Performance Management Team

Argyll and Bute Council Kilmory

Lochgilphead

Argyll and Bute

PA31 8RT

Have your Say

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ARGYLL AND BUTE COUNCIL EXECUTIVE COMMITTEE

IMPROVEMENT AND HR 15TH DECEMBER 2011

QUEENS JUBILEE ARRANGEMENTS

1. SUMMARY

1.1 This report concerns plans to create a four day weekend to enable

employees to participate in the Queen’s Diamond Jubilee celebrations

in June 2012.

1.1.1 Both the UK and Scottish Government’s have declared an additional

bank holiday on 5th June 2012 to mark the Queen’s Diamond Jubilee.

This proposal presents an opportunity for the Council to allow

employees to benefit from this. As with other pay and conditions of

service issues, bank and public holidays are a contractual matter

between employers and employees, and the decision to award 5th June

2012 as a one-off additional public holiday is therefore one for each

organisation to decide locally.

1.2 Argyll and Bute Council’s preferred option, which has been discussed with

the recognised trade unions, is to grant an additional day’s paid leave on

Tuesday 5th June 2012. This is similar to the holiday granted for the

Royal Wedding Bank Holiday in April 2011. In addition, we would

require employees to give up one of their four floating public holidays

so that premises can also close, wherever possible, on Monday 4th

June 2012. This would give a long weekend opportunity to employees.

2. RECOMMENDATIONS

2.1 It is recommended the Executive Committee:

i) Agree to award employees in non-teaching establishments a

one-off additional day’s paid leave to be taken on 5th June 2012

following the UK and Scottish Governments’ decision to declare

that date a bank holiday, as per the Royal Wedding 2011

arrangements. Any employees who are required to work on that

day would be able to take the time off in lieu at a later date.

ii) Agree that Chief Officials and LGE employees will be required to

take one of their floating public holidays on Monday 4th June to

allow council buildings to close, where possible. Staff engaged


in services that require to operate would attend work as normal

and not surrender a floating day’s leave.

(ii) Note that schools will be closed to pupils on 4th June 2012 which

is currently scheduled as an in-service day. LGE staff employed

in teaching establishments will not be required to take their

floating public holiday on that day.

(iii) Note that the relevant Minister has already given his consent for

schools in Argyll and Bute to close 5th June 2012 as part of the

normal annual leave arrangements.

3. DETAIL

3.1 Bank and public holidays are a contractual matter between employers

and employees to agree. There is therefore no statutory right to

receive time off on a bank or public holiday, or if working on one, to

receive extra pay.

3.2 All Conditions of Service currently allow each Local Authority to set

their own public holidays and provide a leave entitlement which is

above the statutory minimum of 28 days per annum (including paid

public holidays) for a full-time employee.

3.3 Unlike some other organisations, the Council cannot move the late May

bank holiday to Monday 4th June 2012 as it does not recognise it.

4. CONCLUSION

4.1 Trade unions have advised they would be agreeable to employees

moving one of their floating day’s leave to Monday 4th June 2012 if the

Council grants an additional day’s paid leave on Tuesday 5th June

2012. Schools are closed anyway on 5th June 2012.

4.2 Similarly, 5th June would not be regarded as a fixed general or public

holiday and therefore employees who, for operational reasons, are

required to work will not receive any enhancements for doing so. Time

off in lieu will be granted instead at an appropriate time to those who

actually work on this date.

IMPLICATIONS

PERSONNEL Employees would be able to participate in the Queen’s

Diamond Jubilee celebrations if the Council decides to

approve proposals.

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FINANCIAL There will be a productivity cost to the council by granting

employees’ an additional day’s paid leave. There will be a

need for some front line services to remain operational.

Any staff that are required to work on 5th June 2012 will

be given time off in lieu at an appropriate time for doing

so. If the Council were to designate this date as a fixed

general or public holiday, this will incur additional payment

of enhancements to those who are required to work.

Some operational savings will be made by establishments

closing on Monday 4th June.

EQUALITY If the Council grants paid time off it will need to ensure

fair treatment and compensate those required to work by

granting them time off in lieu at a later date.

LEGAL Whilst employees do not have a statutory or a contractual

right to the bank holiday, the Council may wish to award it

as a one-off additional holiday. The Council should agree,

in advance, the terms and conditions of those who are

required to work.

Jane Fowler Head of Improvement and HR Tel: 01546 604466 For further information, please contact: Lisa Bond, HR Adviser Tel: 01546 604022

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CHIEF EXECUTIVE’S UNIT 15TH DECEMBER

ARGYLL AND BUTE SINGLE OUTCOME AGREEMENT ANNUAL REPORT

2010/11

1. SUMMARY

1.1. The Council as the lead agency for Community Planning has a duty to coordinate and report on the Single Outcome Agreement (SOA). Based on the experience of previous years, the Scottish Government issued guidance informing the Community Planning Partnership of areas to focus on.

1.2. The areas to focus on, as specified by the guidance, were:

• Effective engagement with citizens;

• The targeting of activity in light of local circumstances;

• The contribution made by your CPP to achievement of the Government’

Purpose, National Outcomes and joint national priorities;

• How partnership working at the local level is becoming more effective;

• CPP’s impact on deployment of resources by partner bodies.

1.3. This report presents the progress being made by partners on delivery of the SOA and developments being made in partnership working to facilitate a more partner based approach to service delivery.

2. RECOMMENDATIONS

2.1. It is recommended that the Executive Committee:

• Approve the Argyll and Bute SOA Annual Report 2010/11 for final submission to the Scottish Government

3. DETAIL

3.1 The Argyll and Bute Single Outcome Agreement was approved in 2009. It

identifies a series of local outcomes that contribute to the 15 national outcomes set out by the Scottish Government.

3.2 The Single Outcome Agreement binds partners in a joint agreement to deliver services collectively in the best interests of the communities and individuals in Argyll and Bute.

3.3 Scrutiny of SOA performance is undertaken quarterly at the Community


2

Planning Management Committee. Data collected, however, often demonstrates a time lag where, for example, national statistics are collected on a 3 yearly basis. This presents a challenge when planning action to take in managing the issue and the impact of those actions.

3.4 The Partnership has adopted a revised vision ‘Realising our Potential,

Together’ which articulates our joint responsibility to deliver services in partnership with our communities.

3.5 This revised vision is accompanied by a set of shared values for partners stating our commitment to the way that we go about service delivery in our communities.

3.6 This vision will be reflected in the next SOA which will be developed by the CPP over the course of the rest of the financial year.

3.7 There will be the amalgamation of the Community Plan and the SOA into a single document. This will result in a simplified approach to identifying local outcomes and measuring success and ensure that all success measures incorporated into the SOA are current and pertinent.

4. CONCLUSIONS

4.1 The Argyll and Bute Community Planning Partnership has progressed well in its implementation of the Single Outcome Agreement 2009 - 2012, with areas of success in some service commitments.

4.2 The continued improvement, review and engagement will enable the

Partnership to continue developing a joint approach to achieving local outcomes, an approach which is vitally important as the public sector financial challenge takes effect.

5 IMPLICATIONS

POLICY None FINANCIAL The Single Outcome Agreement sets the framework for services

delivered in Argyll and Bute in accordance with budget allocations.

EQUALITY None LEGAL None For further information, please contact: Jane Fowler Head of Improvement and HR Tel: 01546 604466

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1.9

Single Outcome Agreement l Annual Report 2010-2011

Argyll and Bute l

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Argyll and Bute 2009 - 2012 Single Outcome Agreement

December 2011

For further information contact: Jane Fowler, Head of Improvement and HR [email protected] 01546 604466 © 2011 Argyll and Bute Community Planning Partnership

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Introduction The Single Outcome Agreement (SOA) is a three year agreement between the partners that make up the Argyll and Bute Community Planning Partnership and the Scottish Government. Argyll and Bute’s SOA has been agreed by all members of the Community Planning Partnership (CPP). This includes elected members, public and private sector organisations and community and voluntary organisations. The SOA binds partners in a joint agreement to deliver services collectively in the best interests of and in partnership with the communities and individuals in Argyll and Bute. The Annual SOA report to the Scottish Government sets out how Argyll and Bute CPP has contributed towards the fulfilment of the Government Purpose and the National Outcomes. This report presents performance information on progress towards the 15 National Outcomes and this is illustrated by a green/red status. The overall performance for each outcome is arrived at by a simple roll-up of success measures. Tolerances set are as follows: All green = overall green Majority green = overall amber Majority red = overall red

• 6 outcomes are green where overall performance has improved from the 2009/10 level

• 6 outcomes are amber where overall performance remains on track against the targets set

• 2 outcomes are red where overall performance has deteriorated from 2009/10 or not met the targets set

• 1 outcome (National Outcome 13) for which Argyll and Bute CPP has decided to have no success measures

• Of the 72 measures that are in the SOA:

• 59 or 81.9% are green and have improved from the previous year or are exceeding the targets that have been set.

• 12 or 18.1% have seen performance fall or have not met the targets that have been set

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The report covers factual content on the progress against the national outcomes and details the success measures that have been identified for each outcome. The report also contains narrative information relating to support the performance information for the success measures identified. The report is based on the performance on the available data for the financial year 2010/11. There is continuing progress being made in developing, strengthening and improving the Community Planning Partnership. Monitoring progress of the SOA The basis for monitoring and reporting progress is undertaken through the use of simple scorecards. These scorecards are populated with data from all partners on a regular basis and are examined and discussed quarterly by the appropriate CPP group. Partners are also able to provide a commentary to accompany their data. Scorecards have been developed and are used actively by the CPP Management Committee and the Thematic Groups. Scutiny of SOA performance is undertaken by the CPP Management Committee. Exception and highlight reports are regularly considered by the Management Committee as part of this performance scrutiny process. There remains an issue over the timelag in the collection and publication of some data although this will be addressed by partners as a review of the SOA is undertaken.

Successes in 2010/11 The partnership has achieved a number of successes in 2010/11. These related particularly to economic development where there has been a real focus on renewable energy and business support, where we have exceeded targets. In an area that faces the geographic and economic challenges that we do, this is an extremely important target activity. We have worked closely to identify areas for improved engagement with our citizens and have undertaken a self assessment of the partnership in preparation for the new and refreshed Community Plan/Single Outcome Agreement that will be adopted in 2012.

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Effective Engagement with citizens Budget Consultation

In 2010/11, Argyll and Bute Council, for the first time, undertook a public consultation on proposals for its budget. The process canvassed the views of a wide range of service users in Argyll and Bute and these were considered as part of the Council’s budget setting. The consultation started in August 2010 with the publication of the ‘Difficult Choices for Difficult Times’ document. Consultation events and activities took place to promote the consultation and to encourage participation across Argyll and Bute. The consultation was led by the Council and received support from Community Planning Partners. A variety of consultation methods were used to encourage responses from a range of people and groups who may be affected by changes to services. These methods included paper and web based questionnaires, press briefings, public meetings, community planning meetings, employees meetings, third sector partnership meetings, advertorials in the local press and the Citizens’ Panel. The consultation set out the financial challenges faced by the Council and other partners as a result of the reduction in overall public sector finance. This was set out in very clear terms so that communities understood the need for budget cuts to take place. The consultation also focussed on proposals for specific services as part of the programme of service reviews undertaken by Argyll and Bute Council. As well as the aforementioned methods for consultation, focus groups were also held on 6 of the service review areas in July 2010 and responses were fed directly into the service review options preparations process. Copies of the budget consultation document called “Difficult Choices for Difficult Times” were distributed to council offices and libraries, and community councils with recipients invited to respond. The document was also made available online on the Council’s website, along with an on-line survey form allowing people to submit their suggestions electronically. All responses were anonymous with 146 responses received to the online element of this consultation. Budget consultation sessions were held at each of the four local area community planning groups in July and August to discuss the budget and obtain feedback from community representatives. A presentation was also made to the Community Planning Partnership Management Committee.

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Four ‘Forward Together’ events were also carried out in local areas focusing on the budget consultation. These events included community planning partners, members of the public and wider groups of community representatives including youth representation. The meetings were publicised on the local Argyll Communities website, in the local media and on the council’s website. Representatives from community groups were specifically invited to represent their sectors and to cascade the invitation. The events focussed on informing attendees of the budget challenge faced by both the council and by other partners and on obtaining feedback from attendees.

In total: 65 people attended focus groups to comment on service review proposals 246 people attended consultation meetings 273 responses were submitted by email and via the website 434 individual comments were generated from written, emailed, web-based and from meetings. Some respondents commented on more than one issue. 935 (74.8%) members of the Citizens’ Panel responded.

New vision and values

The Argyll and Bute Community Planning Management Committee reviewed their vision and values over the course of 2010/11. This was unanimously agreed in consultation with all partners. The proposed new vision ‘Realising Our Potential Together’ was presented to the Local Area Community Planning Groups and wider focus groups across Council services. This new vision underpins all that we are trying to achieve and all that we should encourage everyone to achieve. This vision translates into all areas of partnership working and can be easily applied to everything we do to ensure that we deliver best value services to all our stakeholders. Community Safety With Argyll and Bute experiencing a high incidence of Road Traffic Collisions and casualties, the partnership continues to support the Drivesafe initiative, encouraging better driving and raising awareness of the risks of road travel in the area. Strathclyde Fire and Rescue (SFR) carries out a ‘real time crash scenario’ event that is tailored to the circumstances of a rural community and provides a learning opportunity for young people in schools who are about to become young drivers or passengers of young drivers.

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SFR carry out Home Safety Visits within homes across Argyll and Bute. These visits are a free service and allow firefighters to carry out a safety survey, provide advice, seek views on the service and install smoke detectors if required. This has seen a reduction in the severity of fires across the area. SFR also attend gala days and fetes across the area in order to engage with the public on matters of home, road and water safety in addition to attending schools on an education programme aimed at reducing the incidences of anti social behaviour fires.

Targeting of activity in the light of local circumstances Business Gateway

The Argyll and Bute Business Gateway service continued progress significantly in 2010/11 by exceeding their target of business start-ups supported. Actual performance was 159 business start-ups supported against a target of 135. This was an increase on the previous year of 133 business start-ups supported. In addition to support to new businesses, 374 existing businesses were supported against a target of 225. The level of support ranged from attendance at workshops to approaching the Business Gateway service for advice. Existing businesses supported included those in the key sectors of renewable energy, tourism, food and drink and forestry. The Competitive Business Growth Programme Business Networking event took place in Oban in February 2011 and this received very positive feedback from businesses that were able to attend the event. Attendees were quoted as saying: “I thought the networking event was both informative and inspirational and it was a great opportunity to talk to business people from many different sectors – all of whom share a common goal – to be successful and prosperous in Argyll and contribute to the local economy.” Before the Business Gateway service was established, there had been a heavy reliance on the public sector to deliver in the key sectors and in identified areas as well a high number of very small business operating in similar markets. The Business Gateway team are able to assist with setting up new businesses and continue to provide knowledge, advice and expertise to existing businesses so that they can continue to operate sustainably and prosper.

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Town Centre Regeneration

Argyll and Bute Council is progressing well with its ambitious £30 million programme of regeneration in the five towns of Campbeltown, Helensburgh, Oban, Rothesay and Dunoon (CHORD). The CHORD programme was identified through a detailed needs analysis by the Argyll and Bute Local Plan. The analysis identified that there should be a focus on assisting economic regeneration of waterfront towns in Argyll and Bute to promote economic development. Projects currently being implemented include the Townscape Heritage Initiative’s (THI) in Campbeltown and Rothesay and the Kinloch Road Regeneration project in Campbeltown. Plans to revitalise Helensburgh’s town centre and esplanade should begin in early 2012. Works continue to secure capital funding for Rothesay Pavilion and continue to develop the business cases for the remaining projects within the programme, such as Dunoon and Oban. Partnership and community involvement has been critical to ensuring progress so far on this Council led programme. Renewable Energy Hub The development of the renewable energy hub in Kintyre has been enabled by the investment of £12.7m for infrastructure improvements to facilitate the movement of goods in a sustainable way (road and harbour improvements). A successful ERDF application resulted in the approval of £3.95m for the Kintyre Renewables Hub. The Kintyre Renewables project will support the development of Campbeltown and Machrihanish as a centre of the renewable energy industry in Scotland in terms of manufacturing, maintenance, installation and research and development. It will create a national “hub” for the renewable energy industry based on the west coast of Scotland creating significant employment opportunities and will promote sustainable economic development at the local, Argyll and Bute and Scottish levels. Campbeltown/Machrihanish was one of the eleven first phase key sites identified in the National Renewables Infrastructure Plan where a focus is required in the immediate future as part of an approach to ensure Scotland can offer a range of key locations for the offshore wind and marine renewables industry.

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This is an important development for the south Kintyre area, as Campbeltown is identified as having areas that are among the most deprived in Scotland for income and employment and is a focus area for Highlands and Islands Enterprise in its 2011-14 operating plan to address employment deficit. Argyll and Bute remains at the heart of renewable energy development in Scotland by taking full advantage of our unique and significant mix of indigenous renewable resources and maximising the opportunities for sustainable economic growth for the benefit of its communities. Marine Science Park Similarly recognised is the economic potential and prime location of The Scottish Association of Marine Science (SAMS) facility at Dunstaffnage. Work has begun to develop the marine science sector through the creation of a Science Park which will support the creation of high value employment opportunities for new and existing businesses. Partnership working to enable this opportunity to be realised has been critical and enables the people of Argyll and Bute to benefit from the unique proximity of internationally recognised marine resources to internationally recognised research and development. Tourism Argyll and Bute Council is a key partner in the Argyll and the Isles Strategic Tourism Partnership. The partnership is a ‘tourism industry’ private sector led organisation. A Tourism Summit was held in Oban in March 2011 which attracted more than 120 representatives of the tourism industry. T he event facilitated further collaboration between businesses in the tourism industry and the public sector and collated feedback on the work of the Strategic Tourism Partnership. This partnership provides the mechanism for local and national partners to stimulate tourism investment, in order to move the tourism industry up the value chain, extend the season and improve profile and opportunities.

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Contribution to Government’s Purpose, National Outcomes and joint national priorities

Argyll and Bute CPP remain committed to the Government’s overall purpose “to focus government and public services on creating a more successful country, with opportunities for all of Scotland to flourish, through increasing sustainable economic growth” and to the national outcomes which underpin this purpose. Within Argyll and Bute, we have made significant progress towards the achievement of the national outcomes. Effective partnership working, prioritisation of development activity and engagement at all levels has been critical to the success of this achievement. With the Government’s purpose firmly on economic growth, there has been considerable progress made in Argyll and Bute through the successful implementation of the Business Gateway service, renewable energy and the expansion of the marine science facility near Oban. Overall we have made progress against the national outcomes to ensure that the economic opportunities are maximised in Argyll and Bute. There continues to be good attainment levels for our young people whilst continuing to encourage our young learners of the contribution they can make to deliver an environment in which Argyll and Bute continues to strive despite difficult and challenging economic times.

Economic Development Action Plan In order to focus the Council’s scare resources on the economic development activities that will have the greatest beneficial impact, Argyll and Bute Council developed an Economic Development Action Plan (EDAP) which clearly articulates the Council’s corporate priorities for developing the Argyll and Bute economy, thereby facilitating focus, effective resource planning and partnership working at the local, national and European level. This complements the work being carried out by Enterprise partners, kills development and the business sector and is further developed through the Economy Thematic Group. The EDAP provides a framework for economic growth centred around the three themes of Competitive Argyll and Bute, Connected Argyll and Bute and Collaborative Argyll and Bute.

Renewable Energy Action Plan (REAP)

The development of the Renewable Energy Action Plan (REAP) is a key action in the Argyll and Bute Community Plan. It was recognised that it in Argyll and Bute we have an abundant natural renewable resource and a track record of pioneering and delivering

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renewable energy projects, as such we are well placed to invest in this opportunity. The sector has the potential to fundamentally and positively transform the economy and communities of Argyll and Bute, as well as significantly contribute to the delivery of Scottish Government targets and ambitions for renewable energy. In order to achieve this there was a need for coordinated partner action. Argyll and Bute Council and Highlands and Islands Enterprise were identified as lead partners to take forward development of the REAP in close consultation with national and local partners, to provide a coordinated framework for action to assist in realising the vision for the development of renewables in Argyll and Bute. The REAP, endorsed by the CPP Management Committee 16th June 2010, provides a strategic vision and sets out the priorities and key actions which will be taken forward by close partnership working with local, national and European partners, to capitalise on the significant opportunities presented by the development of this industry. Our collective vision, as defined by the REAP, is:

“Argyll and Bute will be at the heart of renewable energy development in Scotland by taking full advantage of its unique and significant mix of indigenous renewable resources and maximising the opportunities for sustainable economic growth for the benefits of its communities and Scotland.”

This approach clearly articulates local partner’s assessment of needs, opportunities and priorities and their intentions regarding Argyll and Bute’s key strengths, role and ambitions for the growth of this sector, in order to address both local and national priorities. There has been ongoing delivery of the REAP with key local and national partners, further assisted by the establishment of the Argyll and Bute Renewables Alliance (ABRA). The REAP is currently undergoing an annual review, led by partners Argyll and Bute Council and Highlands and Islands Enterprise, with input from key local and national partners, as well as ABRA, to produce a plan which is focused on collective outcomes. The CPP will be pivotal to endorsing and overseeing the review and ongoing implementation of the REAP. Argyll and Bute Renewables Alliance (ABRA)

One of the key actions identified within the REAP to facilitate the coordinated approach to renewable development in Argyll and Bute was the establishment of the Argyll and Bute Renewables Alliance (ABRA). ABRA brings together key partners from relevant public and private sector agencies, developers and stakeholders under the auspices of Community Planning, including: Argyll and Bute Council, Highlands and Islands Enterprise, Marine Scotland, Scottish Government, Scottish Power Renewables, Scottish and Southern Energy, The Crown Estate Commission, Scottish Natural Heritage, and Skills Development Scotland.

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ABRA provides a strategic overview of renewable development in Argyll and Bute, and through close partnership working aims to identify the barriers to realising our collective vision as defined by the REAP, and develop options to maximise the opportunities presented by this industry for local communities, Argyll and Bute and Scotland. It was recognised that the alliance has shown significant progress in a short period of time, through an outcome driven approach. The actions arising from the meetings to date will see partners work more closely to secure alignment of partner plans, objectives and future investment. Through this coherent and holistic approach the alliance will ensure a common understanding of the changing needs, challenges and priorities of this growing and evolving industry - for example, through close partnership working ABRA informed the inclusion of Argyll and Bute ports, as manufacturing and support sites, in the ‘National Renewables Infrastructure Plan – West Coast Cluster 2011’, to support the development of the offshore wind and marine renewables industry. The alliance will target activity and align partner resources in light of both strategic and local circumstances, ultimately to ensure sustainability of communities and realise mutual advantage, by identifying options for effective partnership working to address local and national priorities, assisting Scotland to achieve its renewable energy targets and the industry to become a driver of Scotland’s economic success.

Tiree Onshore Scenario Mapping Study

Argyll and Bute Council is working in partnership with Marine Scotland, Scottish Government, Highlands and Islands Enterprise, Tiree Community Development Trust, The Crown Estate, Caledonian Maritime Assets Ltd, Scottish Natural Heritage, National Health Service and Scottish Power Renewables to examine the onshore implications associated with the proposed Argyll Array offshore windfarm, for the community of Tiree. Central to the study is community and stakeholder engagement and consultation. Following a tendering exercise environmental consultants Ironside Farrar were appointed to take forward the study in June 2010. The project will consider the potential onshore implications arising from four scenarios identified by the developer, Scottish Power Renewables, for operations and maintenance activity, throughout the development of the proposed offshore windfarm, seeking to optimise the socioeconomic benefit to the island and mitigate any potential negative consequences of each scenario. The project is being developed in an inclusive manner involving the community of Tiree, the developer and relevant public bodies who are involved in land use and marine planning and development, or who provide services such as health and education, with consultation

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planned throughout the duration of the study. The main aim of the study will be to secure a sustainable vision for the future and provide a strategic decision-making tool, based on socio-economic and environmental appraisals. In order to ensure as wide participation in and awareness of the study as possible a dedicated webpage has been established on Argyll and Bute Councils website, which provides access to the minutes of all Steering Group meetings, consultation event Information, including exhibition boards presented on the day, and comment forms. As such communities and stakeholders who are unable to attend consultation events or wish to comment further have the opportunity to do so.

Effective partnership working at the local level The Argyll and Bute Community Planning Partnership structure comprises of Thematic Groups that deal with the key themes of Economy, Environment, Social Affairs and the Third Sector and Communities. In addition to the Thematic Groups, there are Local Area Community Planning Groups that enable and co-ordinate local involvement in Community Planning. This way of working has been proactive in enabling the community and third sector to participate, which in turn has allowed a real local flavour to emerge. The Third Sector Partnership, on behalf, of the sector, has a role on strategic groups and has developed stronger working links with the public sector through Community Planning.

The Council evidences effective engagement with citizens through the facilitation of various groups and organisations at different levels ranging from the strategic CPP and the Local Area Community Planning Groups (LACPGs) to the localised and single issue community and working groups of various types, such as community councils, transport and Community safety forums. The local community safety forums (which are multi agency groups incorporating concerned and or affected by citizens and groups) work with the council and its partner agencies to minimise the risks faced by the public. Each administrative area has a forum and while the work undertaken by each group has some commonality, it is tailored to specific local circumstances. Strathclyde Fire and Rescue works in partnership with the Scottish Ambulance Service to provide much needed assistance on remote islands. The provision of landing lights ensure that air assets have the ability to land on most occasions to ensure the Ambulance Service can evaluate casualties to critical care facilities.

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Strathclyde Fire and Rescue also work with Strathclyde Police to provide facilities for police officers during office hours within a local community Fire Station. This ensures that all partners are able to make the best of the resources throughout Argyll and Bute. Regular meetings to discuss how best to use assets and facilities is fundamental to ensuring the partnership remains current.

The Third Sector Argyll and Bute Third Sector Partnership is a partnership between the infrastructure support organisations of ABSEN (Argyll and Bute Social Enterprise Network), Argyll Voluntary Action and Islay and Jura CVS. The Partnership operates the third sector fora across 7 areas of Argyll and Bute and is involved in, amongst other initiatives, the Mental Health Improvement and Promotion Plan and the Reshaping Care for Older People plans.

Working in partnership with local schools, the third sector interface is supported by our public sector colleagues to promote and encourage volunteering to young people in Argyll and Bute, resulting in many achieving additional skills as well as learning about citizenship and responsibility for themselves, their environment and for others. Over the last year, over 500 young people have engaged in this way. The third sector also works with partners to assist and widen engagement with the community, successfully leveraging in external funding to progress community engagement and making results available for our public sector and other partners. Helping to inform service planning and delivery, the sector through Argyll Voluntary Action, last year reached nearly 900 people within the ‘hard to reach’ groups and was able to ensure views and concerns were fed back appropriately through the community planning mechanisms. An exciting initiative has been work carried out with the Carnegie Trust to work with the third sector to identify good practice in alternative ways of delivering services with the third sector. Initial work is underway which will be reflected in future actions.

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Summary Table of Progress on Outcomes 2010/11

Status

1. We live in a Scotland that is the most attractive place for doing business in Europe. Amber

2. We realise our full economic potential with more and better employment opportunities for our people. Amber

3. We are better educated, more skilled and more successful, renowned for our research and innovation. Green

4. Our young people are successful learners, confident individuals, effective contributors and responsible citizens. Amber

5. Our children have the best start in life and are ready to succeed. Amber

6. We live longer, healthier lives. Green

7. We have tackled the significant inequalities in Scottish society. Green

8. We have improved the life chances for children, young people and families at risk. Red

9. We live our lives safe from crime, disorder and danger. Green

10. We live in well-designed, sustainable places where we are able to access the amenities and services we need. Red

11. We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others.

Green

12. We value and enjoy our built and natural environment and protect it and enhance it for future generations. Green

13. We take pride in a strong, fair and inclusive national identity.

14. We reduce the local and global environmental impact of our consumption and production. Amber

15. Our public services are high quality, continually improving, efficient and responsive to local people’s needs. Amber

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National Outcome 1 – We live in a Scotland that is the most attractive place for doing business in Europe.

Key success measures

Ref Lead Organisation

Success measures Commentary Status

HIE1a Highlands and Islands Enterprise

New growth plans developed with account managed businesses.

The number of new growth plans developed with account managed businesses in 2010/11 was 24 which met the annual target set.

Green

HIE1b Highlands and Islands Enterprise

Total of account managed businesses Total number of account managed businesses in 2010/11 achieved the target of 60.

Green

NP02 Scottish Government

Business start up rate Business start up rate in 2009 was 32/10,000 adults. This was less than 36/10,000 adults achieved in 2008 and also the national average for 2009. At a national level, there was also a decline in the business start up rate. The reforms to Scottish Enterprise and Highlands and Islands Enterprise, the transfer of the Business Gateway contracts in the Scottish Enterprise area to Local Authorities and the extension of the Business Gateway service to Highlands and Islands Enterprise area will support and stimulate business creation, competitiveness, innovation and growth across Scotland.

Red

LPI09 Visit Scotland Annual visitor numbers to Tourist Information Centres

The monthly number of visitors to Tourist Information Centres was above target as at end of March 2010/11.

Green

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National Outcome 2 – We realise our full economic potential with more and better employment opportunities for our people.




LPI06 Argyll and Bute Council

Percentage of planning applications dealt with in 2 months

FQ4 2010/11 performance of 72.1% exceeded the set target and is amongst the best performance recorded by Argyll and Bute Council in recent years.

Green

Clear objectives for renewables development

The Strategy has been superseded by the Renewable Energy Action Plan which was approved by the Community Planning Partnership (CPP) in August 2010. Notable successes include the CPP Renewables Seminar, the launch of Argyll and Bute Renewables Alliance and the ‘Renewable Interactive Mapping System which has now been created.

Green

ABC01b Argyll and Bute Council

Developers signed up to the renewable concordat

Scottish Power and Scottish and Southern Energy have both signed up to the Argyll and Bute Strategic Concordat. Separate negotiations have taken place on other windfarms in relation to community benefits. All operating windfarms in Argyll and Bute have community windfarm trust funds associated with each of them.

Green


Progress to release land around Helensburgh and Cardross for development

The Shandon, Helensburgh and Cardross Green Belt Review was completed in FQ3 10/11.

Green

HIE2 Highlands and Islands Enterprise

Number of account managed social enterprises

20 account managed social enterprises were supported through growth plans in 2010/11 against a target of 16.

Green

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LPI04 Scottish Government

‘Young’ age cohorts as proportion of population

The % of the population in the 0 - 15 age group was stable at 16% in 2010. Although the population of the 16 – 24 age group in Argyll and Bute has fallen to 9188 in 2010 compared with 9296 in 2009, 10% of the total population are in the 16 – 24 age group which is stable compared with 2009.

Green


Increased levels of net in-migration There continues to be a trend of outward migration from Argyll and Bute as the population estimates has fallen to 89,200 in 2010 compared with 90,040 in 2009.

Red

Business start ups supported For 2010/11, 159 businesses were supported to start-up exceeding the target of 135 by 18%. This is an increase of 19 percentage points on last year’s (2009/10) figure of 133 business start-ups supported.

Green

ABC09a Argyll and Bute Council

% supported businesses still operating after 2 years

This data will become available once the Business Gateway service has been operating for over two years - i.e. late in 2011

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National Outcome 3 – We are better educated, more skilled and more successful, renowned for our research and innovation.





School leavers in positive destinations 87.8% of school leavers in Argyll and Bute were in positive destinations in 2009/10 indicating an increase from 87.4% in 2008/09.

Green

AC1 Argyll College FE activity increases to match the Scottish average

Scottish Funding Council will provide Argyll College with the last tranche of funded activity in 2011-12 which will bring the college’s activity level to close to 9,000 SUMs, almost double what is was 4 years ago.

Green

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National Outcome 4 – Our young people are successful learners, confident individuals, effective contributors and responsible citizens.




ABC04f Argyll and Bute Council

Pupils engaged in Skills for Work 606 courses offered for skills for work were taken up marking a significant increase from the previous year when only 471 were taken up.

Green

Overall performance for Curriculum for Excellence

Green

100% of pupils experienced different teachers in 2010/11

Green

76% of schools devoting at least 25% of curricular time on interdisciplinary learning by the end of Level 4 against a target of 75%.

Green

93% of schools meeting their target to reduce the number of teachers in contact with S1-S3 pupils against a target of 85%.

Green

32% of schools where all teachers are providing appropriate personal support to pupils against a target of 30%.

Green

99% of schools had a statement of opportunities for personal achievement highlighting a stable level of performance from the previous year.

Green

100% of schools providing vocationally orientated curricular experiences against a target of 100%.

Green


Curriculum for Excellence implemented

96% of schools with a pupil council against a target of 95%.

Green

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Overall performance for Primary attainment

Green

Attainment level for Maths at 87% remains above the target of 82%.

Green

Attainment level for writing was 87% against a target of 77%.

Green

Attainment for reading remains stable at 87% and remains above the target of 84%.

Green

Overall performance for Secondary attainment Red

Attainment performance for Maths increased from 64% to 67% against a target of 65% in 2009/10.

Green

The attainment level for reading fell from 79% to 76% and is below the target of 79%.

Red

ABC04d Argyll and Bute Council

Increase attainment in age 5-14 age range

The attainment level for writing fell from 58% to 55% and is currently below the target of 58%.

Red

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Overall performance in national qualifications

Green

15% of S6 students attaining 1 or more subjects at level 7 or better against the authority target of 14% and the national average of 12%

Green

34% of S6 students attaining 3 or more subjects at level 6 or better against the authority target of 32% and the national average of 33%.

Green

9% of S5 students attaining 5 or more subjects at level 6 or better which indicates a stable level of performance.

Green

22% of S6 students attaining 5 or more subjects at level 6 or better which was the same as both the authority target and the national average although performance.

Green

96% of S6 students attaining English and Maths at level 3 or better against the authority target of 95%.

Green

34% of S5 students attaining 3 or more subjects at Level 6 against a exceeding both the target (32%) and the national average (33%).

Green

84% of S4 students attaining or more subjects at Level 4 or better against a authority target of 82% and the national average of 73% and performance had improved on the 80.6% achieved in 08/09.

Green

Attainment levels in national qualifications

39% of S4 students attaining 5 or more subjects at level 5 or better against the authority target of 37% and the national average of 33% and performance had improved on the 35.4% achieved in 08/09.

Green

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National Outcome 5 – Our children have the best start in life and are ready to succeed.





Number of children accessing the Early Years service

The take up of pre-school provision achieved the target of 100%.

Green

ABC04h Argyll and Bute Council

Uptake of school meals The uptake of free school meals on survey day decreased to 79% in 2010/11 compared with 85% achieved in 2009/10.

Red

NHS-H3 Argyll & Bute CHP

Child healthy weight intervention programme

Total figure equates to 10 Full X programmes against trajectory of 27 (37%) and 225 mini X against trajectory of 125 (180%). Target for the end of 2010/11 was 165.

Green


Dental disease in children In 2009/10, 68.3% of P1 children were decay free within the Argyll and Bute Community Health Partnership. This was higher than NHS Highland (63.7%).

Green

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National Outcome 6 – We live longer, healthier lives.




ABC05c Argyll and Bute Council

Waiting list for home care adults 1 person was awaiting Free Personal Care, within their home as part of a Community Care package in Argyll and Bute in March 2011. This was an improvement on the 8 people who were waiting in March 2010.

Green

ABC05d Argyll and Bute Council

Waiting list for residential care adults

6 people were awaiting a Care Home Placement in March 2011 against a target of no more than 10 people.

Green

Increase the % of older people receiving services cared for in care home

The overall percentage of people receiving care in the community in March 2011 was 65% against a figure of 64% in March 2010.

Green


Decrease the % of older people receiving services cared for with intensive home care

The percentage of people in institutional care in March 2011 was 35% showing improved performance against 36% in March 2010.

Green


Achieve agreed number of alcohol screenings using the setting-appropriate screening tool and appropriate alcohol brief intervention, in line with SIGN 74 guidelines by 2010/2011.

Trajectory for February = 3635 against a target of 3691 by end of 2010/11

Green

NHS-STANDARD

Argyll & Bute CHP

Diagnostic tests: 6 weeks Argyll and Bute CHP achieved their target of having no patients waiting over 4 weeks at March 2011.

Green


Proportion of new born children breastfed

The level of performance is stable for this indicator. Argyll and Bute CHP is consistently achieving 29% or higher.

Green

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NHS-T12 Argyll & Bute CHP

Reduce emergency inpatient bed days for aged 65+ to 3,238 per 1,000 population by Mar 2011

The figure at the end of FQ3 was 3,099 against a target of 3,238/1,000 population by Mar 2011.

Green


Reduce number of psychiatric readmissions

The performance for FQ2 09/10 was 54 against a target of 68 readmissions by December 2009

Green


Reduce hospital admissions rates (for Chronic Obstructive Pulmonary Disease, Asthma, Diabetes, Coronary Heart Disease)

The readmission rate for FQ3 10/11 was 7,481/100,000 population against a target of 9,130/100,000. Data for FQ4 10/11 still unavailable.

Green


Improve management of dementia patients

Figures in 2010/11 shows a favourable level of performance in the early diagnosis and management of dementia patients. In March 2011, 722 per 100,000 people had been diagnosed early which was a significant increase from 577 per 100,000 in 2009/10.

Green

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National Outcome 7 – We have tackled the significant inequalities in Scottish society.

Key success measures Ref Lead

Organisation Success measures Commentary Status


Community based support for children affected by disability

In March 201186% of children with a disability receive community based support against a target of 80%.

Green

ABC05a


Proportion of looked after and accommodated children in a residential setting

In March 2011, 24% of Looked After Accommodated Children were in a residential placement against a target of no more than 27%.

Green


Resource centre placement for learning disability clients. ( Resource Centre only)

4% of Learning Disability service users attend resource centres against a target of no more than 10% for March 2011.

Green

Completions on shared equity and social rented houses

A total of 182 completions were achieved in 2010/11 against a target of 75.

Green

Proportion of homeless households assessed in priority need

Performance for FQ4 2010/11 was recorded at 91% which exceeded the target set of 80%.

Green


Repeat homelessness within 12 months of case being completed

The figure for FQ4 2010/11 was 2% which remains well within the target of no more than 3.5%

Green

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National Outcome 8 – We have improved the life chances for children, young people and families at risk.





Attainment of looked after children: Number and percentage attaining at least one SCQF level 3 (any subject)

After very high performance levels of 95.7% in 2008/2009, academic attainment declined to 57.9% in 2009/10. The underlying attainment levels are: Looked After Away From Home ('accommodated') = 71.4% (down from 75% in 2009/10) Looked After At Home = 50% (down from 100% in 2009/10). This indicator is no longer collected at a national level. Within Argyll and Bute the small numbers of children in this grouping means that the data is subject to significant fluctuation and meaningful trend analysis is difficult to achieve.

Red

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Attainment of looked after children: Number and percentage attaining at least one SCQF level 3 in English AND Maths

After high levels of performance of 73.9% in 2008/2009, academic attainment fell to 36.8% in 2009/10. The underlying attainment levels are: Looked After Away From Home ('accommodated') = 57% (down from 75% in 2009/10) Looked After At Home = 25% (down from 74% in 2009/10) This indicator is no longer collected at a national level. Within Argyll and Bute the small numbers of children in this grouping means that the data is subject to significant fluctuation and meaningful trend analysis is difficult to achieve.

Red

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National Outcome 9 – We live our lives safe from crime, disorder and danger.




LTS01 Strathclyde Police provides data to Argyll and Bute Council

Road accidents: fatal and serious injuries There were 12 fatal and serious injuries on Argyll and Bute roads in FQ4 10/11 and although this was an increase on FQ3 10/11 it was fewer than the 16 recorded in FQ4 09/10.

Green


Road accidents: slight injury casualties The number of slight injury casualties decreased significantly to 193 in 2010 compared with 308 in 2009.

Green


Road accidents: child killed or seriously injured There was 1 child killed or seriously injured in 2010 against 5 in 2009 and also the target figure of 8.

Green

SP1a Strathclyde Police

Violent crime: Crimes of Violence (Group 1) The number of crimes per violence per 10,000 population has decreased to 12/10,000 population which is below the 4 year rolling average of 13/10,000 population.

Green

SP2a Strathclyde Police

Substance misuse: Anti-social offences (Consumption of alcohol in public and Urinating in Public)

The number of anti social offences recorded remains was 72/10,000 population in 2010/11 which is significantly higher than both the target and the baseline figure.

Green

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SP2b Strathclyde Police

Substance misuse: Number of persons detected for drug supply crimes

Although there has been a decrease in the rate of detections of drug supply, 62/10,000 population in 2010/11 compared to 66/10,000 population in 2009/10, performance remains above both the target of 60/10,000 population and the baseline of 50/10,000 population.

Green


Reduce overall reconviction rates by 2 percentage points by 2011

Of all individuals convicted in 2006/07, 42% were reconvicted within a period of 2 years which was an increase in the previous year but below the target set (43%) and also the national average (44%). Publications are released on an annual basis and cover the period 3 years previously to the year of publication.

Green

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National Outcome 10 – We live in well-designed, sustainable places where we are able to access the amenities and services we need.

Key success measures Ref Lead

Organisation Success measures Commentary Status

LPI01 Argyll and Bute Council receives data as per Scottish Roads Maintenance Condition Survey (SRMCS)

Network road condition indicator (excludes trunk roads)

The % of the roads network that requires further investigation (18%) or should be considered for maintenance (38%) remains above the targets of 9% and 31% respectively.

Red


Scottish Household Survey – maintain positive perceptions of neighbourhoods

Analysis for Argyll and Bute is only possible using our two year datasets with the latest available being the SHS 2007/2008 release. The SHS 2009/10 annual report is scheduled to be released in August 2011 and the SHS 2009/2010 Local Authority Tables are scheduled to be released at the same time. This indicator will be updated at that time.

Green

ABC08 Argyll and Bute Council

Waterfront and town centre regeneration - progress on the key projects that comprise the CHORD programme

50% of Full Business Cases have now been approved achieving the target (50%) that was set.

Green

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House building rate 217 new house builds in Argyll and Bute for 2009/10 which is significantly lower than 2008/09. However this was a trend for the majority of local authorities in the current difficult financial climate and the significant reductions in Scottish Government grant assistance for affordable housing development.

Red

AC2 Argyll College Increased provision of HE activity Due to restrictions on UHI’s ability to grow, Argyll College will not get any increase in HE activity in the foreseeable future.

Red

AC3 Argyll College Argyll College achieves fundable body status with Scottish Funding Council

Argyll College have reached agreement on being relieved of the management charge paid to North Highland College and we are also now fully recognised as a college by Scotland’s Colleges but will not receive fundable body status With Scottish Funding Council.

Red

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National Outcome 11 – We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others.





Increase the percentage of adults who rate their neighbourhood as a good place to live

97% of the population of Argyll and Bute rated their neighbourhood as a good place to live in compared with a national figure of 82%. Analysis for Argyll and Bute is only possible using our two year datasets with the latest available being the SHS 2007/2008 release. The SHS 2009/10 annual report is scheduled to be released in August 2011 and the SHS 2009/2010 Local Authority Tables are scheduled to be released at the same time. This indicator will be updated at that time.

Green


Decrease the estimated number of problem drug users in Scotland by 2011

The number of problem drug users in Argyll and Bute has decreased to 548 in 2006 compared with 579 in 2005. The data for this national indicator is taken from the national prevalence study which is conducted every 3 years - therefore this figure is not available on an annual basis. The 2006 figure is therefore reported in the study which was completed in 2009.

Green

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Reduce the percentage of the adult population who smoke to 22% of adults by 2010

20.9% of adults smoke against a national average of 25.2%. the target is for 22% of the adult population to smoke by the end of 2010. Analysis for Argyll and Bute is only possible using our two year datasets with the latest available being the SHS 2007/2008 release. The SHS 2009/10 annual report is scheduled to be released in August 2011 and the SHS 2009/2010 Local Authority Tables are scheduled to be released at the same time

Green


Reduce alcohol related hospital admissions by 2011

The number of alcohol related hospital admissions decreased in 2009/10 to 847 compared with 877 in 2009/10.

Green

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National Outcome 12 – We value and enjoy our built and natural environment and protect it and enhance it for future generations.




SEARS2a SEARS Trial reintroduction of beavers to Knapdale The reintroduction of beavers to Argyll and Bute remains an ongoing project that has successfully delivered its milestones..

Green

SEARS4 SEARS Publication of River Basin Management Plan The date for 2008 highlighted that performance at Argyll and Bute level at 73% was above target set of 65%.

Green


Increase to 95% the proportion of protected nature sites in favourable condition

A figure of 89.7% is an interim figure for 2010/11. This figure is still well above the national average of circa 80%. It is very difficult to reach the national target of 95% in an area like Argyll and Bute because of the large number of protected sites although progress towards the national target is continuing. Peformance for 2010/11 is stable in comparison with 2009/10.

Green


Clear objectives for forestry development The Forestry Strategy was approved by Argyll and Bute Council in April 2011.

Green

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National Outcome 13 – We take pride in a strong, fair and inclusive national identity.


There are no key success measures relating to this national outcome for 2010/11.

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National Outcome 14 – We reduce the local and global environmental impact of our consumption and production.





Council reduces CO2 emissions Argyll and Bute Council has been working with The Carbon Trust as part of their Carbon Management Revisited programme. A key outcome arising from programme participation will be a revised Carbon Management Plan (CMP) dealing with new drivers, key actions, new project identification, data improvements by the end of 2011. The Carbon Management Plan has delivered 107 tonnes CO2 per annum.

Red

Increased recycling rate for household waste The % of waste recycled and composted in FQ4 2010/11 was 41.5% against a target of 40%. Performance for the previous 3 quarters in 2010/11 was also above the target of 40%.

Green


Reduced BMW1 going to landfill In FQ4 2010/11, 4,695 tonnes of Biodegradable Municipal Waste was sent to landfill against a target of no more than 6,140 tonnes.

Green

LTS04 (ABC07b)


Increase by 3% per annum passenger numbers on buses

The number of passengers in 2010 was 1,113,449 which remains above the target set of 1,062,120.

Green

1 Biodegradable municipal waste

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National Outcome 15 – Our public services are high quality, continually improving, efficient and responsive to local people’s needs.




Overall perception of public services remains above the targets set. Analysis for Argyll and Bute is only possible using our two year datasets with the latest available being the SHS 2007/2008 release. The SHS 2009/10 annual report is scheduled to be released in August 2011 and the SHS 2009/2010 Local Authority Tables are scheduled to be released at the same time. This indicator will be updated at that time.

Green

78 % of adults satisfied with local health services compared with the national average of 82% but has met the target for Argyll and Bute of 78%.

Green

68% of adults satisfied with police compared with the national average of 60%.

Green

68% of adults satisfied with fire services compared with the national average of 58%.

Green

81% adults satisfied with refuse collection services compared with the national average of 78%.

Green

64% of adults satisfied with local schools compared with the national average of 51%.

Green


Improve people’s perceptions of the quality of public services delivered

30% of adults satisfied with social work services compared with the national average of 24%.

Green

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57% of adults satisfied with public transport services compared with the national average of 62%.

Green

69% of adults satisfied with street cleaning services compared with the national average of 68%.

Green


Community engagement strategy implemented Year 1 of Community Engagement strategy has been implemented.

Green


Reduce suicide rate between 2002 and 2013 by 20%, supported by 50% of key frontline staff in mental health and substance misuse services, primary care, and accident and emergency being educated and trained in using suicide assessment tools/ suicide prevention training programmes by 2010

Staff educated and trained in using suicide assessment tools/prevention training has increased to 42% in March 2011 compared with 26% in March 2010.

Green


Through smoking cessation services, support 8% of your Board’s smoking population in successfully quitting (at one month post quit) over the period 2008/9 – 2010/11

As a result of the smoking cessation services available, there has been an increase in the Community Health Partnership’s smoking population successfully quitting. The cumulative figure for 2008/09 – 2010/11 was 1,229 compared with a target of 1,338 by the end of March 2011 therefore the target (8% of the smoking population) was not achieved.

Red

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________________________________________________________________________

ARGYLL AND BUTE COUNCIL Executive

Chief Executive’s Unit 15th December 2011

Community planning partnership single outcome agreement/ community plan 2012/13 ________________________________________________________________________ 1.0. Introduction

1.1. The Community Planning Partnership is launching a combined Single

Outcome Agreement/ Community Plan (SOA/ CP) in April 2012. This will be

a one year document. The purpose of this paper is to update the Executive

members on progress.

2.0. Recommendations

2.1. That the Executive notes progress on the new SOA/ CP that will be signed off by the full partnership in February 2012.

3.0. Detail

3.1. The community planning partnership (CPP) has approved the new draft format, design and content of a combined single outcome agreement/ community plan.

3.2. Appendix 1 shows the latest draft.

3.3. The latest version will be taken to the CPP management committee on 14th December for final amendments and will be signed off by the CPP full partnership in February 2012 ready for launch in April 2012.

4.0. Conclusion

4.1. The CPP continues to develop its practice through self assessment and effective planning and performance management. The new SOA/ CP provides a clearer message about the vision and purpose of community planning in Argyll and Bute and identifies successes and areas of performance that will be monitored for the duration of the new plan.

5.0. Implications

5.1. Policy – The content of the new SOA/ CP has built on existing plans within the Council meaning that there is likely to be very little impact on policy that has not already been accounted for.

5.2. Financial – The resource the Council currently commits to the CPP will need to be sustained in order to facilitate the implementation of this plan.

5.3. Legal – The development and submission of the SOA/ CP as a combined document has been agreed nationally. There are no other legal implications.


5.4. HR – No additional implications. As mentioned above retention of resource currently committed to supporting the partnership is necessary.

5.5. Equalities – The CPP and its plan strongly supports the equalities objectives of the Council.

5.6. Risk – The new SOA/ CP takes account of organisational risks and has considered wider risks across the partnership in its development.

Jane Fowler, Head of Improvement and HR

23rd November 2011

For further information contact Lynda Thomson

Page 180

Nì sinn le chèile gach nì a tha nar comas / Realising our potential together

Argyll and Bute

Community Plan and Single Outcome Agreement

2012-2013

produced by the Argyll and Bute Community Planning Partnership

Nì sinn le chèile gach nì a tha nar comas

Realising our potential together

Page 181

2


1: Introduction Page 4

2: About Argyll and Bute—Local Context Page 5

3: Argyll and Bute Community Planning Partnership Page 6

3: CPP Themes and National Outcomes Page 7

4: Theme 1—Economy Page 8

5: Theme 2—Environment Page 12

6: Theme 3—Social Affairs Page 16

7: Theme 4—Third Sector and Communities Page 24

Contents

Argyll and Bute Community Planning Partnership is commit-

ted to promoting equality

Key Principles:

· no-one is disadvantaged because of their race or ethnic origin, disability, gender, age, sexual orientation, or religion and belief

· the differences between people are valued and good relations between groups are promoted

· people are treated fairly and with equal respect · informed assessments are made on the impact of policies and services · people are involved in the decisions that affect them and encouraged to

participate in public life

Page 182

3


Foreword from Chair of CPP and Management Committee.

We would like to welcome you to the Argyll and Bute Community Plan and Single Outcome Agreement 2012 – 2013. This is our interim plan which highlights our work to date and gives you the opportunity to find out more about the work of the Argyll and Bute Community Planning Partnership. Partnership working, especially in these challenging times is of utmost im-portance to us in Argyll and Bute. We hope that through this plan you get a flavour of the particular issues we face and how we hope to rise to these challenges. Our geography in particular causes us specific issues. We have a substantial mainland area, but we also have twenty five inhabited is-lands. Service delivery, as you may expect, can be difficult but we are de-termined that, through Community Planning, we will continue towards our goal of improving the life of residents and visitors to Argyll and Bute. We hear about partnership working often, but it is only by working together that we are able to shape the lives of those of us fortunate enough to live in Argyll and Bute. Community Planning brings together the main public sector organisations, the third sector and local enterprise to make the best possible team to deliver your aspirations. Community Planning has the community at its heart and in consulting com-munities it helps us to understand what is important to you. Councillor Dick Walsh Chair of the Argyll and Bute Community Planning

Partnership and Derek Leslie Chair of the Management Committee

Foreword

Cllr Dick Walsh Derek Leslie

Page 183

4


1: Introduction

The Scottish Government and Argyll and Bute Community Planning Partnership entered into a new relationship with the Concordat agreed in November 2007. An agreement based upon mutual respect and commitment to shared objectives. The Single Outcome Agreement was at the core of that new relationship and reflected the spirit of partnership working in Argyll and Bute. Argyll and Bute’s first Single Outcome Agreement was agreed with the Scottish Government in August 2009 and covered three years, from 2009 to 2012, highlighting outcomes to be achieved in that period. This combined Community Plan and Single Outcome Agreement 2012-2013 will bridge the one year from the end of the Single Outcome Agreement period to the end of the current Com-munity Plan timeframe. This one year plan will continue to ensure that Argyll and Bute contrib-utes to the delivery of the Government’s 15 national outcomes and delivers better outcomes for our communities. The Argyll and Bute Community Planning Partnership is focused on what residents have told us is most important to them. This one year combined Community Plan and Single Outcome Agreement sets out the overall direction and vision for the area until 2013 together with our ap-proach to the main issues that face Argyll and Bute. All the partners are committed to this one year plan and each partner has reflected the key issues in their own plans as appropriate. Delivery through Partnership The Argyll and Bute Community Planning Partnership is responsible for delivering the Community Plan and Single Outcome Agreement (SOA). This combined plan will be monitored through the Community Planning Partnership’s Thematic Groups and by the Management Committee, mak-ing sure that that the Community Planning Partnership delivers outcomes.

The vision for community planning in Argyll and Bute is: Realising Our Potential Together The core values underpinning this vision are that: We involve and listen to our customers and communities We take pride in delivering best value services We are open, honest, fair and inclusive We respect and value everyone

Consulting Communities

Through the Argyll and Bute Citizens’ Panel and local consultation events the CPP asks about

issues affecting communities. Last year you told us that you wanted front line services protected

and savings should be made in non essential functions such as travel, subsistence, venue hire

and advertising and that there should be increases in fees and other charges. You also told us

that more money needed to be spent on our roads and as a result of that an additional £15m was

committed over three years.

Community Planning is a process whereby public agencies and other

key stakeholders work together to deliver better services and, through

representation and participation, involve people and communities in

the decisions that affect them most.

Page 184

5


2: Local Context

Argyll and Bute is an area of outstanding beauty and varied geography stretching from the main urban area of Helensburgh in the east to the island of Tiree in the West.

The area’s population of 89,200 is spread across the second largest local authority area in Scotland and has the third sparsest popula-tion density, with an average population density of just 0.13 persons per hectare. Seventeen per cent of Argyll and Bute’s population live on Islands. Forty-five percent live in settlements of 3,000 or more people; conversely, 55 per cent of Argyll and Bute’s population live in settlements smaller than 3,000 people, or outwith settlements altogether. 80 per cent of Argyll and Bute’s population live within one kilometre of the coast.

Argyll and Bute has 25 inhabited islands, including Bute, Islay, Jura, Mull, Iona, Coll and Tiree, more than any other local authority in Scotland. The area is also home to Loch Awe (at 41 kilometres, the longest freshwater body in Britain) and several long sea lochs, which bisect the landscape. The importance of the natural environment is indicated by the 120 Sites of Special Scientific Interest that have been designated within the area. Combined, these cover almost ten per cent of Argyll and Bute’s land area. Additionally, almost thirty per cent of the Loch Lomond and the Trossachs National Park area falls within the area. The People The changing demographic profile of the area presents one of the area’s greatest challenges. Over the twenty-five year period from 2008, the proportion of 0-15 year olds is projected to fall by almost 14%, working age population by almost 14%, and the proportion of the population of pen-sionable age to increase by 20%. Average gross weekly pay for fulltime workers is lower in Argyll and Bute than in Scotland (£470.20, compared to a Scottish average of £486.90). An estimated 15 per cent of jobs in Argyll and Bute are tourism-related. This compares to 9 per cent of Scottish jobs. Service sector jobs account for 86 per cent of all employee jobs in Argyll and Bute, com-pared to 82 per cent across Scotland. Thirty-four per cent of employee jobs in Argyll and Bute are in ‘public administration, education and health’. This compares to 32 per cent for Scotland. Our challenges The key challenges we face relate to: • our geography – a highly rural area with many small communities, often separated by water.

Access to the area and to key services are perennial challenges • changing population – with more extremes than most of Scotland and the differences are get-

ting greater we face increasing costs and challenges to deliver services to older people and the need to encourage young people to move to the area so that our economy can grow

• people on the fringe – many of our communities are very isolated and risk collapsing as popu-lation changes take affect alongside urban communities where deprivation can create real hard-ships

• the financial pressure on public services as we have to find efficiencies for services directed to communities that are costly to support

About Argyll and Bute

Page 185

6


2: Argyll and Bute Community Planning Partnership

3rd Sector and

Communities Economy Environment Social Affairs

The Full Partnership -this is the body that provides the governance – the overall leadership and representation to ensure that the different groups and organisations that make up the Partnership are focused on the community’s priorities. It is chaired by the Leader of the Council, the per-son with the clearest democratic authority in the area.

The Management Committee -this is the decision-making body for the Partnership. Partner organisations chair the Committee on a rota-tional basis. The Management Commit-tee meets every two months and brings together the organisations with the most significant influence on service delivery in Argyll and Bute. The Management Commit-tee ensures that the work of the Partnership has the leadership and capacity to do its job.

Thematic Groups -these groups coordinate the activities of relevant members of the Partnership to ensure that the plan agreed by the Full Partnership is delivered. This plan sets out the commu-nity planning partnership’s priorities under the 4 themes of: Economy; Environment; Social Affairs and Third Sector and Communities.

Strategic Partnerships -there are a number of strategic partnerships in Argyll and Bute helping deliver Commu-nity Planning outcomes.

Local Community Planning -these local partnerships are made up of local representatives of Community Planning Partners

and local communities.

The Argyll and Bute Community Planning Partnership The Partnership was set up in 2001 to coordinate the delivery of services and other ac-tivities in Argyll and Bute to improve the quality of life and physical environment for resi-dents and visitors to the area. The Partnership consists of a number of groups:

Local Community Planning

Management Committee

Strategic Partnerships

Argyll and Bute

Community Planning Partnership

3rd Sector and

CommunitiesEconomy Environment Social Affairs

Thematic Groups

Page 186

7


CPP Theme National Outcomes

15—Our public services are high quality, continually improving,

efficient and responsive to local people’s needs.

1—-We live in a Scotland that is the most attractive place for

doing business in Europe.

2—We realise our full economic potential with more and better

employment opportunities for our people .

3—We are better educated, more skilled and more successful,

renowned for our research and innovation.

10—We live in well designed, sustainable places where people

are able to access the amenities and services they need.

12—We value and enjoy our built and national environment

and protect it and enhance it for future generations.

14—We reduce the local and global environmental impact of

our consumption and production

3—We are better educated, more skilled and more successful, re-

nowned for our research and innovation.

4—Our young people are successful learners, confident individuals,

effective contributors and responsible citizens.

5—Our children have the best start in life and are ready to succeed.

6—We live longer, healthier lives.

7—We have tackled the significant inequalities in Scottish life.

8—We have improved the life chances for children, young people

and families at risk

9—We live our lives safe from crime, disorder and danger

7—We have tackled the significant inequalities in Scottish life.

11—We have strong, resilient and supportive communities where

people take responsibility for their own actions and how they affect

others.

13—We take pride in a strong, fair and inclusive national identity.

3: CPP Themes and

National Outcomes

Argyll and Bute

Community Planning

Partnership

Environment

Social Affairs

3rd Sector and Communities

Economy

Page 187

8


4: Economy

Key Strategic Documents

· Scottish Government Economic Strategy

http://www.scotland.gov.uk/Publications/2011/09/13091128/0

· ABC Economic Development Action Plan

http://www.argyll-bute.gov.uk/business-and-trade/economic-development-action-plan

· Renewable Energy Action Plan

http://www.argyll-bute.gov.uk/planning-and-environment/renewable-energy-action-plan

· Strategic Housing Investment Plan

http://argyllcommunities.org/files/2011/08/LHS-Summary-Email-Version.pdf

· ABC Corporate Management Asset Plan

Link?

· Argyll and Bute Development Plan

http://www.argyll-bute.gov.uk/planning-and-environment/local-plan

· HIE Operating Plan 2011-14

http://www.hie.co.uk/about-hie/news-and-media

· ABSEN Business Plan

http://www.absen.org.uk/articles/article.php?sectionID=5&articleID=43

· Skills Development Scotland Strategy

http://www.skillsdevelopmentscotland.co.uk/our-story/our-strategy.aspx

Local Outcomes National Outcomes

CPP 1— Argyll and Bute has more new

businesses operating in the area, creat-

ing more jobs.

CPP 2— We have a skilled and competi-

tive workforce capable of attracting em-

ployment to Argyll and Bute

CPP 3— We have contributed to an envi-

ronment where existing and new busi-

nesses can succeed.

CPP 4—Our transport infrastructure

adapts and develops to meet the social

and economic needs of our communities.

1 We live in a Scotland that is the most

attractive place for doing business in

Europe.

2 We realise our full economic potential

with more and better employment op-

portunities for our people .

3 We are better educated, more skilled

and more successful, renowned for our

research and innovation.

We need our people to have the right skills and atti-

tudes to seize opportunities. We need to ensure

that our economy is diverse, dynamic and highly

adaptable with the ability to attract people of all

ages to live and work here.

Page 188

9


4: Economy

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*these a

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uccess m

easure

s t

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PP

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hem

atic G

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ses. F

or

a f

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list of

all

the E

conom

ic s

ucce

ss m

easure

s v

isit h

ttp://w

ww

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yll-

bute

.gov.u

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roups

Page 189

10


CHORD The Council is progressing well with its ambitious pro-

gramme of regeneration in the five towns of Campbeltown, Helensburgh,

Oban, Rothesay and Dunoon (CHORD). Projects currently being imple-

mented include Townscape Heritage Initiative’s (THI) in Campbeltown

and Rothesay and the Kinloch Road Regeneration project in Campbel-

town. The plans to revitalise Helensburgh’s

town centre and esplanade should begin in

early 2012. We are working to secure capital

funding for Rothesay Pavilion and continue to develop the business

cases for the remaining projects within the programme, such as

Dunoon and Oban.

The refurbishment of this prominent shopfront in Campbeltown has significantly enhanced the streetscape, bringing vacant floorspace back into use and creating employment.

Works included: Removal of existing board and reinstatement of left hand window; timber repairs to all windows; refurbish-ment of all doors to both elevations; removal of all redundant signage and cabling; redecoration of all elevations including render, windows, doors, and security bars. The works were completed in August 2011. More information available at — http://www.argyll-bute.gov.uk/content/chord-town-centre-regeneration-projects

Inward Investment - Kintyre

2012 will see the re-opening of the Royal and Ugadale hotels in Kintyre after extensive refurbish-ment by the US based Southworth Developments Group. This significant investment which is

being supported by the European Regional Development Fund and grant assistance from Highlands and Islands Enterprise (HIE) to reflect its importance to the wider lo-cal economy will build on the success the Group has al-ready had in establishing the international reputation of the Machrihanish Dunes golf course.

Kintyre's role as a centre for the renewables industry has been restored after a joint venture be-tween Scottish and Southern Energy and Marsh Wind Technology acquired the former Skykon factory. Production of towers for the Clyde Wind Farm has now recommenced retaining 85 jobs at the plant in Campbel-town. To secure this investment HIE is providing funding of £3.4million and Argyll and Bute Council is committing up to £12million to upgrade Campbeltown port and local roads. The inclusion of the area in the National Renewables Infrastructure Plan opens up opportunities for the growth and development of supply chain businesses.

4: Economy

Page 190

11


Argyll and Bute Renewables Alliance (ABRA)

The Argyll and Bute Renewables Alliance (ABRA) was

developed from a key action identified in the REAP.

ABRA brings together key partners including Argyll

and Bute Council, Highlands and Islands Enterprise,

Scottish Government, Marine Scotland, Scottish Power

Renewables, Scottish and Southern Energy, Crown

Estate Commis-

sion, Scottish Natu-

ral Heritage and

Skills Development

Scotland.

ABRA will ensure a strategic overview of renewable develop-

ment, and a greater awareness of all the issues relating to

this development across Argyll and Bute and Scotland, as

well as assist with implementation of the REAP. Partners will

identify options for coordinated and joined up discussions be-

tween public and private sectors, to allow for alignment of

partner plans, objectives and future investment, to realise col-

lective requirements in order to overcome barriers to develop-

ment and maximise the opportunities presented by this indus-

try, in order to achieve our vision as outlined by the REAP.

Leader Leader is part of the Scotland Rural Devel-opment Programme (SRDP). LEADER is a bottom - up method of delivering support for rural development. With an ethos of strong partnership working and community empow-erment, the Argyll and the Islands LEADER Local Action Group continues to fund new and innovative projects to support sustain-able, community-based development and

growth of rural communities throughout the area.

In a time of economic uncertainty and despite the reduced availability of match funding, our communities continue to show innovation and drive to progress the sustainability of our area. During April 2010 – March 2011, Argyll and the Islands LEADER partnership has successfully contributed £1,531,443 of grant funding to 57 projects, under the themes of Revitalis-ing Communities and Progressive Rural Economy

4: Economy

Page 191

12


5: Environment


· Biodiversity Plan

http://www.argyll-bute.gov.uk/news/2010/nov/

local-biodiversity-action-plan-2010-2015

· Economic Development Action Plan

http://www.argyll-bute.gov.uk/business-and-

trade/economic-development-action-plan

· Renewable Energy Action Plan

http://www.argyll-bute.gov.uk/planning-and-

environment/renewable-energy-action-plan


http://argyllcommunities.org/files/2011/08/LHS

-Summary-Email-Version.pdf

· ABC Corporate Management Asset Plan

Link?

· Argyll and Bute Development Plan


environment/local-plan

· Argyll and Bute Woodland and Forestry

Strategy

http://www.argyll-bute.gov.uk/woodland

· Scottish Natural Heritage Corporate Plan

http://www.snh.gov.uk/docs/C226686.pdf

· Loch Lomond and the Trossachs National

Park Plan

http://www.lochlomond-trossachs.org/looking-

after/corporate-plan/menu-id-891.html

· Scottish Rural Development Programme

http://www.scotland.gov.uk/Topics/

farmingrural/Agriculture/grants/SRDProot

· Core Path Plan


environment/core-path-planning


CPP 5— The places we live, work and

visit are well planned, safer and suc-

cessful, meeting the needs of our com-

munities.

CPP 6 —We contribute to a sustainable

environment.

CPP 7— The full potential of our out-

standing built and natural environment

is realised through partnership working.

10 We live in well designed, sustainable

places where people are able to access

the amenities and services they need.

12 We value and enjoy our built and na-

tional environment and protect it and en-

hance it for future generations.

14We reduce the local and global envi-

ronmental impact of our consumption

and production.

Argyll and Bute is an area of great natural beauty

and diversity. We have huge natural potential for

energy generation, food and drink, leisure and tour-

ism. We need to develop the area further, whilst

protecting and enhancing what makes it attractive.

Page 192

13


5: Environment

Co

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in t

he L

oca

l B

iod

ive

rsity A

ctio

n P

lan

T

arg

ets

co

n-

tain

ed

with

in

LB

AP

L

BA

P

SE

AR

S p

art

ne

rs a

nd

la

nd

man

age

rs t

o w

ork

to

-ge

the

r to

wa

rds t

arg

et of

95

% o

f fe

atu

res o

n p

ro-

tecte

d a

rea

s in

fa

vo

ura

ble

con

ditio

n.

95

%

95

%

(na

tio

na

l ta

r-ge

t)

AB

C

Incre

ase in

usa

ge

of

walk

ing a

nd

cyclin

g t

racks

(va

rio

us s

ite

s)

1

%

AB

C

*these a

re o

nly

a few

of

the s

uccess m

easure

s t

he C

PP

Environm

ent

Them

e G

roup u

ses.

For

a f

ull

list

of

all

the E

nvironm

ent success m

easure

s v

isit h

ttp://w

ww

.arg

yll-

bute

.gov.u

k/c

om

munity-life-a

nd-leis

ure

/them

atic-g

roups

Page 193

14


5: Environment

Wildlife Tourism

Wildlife Tourism is a growing part of the tourist industry in Argyll

and Bute. As fishing and agricultural industries struggle, special-

ist sectors, such as whale-watching and sea eagle-watching, can

attract tourists to our remote and rural areas, contributing to the

local economy.

Marine and land based wildlife

tourism is well-established on Mull and a range of trips are on offer

to visitors, including those related to the Sea Eagle project.

Wildlife Tourism brings a range of social and economic benefits to the wider local community. Local boat operators, local food produc-ers, accommodation providers and local artists are among some of those who benefit from people visiting the area, staying longer and

spending more money. This is recognised in the Woodland and Forestry Strategy which seeks to further develop woodlands’ contribution to tourism and recreation in Argyll and Bute.

Argyll and Bute Renewable Energy Action Plan

(CPP CP02: Sustainable Economic Assets – Maximise economic bene-

fits from renewable energy sector; Agreement of ‘Renewables Action

Plan’ for Argyll and Bute to promote economic development).

The Argyll and Bute Renewable Energy

Action Plan (REAP), endorsed by the Ex-

ecutive Committee 12th August 2010, was

developed from a key action in the Argyll

and Bute Community Plan 2009-2013. The Renewable Energy

sector is increasingly being recognised as a significant driver of

Scotland’s future economic success. The REAP recognises the

potential of Argyll and Bute’s abundant renewable resource, and

provides a framework to facilitate a co-ordinated partnership ap-

proach in order to realise the potential of our sustainable eco-

nomic assets, in contributing toward future economic develop-

ment for Argyll and Bute and Scotland. It outlines our vision, and

actions to achieve this, which seeks to ensure:

“Argyll and Bute will be at the heart of renewable energy develop-

ment in Scotland by taking full advantage of its unique and significant mix of indigenous renew-

able resources and maximising the opportunities for sustainable economic growth for the benefit

of its communities and Scotland.”

For more information on the Renewable Energy Action Plan visit - http://www.argyll-bute.gov.uk/planning-

and-environment renewable-energy-action-plan

Page 194

15


5: Environment

Argyll and Bute Core Paths Plan

The Finalised draft of the Core Paths Plan was pub-lished in January 2011 and the Outdoor Access Team is now trying to resolve some of the 140 objections to Paths and Launching Points. It is expected that a Public Local Inquiry (PLI) into the remaining objections will be required during 2012. At present 981 miles of Core Paths, 172 Launching Points, 381 and miles of Aspira-

tional paths will be included in the final Plan with this figure likely to rise following the PLI. Moving forward the team will start to survey the net-work and begin the process of prioritising future investment in path improvements. The initial priorities will be to ensure the safety of structures including bridges followed by the installa-tion of signage and way markers.

For more information on the Core Path Plan visit - http://www.argyll-bute.gov.uk/planning-and-environment/core-path-planning

Woodland and Forestry Strategy

Forests and woodland cover over 30% of the land area of Ar-gyll and Bute, and as such, impact on many aspects of our lives. The strategy provides an over-all picture of the resource and its related issues. It sets out what we would like our wood-lands to look like over the next 50 years in our area, and how we can make the most of them so that they contribute to our local economy, to the environ-ment, our rich heritage, and to the quality of life for our commu-nities and residents. It contains an Action Plan which is linked to Scottish Rural Development Programme funding. The Argyll and Bute Woodlands and Forestry Strategy was commissioned

by Argyll and Bute Council and Forestry Commission Scotland. Funding support was also given by Argyll and the Islands LEADER, and Scottish Enterprise.

For more information on the Woodland and Forestry Strategy visit - http://www.argyll-bute.gov.uk/woodland

Page 195

16


We want to deliver the best services for our custom-

ers. To do this we need to have policies, protocols

and processes that focus on our customers’ needs.

Our employees need to have the right skills and tools

to do their jobs. We need to make the most of our re-

sources by working with our partners to deliver ser-

vices in a different way.

6: Social Affairs


· ABC Equality and Diversity Scheme

http://www.argyll-bute.gov.uk/sites/default/files/Equality%

20and%20Diversity%20Scheme.pdf


http://www.argyll-bute.gov.uk/service-information/community-

and-culture.

· Integrated Children’s Services Plan

http://www.argyll-bute.gov.uk/social-care-and-health/integrated-

childrens-service-plan-2009-2012

· Integrated Older People’s Service Plan

http://www.argyll-bute.gov.uk/council-and-government/corporate

-plan-2011-2012

· ABC Education Services Plan

http://www.education.ea.argyll-bute.sch.uk/admin/admin.asp

· Adult Protection Plan

http://www.argyll-bute.gov.uk/social-care-and-health/adult-

protection-committee

· Child Protection Plan

http://www.argyll-bute.gov.uk/abcpc

· Curriculum for Excellence Action Plan

http://www.education.ea.argyll-bute.sch.uk/learnteach/ace.asp

· More Choices More Chances / 16+ learning Choices

http://www.scotland.gov.uk/Publications/2006/06/13100205/10

· Health Improvement Planning and Performance Group

http://www.nhshighland.scot.nhs.uk/Meetings/ArgyllBute/

Documents/6(1).3%20HIPPAG%20Appendix%201.pdf

· Against Domestic Abuse / Violence Against Women Strat-

egy

· Strathclyde Police

http://www.strathclyde.police.uk/index.asp?locID=535&docID=-1

· Strathclyde Fire and Rescue

http://www.strathclydefire.org/about-us/planning-and-

performance.aspx

· Sport and Physical Activity Strategy

http://www.argyll-bute.gov.uk/service-information/community-

and-culture.


CPP 7 —Our children are protected and nurtured so that they can achieve their potential. CPP 8 —Our people are supported to live more active, healthier and inde-pendent lives. CPP 9 —We work with our partners to tackle discrimination. CPP 10 —Vulnerable children and fami-lies are protected and are supported in sustainable ways within their communi-ties. CPP 11—Our young people have the skills, attitudes and achievements to succeed throughout their lives. CPP 12— The impact of alcohol and drugs on our communities, and on the mental health of individuals, is reduced.

3 we are better educated, more skilled

and more successful, renowned for our

research and innovation.

4 Our young people are successful learn-

ers, confident individuals, effective con-

tributors and responsible citizens.

5 Our children have the best start in life

and are ready to succeed.

6 We live longer, healthier lives.

7 We have tackled the significant ine-

qualities in Scottish life.

8 We have improved the life chances for

children, young people and families at

risk

9 We live our lives safe from crime, dis-

order and danger

Page 196

17


6: Social Affairs

Research and Information

The Community Planning Partnership has access to many sources of demographic data and other statistical information. Population statistics and projections, in conjunction with other information, help the CPP to ensure services are delivered where they are needed and to plan for future changes in needs.

Population Projections

Over the 2008-2033 period, the total population of Scotland is projected to increase from 5,168,500 to 5,544,410. However, the sub-national projections indicate that there will be regional variations within Scotland. Of the 32 Scottish Local Authorities, 19 are expected to show population growth and 13 – including Argyll and Bute – are expected to experi-

ence population decline.

This graph (figure 1) shows the projections from 2008 to 2033.

As well as absolute population numbers in

Argyll and Bute changing (falling from 90,500

to 85,383 over the projection period), the age

profile of the population is expected to

change, with proportions of 0 to 15s and

working age populations decreasing, and the

proportions of the pensionable-age popula-

tion increasing

Population by Area

This diagram (figure 2) shows the

population breakdown for Argyll

and Bute as a whole and also for

the four administrative areas.

The age profiles of the different ar-

eas means that the needs will be

different in each area. Knowing

this information helps us to deliver

services where they are needed.

figure 1

NRS 2010-based Small Area Population Estimates

figure 2

Page 197

18


6: Social Affairs

Co

de

O

utc

om

e

Su

cc

es

s m

eas

ure

s*

Targ

et/

tim

es

ca

le

Ben

ch

ma

rk

L

ea

d

CP

P

08

Ou

r ch

ild

ren

are

pro

-te

cte

d a

nd

nu

rtu

red

so

th

at

they c

an

ach

ieve t

heir

po

ten

-ti

al.

Incre

ase th

e p

erc

enta

ge o

f care

lea

vers

with a

path

wa

y p

lan

. 100%

AB

C

Ensure

the n

um

ber

of

child

pro

tection r

epeat

reg

istr

atio

ns r

e-

main

s a

t 0.

0

1

AB

C

Incre

ase th

e p

erc

enta

ge o

f child

ren a

ffecte

d b

y d

isa

bili

ty r

ece

iv-

ing c

om

munity b

ased

supp

ort

. 80%

AB

C

CP

P

09

Ou

r p

eo

ple

are

su

p-

po

rted

to

liv

e m

ore

acti

ve,

healt

hie

r an

d

ind

ep

en

den

t lives.

09.1

Incre

ase t

he p

erc

enta

ge o

f old

er

peop

le r

eceiv

ing c

are

in

the c

om

munity v

ers

us r

esid

ential care

or

NH

S c

on

tin

uin

g c

are

beds.

Targ

et:

70%

/

30%

A

BC

Incre

ase th

e n

um

ber

of

adults a

chie

vin

g a

ccre

dited le

arn

ing o

ut-

com

es t

hro

ugh c

om

munity b

ased a

du

lt learn

ing (

CB

AL

).

100

AB

C

Incre

ase th

e n

um

ber

of

vis

its t

o C

ouncil

Gym

s p

er

100

0 p

opula

-tion

. 125

AB

C

CP

P

10

We w

ork

wit

h o

ur

part

ners

to

tackle

d

iscri

min

ati

on

.

To r

educe the n

um

ber

of

Hate

Crim

e incid

en

ts r

eport

ed

to P

olic

e

(fig

ure

obta

ined f

rom

5 y

ea

r avera

ge b

etw

een 2

006 t

o 2

011)

Marc

h 2

013

49

S

P

To r

educe the n

um

ber

of

Dom

estic A

buse Incid

en

ts

(fig

ure

obta

ined f

rom

5 y

ea

r avera

ge b

etw

een 2

006 t

o 2

011)

Marc

h 2

013

663

S

P

To incre

ase the

dete

ctio

n r

ate

for

Dom

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buse c

rim

e

(fig

ure

obta

ined f

rom

5 y

ea

r avera

ge b

etw

een 2

006 t

o 2

011)

Marc

h 2

013

76.1

%

SP

CP

P

11

Vu

lnera

ble

ad

ult

s,

ch

ild

ren

an

d f

am

ilie

s

are

pro

tecte

d a

nd

are

su

pp

ort

ed

in

su

sta

inab

le w

ays

wit

hin

th

eir

co

mm

u-

nit

ies.

Ensure

the p

erc

enta

ge o

f C

hild

ren o

n t

he C

PR

with a

curr

ent

Ris

k A

ssessm

ent

rem

ain

s a

t 10

0%

. 100%

AB

C

Reduce t

he n

um

ber

of

peo

ple

aw

aitin

g f

ree p

ers

ona

l care

(F

PC

) w

ith

in t

he

ir h

om

es 0

-4 w

ee

ks.

0

A

BC

Old

er

peop

le a

re s

up

port

ed

to liv

e ind

epe

nde

ntly f

or

longer

thro

ug

h th

ird s

ecto

r in

terv

entio

ns a

nd s

upp

ort

500 d

uri

ng

2012

/20

13

750 (

nati

on

al)

T

SP

Num

ber

of

people

en

gag

ed

in a

ctivitie

s a

nd r

eport

ing im

pro

ved

menta

l hea

lth

an

d w

ell-

bein

g –

tra

cked o

ver

min

imum

6 m

onth

perio

d

600 d

uri

ng

2012

/20

13

600 (

nati

on

al)

T

SP

*these a

re o

nly

a few

of

the s

uccess m

easure

s t

he C

PP

Socia

l A

ffairs T

hem

atic G

roup u

ses.

For

a f

ull

list

of

all

the S

ocia

l A

ffairs success m

easure

s v

isit h

ttp://w

ww

.arg

yll-

bute

.gov.u

k/c

om

munity-life-a

nd-leis

ure

/them

atic-g

roups

Page 198

19


6: Social Affairs

Co

de

O

utc

om

e

Su

cc

es

s m

eas

ure

s*

Targ

et/

tim

es

ca

le

Ben

ch

ma

rk L

ea

d

CP

P

12

Ou

r p

eo

ple

have t

he

skills

, att

itu

des a

nd

ach

ievem

en

ts t

o s

uc-

ceed

th

rou

gh

ou

t th

eir

liv

es.

Curr

iculu

m f

or

Excelle

nce

; In

cre

ase the

positiv

e o

utc

om

es f

or

pup

ils a

cro

ss A

rgyll

and B

ute

. (b

asket of

7 in

dic

ato

rs)

100%

AB

C

Incre

ase a

ttain

ment

leve

l fo

r M

ath

s a

t 87%

, re

main

s a

bove

the

ta

rget

of

82%

. 82%

AB

C

Incre

ase a

ttain

ment

leve

l fo

r w

ritin

g a

t 87%

ag

ain

st

a t

arg

et

of

77%

. 77%

AB

C

Incre

ase a

ttain

ment

for

readin

g a

t 87%

and

rem

ain

s a

bove th

e

targ

et

of

84%

. 84%

AB

C

84%

of

S4 s

tud

ents

att

ain

ing (

?)

or

more

subje

cts

at L

eve

l 4 o

r bett

er

aga

inst

a a

uth

ori

ty t

arg

et

of

82%

and

the

natio

nal a

vera

ge

of

73%

an

d p

erf

orm

ance h

ad im

pro

ve

d o

n t

he

80.6

% a

chie

ve

d in

08/0

9.

82%

AB

C

Incre

ase th

e n

um

ber

of

yo

ung p

eop

le g

ain

ing a

ccre

dite

d a

chie

ve-

ment

aw

ard

s.

25

AB

C

CP

P

13

Th

e i

mp

act

of

alc

o-

ho

l an

d d

rug

s o

n o

ur

co

mm

un

itie

s, an

d o

n

the m

en

tal

healt

h o

f in

div

idu

als

, is

re-

du

ced

.

Alc

oh

ol scre

enin

gs -

Tra

jecto

ry f

or

Febru

ary

= 3

635 a

gain

st

a tar-

get

of

36

91 b

y e

nd

of

201

0/1

1

3691

NH

S

To incre

ase the

num

ber

of

pers

ons d

ete

cte

d f

or

dru

g s

upp

ly

crim

es (

figure

obta

ine

d f

rom

5 y

ear

avera

ge b

etw

ee

n 2

006

to

2011)

Marc

h 2

013

86

S

P

To r

educe the n

um

ber

of

incid

ents

of

str

eet

drinkin

g r

eport

ed b

y

mem

bers

of

the p

ub

lic

(fig

ure

obta

ined

fro

m 5

year

avera

ge b

e-

tween

20

06 t

o 2

011)

Marc

h 2

013

241

S

P

CP

P

14

Th

e p

laces w

here

we

live, w

ork

an

d v

isit

are

well p

lan

ned

, safe

r an

d s

uccessfu

l,

meeti

ng

th

e n

eed

s o

f o

ur

co

mm

un

itie

s.

To r

educe the n

um

ber

of

annua

l fa

tal ro

ad tra

ffic

co

llisio

ns (

figure

obta

ine

d f

rom

5 y

ear

avera

ge b

etw

een 2

006

to 2

01

1)

Marc

h 2

013

10

S

P

Incre

ase th

e p

erc

enta

ge o

f C

om

munity P

ayb

ack O

rder

(CP

O)

superv

isio

n c

ases s

een w

ithout

de

lay -

5 d

ays.

85%

AB

C

Reduce t

he n

um

ber

of

accid

enta

l d

we

lling

fires

5%

152

S

F&

R

*these a

re o

nly

a few

of

the s

uccess m

easure

s t

he C

PP

Socia

l A

ffairs T

hem

atic G

roup u

ses.

For

a f

ull

list

of

all

the S

ocia

l A

ffairs success m

easure

s v

isit h

ttp://w

ww

.arg

yll-

bute

.gov.u

k/c

om

munity-life-a

nd-leis

ure

/them

atic-g

roups

Page 199

20


Curriculum for Excellence Curriculum for Excellence aims to achieve a transformation in Edu-cation in Scotland by providing a coherent, more flexible and en-riched curriculum from 3 to 18. The curriculum includes all of the experiences that are planned for

children and young people through their educa-tion. The 3-18 curriculum

aims to ensure that all children and young people in Scotland develop the attributes, knowledge and skills they will need to flourish in life, learning and work. The knowl-edge, skills and attrib-utes children and young people will de-velop will allow them to demonstrate four key ca-pacities – to be successful learners, confident in-dividuals, responsible citizens and effective con-tributors. For more information on the Curriculum for Excel-lence visit - http://www.education.ea.argyll-bute.sch.uk/learnteach/ace.asp

6: Social Affairs

16+ Learning Choices

Under the Scottish Government policy 16+ Learning Choices, all young people across Argyll and Bute are guaranteed the offer of a place in post-16 learning. The policy is an

integral part of Curriculum for Excellence and is central to facilitating the delivery of the national indicator for positive and sustained destinations post-16. By staying in learning past their initial school leaving age, young people are increasing their opportunities to secure and sustain long-term employability. This helps to build capacity for the young per-son, their families and their local communities; and in turn supports Argyll and Bute’s economic growth. Critically, the aim of 16+ Learning Choices is to prevent and help re-duce youth unemployment. 16+ Learning Choices requires multi

-agency collaboration across the local authority with robust sys-tems and shared processes in order to provide the right learning and support for all young people.

Page 200

21


Argyll and Bute Strategic Housing and Communities Forum

Despite the continuing economic pressures the Strategic Housing and Communities Fo-

rum has continued to deliver an innovative and exciting housing programme.

Top priorities have been:

- to sustain housing development, and

- action to address fuel poverty

Housing developers in Argyll and Bute re-

sponded creatively to the Scottish Govern-

ment’s invitation to bid for funding from the

Innovation and Investment Fund. 7 bids were

successful securing £5m grant funding to de-

liver 137 homes over the next two years. Cur-

rently there are 172 homes on site. and next

year will see the culmination of an innovative joint project between health, housing and

social work when the new Mull Pro-

gressive Care Centre in Craignure is

completed.

Alienergy in partnership with the

Council submitted a successful bid to

the second round of Universal Home

Insulation Scheme (uHIS) and se-

cured £742k to improve draught proof-

ing and insulation in homes across the

area. The project will contact 4500 house-

holds via direct mailings; door knock 3000

properties and deliver survey/advice visits to at

least 1134 of them.

For more information on housing in Argyll and

Bute visit — http://www.argyll-bute.gov.uk/

housing

6: Social Affairs

Castle Street, Rothesay

Mull Progressive Care Centre under construction

New Parliament Place Campbeltown

Page 201

22


6: Social Affairs

Argyll and Bute Alcohol and Drug Partnership

The effects of alcohol and drug misuse lead to significant social and health impacts for the individual, for their families and for our wider communities. The Argyll and Bute Alcohol and Drug Partnership (ADP) works together to prevent and support recovery from the harmful use of alcohol and drugs. The Partnership comprises partners from the Council, health, police and the third sector to support national policy through the development of local strategies that deliver local outcomes for Argyll and Bute.

Safer Communities In Argyll and Bute we believes that everyone has the right to be safe and feel safe in their communities. We are commit-ted to creating and supporting safer and stronger communi-ties – where we live, where we work, where we play – in which we all take responsibility for our actions and how they affect others.

This is led through the Community Safety Partnership, a Council led part-nership that brings together representatives from the local authority, police service, fire and rescue service, health, education, other public sector inter-ests and the third sector . The Partnership works to reduce anti-social behaviour and fear of crime and to promote safer, more inclusive and healthier communities through a wide range of day-to-day services such as street scene officers, CCTV opera-tions and diversionary activities for young people.

Page 202

23


6: Social Affairs

Health Services in Argyll and Bute

Health Services in Highland and Scotland have to change due to: - Increasing elderly population and more people living with long term conditions for longer - In some areas the health of people are not improving so we must address health inequalities - Healthcare costs rising faster than our income - High cost of new treatments Seven key principles to shape future plans 1. Promoting good health, self care and independence 2. Quality service that is fair and affordable based on need and clinical evidence 3. More community-based with hospital beds for acutely ill and those needing specialist care 4. Joint working with local authority, voluntary and independent sector 5. Run by well-trained and flexible staff working to the top of their skills 6. Using modern facilities and technology to best effect. Services and offices across fewer sites 7. Ongoing re-design to remove waste and inefficiency with minimal over head costs. The impacts of change 1. More people will be looked after at home or close to home with more service in the community 2. Fewer people will need to be admitted to hospital as emergencies 3. People who do come into hospital will not need to stay in so long 4. Fewer hospital beds will be required 5. Fewer buildings will be needed 6. The make-up of the workforce will change with fewer staff required Health Improvement in Argyll and Bute A healthy population is essential for a flourishing Argyll and Bute. The Community Health Part-nership makes a significant investment in preventative health improvement initiatives and via the community planning process supports a number of structures: HIPPAG – the Health Improvement Planning and Performance Action Group is a partnership be-tween the public and third sectors and is responsible for overseeing health improvement delivery across Argyll and Bute. Health Improvement Fund - supports local health improvement projects. (Approximately £71k per annum). Local Public Health Networks - made up of public and third sector partners and responsible for implementing health improvement initiatives. Priorities for Health Improvement in Argyll and Bute

· Building and supporting capacity within all Community Planning Partners to deliver health im-

provement.

· Empowering individuals and communities to be healthy, for example, asset building on the re-

sources and skills for health already present in communities. Lifestyle interventions such as smoking cessation, alcohol brief interventions and mental health improvement. For more information on health services in Argyll and Bute visit - http://www.nhshighland.scot.nhs.uk/CHP/ArgyllandBute/Pages/ArgyllButeCHP.aspx

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7: Third sector and

communities


· ABC Equality and Diversity Scheme

http://www.argyll-bute.gov.uk/sites/default/files/Equality%20and%20Diversity%20Scheme.pdf

· Community Engagement Strategy

http://www.argyll-bute.gov.uk/sites/default/files/community-life-and-leisure/Community%

20Engagement%20Strategy.pdf

· Against Domestic Abuse / Violence Against Women Strategy

Link?

· Health Improvement Planning and Performance Group

http://www.nhshighland.scot.nhs.uk/Meetings/ArgyllBute/Documents/6(1).3%20HIPPAG%

20Appendix%201.pdf

· 3rd Sector Interface

http://argyllcommunities.org/thirdsectorpartnership/

· ABSEN Business Plan

http://www.absen.org.uk


7 We have tackled the significant ine-

qualities in Scottish life.

11 We have strong, resilient and sup-

portive communities where people

take responsibility for their own ac-

tions and how they affect others.

13 We take pride in a strong, fair and

inclusive national identity.

CPP15— We work with our partners to

tackle discrimination

CPP16—Our Third Sector and Community

Councils have access to information and

support, including training opportunities

CPP 17—Our partners and communities

are able to be fully engaged in the way our

services are delivered.

CPP 18—We engage with our partners, our

communities and our customers to deliver

There are long distances between the places where

we live, work and visit and some of our communities

are very small. We need to find innovative ways of de-

livering services to make sure our communities are

strong, resilient to change, fair and inclusive.

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25


7: Third sector and

communities

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26


7: Third sector and

communities

Argyll and Bute Local Services Initiative (ABSLI) ABLSI is a partnership initiative bringing together Argyll and Bute Coun-cil, Argyll and Bute Social Enterprise Network, Argyll Voluntary Action, and Argyll & Bute Community Health, NHS. ABLSI is investigating whether asset-based approaches to service inno-vation can help to sustain (and improve) services even during a time of cuts and increasing actual costs. It offers an opportunity for local practi-tioners to learn from practice, analyse risk factors and develop and sup-

port stakeholders to develop service models which meet the long term needs of communities. The work is part of a Rural Development Community of Practice (CoP), which is supported by Carnegie UK Trust and Highlands and Islands Enterprise. The CoP enables activists, profession-als and policy makers from across the UK and Ireland to support and learn from one other online and at face-face events. The ABLSI was developed based on recommendations from the Argyll and Bute ‘Harnessing the Potential of the Third Sector to Help Achieve Council Objectives Demonstration Project’ (Demonstration Project.) This was established in 2008 following a meeting between the Council Leader and the Head of the Big Lottery Fund in Scotland. It is a record of the work that Argyll and Bute Council under-took to help de-velop and maintain sustainable communities, working jointly with community, voluntary and social enterprise organisations, collectively known as the Third Sector.

For more information visit - http://fieryspirits.com/page/ developing-rural-services

Third Sector Partnership Argyll and Bute Third Sector Partnership is a partnership between the infrastructure support or-ganisations of ABSEN (Argyll & Bute Social Enterrpise Network), Argyll Voluntary Action and Is-lay and Jura CVS. Since its inception in March 2010, the Partnership has strengthened its repre-sentational role on a range of strategic community planning groups, including Social Affaris, Third Sector & Communities and CPP Management Committee. It has worked with its colleagues in Argyll and Bute Council and Health predominantly and in particular in the areas of community engagement. The Partnership operates the third sector fora across 7 areas of Argyll and Bute and is involved in, amongst other initiatives, the Mental Health Improvement and Promotion Plan and the Re-shaping Care for Older People plans. Through the fora we are able to link and communicate the views of the wider sector to our strategic partners. We are all operating in very harsh times – our statutory partners are facing challenges which im-pact on staff and services and the third sector also has lost a number of staff, with more posts and services to be lost in the coming months. To survive, continue to deliver our core services and assure our communities of support we are working more closely than ever before, with a greater sense of understanding of each other than hitherto. We are stronger through greater understanding and have a vision which will take us into a future of better, smarter and more sharply focussed service delivery underpinned by working together in mutual respect and with a common goal.

For more information on the Third Sector Partnership visit - http://argyllcommunities.org/thirdsectorpartnership/

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7: Third sector and

communities

Better Community Engagement resource pack

This project set out to produce an easy-to-understand and easy-to-access resource pack that will enhance community engagement activities across Argyll and Bute. It was produced by, and for, local area Community Planning partners in Argyll and Bute.

This has been a good example of partnership work, involving in particular the Third Sector Part-nership and NHS Highland working alongside Argyll and Bute Council.

The challenge was to produce a resource for Community Planning Partnership partners and com-munity groups (such as Community Councils and Third Sector Fora) as an accessible online resource.

The final pack has practical exercises with easy-to un-derstand instructions and graphics to encourage use.The pack was written for Local Area Community Plan-

ning Groups and the information it contains is aimed at these

groups. It can be used by Local Area Community Planning

Groups themselves when planning engagement activities or

by individual Local Area Community Planning partners in re-

lation to their own service provision.

For more information or to access the resource pack visit - link to follow

HIE—Community Account Management

There are currently nine Community Account Management (CAM) areas in Argyll, with Local Development Officers (LDOs) being supported by HIE and Leader to develop and deliver community plans. These areas have been selected in conjunction with the CPP and are already demonstrating the value of having a dedicated local worker to implement pro-jects on behalf of the community. The initial CAM areas (Jura, Coll and Cumbrae) completed community plans last year and have made significant progress towards the projects they en-compass.

The next six areas (Bute, Colintraive and Glendaruel, Colonsay, South Islay, Ross of Mull and Iona and Tiree) have now identified key projects within their community plans, ranging from a marketing strategy, pontoon projects, a community café and a web site. Argyll is now scoping out two new CAM areas in preparation for a po-tential second phase of funding, which could see new LDOs in post in early 2012. Bute Community plan can be found at: http://bclc.co.uk/documents/ Tiree Community Plan can be found at http://www.tireetrust.org.uk/index.php?option=com_content&task=blogcategory&id=43&Itemid=76

CAM Local Development Officers

Page 207

28


Other formats If you would like a copy of this plan in another language or format, or if

you require the services of an interpreter, please contact Argyll and Bute Community Planning

Partnership on 01546 60**** or email [email protected]

Page 208

Page 1 of 4


STRATEGIC FINANCE 15 DECEMBER 2011

REVENUE BUDGET MONITORING REPORT – SEPTEMBER 2011 CORPORATE OVERVIEW

FORECAST OUTTURN – UNDERSPEND £118,215

This Corporate Overview summarises the revenue budget position of the Council as at

30 September 2011. The overall outturn variance is forecast to be an underspend of

£118k based on the September budget monitoring exercise.

1. CURRENT FINANCIAL POSITION

The overall Council financial statements are included as appendices to this report. An

overall Objective Summary is included in Appendix 1 and the overall Subjective

Summary for the Council is included as Appendix 2.

YEAR TO DATE POSITION

As at the end of September 2011 there is a year to date surplus of £5.357m. The main

reason for this within departmental budgets is the profiling of budgets and the timing

differences with payments being made.

The material year to date underspend is not an indication of the year-end outturn

position.

The graph below shows the expenditure to date against the remaining budget for each

Department. This is a high level summary to give an indication of the proportion of

controllable budget that each Department has spent to date. The dark shade represents

the actual expenditure to date as a percentage of total budget and the lighter area at

the top represents the available/remaining budget.

0%

20%

40%

60%

80%

100%

Chief

Executive's

Unit

Community

Services

Customer

Services

Development

and

Infrastructure

Services

Other

Corporate

Budgets

TOTAL

YTD Actual vs Remaining Budget

YTD Actual Remaining Budget


Page 2 of 4

FORECAST OUTTURN POSITION

The current forecast outturn position as at the end of September 2011 is a forecast

underspend of £118k. Overall there is a projected underspend of £10k within

departmental budgets, and an additional underspend of £108k forecast for non-

departmental budgets.

The underspend of £108k outwith departmental budgets is in respect of income the

Council has received in relation to the Fleming VAT claims, there has been £338k of

one-off income that was not budgeted for. The Council may receive further additional

income in respect of outstanding claims but at this point in time we cannot predict which

claims will be successful. Of this £338k of income a total of £230k was agreed by

Executive on 29 September to be used to support events and festivals, the forecast

outturn position has been updated for this commitment.

Community Services are projecting an underspend of £64k. The Education service is

projecting an overspend of £89k in relation to a delay in savings being achieved for the

school AFA review and the education central administration staff review. Children and

Families are projecting an overspend of £42k, this consists of an overspend in

Supporting Young People Leaving Care of £127k which is partly offset by an

underspend in residential placements. There is an underspend of £226k within Adult

Care. The main reasons for this being an underspend of £97k in Learning Disability,

which has been identified as part of the Year 3 service review, and an underspend of

£389k in Care Home Placements due to a recovery of monies from residential charging

orders and the projections reflecting the current level of commitment on the budget.

These savings are partly offset by overspends in Supported Living of £271k.

Customer Services are projecting an overspend of £91k. The overspend lies in Facility

Services and is in respect of Public Transport. The overspend reflects the current level

of commitment on the budget and is partly due to higher inflation than budgeted on

contracts and delays in agreeing the sourcing strategy for contract renewals resulting in

the savings not being achieved until 2012-13. The projected overspend in this area has

reduced by £170k from the August monitoring period as a result of updating projections

for the current level of commitment on the budget and by identifying other uncommitted

areas of the service budget.

Development and Infrastructure Services are projecting an underspend of £37k. This

forecast underspend is within Roads and Amenity Services, and consists of an

underspend in Waste Collection of £130k due to an increase in income and an

underspend in Streetscene of £380k due to employee budget savings. These

underspends are offset by an overspend in Piers and Harbours of £188k because of

reduced fishing landing dues, an overspend in Airfields of £134k due to reduced income

and the increased cost of PSO flights and an overspend in car parks of £140k due to

reduced car parking income levels.

Departments will continue to closely monitor the projected outturn position and report

any anticipated budget over/underspends through the budget monitoring process.

Page 210

Page 3 of 4

The line graph below shows the movement in the forecast outturn position for each

Department from the start of the financial year.

500

300

100

100

300

500

April

May

June

July

August

September

October

November

December

January

February

£

000

Forecast Outturn Trend

Chief Executive's Unit Community Services

Customer Services Development Services

Other Budgets

2. FINANCIAL SUCCESSES, CHALLENGES, RISKS AND FUTURE ACTIONS

SUCCESSES

Departmental expenditure in 2010-11 was

kept within budget with an overall year-end

underspend of £1.933m.

Departments are on target to meet

efficiencies and other savings

The Council has secured £338k so far in

2011-12 in relation to successful Fleming

case claims

CHALLENGES

Maintaining favourable/balanced forecast

outturn position in light of Council wide

risks to expenditure

Ongoing service reviews and challenges

faced in terms of delivering services more

efficiently with less resources

Ensuring that savings options agreed as

part of 2011-12 budget process are

implemented and fully achieved

RISKS

Increasing demand for services with

reduced resources could lead to an

adverse outturn position

Winter Maintenance spend, the outturn

position for 2010-11 was £1.7m. There is

no way of predicting if there will be a

recurring overspend in this area in 2011-

12

FUTURE ACTIONS

Ongoing robust monitoring of the financial

position to ensure that any budget issues

are fed back to the management team and

members through the budget monitoring

process

Continually refine/develop systems to

accurately calculate forecast outturns and

the future years financial outlook

Page 211

Page 4 of 4

3. EFFICIENCY SAVINGS AND OTHER BUDGET SAVINGS

The table below summarises the total efficiency savings and other specific savings

allocated to Departments, along with the amount of savings realised to date:

Type of Saving Target Actual Remaining

Efficiency Savings £5,004,213 £3,668,160 £1,336,053

Council Wide Savings £314,016 £157,014 £157,002

Cost Centre Review Savings £288,835 £260,710 £28,125

Vacancy Savings £1,382,467 £1,061,845 £320,622

Totals £6,989,531 £5,147,729 £1,841,802

These savings were removed from service budgets at the start of the year as part of the

budget setting process, departments will monitor the budgets throughout the year to

ensure these are achieved.

Overall services are on track to meet their efficiency savings. 74% of the total target has

been achieved as at the end of September. A number of the savings relate to

reductions to staffing budgets which have been achieved with the removal of posts.

Page 212

CouncilObjectiveSummary

asat30September2011

Appendix1

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Page 213

CouncilSubjectiveSummary

asat30September2011

Appendix2

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Page1of6

CH

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This

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udget.

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6

Page 215

Page2of6

CH

IEF

EX

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UT

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NIT

FIN

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UC

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, C

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The

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2010/1

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pend

of

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er

accounting

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funds

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ark

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evelo

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ment/re

alis

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gs

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ed

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part

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the

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late

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jor

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the

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dern

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and

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cess

for

Change

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der

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CE

U.

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erisk

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se

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Page 216

Page3of6

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Page 217

Page4of6

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Page 218

Page5of6

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.

Page 219

Page6of6

CH

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EX

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ChiefExecutive

Headof

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Headof

Strategic

Finance

EqualPay

YTDActual

RemainingBudget

Page 220

Page1of6

CO

MM

UN

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S

AR

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011

This

report

sum

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inancia

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f C

om

munity S

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s a

t 30 S

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vid

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report

alo

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l is

sues a

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he d

epart

ment.

Co

nte

nt

Pag

e N

o.

Fin

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l S

uccesses,

Challe

nges,

Ris

ks a

nd F

utu

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avin

gs a

nd O

ther

Budget

Savin

gs

2

Obje

ctive S

um

mary

3

Subje

ctive S

um

mary

4

Red V

ariances

5

Depart

menta

l B

udget

v A

ctu

al G

raph

6

Page 221

Page2of6

CO

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xpenditure

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budget

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ple

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/base d

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w a

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l in

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riorities

EF

FIC

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948,3

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Page 222

Page3of6

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MM

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ITY

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263,4

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nt

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The

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ucation

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tes

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ay

cover

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rem

ain

ing

43%

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ting to s

ickness

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tals

61,8

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23

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re in t

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mn indic

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ble

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d h

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arian

ce c

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n t

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mn

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ate

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Page 223

Page4of6

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ITY

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ase

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uirem

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ow

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ential units. A

lso c

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re the s

hort

falls

in

savin

gs f

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ices a

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ducation c

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al

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ly p

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g f

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Septe

mber

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e

rem

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mis

es

1,8

79,3

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60

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95,8

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00

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73

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The

overs

pend

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tes

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nitors

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plo

yed

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munity

education

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tes

tounbudgete

d

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ting

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kness.

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lyre

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als

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the

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the

year

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Page 224

Page5of6

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itors

em

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uca

tion

ce

ntr

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57%

rela

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toun

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dg

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dh

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ay

cove

ra

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the

rem

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ss

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isure

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2,4

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Page 225

Page6of6

CO

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are

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t th

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t a

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pe

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ge

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0%

10%

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40%

50%

60%

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100%

Executive

Directorof

Community

Services

Headof

Education

Headof

Children

andFamilies

Headof

AdultCare

Headof

Community

andCulture

YTDActual

RemainingBudget

Page 226

Page1of6

CU

ST

OM

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SE

RV

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S

AR

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AN

D B

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TO

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B

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EP

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SE

PT

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BE

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011

This

report

sum

maries t

he f

inancia

l positio

n o

f C

usto

mer

Serv

ices a

s a

t 30 S

epte

mber

2011.

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n

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f £90,5

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pro

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this

report

alo

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financia

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sues a

ffectin

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epart

ment.

Co

nte

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o.

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5

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raph

6

Page 227

Page2of6

CU

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S

FIN

AN

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Ongoin

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Achie

vin

g the s

avin

gs s

et w

ithin

the

budget fo

r 2011/1

2 a

nd b

eyond.

Specific

ally

, th

e p

rocure

ment savin

gs o

n

contr

act re

new

als

for

transport

and

imple

menta

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f th

e n

ew

Sourc

ing

Str

ate

gy w

hic

h h

ad b

een d

ela

yed.

Inflationary

cost pre

ssure

s e

specia

lly in

rela

tion to f

uel.

Ongoin

g r

obust m

onitoring to e

nsure

financia

l is

sues a

re p

rom

ptly f

ed b

ack to

the S

erv

ice &

Depart

menta

l M

anagem

ent

Team

s.

Ongoin

g tra

ck r

ecord

of

deliv

ering o

n

eff

icie

ncy targ

ets

.

Dealin

g w

ith the im

pact of

the r

ecru

itm

ent

freeze a

nd the loss o

f key s

taff

.

Impact of

Num

bers

/upta

ke -

Tra

nsport

,

Be

nefits

.

Serv

ice r

evie

ws o

ngo

ing a

cro

ss the

Depart

ment/C

ouncil.

Achie

ved the s

avin

gs s

et w

ith

in the b

udget

for

2010/1

1.

Deliv

ering o

n s

erv

ice r

evie

w o

utc

om

es.

Ch

anges in e

xte

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ndin

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Next phase o

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isation.

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sult

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the

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imple

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ublic

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£272,4

43

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oved f

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sta

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the

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oved

as

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revie

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gs

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ase

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Page 228

Page3of6

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Page 229

Page4of6

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con

tract

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a n

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fore

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in

th

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Page 230

Page5of6

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£813,4

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on

this

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on

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managem

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should

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note

dth

at

this

isa

vola

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budget

as

it

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lso u

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specia

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reflects

the

curr

ent

levelof

com

mitm

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on

this

budget

and

isdue

tohig

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than

budgete

don

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acts

(-£110k)

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for

contr

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with

a

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onw

ard

s (

-£274k).

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nt

£241,1

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03

£279,3

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pro

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reflects

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£57,2

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47

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This

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the

curr

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mitm

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on

this

budget

and

isdue

todela

ysin

agre

ein

gin

itia

tives

for

2011/1

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us

requirin

g a

2/3

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lead in to t

he w

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ices.

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£124,7

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pro

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mitm

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Head o

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£274,4

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3.6

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354,7

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ism

ain

lydue

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this

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Page 231

Page6of6

CU

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as

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dg

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are

a a

t th

e t

op

dis

pla

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he

re

ma

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g a

va

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ud

ge

t as

a p

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tage

of

the

to

tal b

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ge

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0%

10%

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50%

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Executive

Directorof

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HeadofSupport

andCustomer

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Headof

Governanceand

Law

HeadofFacility

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YTDActual

RemainingBudget

Page 232

Page1of6

DE

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sum

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su

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d

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5

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Page2of6

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pend

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win

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56

runs

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Page 234

Page3of6

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Page 235

Page4of6

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Page 237

Page6of6

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RemainingBudget

Page 238

ARGYLL AND BUTE COUNCIL EXECUTIVE STRATEGIC FINANCE 15 DECEMBER 2011

REVENUE BUDGET UPDATE

1 SUMMARY

1.1 This report outlines the arrangements for advising the Executive of the outcome of the local government finance settlement and its impact on the Councils budgetary position.

2 RECOMMENDATION

2.1 The Executive note that a supplementary paper will be tabled at the Executive advising members on the outcome of the local government finance settlement and updated budget forecast.

3 DETAIL

3.1 As part of the approach to the budget the intention has been to update the Executive on the forecast budget outlook at each meeting. The last update submitted to the Executive on 3 November forecast a cumulative shortfall over the 3 years to 2014-15 of £6.9m. The local government finance settlement is expected within the next few days. Rather than prepare an updated budget forecast which would then need to be changed to reflect the local government finance settlement I have held back on preparing the updated budget forecast. The updated budget forecast will be prepared once the local government finance settlement is announced and reviewed. A statement summarising the updated budget forecast and outcome of the local government finance settlement will be tabled at the Executive on 15 December.

4 CONCLUSION

4.1 A supplementary paper will be tabled at the Executive advising members on the outcome of the local government finance settlement and updated budget forecast.

IMPLICATIONS

Police – None Legal – None Financial – None directly from this report. HR – None Equal Opportunities – None For further information please contact Bruce West, Head of Strategic Finance 01546-604151 Bruce West, Head of Strategic Finance 7 December 2011


Page 240


ARGYLL AND BUTE COUNCIL EXECUTIVEHEAD OF STRATEGIC FINANCE 15 DECEMBER 2011

CAPITAL PLAN MONITORING REPORT – 30 SEPTEMBER 2011: SUMMARY

1 INTRODUCTION

1.1 This report summarises the position for all departments on the capital plan as at 30 September 2011. The report compares actual and budget expenditure for the period 1 April to 30 September 2011, forecast and budget expenditure for the whole of 2011-12 and total project forecast and budget expenditure.

• Forecast outturn is a variance of £66k

Year to date actual is greater than the budget by £1,408k

Total project costs forecast to exceed the budget by £471k

2 FORECAST OUTTURN POSITION 2.1

2.2

The current forecast outturn position as at the end of September 2011 is for a forecast variance of £66k. Forecast expenditure for the whole of 2011-12 is £25,695k compared to a budget of £25,629k.

The main projects forecasting slippage are:

Project Variance £000s

Explanation

Tiree Primary School 150 Work delayed as Contractor has gone into receivership

Applications Projects 122 Due to other work pressures for Strategic Finance and Financial Services, slippage of projects (and associated budget) from 2010 including the ORACLE upgrade, Commitment Accounting and integration of HR costing information and FMS have impacted on the range of projects that can be undertaken this year and budget required.

Dunclutha Bungalow 100 Delays due to the developers continued inability to progress the project. A building warrant has now been issued for the construction of the new home, however there are no indications of an early start to the work.

Total £372k


2.3 The graph below shows the forecast outturn and budget per department.

0

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Infrastructure

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Total

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Full Year Forecast

Full Year Budget

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300

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100

0

100

200

300

400

500

600

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Customer Services Development and Infrastructure Services Total

Page 242

3 3.1 As at 30 September 2011, the year to date actual is greater than the budget by £1,408k. Actual expenditure is £9,832k compared to a budget of £8,424k.

3.2 The graph below shows actual expenditure compared to budget per department.

0

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YTDActual vs YTD Budget byDepartment

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YTD Budget

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0%

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Services

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YTDActual vs Remaining Full Year Forecast

Remaining Full Year Forecast

YTD Actual

4 TOTAL PROGRAMME

4.1 The current financial outturn position as at the end of September 2011 is for a total project cost overspend of £471k. Current forecast total project cost is £133,552k against a budget of £133,081k.

4.2 The main projects forecasting an overspend are Education residual projects. A report is provided in the Departmental Summary.

4.3 The graph below shows how the £471k overspend is distributed across the departments. The pale shade represents the forecast total project cost and the darker shade represents the total project cost budget.

Page 243

020,00040,00060,00080,000

100,000120,000140,000160,000


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Services

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Comparison of Total Project Cost to Budget

Total Project Cost Forecast

Total Project Cost Budget

5 PROJECT PERFORMANCE

5.1 The graph below shows the status of asset sustainability projects shown as Complete or On Target, Off Target & Being Recovered or Off Target & a Problem. At 30 September the position was:

0 projects Off Target & a Problem

4 projects Off Target & Recoverable

172 projects On Target

Asset Sustainability

5.2 The graph below shows the status of service development projects shown as Complete or On Target, Off Target & Being Recovered or Off Target & a Problem. At 30 September the position was:

Page 244

5 projects shown as Off Target & a Problem:

Applications Project – Due to other work pressures for Strategic Finance & Financial Services, slippage of projects has impacted on the range of projects that can be undertaken this year. Dunoon Children’s Unit – Reluctance on behalf of the developer, who is constructing the home, to expedite matters. Dunclutha Bungalow – The developer’s continued inability to progress the project. Milton Burn – Unforeseen ground conditions causing delays. Tayinloan Ferry Berth Improvements – Delay caused by inability to obtain land permissions

6 projects shown as Off Target & Recoverable

30 projects shown as On Target

Service Development

0%

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Service Development Status

Off Target & a Problem

Off Target & Recoverable

Complete or On Target

5.3 The graph below shows the status of strategic change projects shown as Complete or On Target, Off Target & Being Recovered, or Off Target & a Problem. At 30 September the position was:

1 project shown as Off Target & a Problem: Rothesay Harbour Ferry Berth Improvements – Awaits completion of remedial

work before a Maintenance certificate can be issued.

1 project shown as Off target & Recoverable 19 projects shown as Green

Page 245

Strategic Change

0%

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Strategic Change Status

Off Target & a Problem

Off Target & Recoverable

Complete or On Target

For further information please contact Bruce West, Head of Strategic Finance 01546-604220

Bruce West Head of Strategic Finance 12 October 2011

Page 246

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Page 247

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Page 249

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cate

gories.

Page 250

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RR

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on

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nsburg

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09

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ved

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es

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Capital R

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ual paym

ents

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nsburg

h S

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g P

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esid

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ents

GG

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ital

Pla

n C

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men

tary

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ey S

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n C

om

men

tary

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ey C

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ges

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n C

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mm

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ain

ing e

ducational and

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w o

vera

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nsure

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ork

s a

re c

arr

ied o

ut

to s

chools

over

non e

ducational pro

jects

to t

he e

nd o

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the s

um

mer

holid

ay.

financia

l year.

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ion

s/A

pp

roval

Req

uir

ed

None

Resid

ual pro

jects

already a

ppro

ved,

no

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jects

already a

ppro

ved,

no

FB

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equired

Page 251

Project Name – Applications ProjectFirst Added to Capital Plan – 2011/12Project Manager – J Stewart / Craig Welsh

Tender Issue

TenderReturn

WorksStart

WorksComplete

Cost £

Original Plan: Gross Exp IncomeNet Exp

n/a n/a January 2011

March2011

£257,000in 2010-11

Current Forecast: Gross Exp IncomeNet Exp

n/a n/a January 2010

June2011

£135,000in 2010-11

Variance:Gross Exp IncomeNet Exp

£122,000 in 2011-12

Contractor : Expert services to be procured for implementation of Commitment Accounting;

What is this project?

Two areas of project expenditure:

The purchase an implementation of the Oracle Commitment Accounting module for which a licence has been purchased but requires specialist services for its implementation.

Software and services to associated with a Personnel Cost Planning solution.

How is this project funded?

IT Capital Programme.

Why is this project classified as red?

Both projects have slipped. Licences have been purchased for the Commitment Accounting module within Oracle however no services have been secured for its implementation. Progress has not been as expected for securing a Personnel Cost Planning solution.

Page 252

What has caused the issue outlined above?

Due to other work pressures for Strategic Finance and Financial Services, slippage of projects (and associated budget),from 2010 including the ORACLE upgrade, Commitment Accounting and integration of HR costing information and FMS have impacted on the range of projects that can be undertaken this year and budget required.

What action will be taken to rectify this issue?

Early engagement with Finance and Strategic Finance in 2011/12.

What are the implications of the action proposed?

Slippage to 2011/12 and 2012/13.

Page 253

Project Name – Education and Non Educational First Added to Capital Plan – 2010/2011 Residual Projects Project Manager – A S Redpath

What project? Education and Non Education Capital programme

How is this project funded? From the above mentioned Programmes

Why are projects classified as red?

Residual commitments are as follows

Educational £630k Non Educational £50k

What has caused the issue outlined above?Costs have increased due to work on projects being extended with client agreement.Unforeseen costs have come to light during work in progress. Additional commitments have been entered into where the works are being carried out on isolated island sites where access is expensive for additional future contracts

What action will be taken to rectify this issue? Expenditure in the year to the 31 March 2012 will be kept under review prior to contracts being let.We will be reviewing our commitments to further expenditure for this year over the next few weeks and where necessary will commit only such expenditure as required to match overall budgets.

What are the implications of the action proposed? Reduced or amended capital expenditure in the year to 31 March 2012 and 2013 Review and reallocate budgets within Education and Non Education programmes. Revised budget spend on certain individual projects.

Page 254

Notes

a) Dates awaited from Governance and Law

b) Dates awaited from Governance and Law

Project Name – Dunoon Childrens Unit First Added to Capital Plan – 04/05 Project Manager – A S Redpath

Tender Issue

TenderReturn

WorksStart

WorksComplete

Cost £


n/a n/a July 2005 March 2006 464,000

464,0000


n/a n/a Unknown See note

a

Unknown See note

b464,000464,000

0


000

Contractor Ecos Construction

What is this project? The replacement of the existing unit.

How is this project funded? The construction of the home is free of charge to the council as part of the offer for the larger Dunclutha site.

Why is this project classified as red? The deliverability and project risks are currently classified as high given the Developers continued inability to progress the project in addition the forecast “expenditure” and corresponding income for the current financial year have been reduced to £25,000. A building warrant has now been issued for the construction of the new home, however there are no indications of an early start on the works.

What has caused the issue outlined above? Reluctance on the behalf of the developer, who is constructing the home, to expedite matters.

What action will be taken to rectify this issue? Legal continue to press the Developer to submit a final/revised construction programme for the construction of the facility and to settle on the basis of previous agreements.

What are the implications of the action proposed? The completion of the facility shall be delayed. A new completion date is currently awaited.

Page 255

Notes

a) Dates awaited from Governance and Law

b) Dates awaited from Governance and Law

Project Name – Dunclutha Bungalow First Added to Capital Plan – 2009/2010 Project Manager – Allan Redpath

Tender Issue

TenderReturn

Works Start Works Complete

Cost £


Oct2009

Dec 2009 January 2010 March 2010 148,000

0148,000


Nov 2009 Dec 2009 Unknown

See note a Unknown

See note b 148,0000

148,000


000

Contractor Not yet appointed.

What is this project? The conversion of a derelict bungalow adjacent to Dunclutha Children’s Home, into a new Social Work Day centre. Access into the new facility is gained from a new entrance road being constructed by the developer who is constructing the new and adjacent children’s home.

How is this project funded? From the Social Work Capital programme

Why is this project classified as red? The deliverability and project risks are currently classified as high given the Developers continued inability to progress the project, in addition expenditure in the current year has been reduced to £22,000. A building warrant has now been issued for the construction of the new home, however there are no indications of an early start on the works.

What has caused the issue outlined above? Access to the new Day Centre is gained from an extended access road and car park which serves the new Children’s Home. The new home is being constructed by a Developer and construction work is substantially behind programme. (Work has not yet started). Revised timescales are currently awaited from Legal and Protective Services.

What action will be taken to rectify this issue? Legal continue to press the Developer to submit a final/revised construction programme for the construction of the facility and to settle on the basis of previous agreements.

What are the implications of the action proposed? The opening of the facility continues to be delayed.

Page 256

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Page 257

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Page 258

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Page 259

Safe

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Page 260

Project Name – Milton Burn, Dunoon – Flood Prevention Scheme First Added to Capital Plan – 2000 Project Manger: Arthur McCulloch

Tender Issue

TenderReturn

WorksStart

WorksComplete

Cost £


John St. Mar 11. MiltonBurnOct 11

John St. April 11. MiltonBurnNov 11

John St.May 11. MiltonBurnJan 12

John St. Dec 11. MiltonBurnSept 12

2,300,000

2,300,000


John St. Mar 11. MiltonBurnOct 11

John St. April 11. MiltonBurnNov 11

John St.June11.MiltonBurnJan 12

John St. Dec 11. MiltonBurnSept 12

2,300,0000

2,300,000


None None John Street 1 month

None000

Contractor Storie (Argyll) Ltd for first phase completed in 2009. George Leslie Ltd for John Street and not appointed yet for Milton Burn works.

What is this project? Flood alleviation measures for the Milton Burn in Dunoon.

How is this Project Funded? Council’s Capital Budget

Why is this project classified as red? Acceleration of expenditure from future years into11-12, hence predicted overspend in 11-12, also a project risk with ground conditions has been realised and therefore potential overall increase in expenditure.

What has caused the issue outlined above?Unforeseen ground conditions were encountered in the sewer diversion. This has necessitated a change to the contractor’s method of working, causing delays and disruption to his programme which will result in a claim for additional costs to be reimbursed.

What action will be taken to rectify this issue? The contractor and Engineer’s staff have been working closely together to continue to provide the sewer diversion given the unstable nature of the running sand encountered. This has resulted in an auger drilling method has been used to install the sewer rather than the trench construction envisaged. The sewer is 4 metres below ground just a few metres in front of a tenement building so caution is being exercised with the works at this location. There continue to be difficulties with this section of the work and though the financial consequences are not yet clear it is possible that the allowance for contingencies may be exceeded. As soon as the financial position is clearer, the figures will be reported. At present, the anticipated additional budget for Milton Burn in 11-12 will be sourced from forecast Flood Prevention underspend in 11-12 and repaid in 12-13.

Page 261

What are the implications of the action proposed?It is expected that the completion date for the John Street contract will extend beyond December and into January 2012. Also, the budget for flooding projects overall can be fully utilised on flooding projects including Milton Burn in 2011/12.

Page 262

Project Name – Tayinloan ferry berth improvements First Added to Capital Plan – 2008/9Project Manger: Martin Gorringe

Tender Issue

TenderReturn

WorksStart

WorksComplete

Cost £


Jan 2010 Feb 2010 March 2010

October2010 2,650,000

02,650,000


June2011

August2011

October2011

May 2012 2,650,000

500,0002,150,000


17months

18 months 19 months 19 months 0

-500,000500,000

Contractor Not appointed

What is this project? The construction of a suspended slab access-way and a sand bypass which will extend the width of the slipway and prevent future silting. The project will improve the connectivity and resilience of the life line ferry service provided by Calmac to the island of Gigha.

How is this Project Funded? Funded from Council’s Capital Budget and an award of £500,000 has been made from the ERDF.

Why is this project classified as red? Delay in project associated with inability to secure required land permissions from key landowners. The project has been awarded £500,000 of ERDF funding.

What has caused the issue outlined above?Inability to obtain land permissions has delayed the project.

What action will be taken to rectify this issue? Given the delay in securing land permissions and consequent potential cost/market implications, a Full Business Case (FBC) Addendum was completed in May 2011 to confirm construction methodology, pre-tender cost estimates and the assessment of project risk. The tender has been completed and the successful contractor has been informed it is planned start on site during October 2011. The current completion date is May 2012. Legal/Estates have issued the finalised legal agreement to the key landowners for land permissions to allow works to proceed.

What are the implications of the action proposed? The tender cannot be accepted until the legal agreement which is required for access for construction is signed by the key landowners.

Page 263

Page 264


ARGYLL AND BUTE COUNCIL EXECUTIVE HEAD OF STRATEGIC FINANCE 15 DECEMBER 2011

TREASURY MANAGEMENT MONITORING REPORT – 30 SEPTEMBER 2011

1

INTRODUCTION

1.1 This report summarises the monitoring as at 30 September 2011 of the Council’s:

• Overall Borrowing Position • Borrowing Activity • Investment Activity • Economic Forecast • Prudential Indicators.

2 RECOMMENDATIONS

2.1 The treasury management monitoring report is noted.

2.2 In line with the Council Constitution part C paragraphs 2.2.2(5) to agree that the Head of Strategic Finance is permitted to retain a maximum deposit of £5m with the Clydesdale Bank.

2.3 The Executive recommend to the Council that the Investment Strategy be amended to allow up to £5m to held in the Instant Access Account with the Clydesdale Bank

3 DETAIL

Overall Borrowing Position

3.1 The table below details the estimated capital financing requirement and compares this with the estimated level of external debt at the 31 March 2012. The CFR represents the underlying need for the Council to borrow to fund its fixed assets and accumulated capital expenditure.

Forecast Budget Forecast Forecast

2011/12 2011/12 2012/13 2013/14

£000's £000's £000's £000's

CFR at 1 April 264,298 279,431 267,874 255,254

Net Capital Expenditure 25,580 23,264 10,274 7,363

Less Loans Fund Principal Repayments (22,004) (22,004) (22,894) (23,574)

Estimated CFR 31 March 267,874 280,691 255,254 239,043

Less Funded by NPDO (81,921) (81,921) (80,719) (79,517)

Estimated Net CFR 31 March 185,953 198,770 174,535 159,526

Estimated External Borrowing at 31 March 160,341 165,032 160,341 160,341

Gap 25,612 33,738 14,194 (815)

3.2 Borrowing is currently estimated to be below the CFR for the period to 2012/13.


This reflects the approach taken to minimise surplus cash on deposit in order to avoid overdue exposure to investment / credit worthiness risks. However if it becomes clear that longer term interest rates are due to increase significantly the position will be reviewed to ensure the Council locks in funding at low interest rates.

3.3 The Council’s estimated net capital financing requirement at the 30 September 2011 is £185.953m. The table below shows how this has been financed. Whilst borrowing is less than CFR there are substantial internal balances (mainly the General Fund) of which £49m is currently invested. Position

at

30/6/2011

Position

at

30/9/2011

£000's £000's

Loans 160,339 160,315

Internal Balances 75,933 74,667

Less Investments & Deposits (50,656) (49,029)

Total 185,616 185,953

Borrowing Activity

3.4 The table below summarises the borrowing and repayment transactions in the period 1 July 2011 to 30 September 2011.

Actual

£000's

External Loans Repaid 1July to 30

september 2011 24

Borrowing undertaken 1 July to 30

September 2011 0

Net Movement in External Borrowing 24

3.5 No repayments have been made in the period 1 July 2011 to 30 September 2011.

3.6 No new borrowing has been taken during the period 1 July 2011 to 30 September 2011.

3.7 The table below summarises the movement in level and rate of temporary borrowing at the start and end of the quarter. Owing to the levels of internal balances and surplus costs temporary borrowing has been minimal.

£000s % Rate

Temp borrowing at 30 June 2011 464 0.14

Temp borrowing at 30 September 2011

440 0.15

Investment Activity

3.8 The average rate of return achieved on the Council’s investments to 30 September 2011 was 0.62% compared to the average LIBID rate for the same period of

Page 266

0.47% which demonstrates that the Council is achieving a reasonable rate of return on its cash investments. At the 30 September 2011 the Council had £49m of short term investment at an average rate of 0.663%. The table below details the counterparties that the investments were placed with and the credit rating applicable for each of the counterparties.

Counterparty Investment £

Rating

Bank of Scotland 20.0m Short Term F1+, Long Term AA-

Clydesdale Bank 29.0m Short Term F1+, Long Term A+

Total 49.0m

3.9 All investments and deposits are in accordance with the Council’s approved list of

counterparties and within the limits and parameters defined in the Treasury Management Practices. The counterparty list is constructed based on assessments by leading credit reference agencies adjusted for additional market information available in respect of the counterparties.

3.10

The current market conditions have made investment decisions more difficult as the number of counterparties which meet the Council’s parameters has reduced making it harder to achieve reasonable returns while limiting the exposure to any one institution.

3.11 In response to the low investment returns available in the market and the reduced likelihood of increases in base rate it has been decided to place fixed deposits with the part nationalised banks for periods up to 12 months to increase returns without significantly increasing the risks associated with the investments.

Clydesdale Bank

3.12 On 1 December 2011 Standard and Poors, one of the three rating agencies downgraded the Clydesdale Bank from A+ to BBB+. The consequence of this rating change was to remove the Clydesdale Bank from the list of approved counterparties.

3.13 At the start of the day on 2 December 2011 the Council had a total of £31.8m of cash with the Clydesdale Bank in the following accounts which was reduced to £14.6m at the end of the day:

Notice Period Opening Balance

Closing Balance

£000s £000s

Instant Access (Telebank) 1 1

Instant Access Treasury Account 21,775 4,581

15 Day Notice Account 5,000 5,000

30 Day Notice Account 5,000 5,000

Total 31,776 14,582

Page 267

3.14 Following a meeting between the Head of Strategic Finance and the Finance

Manager for Development and Infrastructure the following actions were taken:

• Notice was given to withdraw the funds from the two notice accounts £10m. • £17.5m was moved from the instant access account to and instant access

account with the Royal Bank of Scotland.

• The Spokesperson for Resources and the Chief Executive were informed about the downgrading and of the action taken.

3.15 The £10m on which notice has been given will be reinvested in institutions in

accordance with the approved investment strategy and credit rating criteria and/or money market funds again in line with the approved investment strategy and credit rating criteria.

3.16 The Clydesdale Bank are the Council’s retail bank and as such there is a need to hold some funds with them for treasury cash flow purposes and it is recommended that the Council’s Investment Strategy be amended to allow up to a maximum of £5m be held within the Instant Access Account. The Executive is asked to approve this course of action in terms of the Council Constitution part C paragraph 2.2.2(5) and recommend to the Council that the Investment Strategy is amended accordingly.

Economic Forecast

3.17 The economic background for the period to 30 September 2011 is shown in appendix 1.

Prudential Indicators

3.18 The prudential indicators for 2011-2012 are attached in appendix 2.

For further information please contact Bruce West, Head of Strategic Finance 01546-604220

Bruce West Head of Strategic Finance 7 December 2011

Page 268

Appendix 1

Economic background:

Global economy

The Euro zone sovereign debt crisis continued with Spain, and particularly Italy, being the focus of renewed market concerns that they may soon join with Greece, Ireland and Portugal in needing assistance. This uncertainty and the lack of a co-ordinated or credible Euro zone response, left commentators concerned over the potential impact of sovereign default and resulting effect on the Euro zone banking sector. The approval by various countries of the £440bn bail out fund in September has brought temporary relief to financial markets but this does not provide a credible remedy to the scale of the Greek debt problem or the sheer magnitude of the potential needs of other countries for support. This, coupled with political difficulties in the US over their plans to address the budget deficit, the size and control over the US sovereign debt, and the subsequent loss of the AAA credit rating from Standard and Poors, has led to a much more difficult and uncertain outlook for the world economy. Growth prospects in the US, UK and the Euro zone have been lower than expected, with future prospects similarly cut. Whilst not a central view, concerns of a double dip recession in some Western countries have increased. World stock markets fell in the second quarter of 2011/12 as a consequence.

UK economy

Following zero growth in the final half of 2010/11 the UK economy grew by a weaker than expected 0.2% in the first quarter of 2011/12, providing a knock on effect to future growth prospects. Growth prospects will be governed by UK consumer sentiment, which is currently subdued due to falling disposable income. Higher VAT, overhanging debt, high inflation and concerns over employment are likely to weigh heavily on consumers into the future.

Inflation remains stubbornly high, although the expectation of future falls, the external nature of the price increases (energy, oil, food etc.), and the negative impact a rate rise would have on the UK economy, is likely to stop the Monetary Policy Committee from raising the Bank Rate for some considerable time to come. An indicator of the worsening position arose from the Monetary Policy Committee minutes recently signalling a greater willingness to expand the quantitative easing programme

International investors continue to view UK government gilts as being a safe haven from the EU sovereign debt crisis. The consequent increase in demand for gilts has helped to add downward pressure on gilt yields and sent PWLB borrowing rates to low levels.

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Outlook for the next six months of 2011/12

There remain huge uncertainties in economic forecasts due to the following major difficulties:

• the speed of economic recovery in the UK, US and EU;

• the likely political gridlock in the US preventing significant government fiscal action to boost growth ahead of the Presidential elections in November 2012

• the potential for a major EU sovereign debt crisis which could have a significant impact on financial markets and the global and UK economy

• the degree to which government austerity programmes will dampen economic growth;

• the potential for more quantitative easing, and the timing of this in both the UK and US

• the speed of recovery of banks’ profitability and balance sheet imbalances

The overall balance of risks is weighted to the downside:

• We expect low and modest growth in the UK to continue, with a low Bank Rate to continue for at least 12 months, coupled with a possible extension of quantitative easing. This will keep investment returns depressed.

• The expected longer run trend for PWLB borrowing rates is for them to rise, primarily due to the need for a high volume of gilt issuance in the UK, and the high volume of debt issuance in other major western countries. However the current safe haven status of the UK may continue for some time, postponing any increases until 2012.

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APPENDIX 2 : PRUDENTIAL INDICATORS

PRUDENTIAL INDICATOR 2011/12 2011/12 2012/13 2013/14

(1). EXTRACT FROM BUDGET AND RENT SETTING REPORT £ p £ p £ p

Original

Estimate

Forecast

Outturn

Forecast

Outturn

Forecast

Outturn

Capital Expenditure £'000 £'000 £'000 £'000

Non - HRA 23,264 23,264 10,274 7,363

TOTAL 23,264 23,264 10,274 7,363

Ratio of financing costs to net revenue stream

Non - HRA 11.68% 11.68% 11.90% 12.14%

Net borrowing requirment

brought forward 1 April * 279,431 279,431 282,122 271,086

carried forward 31 March * 282,122 282,122 271,086 257,124

in year borrowing requirement 2,691 2,691 (11,036) (13,962)

In year Capital Financing Requirement

Non - HRA 2,691 2,691 (11,036) (13,962)

TOTAL 2,691 2,691 (11,036) (13,962)

Capital Financing Requirement as at 31 March

Non - HRA 282,122 282,122 271,086 257,124

TOTAL 282,122 282,122 271,086 257,124

Incremental impact of capital investment decisions £ p £ p £ p £ p

Increase in Council Tax (band D) per annum 32.40 32.40 7.99 (12.02)

PRUDENTIAL INDICATOR 2010/11 2011/12 2012/13

(2). TREASURY MANAGEMENT PRUDENTIAL INDICATORS £'000 £'000 £'000

Authorised limit for external debt -

borrowing 240,000 239,000 231,000

other long term liabilities 91,500 91,500 91,500

TOTAL 331,500 330,500 322,500

Operational boundary for external debt -

borrowing 235,000 234,000 226,000

other long term liabilities 88,500 88,500 88,500

TOTAL 323,500 322,500 314,500

Upper limit for fixed interest rate exposure

Principal re fixed rate borrowing 100% 100% 100%

Upper limit for variable rate exposure

Principal re variable rate borrowing 30% 30% 30%

Upper limit for total principal sums invested for over 364 days £10m £10m £10m

(per maturity date)

Maturity structure of new fixed rate borrowing during 2011/12

under 12 months

12 months and within 24 months

24 months and within 5 years

5 years and within 10 years

10 years and above

100% 0%

100% 0%

100% 0%

upper limit lower limit

100% 0%

100% 0%

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1

ARGYLL AND BUTE COUNCIL EXECUTIVE SUPPORT SERVICES REVIEW 15 DECEMBER 2011

SUMMARY REPORT

1.0 SUMMARY 1.1 The service reviews for Customer and Support Services, Improvement

and HR and Strategic Finance are being managed collectively as one project. There are 11 separate workstreams under review and a cross service workstream between HR and payroll. The eleven workstreams are:

HR Improvement and Organisational Development Health and Safety Communications Revenues and Benefits including debtors ICT Procurement, Commissioning, Creditors and Payroll Financial Management Internal Audit Treasury Management Risk Management

As it is the intention to move forward with the cross service workstream no reports were prepared for HR beyond stage 2 and the Payroll element was dropped from Procurement, Commissioning and Creditors

1.1 The review of Support Services has been completed. Target savings

of 20% of revenue expenditure were required and the overall target of £2.25m has been achieved. The executive summaries for each of the workstreams and the cross service workstream are presented for Member’s consideration on this agenda.

2.0 RECOMMENDATIONS 2.1 The Executive note the savings identified in the Executives Summaries

for each of the 11 workstreams contained within the scope of the Support Services Review

2.2 The Executive note that the target of 20% savings has been achieved for

the Support Services Review 2.3 The Executive recognises that many of the savings are dependent on

restructuring and the implementation of ICT changes to primary systems. This will require careful implementation planning with adherence to both timescales and dependencies. Additionally, Trade Union consultations


2

are required before changes to pay frequencies are implemented. Subject to the progress of these consultations this initiative may be implemented on 1st April 2012 or April 2013 with consequential delays in the achievement of savings. For such critical systems, great care will be needed with the fullest discussions and consultations, good communications and project management to ensure that the systems and administrative changes can be implemented accurately and to timetable.

2.4 The Executive notes that the preferred options are management and

operational matters and will be implemented by the relevant officers subject to the conclusion of the HR consultation.

2.5 The Executive notes that the outcomes of the Support Services Review

were presented to elected members at the Members Seminar on 5 December 2011.

3.0 DETAIL 3.1 During 2009 the Council embarked on a comprehensive three year

programme of service reviews. The programme sits within the overall transformation programme. The service reviews aim critically to review the operation of Council services and examine options for service delivery. A target of identifying options of service delivery based on a 15% cost reduction was initially set to drive a radical review of services. The savings target has been increased to 20% for the year 3 reviews, reflecting the continued challenging financial outlook. The challenging financial outlook for the public sector emphasises the importance of the service review programme in terms of:

• Ensuring the Council sets a balanced budget if not in year, over the

medium term

• Identifying efficiency savings

• Supporting a more effective approach to service delivery

• Providing information to assist in prioritising resources

3.2 The Support Services Review has followed the well established process

for such reviews. Each of the 11 workstreams and the cross service review and been undertaken separately with independent external scrutiny and overall project management input to ensure consistency of approach. The external SROs have confirmed that the reviews have been comprehensive and robust, and that the final documentation, including calculations, are accurate and to a high and consistent standard.

3.3 The Support Services Review covers a range of services that collectively

provide both operational services and corporate support to Departments. 3.4 The following table sets out the savings made in the review.

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3

Financial Summary £'000 Base Budget Improvement and HR 3,185 Customer and Support Services 5,651 Strategic Finance 2,406 Total Base Budget 11,242 20% Target 2,248 Savings Identified February 2011 Savings 898 Review Savings Identified 1,359

2,257

Percentage Saving 20.08% Communications Additional Budget Requirement 59

Net Savings on Base Budget 2,198

3.4 There are a number of areas within the reviews that carry dependencies

in other services and which carry an element of risk. These are discussed below. Staff Restructuring: Each workstream will require new job descriptions to be completed and agreed with HR. The Job Evaluation process will also need to be undertaken by HR prior to the population of the new structures. Budget: Additional effort will be required in working and reworking the estimates for 2012-13 to reflect the outcome of each of the Support Service reviews. This will flow through to careful monitoring and reporting during next year to ensure that progress is being made and that the savings are being realised within the timeframes identified. Systems Changes: Significant systems changes are required for the Resourcelink (HR and payroll) and Oracle (financial) systems. This will require careful project management and additional input from ICT. ICT changes are relatively low risk and involve well established software implementation. Staff Consultation: The proposed changes in payroll frequencies will require staff and Trade Union consultation. The Strategic Management Team is considering ways of mitigating the impact on individual employees, but the timescales for implementation are short.

3.5 The Support Service Reviews will have a lasting impact on the centre of

the organisation. The Strategic Management Team is addressing the future role of the centre, both in terms of the corporate management of

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4

the organisation and in terms of the operational services such as tax collection, creditors, debtors and payroll.

3.6 One of the key implications of the changes will be to increase the

expectation that departmental managers will take greater responsibility for the management of assets allocated to their particular service. This includes staff, buildings, vehicles and equipment, financial resources and information.

4.0 IMPLICATIONS

4.1 Policy The Support Services Review Executive Summaries set out the future delivery of services at the centre of the organisation.

4.2 Financial The 20% savings target has been achieved and this is a key element in balancing the Council’s budget.

4.3 Legal None.

4.4 HR Each of the reviews will have HR implications.

4.5 Equalities Each of the reviews has considered equal opportunities in carrying out the reviews. There are no outstanding matters. The process of populating the new structures in each of the workstreams will follow existing procedures to ensure that employees caught up in the reviews are treated fairly and equally.

4.6 Risk A risk assessment has been carried out for each of the workstreams. These have identified the risks and the actions planned to mitigate these risks. The risks identified can all be mitigated to a satisfactory extent. Nevertheless, there will be a need to monitor risks on an ongoing basis through the implementation.

5.0 APPENDICES Appendix 1: Summary Assessment of Savings Executive Summaries Appendix 2: HR and Payroll Appendix 3: Improvement and Organisational Development Appendix 4: Health and Safety Appendix 5: Communications Appendix 6: Revenues and Benefits Appendix 7: ICT Appendix 8: Procurement, Commissioning, Creditors and Payroll Appendix 9: Strategic Finance

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5

Cleland Sneddon – Project Sponsor Executive Director Community Services 06.12.11 For further information please contact: Morag Brown Support Services Review Project Manager Ext 4199

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Appendix

Summary Assessment of Savings

Revised

Base

Budget

20%

Target

Less

Savings

approved

Feb 2011

Realloc

Between

Work-

streams

Remaining

Savings

Target

Further

Savings

Identified

in Review

Total

Savings

£'000 £'000 £'000 £'000 £'000 £'000 £'000

Improvement and HR

HR 1,371 274 33 241 33 see note 1

Improvement and OD 1,187 237 83 154 154 237

Health and Safety 464 93 54 39 39 93

Communications 162 32 0 32 0 see note 2

Total Improvement & HR 3,184 636 170 466 193 363

Customer and Support Services

Revenues and Benefits 1,023 205 125 -60 140 140 265

ICT 3,065 613 154 63 396 396 550

Procurement, Commissioning, Creditors and Payroll 1,563 313 93 -3 223 163 256 see note 1

Total Customer and Support Services 5,651 1,131 372 0 759 699 1,071

Strategic Finance

Financial Management 2,017 403 318 -83 168 176 494

Internal Audit 273 55 11 0 44 19 30

Treasury Management 117 23 27 0 -4 13 40

Risk 0 0 0 83 -83 -83 -83

Total Strategic Finance 2,407 481 356 0 125 125 481

Cross Service Workstream

Combined HR and Payroll 342 342

Overall Total 11,242 2,248 898 0 1,350 1,359 2,257

Communications Additional Budget Requirement 59 59

Net Savings 1,300 2,198

Note 1

The cross service workstream provides savings from both HR and Payroll (within PPCC)

Note 2

Separate consideration of the Communications function has resulted in an additional budget requirement of £59,000

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Pag

e 2

80


Support Services Review – Executive Summary – HR and Payroll

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ARGYLL AND BUTE COUNCIL – SUPPORT SERVICES REVIEW

HR & PAYROLL – EXECUTIVE SUMMARY- 2 NOVEMBER 2011

1 Introduction

1.1 The Heads of Customer & Support Services, Improvement & HR and the workstream leads for HR and Payroll have jointly developed the preferred option for the integrated HR & Payroll Service. A new structure has been developed to assist in the delivery of the workstream. The aim of the workstream is to deliver the required 20% saving whilst integrating the working processes of the HR section within the Chief Executive’s Unit and Payroll within Customer and Support Services. Following consideration by the Project Board and the Chief Executive it has been agreed that the section should continue to be housed under the Chief Executive’s Unit.

2 Baseline Report

2.1 The main points identified at the initiation of the Service Review were to look at how HR could deliver the current and future needs of the Council more efficiently and effectively.

2.2 Prior to April 2010 the HR service within Argyll & Bute Council operated on a de-

centralised basis with each of the 5 Departments having their own dedicated HR

professional and support team, with each team delivering the service their own way.

In addition, there was a central strategy team which carried out a number of strategic

functions including the developing policy and reviewing policies and job evaluation.

The HR Team work closely with the Payroll Team who sit under the Customer & Support Services. The key improvements identified within the baseline report were:-

• Streamlining of processes within the centralised HR Team to ensure delivery

of a consistent service which is efficient and effective - Improvement of

workflow within HR systems.

• Development & review of key policies and procedures to reflect best practice

and changes in legislation and to meet the needs of the Council as it

develops.

• Development of new policies and procedures to support the Modernisation

process.

• Quality Circles – Joint working HR/Payroll

• Coaching and mentoring of managers to give them the skills and tools to do

their jobs.

• Roll out of My Job Scotland – Online recruitment portal.

• Managing Attendance - Review of OHP provision to incorporate physio/ECS

plus the provision of new services such as advanced audiometry testing, CBT

etc

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• Managing Attendance - Direct Reporting of Absence including review of Policy

documentation.

• Resourcelink Review – Refresh & update of key data and review of system to

meet the current and future needs of the Council e.g. self service, electronic

payslips, etc

3 Benchmarking Report

3.1 The HR function within Argyll and Bute Council was centralised in April 2010. Previously the HR service operated on a decentralised basis with each of the 5 departments having their own dedicated HR professional and support team. Strategic HR was provided centrally developing and reviewing policies.

3.2

The centralised HR service under the HR Manager Operations formed a new team

which focussed on delivering the service in specific work streams in a consistent

manner. There is a wealth of skills, knowledge and experience across the whole team

which allows for a diverse range of support to be provided at a high level. The HR

Team work together to provide a consistent quality service across the Council area.

Customer satisfaction is measured through internal questionnaires issued on a

quarterly basis to the Chief Executive, Executive Directors and Heads of Service

across all services. The results of these surveys are used to inform work plans as

well as targeting areas for improvement.

A number of the improvements highlighted by Authorities within the Clyde Valley

Partnership are already being utilised by the Council’s own Centralised HR Team. It

is anticipated that the following changes will contribute to significant improvements in

service delivery and a reduction in the overall cost per FTE. It is worth noting that HR

costs per FTE are higher within Argyll and Bute primarily due to the scale and

complexities of the geographical area that we cover.

• Implementation MyJobScotland Recruitment Portal

• Integration of HR/Payroll transactional processes

• Link from MyJobScotland/Resourcelink/TRS

• Link from Seemis (Education System) to Resourcelink

• Resourcelink - Self service

• Development and use of the of The Hub for Policies and Procedures

In addition, the following improvements have been initiated within Argyll & Bute and it

is anticipated that they will also have a positive impact on service delivery and allow

the Council to deliver an exceptional value for money service.

• Implementation of Direct Reporting of Absence

• Coaching & mentoring opportunities for Managers

• OHP contract

• Review of Maximising Attendance Procedures

• Development of a Workforce Planning Process

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4 Future Challenges

4.1 The Council is currently going through a major culture change. This is an ongoing process and presents perhaps the greatest challenge, but also has the biggest opportunities for HR. Our policies and practices will help embed the desired values in our staff as well as freeing up valuable time for the HR Team to focus on those activities where we can make the greatest difference to the bottom line, and therefore demonstrate value for money. During this transition period, services will require a lot of support and this will need to be balanced against other service pressures. In essence, HR needs to be able to focus on corporate priorities.

4.2 The challenge for the Council is to provide better services, more effectively and more efficiently, HR has a key part to play in this. We are already changing the way that we do our business across the organisation but further investment and integration of the systems that we use needs to be planned and accelerated to assist this change. HR is key to the successful implementation of a massive and ongoing change agenda and the modernisation of the Council. Since the HR Service was centralised a lot of resource has been dedicated to implementing new systems, streamlining existing processes, and reviewing and developing new policies. This work will stand the service in good stead to cope with budgetary constraints and meet future challenges. With improved systems and accuracy of information, HR will build on what has already been achieved to deliver key management information in the format and timescales required.

5 Stage 1 Options Appraisal

5.1 The following options were considered as part of Stage 1, a detailed analysis was prepared and scored to ensure that all opportunities were investigated thoroughly:-

1. Continue as we are at present: developing a centralised HR Operations/Strategic function with focus on specialism and consistency of service.

2. Revert to previous model with split in Operational/Strategic HR Service. 3. Integrating the transactional elements of the HR service with Payroll. 4. Integrating policy/advice elements of service with Legal and transactional

elements with Payroll under Customer Services. 5. Developing a shared service with other local authority or public sector

partners. 6. Outsourcing the service in whole or in part - Tendering /Contracting out. 7. Transfer service in whole or part to 3rd Sector

The preferred options which went forward to Stage 2 were:

1. Continue as we are at present: developing a centralised HR Operations/Strategic function with focus on specialism and consistency of service.

3. Integrating the transactional elements of the HR service with Payroll.

5.2

Following further investigation of the above options along with a robust challenge from the Project Board/External Challenge it was agreed that the Cross-Service Workstream which was being developed alongside the separate HR and Payroll Service Reviews should be progressed further and efficiencies identified within the individual service reviews incorporated together highlighting the above preferred option.

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The benefits of the preferred option are as follows:

• Restructuring of HR service to deliver strong centre for strategic direction

• Rationalisation of the grades within HR team to ensure consistency

• Allows for the HR workplan to be clearly aligned to corporate priorities

• One leader to deliver one key set of objectives

• Ownership of data within one team to assist with the transition and development of the “Argyll & Bute Manager” and the modernisation of the Council

• End to end process and reduction of duplication through merging of HR and Payroll teams

• Development of skills across a key group of staff

• This option delivers the 20% saving but in addition will also be accompanied by other efficiency savings with a specific focus on streamlining the duplicate processes currently carried out by both HR and Payroll teams.


6.1 The Heads of Customer and Support Services, Improvement and HR and the work

stream leads for HR and Payroll have jointly developed the preferred option for the

integrated HR and payroll work stream. A new structure has been developed to assist

in the delivery of the cross-service workstream. The aim of this workstream is to

integrate the working processes of the HR section within Chief Executive’s Unit and

Payroll within Customer and Support Services.

The preferred model is shown as a single fully integrated team covering all of HR and

payroll, managed by a single third tier Manager. This is the recommended

management arrangement proposed by the joint team.

• Single manager is responsible for the full HR and Payroll service including

Systems Development;

• 4 Team managers reporting to him/her

6.2 The aim is to provide a coherent structure which recognises all the functions within

the joint service and to deliver an integrated and consistent service delivery utilising a

one Council approach. The objective is to ensure that a quality end-to-end service is

delivered within the council, whilst achieving efficiencies by delivering lean processes.

This is clearly linked to the transformation of the Council and its corporate objective of

Realising the Potential of Our Organisation.

Savings

The proposal delivers the savings at 23% of the existing HR budget, the remainder of which will contribute to the Head of Service cost centre saving and contribute to the development officer post. The structure reduces from 52.89 FTE to 43 FTE – a reduction of just under 10 FTE. There are 4 VER applications and 2 vacancies across the existing teams, and a number of people on temporary contracts, some acting up with substantive posts at lower levels and some completely on temporary contracts. The main loss of posts is at clerical grade where these reduce by 4.3 FTE. At LGE11 to 14, there is a reduction of 2 posts which is covered by vacancies/ VER. Overall these changes are deemed to be manageable with very few or no compulsory

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redundancies expected. Efficiencies and Improvements

• Rationalising pay frequencies

• Improved processes for dealing with absence

• Improved processing/quality of transactional information

• Creation of a development team • Implementation of Document management System for HR & Payroll

7 Implementation Plan

7.1

The preferred option to merge HR & Payroll together has identified a number of efficiencies and improvements which must be made to allow the benefits of this option to be realised. The key efficiencies & improvements which are expected are detailed above. In addition, a number of assumptions such as the roll out of My Job Scotland Recruitment portal options for managers as well as the Council purchasing a Document Management System for HR & Payroll must be actioned to ensure the full benefit of this option is delivered. It is important to remember that a number of the improvements identified within this Service review are dependent on changes to computer systems. In addition, HR & Payroll processes will need to be amended to take account both of the merger of HR & Payroll but also for administrative and systems improvements being proposed by payroll processing. There is a “hump” of additional workload in the implementation phase. This is well understood in HR, where staff are expected to support other services going through the same process whilst also implementing new structures and processes within their own team. A detailed Implementation Plan which identifies the key tasks for action has been prepared and this will be monitored by the Transformation Board to ensure that savings are realised. The timescale for implementation of the whole plan runs until March 2014.

7.2

Additional specialist support and funding will be required to purchase and support the implementation of Document Management System and Process Re-engineering with

HR & Payroll Transactions. Changes to the pay frequency will require dedicated project support and careful management.

8 Employee Engagement

8.1

Members of the HR and Payroll teams have had regular updates on the service review process from their managers and Heads of Service. An initial joint meeting led by the Head of Customer and Support Services and the Head of Improvement and HR along with the HR and Payroll Managers brought the teams together to create ‘quality circles’ that identified the processes that each service was in involved in at each end of an activity. They identified theme leads from within their groups who then worked with colleagues to deliver improved end to end processes. It was made clear that the work carried out in these circles was a key element in driving forward the future potential changes and improvements to the way that the service would be delivered and that their involvement was key to that process. The quality circles have

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made some progress and the outcomes from them have informed the final option. 8.2

Full team meetings with all staff within HR Section at baseline, benchmarking, future challenges stages and to feedback at both Options 1 and 2 stages. Further meetings in Dunoon and Lochgilphead with all HR staff to advise on preferred option going forward and to speak to affected staff individually. Team meetings with whole of Imp & HR, focus group meetings with all HR officers at each stage of the service review process.

9 Customer and Community Engagement

9.1

The principle customers of this service are the Council’s employees and senior managers. The responsible Heads of Service attended departmental management team meetings for each service to identify key issues for consideration as part of the options appraisal. There was unanimous support for developing proposals for an integrated service.

9.2

A series of meetings were held at the outset of the review process to analyse the current situation and identify any opportunities and identify problems. Our stakeholders were invited to provide feedback through the Head of Imp & HR at pre-arranged meetings and through individual questionnaires on how the service could be developed/improved to meet their changing needs. Departments were kept up to date and encouraged to feed back throughout the Service Review process. Questionnaires were issued to service users internal and external including Trades Unions Representatives. Individual meetings with each Executive Director.

9.3 Engagement will be ongoing through implementation as some of the changes proposed will impact on customers across the organisation, particularly the changes to pay frequencies.

10 Third Sector Engagement

10.1

There is no third sector impact as a result of the options.

11 Social Impact

11.1

Any negative social impact resulting from the proposals would be primarily on the communities of employees who were made redundant or had their place of work changed. The Council is committed to minimising compulsory redundancies and there are none proposed in this option. The proposal is also predicated on the principles of workforce deployment, which embraces flexible and remote working, maximising the use of IT communications. The new teams created will not be required to relocate physically, but will be managed using the approaches piloted through workforce deployment.

12 Equality Impact Assessment

12.1

A series of meetings were held at the outset of the review process to analyse the current situation and identify any opportunities and identify problems. Our stakeholders were invited to provide feedback through the Head of Imp & HR at pre-arranged meetings and through individual questionnaires on how the service could be developed and/or improved to meet their changing needs. Departments were kept up to date and encouraged to feed back throughout the Service Review process. The outcome ensures that there is consistency in service delivery across all Council Departments, consistency in policy and procedures and how they are implemented across the Council, clearer structure for employees within the service and a consistency of grades following the centralisation of HR in April 2010.

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Full team meetings with all staff within HR Section at baseline, benchmarking, future challenges stages and to feedback at both Options 1 and 2 stages were undertaken. Further meetings in Dunoon and Lochgilphead with all HR staff to advise on preferred option going forward and to speak to affected staff individually. Team meetings with whole of Imp & HR, focus group meetings with all HR officers at each stage of the service review process. Questionnaires issued to service users internal and external. Individual meetings with each Executive Director. A fair and robust process has been undertaken to ensure that no-one in any of the

characteristic groups are affected.

12.2

An Equality Impact Assessment has been carried out and a report submitted to Improvement and Organisational Development. The Implementation of the Service review will be monitored through Transformation

Board, DMT and Imp & HR Team Meetings.

13 Sustainability Assessment

13.1

A series of meetings were held at the outset of the review process to analyse the

current situation and identify any opportunities and identify problems. Our

stakeholders were invited to provide feedback through the Head of Imp & HR at pre-

arranged meetings and through individual questionnaires on how the service could be

developed and/or improved to meet their changing needs. Departments were kept up

to date and encouraged to feed back throughout the Service Review process.

Evidence has been provided in relation to the Guiding principles for Community

• Ensuring that members of the community are included in developing skills -

this is addressed through PRD process, e-learning and availability of policies

and procedures on The Hub.

• Ensuring that no one faces discrimination – ensuring that consultation is

undertaken at all stages of the process

• Promotion of social justice and well-being – Review of Attendance policy &

procedures, provision of OHP and Employee Counselling Services etc.

Please note that Economy and Environment are nor relevant to the Service review

process for HR.

The Transformation Board will continue to be involved throughout the Implementation

Phase and Executive Directors/Heads of service will continue to be ask for feedback

through a questionnaire on a quarterly basis to ensure that the planned

improvements are being implemented.

13.2

A Sustainability Assessment has been carried out and a report submitted to Improvement and Organisational Development. The Implementation of the Service review will be monitored through Transformation

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Board, DMT and Imp & HR Team Meetings.

14 Conclusions

14.1

The HR & Payroll Service Review delivers the required 20% saving. The delivery of the improvement plan for this review is dependent on a numbers of changes within the Council in relation to new systems and processes. The preferred option was developed jointly between HR & Payroll and the new structure has been developed to ensure consistency across in the service in terms of staff structure, pay grades and ultimately the service delivered to our customers. The principles identified ensure that there will be an ongoing recognition of the strategic and operational demands on the HR service throughout the lifetime of the Council’s Transformation programme. Some staffing changes in HR may be delayed to ensure that the best possible service can be provided to support people across the organisation through the transition period. The timescale for implementation as reflected in the plan highlights a number of key dependencies related to projects such as Resourcelink, the purchasing of a Document Management System for HR and Payroll. The proposed rationalisation of the pay frequencies will require intense negotiations with the Trades Unions and a clearly planned and resourced project management approach.

14.2

The Transformation Board will continue to be involved throughout the Implementation Phase to ensure delivery of key outcomes.

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Support Services Review – Executive Summary – Improvement and Organisational Development

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IMPROVEMENT AND ORGANISATIONAL DEVELOPMENT REVIEW – EXECUTIVE SUMMARY- NOVEMBER 2011

1 Introduction

1.1 Improvement and Organisational Development (IOD) was established following a restructure in 2010 that created an Improvement and OD team from the former Policy and Strategy/Learning and Development and Community Services social work training teams. The process of integrating this team is ongoing following the appointment of a new manager in August 2010.

1.2 The service has a corporate role in driving forward the council’s improvement agenda, supporting performance management and delivering the learning and development that underpins the need to embed change and transformation in the organisation.

1.3 The review has prioritised the protection of the learning and development budget and has focussed on achieving savings through the reorganisation of the staffing structure and the implementation new and more efficient ways of delivering learning and development, including online PRD and increased online and blended learning.

1.4 The restructuring of the team focuses on removing areas of specialism and creating a more integrated and flexible team based on a project and programme management approach. This will provide a service that is more responsive to the needs of the organisation and that is adaptable and resilient. The approach taken will ensure that there is clear leadership in our corporate approach to improvement and an overall integration of organisational development and learning within the improvement agenda. Embedding learning and improvement is a core element of organisational change and will be led by the team.

2 Baseline Report

2.1 Improvement and Organisational Development’s mission is to:

To enable the Council to continuously improve and develop in order that it effectively delivers ‘best value’ services for its customers.

The key objectives of this are:

• To actively develop and deliver the vision, values and strategic objectives of the Council.

• Ensure mechanisms are in place for strategic performance management, assurance and appraisal of the Authority’s overall performance.

• To lead on the preparation and delivery of corporate policies, strategies and plans relating to best value, community planning, corporate planning and planning and performance management.

• To lead the development and implementation of a corporate organisational development strategy for the Council that will accelerate the organisational change process to achieve a highly productive customer focused workforce.

• To identify and implement business improvement opportunities throughout the organisation.

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• To lead on the development of the Community Planning Partnership.

• To support services managers in ensuring that all strategies and policies are compatible with corporate policies, such as equalities.

• To strategically plan for and ensure delivery of organisational development activity, including employee and management training and development across all services.

• To ensure procedures and support for continuous improvement are available for all Council services.

2.2 The existing Improvement and Organisational Development structure comprises 27 FTEs, 8 employees currently deliver the Process for Change programme:

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2.3 The IOD baseline budget and the 20% savings target are shown below:

Approved IOD controllable budget £1,517,615

Less challenge process savings £64,210

Plus proportion of Head of Service budget £30,000

Revised budget £1,483,405

Revised savings target £296,681


3.1 It was very difficult to carry out meaningful benchmarking for Improvement and Organisational Development. The difference in scope and function of teams within each local authority is enormous. For example where one team has learning and development function that provides services for only corporate issues another includes IT and another is purely administrative. The same scenario applies to the other elements of IOD. Feedback from most respondents informed us that there are elements of each of our functions across different teams and services in their authorities therefore making a direct comparison almost impossible. Different elements of the team were able to gather some benchmarking information from other authorities and this helped inform the long list of options.

4 Future Challenges

4.1 The future challenges for the service were determined through a PESTLE and SWOT analysis of the current service. Key findings from this analysis are:

4.2 The Improvement and Organisational Development team is a newly constructed team that is still undergoing consolidation and development after changes to management, scope, structure and location. The service is the custodian of the Council’s Planning and Performance Management Framework, a function that ranges from the strategic partnership working and strategic policy for the Council and its Community Planning partners, through the management and development of skills and learning to the technical maintenance/development of the Performance Management System.

4.3 The funding position for Councils and the expectations for a continuation and improvement of frontline service delivery present challenges for skills development across the Council, embedding greater efficiency and alternative ways of working and enabling employees to deal with greater performance expectations and a wider range of expectations. As a result there will be increased pressure to develop existing employees through internal learning and development activity.

4.4 The social impact of change in the public sector will be significant across Argyll and Bute, where dependence on public sector employment is higher than average. The impact of change has a disproportionate impact on small rural and island communities, where alternatives are fewer. However the growth of effective community planning and the strengthening of the Council’s community leadership role has the potential to support and expand community resilience in these areas for future community sustainability. With a high degree of community involvement an historic strength of many of Argyll and Bute’s communities, there is a real opportunity to support and grow this through community planning, thus mitigating the impact of the shrinking public sector.

4.5 The service is embracing technological development, using online reporting of

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performance, online learning and usage of video conferencing as regular elements of service delivery. The workforce deployment project and customer management, both led by the team are integral to improving the Council’s efficiency overall and for the longer term.

4.6 The Pyramid system of performance information and management tool is integral to enabling managers and the public to identify performance trends and improvement. This is linked symbiotically to the learning and development aspect of performance management, where the skills in performance management will be developed. The newly designed online PDR system will identify areas of learning for all employees linked to their job and record these on an ongoing basis.

4.7 The increasing availability of data, including spatial and socio-demographic, will allow research and statistical analysis increasingly to inform, transparently, policy decisions and service planning.

4.8 The Best Value regime is guided by Scottish legislation and creates the parameters within which the Council is measured against its overall corporate performance and the reporting of that performance through PPR. The Community Planning responsibilities of the Council are set out again in Scottish legislation, identifying clearly the Council’s leadership role in coordinating joint planning of service delivery for the people of Argyll and Bute and engagement with communities to shape these services.

4.9 Customer consultation undertaken during the review has identified the following needs from the existing service users:

4.10 The Council requires comprehensive support to embed the policies and processes that have been developed as part of the first Corporate Improvement Plan. This is the main service challenge in the months leading up to the anticipated Best Value Audit in 2012 and is captured in the Council’s Corporate Improvement Plan 2011/12. This contains actions that are a shared responsibility across Chief Executive’s and Customer Services Departments, but predominantly in Improvement and HR.

4.11

The culture change in the organisation to enable this embedding to take place will be driven by learning and development, good management and excellent communications.

4.12 The performance management system is progressing from being solely a performance information tool to being a performance management tool. Regular reporting to elected members through scorecards is raising it profile, but ongoing work is required to simplify the content and ensure that everything contained in the system is relevant and clearly linked to a performance outcome.

4.13 The learning and development element of the service is in need of significant development. The baselining of this service across the Council has been extremely challenging, as only part of the overall learning and development function was transferred to the Corporate Centre in 2010. The needs of the Community Services social work service are clearly understood in terms of learning and development, and are supported through comprehensive delivery. The rest of the organisation contains pockets of direct service training that is not captured corporately, nor linked clearly to PDRs, job descriptions, professional requirements or health and safety. A comprehensive analysis of the organisations total training needs and its current expenditure is a prerequisite for designing an integrated learning and development function and fully understanding customer need.

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5.1 The options identified during stage 1 took account of the following factors which will have a direct impact on the requirements placed on the team. The continued need for the Council to improve and develop corporately,BV2 and a continued and increasing focus on performance management and self assessment. In learning and development a comprehensive review of policy and process is underway to deliver structure in corporate learning and development linked to key improvement areas such as the Argyll and Bute Manager and supporting mandatory training. The potential outsourcing of the Adult Care Service necessitates change and presents a potential business opportunity. Effective systems are particularly relevant to learning and development where effort expended on planning, developing, delivering and evaluating could be vastly reduced if a better system was in place. Flexibility across the team is a key principle to achieving the savings required and improving the service.

5.2 Having assessed the services in detail, a range of options were considered during the Stage 1 Options appraisal. The options were scored using the approach set out in the Service Review Guidance. Four elements were identified in the guidance (Impact, Savings, Deliverability and Risk).

Option Score Stop providing corporate improvement and organisational development

17.5

Stop whole sections of delivery within the team e.g. Performance management, policy, learning and development, research, admin, community planning

41.0

Outsource functions of the team 46.0

Restructure existing team and change the style of delivery to improve the flexibility of the team members and ensure that one corporate approach is applied in all improvement and organisational development activity.

85.0

Shared services with other organisations. 36.5

Income generation to offset costs 64.0

With the restructure and income generation taken forward to stage 2.

It was agreed by the project board that larger scale outsourcing opportunities and shared services would be investigated following the conclusion of this review.


6.1 Following the Stage 1 appraisal, the highest scoring options as outlined above were taken forward to stage 2 options appraisal. At stage 2 a more detailed review and assessment of the options was undertaken following the service review guidance. This was also based on factors of impact, savings, deliverability and risk.

6.2 During stage 2 a decision was made by the Transformation Programme Board to protect the corporate training budget as the Council moves forward it is vital that employees are able to effectively manage and deal with the changes ahead. Improvement and organisational development activity needs to accelerate and increase in order to support the organisation and its employees. This will inevitably involve substantial changes to how we manage and conduct our business. The

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organisation will require increased guidance and support from the improvement and organisational development team, in particular in relation to learning and development which underpins the potential of the organisation.

The savings target was reduced to £153,985

6.3 Income generation was ruled during stage 2. In order for this option to be considered further additional resource would have been required to bid for and manage contracts. This would bring a very high risk of inefficient allocation of resources in a time where the organisation needs to be able to focus on its internal improvement and organisational development programmes.

6.4 The proposed restructure for IOD was informed by all of the above. The aim of this structure is to provide a focussed and flexible strategic support service for the organisation that can drive forward corporate improvement, learning and development and overall organisational development to meet the current and future needs of the Council.

The proposal creates a much flatter structure and introduces a fully integrated project, programme and portfolio management approach. The job descriptions at each level of the structure will be generic. The group of jobs will have a set of required skills and experience. The proposed structure includes Improvement Programme Managers with responsibility for the 3 key areas of delivery:

• Learning and development

• Planning, performance, policy and research

• Business processes

6.5 The proposed structure assumes that key deliverables from the Learning and Development Strategy, IT improvements and partnership working on learning and development are implemented. It also requires that the Argyll and Bute Manager programme be developed, delivered and implemented to ensure that managers have the skills to carry out the core corporate requirements of the council with support, advice and guidance rather than the current hands on support that is delivered in some parts of the service.

The service will face increased demand to support the Argyll and Bute Manager

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initiative. As a result there is a requirement to retain 3 additional posts for up to 2 years (review need after 1 year) to support the service through the transition period. These posts are; 1 x LGE 11 Improvement Officer, 1 x LGE 9 Improvement Assistant and 1 x LGE 7 Admin Assistant.

Savings delivered form this option are summarised below:

Revised savings target £153,985

Savings identified from salaries £147,348

Savings identified from existing contracts

£6,637


7.1

A robust and detailed implementation plan has been prepared which has considered all of the risks involved. Savings have been profiled over the 3 year period of the review and progress against the plan will be monitored by the Chief Executives DMT and the Transformation Programme Board. The preferred option being taken forward is a management decision and no policy changes are required.


8.1

Employees have been engaged throughout this process in one to one meetings with line managers, through a series of team meetings and through one to one meetings with the Improvement and Organisational Development Manager. Feedback from employees has directly influenced the proposals submitted.


9.1

The principle customers of this service are the Council’s employees and senior managers. The responsible Heads of Service attended departmental management team meetings and identified key issues for consideration as part of the options appraisal. There was clear support for a more flexible approach to the service and improved communication of what the team offers in direction, guidance and support and what it has achieved. A recent internal audit of community planning was very positive. A recent external verifier visit for the SVQ centre was also very complimentary.


10.1

Third sector partners have been involved in the self assessment of the community planning partnership which the Improvement and Organisational Development team has responsibility for. Feedback was very positive. Third sector partners have also been involved in the development of the approach to learning and development strategy which will focus on developing a more partnership based approach to planning, delivery and monitoring of learning and development.

11 Social Impact

11.1

Any negative social impact resulting from the proposals would be primarily on the communities of employees who were made redundant or had their place of work changed. The Council is committed to minimising compulsory redundancies. The proposal is also predicated on the principles of workforce deployment, which embraces flexible and remote working, maximising the use of IT communications. The new teams created will not be required to relocate physically, but will be

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managed using the approaches piloted through workforce deployment. 12 Equality Impact Assessment

12.1

An equality impact assessment has been carried out and a separate report on the equality impact assessment prepared. A neutral impact on all employees and stakeholders is expected as result of the equalities impact assessment. Arrangements will be made to monitor and review the impact.


13.1

A sustainability assessment has been carried out and a separate report on the sustainability assessment prepared. No negative sustainability impacts have been identified. Arrangements will be made to monitor and review the impact.

14 Conclusions

14.1

The Improvement and Organisational Development team is in the early stages of development as an area of service, with activity underway at present to ensure delivery of service and to implement improvements to corporate service delivery. The team has a driving role in the improvement of the organisation, ensuring that frontline Council services have the tools to deliver best value and that employees have the skills in place to achieve continuous improvement.

14.2 There are key principles that govern the development of the restructured model for Improvement and Organisational Development. These have been developed as a result of comparative analysis of support models in other organisations, customer feedback from Chief Officers in relation to support provision and from employee consultation. The principles are:

• Improvement and Organisational Development is a key driver in enabling the Council to achieve its objectives.

• The current ambitious improvement and transformation agenda will require significant support from the service.

• Learning and development is critical to the improvement and transformation agenda.

• The Argyll and Bute Manager is a core element of the future improvement of the organisation that is being developed for implementation by a joint team from Improvement and Organisational Development and HR.

• Effective alignment and positive engagement with services and departments at a strategic and operational level is essential to the success of the proposal.

• Partnership working will be maximised.

14.2

The proposed new structure will deliver a more flexible approach to service delivery and enable the team to concentrate resources on the areas that are prioritised by the Council.

14.3 There are current risks associated with reducing the staffing levels and adopting a more responsive approach. However, this will be mitigated through the close monitoring and prioritisation of approach to managing risk.

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Support Services Review – Executive Summary – Health and Safety

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HEALTH AND SAFETY REVIEW – EXECUTIVE SUMMARY- NOVEMBER 2011

1 Introduction

1.1 The Council has a statutory duty to comply with the Health and Safety at Work legislation to ensure that services are delivered and that our places of employment and methods of work are operated in a safe and healthy manner. The council is a category 1 responder as determined by Civil Contingencies Act 2004 (Contingency Planning) (Scotland) Regulations 2005. These two core responsibilities to protect the people of Argyll and Bute, our customers and employees have been the key drivers for this element of the service review.

1.2 This review takes an approach that seeks to minimise the risk to the organisation, taking into account the changes that have taken place to health and safety as a result of the Council’s modernisation process, whilst delivering on the target 20% budget reduction.

1.3 The review leaves the structure broadly similar to that which was put in place at 1st April 2010,

but removes 3 posts which were either vacant or released through voluntary redundancy. There are no proposed reductions to the health and safety operating costs, as the Council is required by legislation to provide sufficient resources to enable adequate management of the service. Additional savings come from the regarding of one post and the improvement of efficiencies in delivering training.

1.4 The post of manager is currently vacant and the process of recruitment to this post is underway. The success of recruiting a new manager will be important to moving forward with the service in the longer term and ensuring that the improvements are implemented. Changes to health and safety culture across the organisation will be a key component of the service’s future improvement, closely linked to learning and development and the Council’s core competency and skills contained in the employee Development Framework.

2 Baseline Report

2.1 The Health and Safety Section’s purpose is to ensure a safe and healthy workplace for all employees and service users and to assist the Council in meeting its statutory requirements within current health and safety legislation. This is achieved by:-

• Providing a Health & Safety advisory and support service to the Council.

• Preparing and maintaining on behalf of the Chief Executive, the Corporate Health & Safety Policy and support policies.

• Preparing, maintaining and monitoring on behalf of the Chief Executive, the Corporate Health & Safety Plan.

• Preparing and maintaining the Health & Safety Work Plan and to monitor the progress.

• Advising and supporting departments to ensure safe working practices across all services by providing appropriate information, advice, support, risk assessment and training.

• Arranging and delivering appropriate Health & Safety Training.

• Delivering in-house occupational health programmes that complement the Council’s external Occupational Health provision.

Civil Contingencies

• Ensuring delivery of civil contingencies and preparedness of the Council under its statutory obligations as a Category 1 responder in the event of a civil emergency.

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2.2 The existing Health & Safety structure comprises 13.6 FTEs:

There are currently 3 vacant posts in the service.

2.3 The overall budget within Health and Safety comprises of the following individual budget headings - Health and Safety, Moving & Handling, Personal Safety and Civil Contingencies. The identified budget for the service is £494,624 less the challenge fund savings of £30,718 results in a baseline of £463,906. The 20% savings target is therefore £92,781.

Baseline budget £494,624

Challenge savings £30,718

Revised baseline budget £463,906

Target savings £92,781

Further savings options Feb 2011 £53,865

Savings still to identify £38,916

Overall savings identified £38,916


3.1 A benchmarking survey was undertaken with three Scottish local authorities and NHS Highland to provide comparative information regarding their corporate Health and Safety provision. The Scottish councils provided useful information, but no response was received from NHS Highland.

As Health and Safety provision has a largely statutory basis, respondents deliver similar

Head of Service

H&S Manager LGE 14

Assistant H&S

Manager LGE 13

Personal Safety Trainer LGE 10

Moving and

Handling Trainer LGE 10

3.5 H&S Officer LGE 11

H&S Assistant LGE 9

2x Admin Assistant LGE 6

Civil Contingen

cies Manager LGE 11

Civil Contingen

cies Officer LGE 8

0.6 Moving and Handling Coordinator LGE 12 (deleted 31.03.11)

0.5 Health Improvt

Officer post LGE11 (deleted 31.03.11)

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services and functions with variation being broadly in line with the number of employees undertaking the work and outsourcing elements of service delivery. Although the survey did not seek financial information, the number of employees was used as a proxy for costs. Due to no information from one of the respondents, relative costs are compared with only two respondents; Highland Council and Dumfries and Galloway Council. In the delivery of Health and Safety, Argyll and Bute Council employs 13.6 FTE, Highland Council and Dumfries and Galloway Council employ 5 and 7 respectively. Argyll and Bute Council has about 5,200 employees. Dumfries and Galloway Council has about 5,800 employees. Highland Council has about 12,000 employees. The ratio of all people employed in Health and Safety to all council employees is therefore;

• Argyll and Bute Council 1 : 382

• Highland Council 1 : 2,400

• Dumfries and Galloway Council 1 : 828 These ratios illustrate a relatively high number of Health and Safety employees in Argyll and Bute. However this is based on the establishment and not the existing number of Health and Safety employees. The higher number of posts in Argyll and Bute relates to the additional tasks and services provided. The respondents to the survey were asked to compare their functions with the Argyll and Bute Health and Safety team. All respondents undertake similar broad functions relating to Health and Safety policies and plans. This includes producing plans and regular reports, delivering training and undertaking audits. The main differences highlighted through the survey were the direct delivery of services in Argyll and Bute which are outsourced (either fully or partially) by respondents. This includes internal occupational health services, fire risk assessments, vetting of contractors and consultants and specific training provision. Although no specific questions relating to management arrangements were asked, it was clear that all respondents employed a dedicated Health and Safety Manager and Team. Whilst some services are delivered in-house in Argyll and Bute which are outsourced elsewhere, this is due to the employment of professionally qualified, dedicated personnel. This includes specific posts – a Moving and Handling Officer and a Personal Safety Trainer. In respondent organisations, other outsourced work is undertaken by partners, consultants or other council departments.

In conclusion therefore, the approach we have adopted in Argyll and Bute Council to the delivery of Health and Safety is a hybrid service, a combination of advice and hands on delivery and assessments.

4 Future Challenges

4.1 The future challenges report of the Health and Safety service identified what it needs to deliver in the future and the issues, both internal and external, that will affect future delivery. It took into account the changing needs of the organisation its internal customers, and reflected the strengths and weaknesses based on the Baseline and Benchmarking reports. The main findings were:- Health and Safety

• Current satisfaction levels for the Health and Safety service are low amongst the Strategic Management Team following the centralisation of the service in March 2010. A key requirement for the service is to improve customer satisfaction and identify and implement an agreed level of service for departments.

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• At an operational level, the ongoing programme of Fire Risk Assessments, audiometric testing, hand arm vibration testing, personal safety training, food hygiene training and moving and handling training that target areas of service activity where there is a high potential risk to employees are a fundamental part of the service’s activity. This activity is carried out at an operational level and has a direct impact on improving the health, safety and well-being of employees, particularly in non office based environments.

• Corporately there is an ongoing positive downward trend in reportable accidents across the Council. Maintaining this trend is a priority for the Service in partnership with managers.

• Although activity is being carried out at an operational level and having a real and positive impact on employees in service areas, the strategic overview and clear lines of responsibility between the corporate team and departmental managers requires clarification. Departmental Management Teams require a comprehensive reporting mechanism for Health and Safety activity to assure them that risk is being effectively assessed, action is being taken to address any weaknesses and training carried out to prevent future incidents.

• Employees require ongoing access to health and safety information to enable them to carry out their duties in a safe and healthy manner. Continuing to promote health and safety messages through the Council’s communication systems, such as Cascade, must continue to be developed.

• Employees and managers require clear guidance on their own personal health and safety responsibilities. The rolling out of personal statements of responsibility to all employees is fundamental to this.

Civil Contingencies

• The small Civil Contingencies Team works very closely in partnership with the other Category 1 responder agencies. Operationally there is a robust system in place to deal with incidents. At a strategic level, development work is in place to improve the awareness at senior management level for responsibility and response during an emergency situation. This must continue to be developed.

• Recent training for Chief Officers received over 90% positive feedback as a learning experience. Engagement by Chief Officers in response is critical to maintaining resilience, and invitations are now extended to all Chief Officers to participate in the regular exercises that are carried out. Attendance at Emergency Management Support team meetings continues to be disappointingly low, but implementing a regular reporting mechanism to SMT will further highlight areas for further development.

4.2 The PESTLE analysis showed that The Health and Safety service is driven by legislative requirements and the ongoing need to mitigate risk of, and reduce the incidence of injury to or adverse health impact on, Council employees and service users. Changes to legislation impact directly on the service as do changes to methods of service delivery. Civil Contingencies is also closely governed by legislation and the ongoing need to provide effective contingency planning to ensure the protection of the population of Argyll and Bute.

The dispersed geography of Argyll and Bute means that there is a need for employees to be fully appraised of their health and safety responsibilities and for managers to support and guide employees who are located some distance from the main settlements and Council bases. This requires ongoing training for managers in their responsibilities and good access to up to date information.


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5.1 Health and Safety combines elements of high level health and safety advice, assessment and audit with a programme of training focussed on prevention in areas of risk. The current approach is coupled with ad hoc responses to service needs, which across a wide area can be inefficient. Better use has to be made of the high level of skills available in health and safety both within the service and across the Council to deliver greater efficiency. Embedding good health and safety knowledge, practice and responsibility is critical and requires a change in approach. The options include investigating alternative delivery methods, including better service integration with Planning and Regulatory services where the workforce share many of the skills required for Health and Safety.

Option Score

Complete outsourcing of Health and Safety functions

51

Outsource elements of the service to a range of providers

32.5

Restructure the Health and Safety Section

88

Decentralise the Corporate Health and Safety Section

41

Improve joint working between Health and Safety and Planning and Regulatory Services

63

5.2 Complete outsourcing of the service was difficult to cost as there are no examples of fully

outsourced Health and Safety services in Scottish local authorities. However this option scored more highly than the outsourcing of the component parts and was taken forward to stage 2 where a fuller investigation of service providers took place.

5.3 Some market testing was carried out to determine the cost of outsourcing the individual elements of the service although this was not a complete evaluation of the market place, costs returned showed that the current in house provision was cheaper than outsourcing the individual components

5.4 The Health and Safety service was centralised in April 2010 with staff transferred from other services. Subsequently some management posts in departments, previously with responsibility for health and safety were deleted. The current structure reflects both the existing service provision and pay grades of the staff in the centralised team. Restructuring will provide a new structure which will better meet the needs of the services, allow for the removal of vacant posts and staff who are due to retire. Four alternative proposed structures were developed for consideration.

5.5 With the changing structures of the Health & Safety Executive, an increasing transfer of responsibilities to Local Authorities is being considered. In the longer term, merging Regulatory Services with the Health & Safety section would create an opportunity for joint working.

5.6

Three options were approved to be taken forward to stage 2 for further investigation.

• Complete outsourcing of Health & Safety Services

• Restructure the Health & Safety Service to achieve savings

• Improve joint Working with Regulatory Services


6.1 Complete outsourcing of Health & Safety Services

The loss of local and departmental knowledge and a high level of professional expertise would be significant, presenting a risk to the organisation. This needed to be fully considered before

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a final decision is taken to implement this option. There would be a negative impact on staff as a result of the protracted processes and the threat of redundancies. There will be a reduced capacity to respond to unforeseen incidents. Investigations may be held up as a result of external providers’ availability. At present there are no obvious service providers and no other authorities outsourcing their service.

This option scored 44.7 and was therefore not recommended to be taken forward.

6.2 The proposed structure for the Health & Safety Service comprises 11.5 FTE:

This proposal brings the Assistant Health and Safety Manager post in line with the other post structures in similar teams in the service at LGE 12 rather than LGE 13. This will be subject to Job Evaluation. This provides senior officer support to the Health and Safety Manager and the post would line manage the civil contingencies team and trainers. The overall strategic management of the team, liaison with departments and negotiation of SLAs would be concentrated in the Health and Safety Manager post.

Additional savings will be realised through realigning the training programme to extend where possible the timing between refresher courses for moving and handling and personal safety which will allow savings to be made. Any perceived risk through extending these courses will be mitigated against by the creation of e-learning material.

Training to external service providers is also provided on a fee paying basis by the Health and Safety trainers. To date this has not been promoted however some training has been delivered to external users and over the period from January – July 2011 £6,200 has been generated for the Council. With increasing requests for provision of training to external organisations, courses such as Responsible Persons and Food Hygiene have been provided on a daily rate of £450.00, it is entirely reasonable therefore to include a revenue stream within this option.

The savings identified would be:-

New methods of delivering training and increased revenue

£10,081

Regrading of LGE 13 post to LGE 12 £6,343

Removal of admin post LGE 6 (retirement in 2012) £23,492

Regrading of moving and handling post (subject to (£1,000)

Head of Service

H&S Manager LGE 14

Senior H&S Officer LGE 12

Civil Contingencies

Manager LGE 11

Civil Contingencies Officer LGE 9

Personal Safety Trainer LGE 10

Moving and Handling Trainer

LGE 11

3.5 H&S Officer LGE 11

H&S Assistant LGE 9

Administrative Assistant LGE 6

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gauge evaluation)

The restructure option scored 74.3 and was approved to be taken forward.

6.3 The proposal in the Long Options list to merge Health & Safety with Regulatory Services has been rejected but the development of a closer working relationship was identified as a way forward. Over the years, there has been a reasonably close relationship within the two services, more so over the past two years where a number of collaborative investigations have taken place. Joint working on investigations such as the Castle Toward issues have taken place and exchange of information and advice has been helpful to both services.

There are no additional savings delivered by this option.

This option scores 67.8 and was therefore not recommended to be taken forward 7 Implementation Plan

7.1

The expected outcomes of the preferred option for the Health and Safety workstream are:

• Review and revise Health and Safety training programme and where appropriate increase the time period between refresher courses. Initial courses will continue to be delivered in the current manner. Both initial and refresher course content will be reviewed continuously.

• Develop e-learning material to support Health and Safety training to reduce any risk created by increasing the time period between refresher courses.

• Generate increased revenue through the delivery of Health and Safety courses to external organisations / partners

• Restructure Health and Safety team through realignment and re-grading of posts and deletion of vacant posts to better meet the needs of the services.

• Improve the service through: o The development and management of Service Level Agreements with

departments o Reviewing and updating the Health and Safety handbook o Revising the Corporate Health and Safety plan o Developing Health and Safety competencies for all employees, at all levels

aligned to the Argyll and Bute Manager initiative. o Developing generic Health and Safety e-learning for all employees aligned to

the competencies framework o Revising and updating Health and Safety guidance pages and policies on the

Hub, including sign posting to statutory information where applicable. o Developing Health and Safety material for induction process o Reviewing civil contingencies work programme

In order to support the above service improvements there needs to be less “hand holding” of managers by corporate Health and Safety staff.


8.1

Being mindful of the potential for posts to be declared redundant, the Head of Improvement and HR and the Health & Safety Manager have met with the Health & Safety staff to keep them informed of progress. The Health & Safety Manager has involved the majority of the current staff in sourcing materials and relevant information associated with this review. During staff meetings, the progress throughout the stage one long options preparation was discussed with the staff. Any positive suggestions from the staff were considered and where they had a beneficial input to the service review, they were incorporated.


9.1

Along with all other services forming part of the Support service review there has been attendance at each DMT to discuss issues and requirements related to the service. There is also a mechanism for continuous feedback in respect of service delivered by our customers.


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10.1

There has been no engagement with the third sector. However some third sector organisations currently receive and will continue to receive training and advice from the service.

11 Social Impact

11.1

Any negative social impact resulting from the proposals would be primarily on the communities of employees who were made redundant or had their place of work changed. The Council is committed to minimising compulsory redundancies however there is one proposed in this option. The proposal is also predicated on the principles of workforce deployment, which embraces flexible and remote working, maximising the use of IT communications.


12.1

An equality impact assessment has been carried out and a separate report on the equality impact assessment prepared. By carrying out a fair and robust Equality Impact Assessment individuals or groups suffering from a disability may suffer from a negative impact in terms of delivery of training through the method of e-learning. Actions to mitigate these impacts have been identified and all training will be delivered as part of a blended learning programme.

All other groups will experience a neutral impact and will not be adversely affected as a result of the proposed structure and delivery of service.

As part of the review being assessed, consultation and engagement activity has been carried out with Health and Safety staff, DMT’s, IHRMT and Transformation Board and benchmarking activities with other local authorities and external providers.


13.1

A sustainability assessment has been carried out and a separate report on the sustainability assessment prepared. No negative sustainability impacts have been identified. Arrangements will be made to monitor and review the impact.

14 Conclusions

14.1

The Health and Safety and Civil Contingencies service comprises highly qualified and experienced officers who are effective at an operational level. The strategic link with SMT/DMTs and Chief Officers requires immediate attention to improve confidence in the team and to link operational activity to the strategic needs of the organisation. Embedding responsibility for Health and Safety is an ongoing challenge that links closely to culture change and improved training in the organisation. Embedding understanding and awareness of civil contingencies responsibilities amongst chief officers and managers is an ongoing challenge that will be addressed through implementing the improvement plan currently under development following external evaluation.

14.2

The proposed new structure will act as a driver for change and improvement across the organisation, embedding a culture and set of behaviours that improve our overall approach to health and safety.

14.3 There is a current risk associated with the post of manager being vacant, but this will not prevent the service moving forward on delivery of the preferred options. The implementation plan takes into account the potential timescale for recruitment and potential delays that may arise.

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Support Services Review – Executive Summary - Communications

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ARGYLL AND BUTE COUNCIL - SUPPORT SERVICES REVIEW

COMMUNICATIONS - EXECUTIVE SUMMARY- NOVEMBER 2011

1 Introduction The communications team protects and enhances the reputation of the

council. The team promotes council decisions to a variety of audiences, including

residents, staff, elected members, national government and the wider world. This is

done using a number of communication channels and techniques:

• Media relations

• Design

• Online and social media

• Publications

The team offers professional advice to services to help them get their message

across in the most effective and cost efficient way. This includes offering advice on:

• Communications strategy

• Suitable tactics and techniques

• Plain English writing

• Corporate style and branding

• Imagery and photography

• Design and layout

The team also has responsibility for internal communications, keeping all staff

informed about council decisions and policies which impact on them. The team is

responsible for the following channels:

• The Hub – intranet

• Newsflash – ad hoc email messages

• Cascade – fortnightly staff briefings

• Work4ce – quarterly staff newsletter

1.1 Following discussion, debate and consideration by the Board and the Strategic Management Team on the merits of applying a 20% cut to the communications function during a time of significant change and transformation and the range of alternative options presented, it was agreed that the service should not face a 20% cut.

2 Baseline Report

2.1 The communications team protects and enhances the reputation of the council. The

team promotes council decisions to a variety of audiences, including residents, staff,

elected embers, national government and the wider world. This is done using a

number of communication channels and techniques:

• Media relations

• Design

• Online and social media

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• Publications

The team offers professional advice to services to help them get their message

across in the most effective and cost efficient way. This includes offering advice on:

• Communications strategy

• Suitable tactics and techniques

• Plain English writing

• Corporate style and branding

• Imagery and photography

• Design and layout

The team also has responsibility for internal communications, keeping all staff

informed about council decisions and policies which impact on them. The team is

responsible for the following channels:

• The Hub – intranet

• Newsflash – ad hoc email messages

• Cascade – fortnightly staff briefings

• Work4ce – quarterly staff newsletter

2.2 The Communications service comprises 2.6 substantive posts and has been temporarily enhanced to include and additional Communications Officer and Communications Assistant from January to December 2011. This has been covered temporarily by short term vacancy savings within the wider Improvement and HR service, which are not sustainable in the longer term.


3.1 Argyll and Bute Council’s communications team is small in comparison to other

similar sized organisations.

The permanent staff of 2.6 FTEs is currently bolstered by an additional temporary 2

FTEs, serving 4600 employees. (ratio 1:960 employees)

The smallest organisation to respond to our survey was Clackmannanshire Council.

They have 5 FTEs in the communications team and serving a staff of 2,200. (ratio

1:440)

None of the organisations compared with have similar geographical challenges or the

combination of centralised and decentralised governance structure that is currently in

place in Argyll and Bute Council.

The Communications team budget predominantly for staff. The team has a very

limited budget to carry out communications activities such as producing leaflets,

newsletters, events or design.

Argyll and Bute Council’s communications team carries out the same functions as

other communications teams in respect of communication activities. The team does

not include the web team, although it manages corporate web content. The

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management of service related web content is managed through the Web Team and

individual departmental representatives take ownership of service content.

The team provides good value for money compared with the potential costs of using

an external agency.

There is increased demand for the teams’ services as the council negotiates a

changing political landscape and the challenges of delivering quality services with

diminishing budgets.

Residents who feel they are well informed about their council also tend to rate the

council’s performance more highly. There is a clear link which shows that keeping

people well informed increases their satisfaction.

4 Future Challenges

4.1 The Communications service has made significant improvements to corporate communications during 2010/11. The temporary increased resource that now brings the team size in line with other similar authorities will facilitate further improvements. Implementation of the proposed 20% cut to the communications budget would weaken the improvements that have been made.

4.2 The use of new media technologies is beginning to be used, but requires further development to ensure that our customer base can access information in the format that is most appropriate to them.

4.3 The combination of supporting members and officers during a time of budget cuts and difficult service delivery decisions presents a significant challenge to the team during 2011/12 in protecting and enhancing the Council’s reputation.


5.1 Initial options to reduce the communications team’s substantive budget by 20% were rejected as they would have left the service in a position where it was no longer able to function.


6.1 The preferred option is to leave the structure of the team unchanged, making the temporary posts permanent. The team will retain its current enhanced size of 4.6 FTE, its structure and budget.


7.1

Implementation of this option is straightforward, as the current structure is in place. There will be contractual issues to address with existing temporary staff, which will be delivered in line with the Council’s policies and procedures. Recruitment of the vacant Communications Assistant post can take place immediately. The change in focus presented by the new Communications Strategy will require some changes to individual areas of work and responsibility. This will take place as part of the implementation plan and employee engagement/consultation. Making the temporary structure permanent requires additional investment of £55,181 per year.

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8.1

Staff have been engaged in the process via team meetings and regular dialogue.


9.1

Customers have been consulted via surveys.


10.1

There has not been any direct engagement with the third sector on this review.

11 Social Impact

11.1

A less effective communications function would have a negative social impact as residents would find it harder to access council services. This in turn could lead to a negative impact on their lifestyle.


12.1

The review has taken into account best practice in terms of communicating with all residents. A range of methods are used to provide information about services so that people can access the information they need, in a way which suits them. This includes providing information in plain English, in different languages on request and in other formats such as Braille or large print.


13.1

The review has considered using communications methods which have a minimal impact the environment. This includes an increased focus on electronic communications methods where appropriate.

14 Conclusions

14.1

Argyll and Bute Council’s communications team is small in comparison to other

similar sized organisations. Making the current temporary structure permanent will

result in a ratio of communications staff to other staff of 1:960. This still leaves the

team smaller than any of the other council communications team which responded to

our benchmarking survey.

Argyll and Bute Council’s geography presents particular challenges when it comes to

keeping residents and staff fully informed. The council needs to explore innovative

methods of communicating which will improve information flow and reduce costs.

There is increased demand for improved communications as the council negotiates a

changing political landscape and the challenges of delivering quality services with

diminishing budgets.

Residents who feel they are well informed about their council also tend to rate the

council’s performance more highly. There is a clear link which shows that keeping

people well informed increases their satisfaction.

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Support Services Review – Executive Template

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ARGYLL AND BUTE COUNCIL – SERVICE REVIEW

REVENUES AND BENEFITS – EXECUTIVE SUMMARY- 11 NOVEMBER 2011

1 Introduction

1.1 The Revenues and Benefits Unit is distinct from the other services reviewed

within the Support Services Review in that it offers direct front line services to

the people of Argyll and Bute in the following areas:

• Council Tax administration and collection

• Collection of arrears of community charge

• Collection of water and sewerage on behalf of Scottish Water – statutory function

• Non-Domestic Rates administration and collection

• Administration of Housing Benefit and Council Tax Benefit including Counter Fraud Investigation.

• Sundry Debtors

• Processing of all Cash receipts for Council

The Head of Customer & Support Services and the Revenues and Benefits

Manager have jointly developed the preferred option arising from this review

with the support of the Department and Works and Pensions (DWP)

Performance Development Team.

The aim of the workstream is to deliver the required 20% saving whilst

maintaining the performance of the Revenues and Benefits Unit and, in

particular, service levels to our customers.

2 Baseline Report

2.1 The Baseline Report summarises the operating model currently in place within the Revenues and Benefits Unit.

2.2 Council Tax enquiries, Housing and Council Tax benefit enquiries and payments are handled by the council’s Customer Service Centre (CSC). This is delivered under an SLA between the CSC and the Revenues and Benefits section. The council tax back office maintains the council tax register, processes changes of address, applications for discounts and exemptions and handles all emails and postal correspondence and all the complex enquiries. It ensures that all bills are issued, payments are correctly processed and follows

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up on non-payment. The benefits team assesses all new claims and changes in circumstances for benefit claimants, makes pay overs of housing benefit and reclaims these through subsidy from DWP, recovers any overpayments, and prevents and detects fraud and error. The Non-Domestic Rates team maintains the valuation roll, processes all changes to occupiers, awards reliefs, issues bills and chases non-payers. The debt recovery section chase all arrears of local taxes post summary warrant and work very closely with our appointed sheriff officers. The sundry debts team co-ordinates input done remotely by departmental users distributed across the council, keys invoices for smaller departments, issue bills and follow-up and ensures that payments are correctly processed. The Cash and Income Collection unit handles all cash received through the post, controls all cash received electronically direct into the council’s bank accounts and oversees cash processed at customer service points and other council locations.

2.3 Improvement plans within Council Tax and Non-Domestic Rates focus on increasing Direct Debit take-up, working closely with sheriff officers to pursue large debtors and overall collection performance. In Sundry Debts we have recently upgraded the system to allow for payment by direct debit and this facility is now being implemented. Audit Scotland carried out a follow-up audit of benefits in June 2011 and have identified a number of further areas for improvement. An improvement action plan has been agreed with them. Internal Audit also carry out a regular programme of audits covering Revenues and Benefits on an annual basis which provides a regular independent appraisal of this function.

2.4 In 2011/2012 there was a total of 70.6 FTE split as follows:

• 1 FTE Revenues and Benefits Manager

• 14.5 FTE Council Tax

• 5.5 FTE NDR

• 5.5 FTE Debt Recovery

• 2.6 FTE Sundry Debtors

• 6.0 FTE Cash and Income Collection

• 35.5 FTE Benefits

2.5 The key performance measures for the service were as follows in 2009/2010:

• Cost of collecting Council Tax per dwelling of £11.23 with in year collection rate of 95.9%

• Cost of collecting NDR per dwelling of £42.85 with in year collection

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rate of 97.5%

• Cost of collecting Sundry Debtors per invoice of £12.10 with in year collection rate of 60.7%

• Gross cost of Benefits Administration per case of £59.59 and average time taken to process new claims of 23.8 days.

2.6 The service relies heavily on IT Systems which are provided by Northgate (core Revenues and Benefits Processing System) and Civica (EDMS, Debtors and Cash Receipting).

2.7 The unit has two key service contracts for debt recovery services with two firms of Sheriff Officers - Stirling Park LLP for Council Tax arrears and Walker Love for NDR and Community Charge arrears. These contracts expire on 31 May 2012. The Water billing and collection order 2010 provides the statutory framework for collection of domestic water and sewerage charges on behalf of Scottish Water. This expires on 31 March 2012 but is expected to be renewed at that time. The current order requires for payovers to be done on an overall formula basis which disadvantages local government. This is being re-negotiated nationally.

2.8 The major risk to the service is from the UK government’s Welfare Reform agenda. The UK government are proposing to replace Council Tax Benefit (CTB) from with a local scheme from April 2013, saving 10% in the cost of CTB. This equates to c £600,000 loss of CTB which could have a direct knock on effect on council tax collections. It is also proposed that the Counter Fraud Unit will transfer to a new Single Fraud Investigation Service (SFIS) run by DWP from Autumn 2013. Fraud staff may transfer under TUPE but this has not been confirmed. It is likely that they will continue to be located within local government premises and employed by local government to at least 2015, but will work to SFIS policies and procedures from 2013. It is proposed that new claims for housing benefit will be included in universal credit from October 2013, but existing claimants could remain on Housing Benefit until 31 March 2018. Significant reductions are expected in DWP admin grant as a result of these changes. Reform of local taxes is also a risk. The SNP continues to push for replacement of council tax with a local income tax which would be collected by HMRC. This would affect all posts in council tax and most of debt recovery posts. Economic factors continue to impact the service. The continued downward pressures on the economy are increasing benefit caseload and making collection of local taxes harder. There has been a marked effect on collections of arrears of NDR which are much slower than previously.

2.9 In terms of customer feedback, a comprehensive survey of benefits claimants was carried out through Hexagon in March 2011 and showed a high level of customer satisfaction with the service. Interestingly there was little desire to move to applying for benefits online or to communicate through email. This is

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of increased relevance given the stated intention of DWP to move all claims for Universal Credit to online channels. A previous best value review of council tax and NDR customers showed a very high level of customer satisfaction with the service with the biggest complaint being that the survey was a waste of council resources. All complaints are logged and carefully followed up to ascertain if there are any procedural issues that need amending. All are individually reviewed and signed off by the head of service. Correspondence statistics are reviewed every week to ensure that customers are answered within the 2 week target wherever possible.

2.10 Revenues and benefits was identified through the Efficient Government programme as a key area for shared services. We were one of the participants in the revenues and benefits shared service project led by the North of Scotland local authorities (NOSLA). This produced a viable business case which would pay back in 4.5 years and thereafter produce a 20% saving year on year. Member authorities requested the Scottish Government for some funding for upfront implementation costs in order to share the risk of the potential government imposed changes to local taxation and benefits. No funding was forthcoming, and as such no one was willing to go ahead with the investment. It should be noted that the preferred options from this review produce a similar level of savings without the need for any significant upfront investment.


3.1 Extensive benchmarking was carried out to gauge the performance level of the service in comparison to other Scottish Local Authorities. Benchmarking data was widely available for the majority of the Revenues and Benefits service with a number of statutory PIs for council tax and benefits which are audited annually supplemented by an extensive set of CIPFA Director of Finance statistics being collected nationally. Further benchmarking data was available within the NOSLA (North of Scotland Local Authorities) Group and from data taken from the report into the Clyde Valley Review of Revenues and Benefits.

3.2

In summary the service was benchmarked in four distinct areas:-

• Council Tax

• Non-Domestic Rates

• Benefits

• Sundry Debtors Some areas of Revenues and Benefits in Argyll and Bute compared favourably with other Scottish Local Authorities and some areas did not compare so well.

3.3 Council Tax

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Council tax administration and collection costs are well below the Scottish average being 24th least expensive in 2009/10, and are cheapest amongst the NOSLA councils. There is some opportunity to reduce costs nationally by increasing income if Cosla manages to negotiate a level playing field for Scottish Water payments.

Despite being relatively low cost, collection performance is also good, well above average and 11th across Scotland. Only one NOSLA council does better (Moray) and their unit cost is significantly higher.

3.4 NDR

NDR costs are well above average and 13th most expensive in Scotland per chargeable subject in 2009/10.

With regard to NDR collection, performance in Argyll and Bute is above the Scottish Average by 1.3% in 2009/2010 and compares well to other NOSLA Councils performance with only Western Isles achieving better collection rates. As collection rates do not directly impact the council, there are opportunities to look at reducing costs still further. With this in mind, one member of staff was given voluntary early retirement at 31 March 2011 which has already reduced costs.

3.5 Sundry Debts Argyll and Bute Council has the highest cost per sundry debtor account across Scotland. Collection performance, as a percentage of the opening debtors balance, is also the lowest of all other Scottish councils but the figure for the percentage of debt aged over 90 days is in the top third of all councils. This suggests that there are opportunities to improve performance in collections, possibly through more write-offs of old debt, and to reduce costs.

3.6 Benefits

The gross cost of Benefit administration is less than that of most other NOSLA councils but is considerably higher than the Scottish average, being 9th most expensive. Customer contact in Benefits in predominantly face-to-face due to the complexity of the system. Rural councils have much higher costs than large urban councils. The main cost element is staffing. In terms of performance, we are exactly average in processing new claims, and very slightly below average in processing changes in circumstances. We perform well when compared to other NOSLA councils. We are slightly above average in terms of the accuracy of our claims processing. We perform very well in recovery of overpaid housing benefit – 3rd best in Scotland. We also perform very well in terms of fraud investigations and prosecutions and sanctions. We are relatively well staffed in this area compared to larger councils and there may be opportunities to reduce costs in this area. It should

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be noted that this function is due to transfer to DWP in Autumn 2013. We are a fairly average performer in terms of processing reconsiderations but are below average for appeals and this is an area that has been highlighted in the recent Audit Scotland review as needing attention. There is scope for improvement and also potential to reduce costs in this area. There is potential to consider extending the remit of the benefits verification officers to also do council tax visits and some benefit reviews.

4 Future Challenges

4.1 The Revenues and Benefits Service is facing a considerable amount of change as a result of the Welfare Reform Bill which has the potential to see all or the majority of the benefits service transfer to DWP and the indications are that TUPE will not apply. With this level of change envisaged, and resources declining in the interim, the council will not wish to make any investment in this service which requires payback over more than a very short term period.

4.2 The long term future of council tax is also uncertain but it is expected to last for the full parliamentary term and some years beyond. As council tax is integrated to council tax benefit, the uncertainties about the replacement of that system from April 2013 are significant. There is very little time to develop a new system and implement this. Software suppliers have already said that this date is not achievable.

4.3 The key challenge will be to maintain any sort of satisfactory performance in the delivery of benefits prior to the implementation of universal credit given the significant decline in funding expected, and the continuing increase in caseload, reflecting the ageing population and continuing economic difficulties.

4.4 For council tax, the priority is to ensure that any reduction in the cost base does not have such a detrimental effect on collections that these would more than wipe out any savings. Council tax income is not included within the scope of the service review – only the costs in administering this, and this may be a flaw. Current performance levels are good, with opportunities at the margins across a number of aspects.

4.5 For NDR, costs are well above average at 13th most expensive in Scotland. Staff costs in NDR have already been reduced by 1 FTE in March 2011 which will have a significant impact on future costs. The challenge is to reduce these costs still further whilst still retaining capacity to support the Business Improvement Districts (BIDS) and Tax Incremental Financing (TIF) scheme being proposed. The council may have to be prepared to accept a fall in performance in the knowledge that it does not directly impact the council’s finances.

4.6 For sundry debtors, there is significant scope to improve performance. This should be the main objective in the first instance rather than reducing costs. Improved performance could result in significantly more income to the council rather than any reduction in costs to Scottish average levels or beyond. One of

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the possibilities is through outsourcing post final notice collection – this will further increase direct costs but these should be offset by reductions in central support service recharges. There may be scope to reduce costs through amalgamation with NDR and /or debt recovery, and this could also reduce reliance on key members of staff.


5.1 Stage 1 options for the Revenues and Benefits Unit were analysed in four distinct areas:

• Council Tax and Benefits

• Non-Domestic Rates (NNDR)

• Sundry Debts

• NNDR and Sundry Debtors together

5.2 The options evaluated at stage 1 for Council Tax and Benefits were:

• Continue as we are - this includes existing work programme to improve end to end processing between back office and front office (customer service centre)

• Discontinue the service - option is illegal as we have a statutory duty to provide this service

• Outsource the service in whole or in part - tendering/contracting out

• Developing a shared service with other Local Authorities

• Capture previously identified underspends and planned rationalisation of staff structure.

Each option was considered and scored for the criterion of Savings, Deliverability, Impact and Risk. The first option - continue as we are – was used as the baseline option. Outsourcing of this function has been relatively common elsewhere. However the level of change expected due to Welfare Reform Bill mean that this is unlikely to be attractive to potential service providers as they would have a short timescale to payback on their investments. Any outsourced contract is unlikely to be implemented prior to October 2013 when new claims switch to Universal Credit. Work undertaken as part of NOSLA in 2008 also identified that it would take at least 4.5 years for any shared services option to payback and therefore these risks are also prohibitive. The risks are therefore very significant and are unlikely to be clarified during the timescale of this service review. This meant that neither of these options scored particularly well. Therefore, the preferred option that went forward to stage 2 was:

• Capture previously identified underspends and planned rationalisation of staff structure.

There are opportunities to reduce costs in some areas of benefits whilst protecting resource directed to processing new claims and changes in circumstances. Costs in council tax were reduced from 1 April 2011 when a

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post was removed as a further savings option. There is limited scope to reduce costs in council tax much further without putting collections at risk which could cost more than savings made.

5.3 The options evaluated at stage 1 for NNDR were:

• Continue as we are

• Discontinue the service - option is illegal as we have a statutory duty to provide this service

• Outsource the service in whole or in part - service regularly provided as an outsourced option and can be of high quality

• Developing a shared service with other Local Authorities The first option - continue as we are – was used as the baseline option. NDR costs are well above average at 13th most expensive in Scotland. Performance is above average, and costs have already been reduced by 1 FTE in March 2011. Further reductions in cost based on internal improvements can only be made by combining this unit with another small unit such as sundry debtors. This is explored at 5.5 below and was the top scoring option for NDR and sundry debts at stage 1. The shared service option was explored as part of NOSLA along with council tax and the same issues with extended payback and implementation apply just as described in relation to council tax above. The outsource option for NDR scored relatively highly and was progressed to stage 2. There are significant risks as no-one has done it in Scotland – Midlothian recently tendered their service but failed to award a contract.

5.4 The options evaluated at stage 1 for Sundry Debt were;


• Discontinue the service – This would mean moving to requirement for upfront payment or not billing.

• Outsource the service in whole or in part - service regularly provided as an outsourced option and can be of high quality

• Developing a shared service with other Local Authorities

Argyll and Bute Council has the highest cost per sundry debtor account across Scotland. The team is relatively small at 2.6FTE and therefore there are few possibilities for improvement whilst this remains a standalone function. Further reductions in cost based on internal improvements can only be made by combining this unit with another small unit such as NDR. This is explored at 5.5 below and was the top scoring option for NDR and sundry debts at stage 1. The sundry debtors system was recently replaced and prior to doing so, attempts were made to buy in an outsourced service and a shared service. Unfortunately it was not possible at that time to obtain satisfactory services at a lower cost, so neither of these options were implemented. This experience has meant that these options scored low and we do not recommend these are explored further except as part of a much broader outsourcing package.

5.5 The option evaluated at stage 1 for NNDR and Sundry Debtors together was

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as follows:

• Amalgamate Sundry Debts and NDR sections. 1 post already removed and expect to save another post through amalgamation. Work with Governance and Law to re-engineer and improve collections of arrears, including consideration of using bought in collection services.

Amalgamating these two small teams provides a more flexible and more efficient unit. This would also provide more capacity to work with Governance and Law to improve collection levels for sundry debt, and maintain the existing high collection levels for NDR.

5.6 In summary the following three options were put forward to stage 2 of the Revenues and Benefits workstream of the Support Services Review:

1. Option 1 Outsourcing of Non-Domestic Rates (NDR) (see 5.3 above) 2. Option 2 Capture previously identified underspends and planned

rationalisation of staff structure in Council Tax and Benefits (see 5.2 above)

3. Option 3 Amalgamate Sundry Debt and NDR sections (see 5.5 above)


6.1 All three options in 5.6 above were evaluated at Stage 2. It should be noted that option 3 is an alternative to option 1.

With regard to Option 1 - Outsourcing of Non-Domestic Rates (NDR) - a Request for Market Information was issued via the publiccontractsscotland website to identify the extent of the level of interest in the market place for the provision of an outsourced NDR service. Three companies noted an interest and one, Capita Business Services Limited (Capita), provided a detailed response. This showed that an outsourced service would be more expensive and provide a lower level of service. As a result, it was recommended that this option was dropped.

Option 2 – Capture previously identified underspends and planned rationalisation of staff structure in Council Tax and Benefits. The option proposes new structures for each of Benefits and Revenues. It is also proposed to outsource Benefit appeals as these are very expensive at present and outcomes are poor. A proposal has been received from Capita to provide an external service for Housing Benefit Appeals. This offer is very competitive in terms of cost and would provide an improved level of service for the customer.

Option 3 – Amalgamate Sundry Debt and NDR sections. This option involves bringing two small parts of the service together to create a more responsive and flexible unit to provide efficiencies and improve customer service. This is an alternative to option 1 above.

Savings from option 2 and option 3 together meet the overall savings target. These options are not alternatives. They were evaluated separately as they

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could be implemented independently of each other.

6.2 The aim is to provide a coherent structure in Revenues and Benefits. The objective is to ensure that a quality end-to-end service is delivered within the council, whilst achieving efficiencies by delivering lean processes. Savings

The proposal delivers further savings of £140,325 which, in conjunction with savings already made through quick wins, vacancies and VER (a total of 6 posts), meets the target 20% of the existing Revenues and Benefits budget. Proposals also make allowance for a further expected reduction of grant from DWP of £60,000 in 2012/13. The structure reduces by a further 7.9 FTE. Of these 1.3 FTE are currently vacant, leaving a net reduction of 6.6 FTE affecting permanent staff members. There are 7.5 FTE applications for voluntary early retirement across Revenues and Benefits but there is not an exact match by grade. Overall these changes are deemed to be manageable with very few or no compulsory redundancies expected.

The overall picture is as follows:

Grade No Comment

LGE 11 -1.0 2.0 VER - one matches

LGE 10 -0.7 1.0 planned retirement

LGE 9 -1.0 1.0 VER, not precise match

LGE8 +0.2 2.5 FTE posts made redundant, 2.7 FTE created – not precise matches

LGE7 -1.5 Could redeploy to LGE6

LGE6 -2.0 3 VER, not precise matches

LGE5 0 1.5 VER

LGE4 -0.6 0.6FTE posts made redundant to be redeployed within Council

Total -6.6

Staffing efficiencies are principally in the following areas:

• Outsourcing benefits appeals (c 30 per annum) and re-allocating benefit reconsiderations to processing staff (saving 2 posts)

• Flattening structures

• Removing specialist post for benefits complaints

• Removing one counter fraud investigator as we are relatively

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overstaffed compared to other councils and this service is to transfer to SFIS from April 2013

• Removing 2 posts in cash section where new bank reconciliation system has created significant efficiencies

• Merging the council tax and NDR/debt recovery supervisor posts into a new Revenues supervisor post

• Removing 0.6 FTE from merged sundry debtors and NDR team

• Fully merging visiting officer and benefits assistant posts to provide more resource for benefits assessments and reduce numbers of visits to claimants.

Savings are also planned in supplies and services, principally in printing, stationery and postages through implementing new IT facilities to support e-billing, reducing usage of acknowledgement letters, and merging print runs for benefits and council tax so that letters for the same household are sent in the same envelope. A landlord portal will provide enhanced service to large housing associations and take the pressure off senior benefits staff in dealing with these queries, freeing up more resource to deal with increasing caseload. There will also be a small saving from moving 4 staff out of rented office accommodation into council owned office accommodation.

Efficiencies and Improvements

• Improved processes for dealing with Revenues and Benefits

• Improved customer service through e-Billing, landlords portal and merged print runs

• Improved performance in relation to Benefit Appeals

• Creation of a Corporate Debt Recovery team and development of new Corporate Debt Recovery Policy improving collections, especially for sundry debts

• Relocation of all Benefits staff into Council owned office premises

• Creation of larger combined NDR/Sundry Debt team with more flexibility to cope with customer demand.

The restructuring will mean that Housing Benefit appeals will no longer be processed internally. As a result, we expect to win more of these appeals in future. Additionally there will be a change of emphasis in relation to the role of the Visiting Officer whereby the majority of their time will be spent in the office processing benefit rather than in the claimant’s homes. Visits will only be accommodated if requested by a member of the public or if the Unit cannot get information to verify a claim for Benefit by any other means.


7.1

The key efficiencies & improvements which are expected are detailed above. A detailed Implementation Plan which identifies the key tasks for action has been prepared and this will be monitored by the Transformation Board to

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ensure that savings are realised. The timescale for implementation of the whole plan runs until March 2013.

7.2

Additional support will be required from the Council’s IT, Procurement and HR units in order to achieve the savings and efficiencies.


8.1

Members of the Revenues and Benefits Unit have had regular updates on the service review process from their manager and Head of Service. Initial meetings were held in May 2011 led by the Revenues and Benefits Manager and staff were visited in each area office. Themes and ideas were identified at these meetings and a further three-day workshop was held in Lochgilphead in June 2011 to further update staff, and develop ideas and themes for the review. The work carried out in these workshops and meetings was a key element in determining the future potential changes and improvements to the way that the service would be delivered. The outcomes have informed the final option.

8.2

Following the evaluation of options at stage 2, meetings have been carried out in September 2011 with all staff. Further individual meetings have been carried out face-to-face with all staff particularly affected by proposals in October 2011. Further staff consultation is planned on 17 November in Campbeltown and Lochgilphead.


9.1

A survey of benefits customers was carried out in February 2011 and results from this have been considered whilst developing these proposals as well as the results from the recent follow-up audit of benefits by Audit Scotland. The proposals for improving the quality of benefits appeals handling were discussed with Audit Scotland during their visit as a potential solution to the current low levels of performance in this area and this was agreed to be a sound proposal. There has also been engagement with the DWP’s Performance Development Unit and they were instrumental in the proposal to re-organise the benefits processing teams and create a sub-unit specifically for new claims, and re-allocate the visiting officer resource into processing. Discussions on these proposals have also taken place with the Council’s Customer Service Centre Manager who is responsible for much of the face-to-face contact with customers of the Revenues and Benefits service.

The proposals for e-billing and a landlord portal represent a potential considerable improvement to our customers, and we would expect them also to welcome receiving communications in a single envelope rather than separately in future.

The reduction in unannounced visits from benefits visiting officers is also likely to be welcomed as this can be a source of complaints. The reduction in counter fraud resource is not likely to be seen as a reduction in service.

The changes in the benefit support and development unit represent an

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efficiency for the council that is expected to have little or no impact on the customer experience. If anything, there is an improvement on the focus on handling the transition to universal credit.

Similarly the changes in revenues with the removal of the NDR/debt recovery supervisor post and reduction in account assistants in the cash section is not expected to have any impact on the customer. The reduction of 0.6 FTE in the new combined NDR/sundry debtors unit could have impacted on customer service but this has been mitigated by the amalgamation of the teams into a large enough unit to provide a consistent level of service throughout the working week.


10.1

Registered Social Landlords in particular should benefit from the proposals to introduce a landlord portal to see the impact of changes on their rent accounts. There are no other expected impacts on the third sector as long as benefit processing performance is maintained, and the proposals have been designed specifically around ensuring this objective is met.

11 Social Impact

11.1

There are no other expected social impacts as long as benefit processing performance is maintained, and the proposals have been designed specifically around ensuring this objective is met.


12.1

Equality impacts have been assessed as part of the scoring. Further consideration and a full equality impact assessment has been carried out as part of the implementation plan. It is not envisaged that any particular groups will be adversely impacted by these proposals. A fair and robust process has been undertaken to ensure that no-one in any of the characteristic groups are affected.


13.1

The proposals for making savings on printing, stationery and postage will all have positive environmental benefits. Similarly the withdrawal of visiting officers will reduce their travel and subsistence thereby reducing the council’s carbon footprint. None of the proposals involve any withdrawal of service that would adversely affect customers in having to travel further.

14 Conclusions

14.1

The Revenues and Benefits work stream of the Service Review delivers the required 20% saving. The delivery of the improvement plan for this review is dependent on a number of changes within the Council in relation to new systems and processes. The new structure has been developed to ensure consistency across the service in terms of staff structure, pay grades and

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ultimately the service delivered to our customers. The timescale for implementation as reflected in the plan highlights a number of key dependencies such as the development of the Corporate Debt Recovery Policy and the implementation of the Print Service improvements.

14.2

The Transformation Board will continue to be involved throughout the Implementation Phase to ensure delivery of key outcomes.

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Support Services Review – Executive Summary - ICT

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IT SERVICE REVIEW – EXECUTIVE SUMMARY- 11 NOVEMBER 2011

1 Introduction

1.1 Argyll and Bute Council has a centralised ICT function providing a full range of support services to all corporate and primary school users and services. In addition the service provides all infrastructure and key application support services for secondary schools. ICT operates from three main centres in Kilmory, Helensburgh and Campbeltown and also has a number of key frontline support staff based in Oban and Dunoon. The Head of Customer & Support Services, the IT Application Support Services Manager, and the IT Infrastructure Manager, have jointly developed the options appraised as part of this review. The aim of the review is to deliver the required 20% saving, minimise the impact of such a loss of revenue on the services we deliver whilst taking account of the challenges we face, and to exploit any opportunity to develop further service improvements.

2 Baseline Report

2.1 The ICT function is split into two distinct service areas: Infrastructure Services and Application Services.

• ICT Infrastructure – provision and maintenance of application servers, file and print servers Microsoft domain, voice and data network connections, network security, telephone switches, administration of BT One Bill and Vodafone bills, desktop support to all corporate and primary school users. Provision of Shared IT Services to ACHA under contractual agreement.

• ICT Applications – first line support of applications, installation and testing of software upgrades and new releases, interfaces between applications. Shared IT Services to ACHA under contractual agreement. Procurement (specification and tendering) of new systems, and project management of their implementation and testing. Input to ICT Strategy. Leads the establishment of the IT Capital Programme.

The staffing breakdown is as follows:

• Infrastructure – 40.41 FTE

• Applications – 14 FTE

• Management & Support – 2 FTE

The service operates from three data centres in Kilmory, Helensburgh and Campbeltown with the latter soon to be transferred to Kilmory. These centres host a consolidated and virtualised server environment designed to offer rapid server and storage commissioning as part of our move to a dynamic infrastructure. The service supports over 4,000 users excluding pupils and supports over 7,600 devices with a total cost of function in 2010/11 of £3.1m. This equates to 1.51% of the council’s total revenue budget. Unlike the rest of support services, a significant part of the budget (c £1.3m) is for externally

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provided supplies and services. The Council is a senior partner in the Pathfinder North network, and benefits from significant Government investment in our converged voice and data network. All schools, libraries and major offices are connected via a state of the art high capacity broadband network which allows ICT to deliver the very latest corporate and educational technologies. The Council benefits via cheap landline and mobile telephony costs, high speed application and communication access in schools and offices, federation with external partners via the new unified communications system, and a secure, robust and highly available server and application service. Specialised systems are provided mostly through the procurement and local installation of packaged applications on a commercial basis. There is no in-house capacity for the development of bespoke systems. Subsequent operational support and upgrade of these packaged systems is delivered through a small internal support team working with users and making use of maintenance contracts with suppliers (in many cases the originators of the deployed packages). Recently ICT as a whole has been active in identifying and deploying a range of generic and specialised technologies to support the Council’s adoption of new internal workstyles and means of engagement with its customers. ICT is regularly benchmarked against other Local Authorities via the National and Scottish SOCITM benchmarking services and regularly compares favourably with similar authorities in terms of cost, quality, and the effectiveness of the services delivered. The ICT service recently won a competitive 3 year IT services contract from ACHA with an option to extend for a further 2 years which is worth c £1.7m over the contract period. There is an on-going capital programme to invest in improved IT infrastructure and new applications to support new or changing business needs. This includes replacement of servers and PCs, Education domain extension in schools, further adoption of GLOW, establishment of successor to Pathfinder network, new property management system, further development of GIS, development of Social Work systems, and response to increasing requirements for more formal records management.


3.1

The benchmarking analysis is derived from the results of the Scottish Councils SOCITM Benchmarking Club review conducted during 2010. The nine Scottish council members of the club all participated in the review as follows: Aberdeenshire Argyll and Bute Dumfries & Galloway East Dunbartonshire

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Highland North Ayrshire Perth and Kinross Renfrewshire Shetland Islands The methodology has been developed by SOCITM in UK local authority ICT benchmarking over a number of years - Argyll and Bute has previously participated in UK-wide benchmarking reviews run by SOCITM.

3.2 In terms of costs, with only 1.51% of the council’s revenue budget spent on IT, the IT service costs exactly half of the most expensive IT service in Scotland at 3.02%, and more than a third less than the UK median of 2.46% and a quarter less than the Scottish median of 2.10%. In terms of spend per head of population, it is just below the median despite not having access to the economies of scale that larger more urban councils have. We have the second lowest cost per workstation, and one of the highest ratios of workstations per support engineer. The one outsourced service benchmarked had a substantially higher spend per head of population at £73/head compared to Argyll and Bute’s £46/head. There are 4 KPIs which reflect overall results from a customer perspective: • KPI 1 User satisfaction • KPI 2 Resolution of reported incidents • KPI 3 Project governance and delivery • KPI 15 Service availability In terms of user satisfaction our score of 5.27 is in the 60th percentile across all Socitm participants in the last 2 years. Amongst the Scottish group, we scored at the median level. Our sub-score for corporate users in March 2011 has increased to 5.45 which is in 75th percentile, however our sub-score for Education (only recently brought into the corporate ICT service and with no previous comparative scores) is 4.86 which is only 20th percentile and clearly is unsatisfactory. We are confident that the service to Education users is improving fast. In terms of KPI2 we had the top score for high and low priority incidents, and the second highest score for medium priority incidents, but our target for medium incidents was the longest at 40 hours. This suggests that we have some way to improve on medium incidents but are performing well on high priority incidents. In terms of project governance (KPI 3) Argyll and Bute Council scored at the median level. Similarly in terms of service availability, the Council scored at the median level. This shows that our results are at least at the median level for Scottish councils despite our costs being well below average in percentage of total revenues budget and just below the median in per head of population terms. Comparative under-investment has had an impact on our ability to reach the

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highest standards possible. However with full centralisation of ICT, we are now able to target investments to the highest priority needs of our customers and to deliver improvements in our overall service delivery model. IT now works within a formal Service Management methodology framework, ITIL V3, which focuses on continuous service improvement and the adoption of leading practice standards. By following a continuous assessment model through benchmarking and customer satisfaction surveys as well as selective follow up calls and surveys with our customers, we continue to develop our service in line with our customers’ needs and industry best practice. We subscribe to SOCITM Insight, the professional publication advising of the latest trends and advances in local government IT and regularly participate in SOCITM area meetings and discussion groups. We look closely at areas where we fall below the median or where our customers look for us to improve and we focus on delivering higher standards. Our move to geographic support teams means we now have a formal presence in each of the five main towns and this has made us a more responsive department and our incident and problem times to fix are both improving steadily. Our ability to resolve incidents at the first point of contact is also improving and we are now considerably better equipped to deal with the rapid deployment of new technology and systems.

4 Future Challenges

4.1 The ICT service faces an unusual set of challenges over the coming years with increasing demand making the 20% savings target even harder to achieve. The following factors are key:

• The ICT benchmarking output told us we were already delivering a very lean and cost effective service (the second least expensive ICT service in Scotland).

• We also have an IT literate workforce and electorate, a connected society, who demand greater access to a wider range of IT systems and services at a time of their choosing.

• Our core Council customers continue to develop plans for the expansion (rather than contraction) of their IT systems and the support we provide - all in the race to find greater efficiencies through better use of technology and improved management and distribution of information. Our workforce demands the flexibility to work securely from any location and access all of their communication tools and systems.

• The Scottish Government are looking to us to help develop and deliver plans for superfast broadband and invest further in the standardisation of our networks and services to ensure compliance with the PSN. The Broadband Pathfinder contract runs out in March 2014 and there are considerable uncertainties as to whether there will be any Scottish Government funding for our wide area network (which currently meets 76% of the ongoing costs) after this date.

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5.1

Six options were assessed in some detail and scored using the agreed mechanism. Two options stood out from the others with Option 2 offering a straight forward reduction in costs, staff, and service and Option 6 allowing a re-instatement of some of those costs to fund a program of service improvements. Both options could deliver the full 20% budget reduction. The IT service is the second least expensive IT service of all the Scottish IT benchmarked services with only 1.51% of the council’s revenue budget spent on IT. It also delivers above average quality services and is a leading exponent of converged networking technology which is driving the organisation’s ability to work more flexibly. The assessment concluded a reduction in spend on IT by 20% carried risks of reducing service quality. The quick wins taken through accepting voluntary early retirements at 31 March had already resulted in dissatisfaction at the reduction in service. DMTs expressed a desire for more rather than less service from IT, and hence option 6 was about re-instating the resource which option 2 removed and utilising this for a small scale in-house development function. This is potentially funded from selling services to other public sector bodies similarly to the existing contract with ACHA and taking a holiday from certain licensing arrangements. This could meet user needs better but has some higher risks with it. These two options merited further investigation. Outsourcing did not score well due to the evidence from Socitm that it frequently increases costs as well as reducing flexibility. A shared ICT service is highly complex. Given that we are one of the lowest cost ICT services in Scotland, we are not confident that moving into a shared arrangement with other higher-cost services will reduce the cost base.

Option Score

Continue as we are (does not deliver 20%) 59.0

Capture previously identified underspends and planned rationalisation of staff structure.

77.5

Discontinue Service Delivery 2.5

Outsource the service in whole or in part to a large commercial IT Services provider.

21.5

Become part of a consortium of public sector bodies seeking to jointly provide support services including ICT

37.5

Targeted action plan of improvements in key service areas and exploration of opportunities to deliver services to other local public bodies and deliver increased income.

85.5


6.1 A significant body of benchmarking evidence presented during stage 1

confirmed that the IT Service compares favourably with other Council IT

departments and is already a very cost effective service. The project board

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agreed that it was preferable that the in-house team should continue as the

most appropriate service provider. The following two options were selected to

take forward to the Stage 2 Options Appraisal:

• Option 1 (previously Option 2 in Stage 1) - Capture previously

identified underspends and planned rationalisation of staff structure.

New technology produces telecoms and video conferencing savings

with no or little impact on service delivery. Four posts are deleted from

the staffing establishment. Further reductions in hardware and system

maintenance budgets and reductions from the ICT Top Slice and

capital charges ending this year.

• Option 2 (previously Option 6 in Stage 1) – Includes all of the savings from Option 1 but introduces a targeted action plan of improvements in key service areas and exploration of opportunities to deliver services to other local public bodies. Additional income from the successful shared service agreement with ACHA, increased print revenues, and further income generating opportunities with community planning partners. Further reductions in hardware and system maintenance budgets. Additional post deleted, targeted changes to the Microsoft Enterprise Agreement, and reinstatement of posts to allow small scale in-house development capacity and improved client liaison which are currently unmet demands.

6.2 Following the full stage 2 analysis, Option 2 was presented as the preferred option. It returns the full 20% target savings of £636,394 but looks to improve customer satisfaction and introduce new services identified by our customers as areas they wish to see developed further. The option delivers an overall reduction in the number of managers, re-invests in key front-line IT services, and looks to the external marketplace and an opportunity to deliver further shared services arrangements with our community planning partners.


7.1

The project will capture previously identified underspends and planned rationalisation of staff structure. In supplies and services, new technology produces telecoms and video conferencing savings with no or little impact on service delivery. There are also savings from the ending of capital charges associated with the current consolidated server environment, and reduction of ICT topslice which had previously been available to fund corporate IT developments such as Process for Change. In future the only source of such funding will be from the IT capital programme. There will also be targeted changes to the Microsoft Enterprise Agreement making modest reductions in these costs. Overall there are no changes to the overall staffing complement. Five existing posts in total are deleted from the staffing establishment – one third tier manager post, two admin posts, the client liaison manager post and reprographics manager post. There will be a single third tier manager in

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charge of the ICT function going forward. The former client liaison manager post is merged with the business manager post to head up a combined project management and client liaison section with 3 new client liaison officer posts covering all the main departments. With an additional senior engineer post to take forward small scale in-house developments, there will be much more capacity to be responsive to currently unmet departmental ICT needs. In print services, following the amalgamation of the former IT print room with the corporate reprographics unit, we are able to flatten the structure removing a supervisory post and replacing this with a clerical post to give additional capacity to meet both internal and external demands. Income generating opportunities will be explored with community planning partners following the successful contract with ACHA for print, desktop services and other IT support services. At the same time we will look to drive down the cost of local printing by developing and implementing a new corporate wide print strategy.

7.2 The majority of the outcomes are achieved via the cancellation or reduction of existing supplier contracts or the removal of budgets or services no longer applicable. The existing IT Management resources will be more than capable of delivering the necessary contract changes and the subsequent budget reductions will be monitored through the usual financial reporting items on the ITMT agenda. The new corporate Print Strategy will be developed by the IT Officer (Unix) in conjunction with the Production Manager and all progress will be monitored by the IT Management Team. The marketing strategy and exploration of further income opportunities will be led by the IT Infrastructure Manager and the Head of C&SS. This is the most risky element of the proposals and will be kept under careful review. In order to manage the risks it is proposed to create at least one of the new posts initially on a temporary basis to ensure that this is not made permanent without the requisite income streams to fund these posts being achieved. All of the Service Review outcomes are expected to be achieved via existing resources. No new or additional resources are required other than those already attributed to the reinstatement of posts for the Small Scale Development and Client Liaison teams.


8.1

Four separate staff options workshops were held in Helensburgh and Lochgilphead in May 2011. All staff had an opportunity to look closely at what we do and how we spend our budgets and helped to determine a range of savings which could then be prioritised with minimum impact to service delivery. The numerous suggestions were fed into the six options presented in stage 1 of this process. Many of the staff were then consulted and contributed

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to the detail of the two preferred options.

8.2 Further meetings were held with all IT staff in Helensburgh, Lochgilphead, and by Lync Conference call (for those who could not attend the meetings in person). Staff were advised on the preferred option from the Stage 2 analysis and individual affected staff were offered an individual meeting with the Head of C&SS.

8.3 In general the staff feedback has been very encouraging and supportive. They were fully aware of the complexities of the various options and the possibility that a number of those options could have had far worse consequences for their longer term prospects.


9.1

The preferred options have been discussed with all of the Council’s

Departmental Management Teams. General preferences have been noted for

Option 2 and in particular for the introduction of a Client Liaison team and the

new small scale development team.

The ACHA project board has been kept up to date throughout the Service

Review.

The Head of C&SS and the IT Infrastructure Manager will present opportunities for shared services to the full Community Planning meeting in December 2011.


10.1

As there is no expected impact on the third sector no specific engagement activity has been undertaken.

11 Social Impact

11.1

Any negative social impact resulting from the proposals would be primarily on the communities of employees who were made redundant or had their place of work changed. The Council is committed to minimising compulsory redundancies and there are two possible redundancies proposed in this option. The proposal is also predicated on the principles of workforce deployment, which embraces flexible and remote working, maximising the use of the new and advanced Unified Communications system recently deployed across the Council area. No identified social impact of any significance is anticipated.


12.1

The Equality impact of the options has been considered by the IT Management Team and was incorporated into the Stage 1 scoring. A number of meetings were arranged with staff and stakeholders throughout the service review process to help assess both the current service delivery model and any

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options and opportunities to improve service and reduce costs. Senior IT Management met with customers at the various DMTs and discussed how the service could be developed and/or improved to meet their changing needs. Departments were subsequently kept up to date and encouraged to feedback throughout the Service Review process. An Equality Impact Assessment has been carried out and a report submitted to the Project and Transformation boards. The Implementation of the Service review will be monitored through the Transformation Board, DMT and IT Management Team Meetings.


13.1

The sustainability of the options has been considered by the IT Management Team and was incorporated into the Stage 1 scoring. A number of meetings were arranged with DMTs, staff, and stakeholders throughout the service review process to help assess both the current service delivery model and any options and opportunities to improve service and reduce costs. A Sustainability Assessment has been carried out and a report submitted to the Project and Transformation boards. The Sustainability Assessment has produced a positive impact for both the Economy and Environment guiding principles. The review identified no negative impacts against any of the guiding principles

14 Conclusions

14.1

The IT Service Review has reviewed the various models of IT service delivery in use across Scottish Local Authorities. The review concludes with the selection of a preferred option which retains an in-house service. Benchmarking evidence confirms the service as the second least expensive IT service in Scotland even before the 20% reduction is applied. The review delivers the full 20% target savings but looks to improve customer satisfaction and introduce new services identified by our customers as areas they wish to see developed further. The preferred option delivers an overall reduction in the number of managers, re-invests in key front-line IT services, and looks to the external marketplace and an opportunity to deliver further shared services arrangements with our community planning partners.

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Support Services Review – Executive Summary – Procurement, Commissioning and Creditors

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PROCUREMENT, COMMISSIONING AND CREDITORS – EXECUTIVE SUMMARY- NOVEMBER 2011

1 Introduction

1.1 This review covers the work of three distinct teams within the Council. The Procurement Team within Exchequer Services is responsible for letting contracts and managing supplier performance across the full range of Council services. The Commissioning Team has a more specialised role, providing a full commissioning and provider monitoring service for all forms of care provision. The Creditors Team handles the payment of all invoices for the Council, processes all expense payments to Members and staff, and maintains the Members’ register of expenses. Whilst the work of the payroll team was originally within scope for this workstream, it was also reviewed as part of a cross service workstream covering both HR and payroll. The options from that cross service workstream scored more highly than the payroll only options, and hence the payroll only options were removed from this workstream. The proposal is that the payroll team transfers from Exchequer Services to form an integrated team with HR under the Head of Improvement and HR and that is covered by a separate report.

1.2 The aim of the service review is to deliver an enhanced service as well as operate sustainably with a 20% cost reduction on the present model of delivery. The Head of Customer and Support Services, Exchequer Services Manager and Commissioning Manager have jointly developed the preferred option arising from this review.

2 Baseline Report

2.1 The 3 teams outlined above total 36 FTE split as follows:

• Managers 2 FTE

• Procurement team 10 FTE

• Commissioning team 14 FTE

• Creditors team 10 FTE The baseline report identified a significant number of strengths in procurement and commissioning in developing innovative strategies and achieving appropriate outcomes for service departments. The procurement team have been successful in winning GO Scottish Procurement awards in both 2010 and 2011, in 2010 for best sustainability initiative of the year and in 2011 for best customer engagement initiative of the year. In 2011 they were also finalists for best procurement team of the year, and best procurement innovation or initiative of the year.

2.2 The teams have excellent inter agency relationships with Scottish Procurement and Commercial Directorate, Scotland Excel, Association of

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Directors of Social Work contract officers, COSLA national care home contract working group

2.3 The creditors section has well trained knowledgeable staff with a concentrated area of expertise and there is experience of using electronic purchase to pay systems, predominantly the Pecos system supplied through the Scottish Government. There is some moderate use of purchasing cards at present. There are projects under way to extend the use of purchasing cards into catering, and to roll out Oracle purchasing to all areas where purchase orders are currently issued manually. Just under 155,000 invoices are processed annually and c 73,000 associated payments of which c 16,000 are via cheque and the remainder via BACS.

2.4 Several weaknesses were also identified in the current procurement and commissioning performance; contract management is still relatively weak and the level of contracted spend is lower than in the best performing Councils. There are relatively few qualified staff within procurement although a training programme is in place to remedy this. The annual Procurement Capability Assessment has, however, shown consistent year on year improvement from 21% in 2009 to 36% in 2010.

2.5 Processing of invoices within the Council is still largely a manual operation and the process is slower than is desirable for a public sector organisation, with the percentage paid within 30 days showing a marked decline in 2011.


3.1 The Procurement function within the Council is measured in terms of capability against all other Scottish Councils in the annual Procurement Capability Assessments and scored within the top quartile in 2010, being ranked 8th equal. In relative terms we scored highest for how we define the supply need. The weakest area was in contract and supplier management, where we scored 10th highest. There are strong correlations between size of procurement function and score obtained. Consideration needs to be given to the possibility of benefits from further investment outweighing additional costs.

3.2

The Creditors section are the third most expensive of all Scottish councils in terms in terms of the cost per invoice at £2.58. However there is a huge variation which reflects the fact that this measures the cost of the central creditors unit inly and does not attempt to measure the cost of the whole purchase to pay process. In Argyll and Bute council, the central creditors team deals with all Pecos invoices (c 40% of invoices) in terms of matching these to orders and receipts, as well as more traditional batches of authorised invoices collated and authorised within departments before being forwarded to creditors for payment. This degree of centralisation varies considerably between councils. The Council’s performance in paying invoices within 30 days has deteriorated over the past year and the SPI for 2010/11 is recorded at 89% against the Scottish Average of 89.5%, leaving the Council ranked a distinctly average 17th in performance terms against other Councils.

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4 Future Challenges

4.1 There is still uncertainty over the future Government direction of who does commissioning for social work and health care and it is not known whether this will continue in whole or in part to be provided from Councils or whether this will move to the Health sector. In terms of opportunities, the current economic situation provides keen market conditions. Internal service reviews are increasingly considering outsourcing of services and alternative delivery mechanisms, and to develop innovative sourcing strategies to achieve appropriate outcomes for service departments. The procurement and commissioning team are key contributors to this process.

4.2 Increased demands from government and industry for shorter payment terms will put added demands on the P2P process, and the electronic systems to cope with this are still at a relatively immature level within the Council.


5.1 Procurement and Commissioning presented five options within the Stage 1 appraisal, including remaining as two separate units, discontinuing the service altogether and outsourcing. . The options are as follows:


• Discontinue the service

• Outsource the service in whole or part

• Capture previously identified underspends and planned rationalisation of staff including progressing merger of procurement and commissioning teams

• Continue to develop collaborative procurement for local category C (regional/local) commodities

The last two options scored well; one to increase collaboration with other organisations and the other, to rationalise the structures and merge the procurement and commissioning teams. These options are not mutually exclusive. The second involves some additional resource which reduces the initial savings to be made but which could be potentially offset by the savings which this additional resource will generate on improved contracts. Both these options were therefore progressed to stage 2 as a single combined option.

5.2

Seven options came under consideration for creditors, including outsourcing the service and combining with another organisation. The options were as follows:


• Discontinue the service

• Outsource the service in whole or part

• Develop a shared service with other public bodies

• Capture previously identified underspends and planned rationalisation of staff one post given up at 31 March 2011

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• Targeted action plan of improvement in receipting of purchases and improved level of payments by BACS

• Re-work of end to end purchase-to-pay process. More specialised ordering from fewer staff

The last 3 options together produce a modest level of savings which does not reach the 20% target, although this is met across the workstream as a whole. Whilst there are major savings to be made from re-working the purchase-to-pay process these will be experienced by other departments as, if anything, more of the work will shift to the central creditors team. These 3 options were amalgamated into a single option to be taken forward to stage 2.


6.1 The favoured option at Stage 1 for the merger of the Procurement and Commissioning teams was developed at Stage 2 to show a unified structure under a combined Procurement and Commissioning Manager. The key staffing changes are as follows:

• Rationalising management arrangements to provide 1 combined Procurement and Commissioning Manager. The LGE14 Exchequer Manager Post to be removed from July 2012 with the post-holder taking voluntary redundancy.

• Removing 2 LGE9 Monitoring Officer posts in Dec 2011 from the staffing structure with the post holders taking voluntary redundancy.

• Removing 1 LGE9 Trainee Purchasing Officer in March 2012 from the staffing structure. This post is currently filled by a temporary post-holder engaged on a project which will conclude within the year.

• Capture previously identified under spends from the Service and remove the current vacancies being LGE11 Team Leader and LGE3 Clerical Assistant. These vacancy savings have already been taken.

• Removing a further trainee purchasing officer post in October 2013 when current trainees should be CIPS qualified and promoted to Category Management Officers

• Removing one Performance Improvement Officer post from commissioning and replacing this with a new CIPS qualified PIO post responsible for the Category Management Officers.

The overall staffing changes proposed are as follows: Procurement with 10 FTE and Commissioning with 14 FTE becomes Procurement and Commissioning with 18 FTE staff, through the loss of five Main Grade staff (LGE9-11) and one Clerical Assistant (LGE3). Creditors with 10 FTE loses one member of staff at LGE9, leaving 9 FTE. Along with the loss of one third tier manager post, there is a total reduction of 8 FTE, from 36 to 28 FTE.

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The Manager will have four Performance Improvement Officers reporting to him/her in future as follows; two replacing the current three Performance Improvement Officers looking after Commissioning, one that is specifically legally qualified and responsible for developing contracts and service level agreements, and one that is a professionally qualified in procurement and is responsible for the Category Management Officers. This post will remain vacant until the second phase of the restructure in October 2013. At this point the Council will have a sufficient number of professionally qualified purchasing staff (professional membership of CIPS) to compete for the vacant post. The Purchasing Officers will take up Category Management Officer posts as they become professionally qualified. The development of Category Management Officers will have a positive impact on front line services. This will increase the quality of new contracts put in place, as well as the quality of contract monitoring. Services should experience tangible benefits from this in the form of additional savings on goods and services procured. The practice of collaborative procurement with other Local Authorities or public sector partners is an integral part of the Procurement and Commissioning Team’s work plan for 2011 onwards. The remit of the existing LGE8 Admin Officer post will be changed as this post will provide analysis of procurement data across the Procurement and Commissioning Team as well as providing support on key contract management. The proposal is that the job title will change to Procurement Analyst.

6.2 The number of Monitoring Officers reduces from four to two with some supplier monitoring falling to Community Services in line with the outsourcing of the Home Care service. Overall there is a potential for one compulsory redundancy from these changes. All other changes proposed will be covered by vacancies or VER applications.

6.3 The preferred option for creditors included the introduction of re-working the end to end purchase to pay process which would contribute to the savings target. However it should be noted that this option is not expected to produce any additional savings in addition to the savings already taken through the vacancy saving and budget challenge process which amount to £38,127. Central to these improvements is the introduction of Oracle purchasing. A formal project to progress this has been established in August 2011 with Bruce West, Head of Strategic Finance as Project Sponsor and funding is available in the IT capital programme. This involves the introduction of a full Purchase to Pay system for the whole Council and this will be delivered using Oracle Purchasing as the core, with interfaces from Pecos, Tranman, Property Management and CareFirst. This is a complex project, both technologically and from a change management

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perspective but will bring significant benefits to payment, management information and budgetary control when it is fully implemented. This process will be managed under formal Prince2 governance. It is also proposed to acquire a purchasing card management system with interfaces to the Royal Bank of Scotland and Oracle GL which will allow the extension of purchase cards to catering. At present much of the management of purchase cards is manual and time consuming. Purchase cards are highly suited to high volume, low value purchases and this will provide much needed management information to bring added control to this area. The benefits of the proposed introduction of Oracle purchasing and the re-configuration of related procurement applications can be summarised as follows:

• The Council will be able to meet the accounting requirements to provide accounts on an accrual basis;

• The introduction of commitment accounting will provide enhanced budgetary control;

• The requirement under the Procurement Capability Assessment to have all purchasing information in one place for reporting purposes will be realised;

• All invoices will be sent directly to the finance office providing the opportunity to increase the percentage of prompt payments to suppliers.

• A unified purchase to pay process will allow the Council to take full advantage of any electronic invoicing programme proposed by the Scottish Government;

• The introduction of formal ordering and approval processes will provide greater assurance that all orders have been properly authorised prior to being placed with suppliers.


7.1

The implementation plan is reasonably straight forward in terms of staffing and involves individual members of staff taking on new duties or different ways of working, all of which are within the scope of their current competencies. Gaps will be identified and filled within the timescale of the implementation

7.2

The final phase of the implementation will be completed in late 2013 when the current Purchasing Officers become professionally qualified and the Purchasing Improvement Officers and Category Management Officer roles are fully fulfilled.

7.3

The most complex part of the implementation is the Purchase to Pay project, which will be closely managed and monitored to ensure that it delivers to expectations.

7.4 A detailed Implementation Plan which identifies the key tasks for action has

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been prepared and this will be monitored by the Departmental Management Team and Transformation Board to ensure that savings are realised. All actions are expected to be completed by October 2013.


8.1

The service review is the culmination of a plan to merge the procurement and commissioning teams that was first mooted in early 2010 and consultation has been on-going. All of the team members were involved in developing and scoring the options at Stage 1 and all have been consulted on the detail at Stage 2.

8.2

Similarly, the prospect of full electronic purchase to pay has been discussed with the creditors team on several occasions and everyone has engaged with the review process at each stage.


9.1

Discussions have taken place with Community Services regarding the future shape of the Commissioning service. Some of the planned changes in terms of monitoring of service providers are dependent on changes in the delivery of the home care service

9.2

The prospect of a merged Procurement and Commissioning team in the Council, the first to be managed in this way in any Scottish Council, has been discussed at various forums, both commissioning and procurement, over the past year.


10.1

There are no aspects of this review which would affect the Third Sector as it is expected that the reduction in the number of monitoring officers will be matched by increased resource from Community Services.

11 Social Impact

11.1

There is no significant social impact from this internal organisational change.


12.1

An equalities impact assessment has been carried out for this review and no positive or negative impacts have been identified.


13.1

A sustainability assessment has been carried out for the review, and given that the terms of this nurture the skills development within the procurement and commissioning function, there are significant positive aspects to the review. Qualified and experienced category managers will be able to deliver

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increased sustainability from the Council’s suppliers.

14 Conclusions

14.1

The review represents a positive move to deliver an improved professional procurement and commissioning and creditor payments service to the Council at a lower cost. This is being achieved though the integration of the procurement and commissioning teams and implementation of improved purchase-to-pay processes.

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Support Services Review – Executive Summary – Strategic Finance

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ARGYLL AND BUTE COUNCIL - SUPPORT SERVICES REVIEW

STRATEGIC FINANCE - EXECUTIVE SUMMARY - 14 NOVEMBER 2011

1 INTRODUCTION

1.1 The council has committed to a 3 year programme of service reviews. Arising from the challenging financial outlook and ongoing increases in demands and expectations from public services, the council set a target for services to identify options to achieve 20% savings in cost from service reviews. The service reviews also support and provide the opportunity for the council to investigate options for improving the performance, value for money, economy, efficiency and effectiveness of services.

1.2 The strategic finance service purpose is to maintain high standards of financial management and control whilst contributing to corporate management and leadership and supporting officers and members in an effective and responsive manner. It does this through 4 main functions:

• Financial Management

• Treasury Management

• Internal Audit

• Risk Management The Head of Strategic Finance is the council’s Chief Financial Officer.

2 BASELINE REPORT

2.1 The strategic finance service is delivered by the four workstreams identified in 1.2 above.

2.2 Financial Management

2.2.1 The main purpose/objective of the service is to maintain high standards of financial management and control whilst contributing to corporate management and leadership and supporting officers and members in an effective and responsive manner. Financial management is concerned with effective revenue and capital budget preparation and monitoring along with robust financial reporting and advice to budget holders, management and Elected Members.

2.2.2 Financial Management is also about sound financial governance and performance through financial planning, financial reporting, financial monitoring, financial control and support for decision making. The key stages in the financial management cycle include

• Revenue and Capital Budget Preparation,

• Revenue and Capital Budget Monitoring,

• Year End Preparation/Statutory Accounts,

• Management of the General Ledger system,

• Financial Advice and Support.

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There is also an element of operational finance support provided through the income maximisation section, roads costing, fleet costing and also performance/statistical information with the Social Work service.

2.2.3 The financial management function is split across four main teams. Three of the teams directly support the three departments in all aspects of financial management and there is one central team who coordinate the year-end process, deal with statutory returns and co-ordinate the budget monitoring process. There is also a finance manager who supports the transformation board, co-ordinates the revenue budget preparation process and provides direct support to the Head of Strategic Finance on cross cutting financial management issues.

2.3 Treasury Management

2.3.1 CIPFA define Treasury management as: “The management of the local authority’s investments and cash flows, its banking, money market and capital market transactions; the effective control of the risks associated with those activities; and the pursuit of optimum performance consistent with those risks. ” The function is governed by CIPFA Treasury Management Code, Investment Regulations, Treasury Management Practice Statements, Annual Treasury Management and Investment Strategy, quarterly monitoring reports and an annual report.

2.3.2 Delivering Treasury Management is about estimating the Capital Financing Requirement (CFR), the revenue and capital cash flows then seeking to minimise the cost of borrowing and maximise the returns on investments whilst balancing the risks of needing to borrow to finance capital expenditure and minimising counterparty risk associated with investments. The operations are carried out include daily cash management, daily banking transactions, planning and arranging long term borrowing to meet the CFR, maintenance of a register of loans, assessment of lease/purchase(borrow) decisions, arranging leases, reviewing the termination of leases, accounting for treasury management and completion of treasury returns.

2.3.3 The service is currently provided under the direction of the Head of Strategic Finance by a small team led by the Finance Manager for Development and Infrastructure, an Accountant and two Accounting Assistants which equates to 2.15 FTEs. The service is supported by Treasury and Leasing Advisors.

2.4 Internal Audit

2.4.1 The internal audit section is part of Strategic Finance / Chief Executives Unit. The Chief Internal Auditor reports to the Head of Strategic Finance who reports to the Chief Executive. The Chief Internal Auditor can report directly to the Chief Executive and also has a dotted line responsibility to the Chairman of the Audit Committee. Internal audit is delivered and developed in accordance with its Terms of Reference and links to the organisational objectives and aims of the Council. Internal audit complies with good practice as set out by the CIPFA Code of Practice for Internal Audit in Local Government in the United Kingdom,

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2006. Consideration is also given to the CIPFA consultation draft on the role of the Head of Internal Audit in developing both the audit risk based strategy and plan

2.4.2 The activities undertaken by Internal Audit are audit planning over a 3 year period across 4 areas (finance systems, business systems, corporate performance and corporate/service plans), the audit process as defined in the internal audit manual and audit reporting. The section has 6 FTE staff comprising a Chief Internal Auditor, 3 Qualified Accountants, a Senior Audit Assistant and a Trainee Accountant.

2.5 Risk Management

2.5.1 The Council is currently reviewing its approach to risk management. Risk management is central to performance management and requires to be embedded in organisational culture. A formal policy and strategy has been prepared together with an action plan to improve and raise the profile of risk management within the organisation. A risk management guide has also been developed to assist managers. The current financial situation will require an on-going focus on risk management. It is also a key requirement in terms of BV2. Policy, Framework, Reporting, Governance and Performance Management protocols are in place to ensure risk management is embedded in organisational culture.

2.5.2 Risk management falls within the remit of Strategic Finance, however, it is the responsibility of all managers and employees to give due consideration to risk management when undertaking their operational activities. It is not possible to produce an organisational chart for the risk management function or directly quantify FTE or budget.

2.6 Overview Of Improvement Plans – Strategic Finance

2.6.1 A Best Value Review of financial management was concluded by IPF in 2008 and an action plan was developed. Many of the points on the action plan have been completed and a review of any points still outstanding will be addressed as part of implementation of this review.

2.6.2 A revised operating model for treasury management is being prepared to accommodate the reduction in FTEs from 2.15 to 1.65 as a result of savings agreed as part of the 2011/12 Revenue Budget.

2.6.3 Areas for improvement in internal audit have been identified as follows:

• The development of a communication strategy for Internal Audit to raise its profile in areas not traditionally covered in detail by the audit plan;

• Provide internal audit staff with audit specific training and developing continuous auditing through the use of IT software packages.

• Give consideration to employing non-finance personnel within the section and developing a career path for staff.

• Heads of Service requested more interaction with internal audit on service

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priorities addressing risks as well as financial audit.

2.6.4 Risk management has just undergone a review and a revised Framework, Strategy and Policy prepared. Further development work with Departments and Service heads is scheduled to take place. Options are also being considered re the requirement for bespoke risk management software.

2.7 Full Time Equivalents and Revenue Budget – Strategic Finance

2.7.1 The table below details staff forming part of the baseline. This is based on 2010-2011 budget. The FTE noted above is scheduled to reduce by a further 10.6, via Voluntary Redundancies and Vacant Posts offered as a saving as part of the 2011-12 budget. It also includes some area finance support staff transferred to Adult Care. This figure includes operational support. The actual staff in post at the time of the review was 53.97 FTE

Workstream Number of FTE’s

Financial Management 63.70

Treasury Management 2.15

Internal Audit 6.00

Risk Management 0.00

2.7.2 The table below shows the forecast outturn for 2010-11 incorporated into the baseline report. Risk management has no revenue budget.

Financial

Management

Treasury

Management

Internal

Audit

2010/11

Total

Forecast

Outturn

Employees 1,978,047 76,729 241,390 2,296,166

Premises 0 0 0 0

Supplies and

services 105,725

37,905

2,891 146,521

Transport and

Travel 27,320

1,060

5,912 34,292

3rd party

payments 21,852

848

50,000 72,700

Income -107,170 0 0 -107,170

Net

Expenditure 2,025,774 116,542 300,193 2,442,509

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2.8 There are currently no shared services in place within strategic finance although there are a number of support, advisory and consultancy contracts for areas of specialist activity such as VAT& Tax, Treasury and Leasing etc.

3 BENCHMARKING REPORT

3.1

Risk management has been excluded from the benchmarking exercise as this workstream has only recently been transferred to Strategic Finance and the process to embed risk management across the organisation is in its early stages. At this time there is a lack of data with which to allow for meaningful benchmarking.

3.2 Benchmarking information from the following sources has been used to identify improvement opportunities for other areas:

• The service has participated in the CIPFA VFM Benchmarking Club based on the Public Sector Corporate Services Value for Money indicators for the last 2 years. The success measures in the service plan and performance information in Pyramid have been revised to reflect these.

• The CIPFA accountancy benchmarking data has been collected for the last two years although results were not yet available for the most recent year at the time of the benchmarking report.

• CIPFA Director of Finance PIs and the comparative information by the Scottish Treasury Management Forum has been collected for over 5 years.

• A separate review exercise for internal audit looking at benchmarking of internal audit was carried out by KPMG.

3.3 Key Issues From Financial Management Benchmarking

3.3.1 Compared to other councils there is scope to reduce the cost of the accountancy function. Although the cost per FTE is lower than the average there are more FTEs per £m gross turnover than average and this pushes the overall cost of the accountancy function above the average.

3.3.2 There is scope to improve results. There is little scope for improvement at an overall level of how close actual and forecast outturn is to budget but there is scope to improve forecasting at service level. The accounts could be produced slightly more quickly. From the results there is scope to speed up production of budget monitoring reports, however, this has already been addressed during 2010-11.

3.3.3 There is scope to improve our processes as this will impact upon the areas for improvement under results and also in terms of the management practice indicators we meet.

3.3.4 It is not clear what opportunities are under structure/organisation – fewer managers/less qualified staff or fewer staff earning less than £20k. It may be worth considering what financial qualifications are available for unqualified staff

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in order to up-skill the workforce.

3.4 Key Issues From Treasury Management Benchmarking

3.4.1 There is limited scope to reduce costs. Recent adjustments will bring costs with around £13,000 of the lower quartile of councils in Scotland. Whilst a shared service might reduce costs it could result in a loss of control and decision making

3.4.2 Results in terms of the average Loans Fund Interest Rate are dependent upon decisions taken over a number of years and it is difficult to identify specific actions at this point in time that would result in a saving.

3.4.3 Keeping the approach to investment under review in the light of the recent investment regulations might yield opportunities to improve the return depending upon duration of surplus funds and risks.

3.4.4 There is scope to make better use of the treasury management system.

3.5 Key Issues From Internal Audit Benchmarking

3.5.1 The higher than average costs for internal audit could be addressed as follows:

• Increasing the number of audit days per auditor.

• Reducing the level of audit days per £m gross turnover required.

• Reducing the number of internal audit staff.

• Reviewing the cost of external partnering.

3.5.2 Processes gave variations in the allocated audit days per the audit plan coverage analysis, consideration should be given to reviewing the overall risk assessment and structure of the audit plan.

3.5.3 KPMG identified the following areas for improvement:

• Developing the audit universe and strategy to increase coverage of non-financial risks;

• Developing a communication strategy for Internal Audit to raise its profile in areas not traditionally covered in detail by the audit plan;

• Providing Internal Audit staff with audit specific training and develop the use of IT audit packages;

• Give consideration to employing non-finance personnel within the function;

• Application of more rigour and challenge to documenting processes and identifying risks.

3.5.4 Opportunities under structure and organisation are addressed by the move to appoint a chief internal auditor. The retiral of the other internal audit manager has addressed the apparent higher level of higher paid staff. Qualification of the trainees will bring staff more towards the mid-point.

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4 FUTURE CHALLENGES

4.1 The future challenge reports for each workstream focussed on the challenges facing Strategic Finance and the future delivery of the service. There are increasing expectations on the service at a time when budget reductions are being implemented. The current financial climate will require good quality financial advice and financial management to support allocation of resources and delivery of priorities.

4.2 To help gain an appreciation of the key challenges the service will face a SWOT and PESTLE analysis were undertaken for each workstream. These exercises identified the following key challenges facing the service.

• Outcome focus will require further development of priority based budgeting and budgeting for outcomes.

• Focus shift of staff time toward supporting performance and enabling transformation including business decision support

• Provision of better financial information in a better format using the most appropriate tools

• Adoption and implementation of a greater range of management practices contained in the VfM benchmarking club

• More customer/commissioner/user engagement required

• Knowledge sharing across workstreams to ensure business continuity

• Systems improvements in treasury management and internal audit

• Active treasury management to address opportunities and threats that emerge.

• Delivery of service in a cost effective manner via a formal strategy for improving efficiency and undertaking review of key processes and involving customers in this

• Development of staff skill base

• Embedding risk management and developing the council approach in a manner which adds value.

5 STAGE 1 OPTIONS APPRAISAL

5.1 Having assessed the services in detail, a range of options were considered during the Stage 1 Options appraisal for each workstream. The options were scored using the approach set out in the Service Review Guidance. Four elements were identified in the guidance (Impact, Savings, Deliverability and Risk).


5.2.1 The table below summarises the outcome of the stage 1 options appraisal for financial management. The items ranking 1-4 went forward to Stage 2 options.

Rank Option Number

Option Description Score

1 2 Implement programme of internal reviews 95.0

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based on outline service specification and process and staffing review to a target of a minimum of 20% – without partnership support

2 3

Implement programme of internal reviews based on outline service specification and process and staffing review to a target of a minimum of 20% – with partnership support

90.0

3 4

Implement programme of internal reviews based on outline service specification and process and staffing review to a target of a minimum of 30% – without partnership support

85.5

4 5

Implement programme of internal reviews based on outline service specification and process and staffing review to a target of a minimum of 30% – with partnership support

80.5

5 1 Continue as we are with minimal adjustments

63.5

6 6 Outsourcing and shared services Outwith

terms of report


5.3.1 The table below summarises the outcome of the stage 1 options appraisal for treasury management. All 5 options went forward to Stage 2 options.

Rank Option Number


1 1 As 2011-2012 Budget 94.0

2 2 Costs to Lower Quartile 91.5

3 3 Internal Management Change 76.0

4= 4 Transfer to other councils 71.0

4= 5 Outsource to specialist 71.0

5.4 Internal Audit

5.4.1 The table below summarises the outcome of the stage 1 options appraisal for internal audit. The 3 highest scoring options 1-3 went forward to Stage 2 options.

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Rank Option Number


1 1 Incremental improvements to current processes - no partnership support

94.0

2 2 Incremental improvements to current processes - with partnership support

76.5

3 3 Contracting out 74.0

4= 4 Integrate with other services of the authority

Outwith terms of report

4= 5 Outsourcing and shared services Outwith terms of report

5.5 Risk Management

5.5.1 The table below summarises the outcome of the stage 1 options appraisal for risk management. Only option 1 was taken forward to Stage 2 options.

Rank Option Number


1 1 Develop and manage risk management process alongside financial management

62.5

2 2 Integrate with similar activities within the council

Outwith terms of report

6 STAGE 2 OPTIONS APPRAISAL

6.1 Following the Stage 1 appraisal, the highest scoring options as outlined above were taken forward to stage 2 options appraisal. At stage 2 a more detailed review and assessment of the options was undertaken following the service review guidance. This was also based on factors of impact, savings, deliverability and risk.


6.2.1 The stage 2 options appraisal scores are summarised in the table below. Option 1 is the preferred option. This option maintains the capacity to improve overall service through redesign based on improvements in efficiency and effectiveness through a programme of process reviews. It also maintains the added value around financial advice and support, financial decision making and the move toward a service that is more balanced in terms of supporting performance and enabling transformation which have been identified as key elements of the finance service in the future.

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Rank Option Number


1 1 Internal improvements 20% target - no partnership support

60.2

2= 2 Internal improvements 20% target - with partnership support

60.0

2= 3 Internal improvements 30% target - no partnership support

60.0

4 4 Internal improvements 30% target - with partnership support

59.9


6.3.1 The stage 2 options appraisal scores are summarised in the table below. Option 2 is the preferred option. This option will review internal processes and make improvements to allow costs to be reduced in line with the lower quartile. These improvements will come from implementing internet banking (to replace Telebank), making better use of the functionality of the Logotech treasury management system alongside other improvements in processes and a review of overheads. It scored slightly better in terms of flexibility, capacity and deliverability.

Rank Option Number


1 2 Costs to lower quartile 79.7

2= 4 Transfer to other councils 77.7

2= 5 Outsource to specialist 77.7

4 3 Internal management change 77.5

5 1 As 2011-12 Budget 71.8

6.4 Internal Audit

6.4.1 The stage 2 options appraisal scores are summarised in the table below. Option 2 is the preferred option but is not the highest scoring option.

Rank Option Number


1 1 Internal incremental improvements with no partnership

57.6

2 2 Internal incremental improvements with partnership

44.1

3 3 Contracting Out 40.1

6.4.2. Option 2 scores 44.1 points whereas option 1 scores 57.6 points. The main difference is the scoring for savings as the inclusion of the partnership contract reduces the savings from 20.4% in option 1 to 11.2% in option 2. The shortfall in savings of £24,032 will be met by other areas of Strategic Finance. Internal Audit contributed £27,130 to the budget challenge savings in 2011-12.

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6.4.3 The partnership contract is strongly recommended given the reduction in audit days. This recommendation is not driven by the need to recover or offset some of the loss of direct audit days. The role of the partnership support contract would be to ensure the audit days that are delivered are challenged to deliver a standard of work that is of high quality, effective and at a high level of performance. We need to make the most out of the reduced audit days and the partnership support contract is aimed at achieving that.

6.5 Risk Management

6.5.1 There was only one option taken forward to stage 2. This option scored 56.2 and is the preferred option. This option is to develop and manage the risk management process alongside financial management using the staff in finance teams to support the embedding of risk management, its development and reporting/management.


7.1

The preferred options for strategic finance are the following;

• Financial Management - Internal improvements 20% target with no partnership support

• Treasury Management - Costs to lower quartile

• Internal Audit - Internal incremental improvements with partnership

• Risk Management Option 1 - Develop and manage risk management process alongside financial management

7.2 The total potential savings identified as a result of the service review are summarised as follows;

Further Savings Approved Feb 2011

Identified from Options

Total

Financial Management 318,458 175,769 494,227

Internal Audit 11,000 19,489 30,487

Treasury Management 26,542 13,000 39,542

Risk Management 0 -83,000 -83,000

TOTAL 356,000 125,256 481,256

Savings target required 481,193

Note – Risk management has an offsetting reallocation with financial management workstream.


8.1

Employee engagement to date has comprised detailed discussions between the Head of Strategic Finance and Finance Managers.

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8.2 Finance Managers have discussed the options with staff for financial management.

8.3 Staff have contributed to the draft outline specification and the initial high level process review for financial management workstream.

8.4 A workshop to develop the PSIF improvement plan has also provided useful input.

8.5

Detailed discussions with the Head of Strategic finance and staff in the Internal Audit Team and treasury management to consider the options and how they could be taken forward.

8.6 No employee engagement regarding risk management other than reference as part of financial management engagement that risk management would be included with financial management in the future.


9.1

Strategic finance is an internal service. Along with all other services forming part of the Support Service review there has been attendance at each DMT to discuss issues and requirements related to the service. There has also been a meeting with the Head of Strategic Finance in his role as the Chief Financial Officer to discuss his requirements in ensuring proper administration of the Councils financial affairs.


10.1

There has been no engagement with the third sector. It is not clear what role the third sector could play in carrying out the Council’s strategic finance function.

11 Social Impact

11.1

No social implications have been identified to date in terms of considering changes to the operation of Strategic Finance. An effective strategic finance function will assist in using resources effectively which can assist the Council in discharging its other obligations and commitments


12.1

An equality impact assessment has been carried out and a separate report on the equality impact assessment prepared. A neutral impact on all employees and stakeholders is expected as result of the equalities impact assessment. Arrangements will be made to monitor and review the impact.


13.1 A sustainability assessment has been carried out and a separate report on the

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sustainability assessment prepared. No negative sustainability impacts have been identified. Arrangements will be made to monitor and review the impact.

14 Conclusions

14.1

The service review has been completed in a way which ensures compliance with the council’s performance management framework, Public Service Improvement Framework (PSIF) and the HM Treasury Green Book. It is focussed on sustainable service delivery which meets the challenges ahead.

14.2

The service review meets the Council target of identifying options to achieve 20% savings in costs and supports the opportunity for improving performance, efficiency, effectiveness and value for money.

14.3 It is proposed that the options described above are taken forward to deliver the savings and efficiencies required. All have been scored according to the guidance and each meets the criteria to ensure minimum negative impact, meeting the savings target (with the exception of Internal Audit as outlined in stage 2 section on page 11 above), deliverability and a level of risk which is acceptable within acceptable tolerances. Total value of the 20% recommended savings options is £481,256 and can be summarised as follows:

Proposed Saving

FM – Further savings 10/11 318,458

FM – Internal improvements with no partnership support. 175,769

IA – Further savings 11,000

IA - Internal incremental improvements - partnership support 19,489

TM – Further savings 26,542

TM - Costs to lower quartile 13,000

RM – Transfer from FM -83,000

TOTAL 481,256

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Page 354


ARGYLL AND BUTE COUNCIL EXECUTIVE COMMUNITY SERVICES 15 DECEMBER 2011

MENTAL HEALTH STRATEGY FOR SCOTLAND: 2011-15 - A CONSULTATION

1. SUMMARY

1.1 The consultation paper issued by the Scottish Government is presented as an indication of the priority given to mental health issues in Scotland. The document is structured into 14 high level outcomes with the intention of the outcome of the consultation providing the basis of a national strategy which will set out a programme of work over the next four years.

1.2 Written responses are invited to be sent by 31st January 2012. 2. RECOMMENDATION

2.1 To approve the response to the consultation prepared by Council Officers as

attached in appendix 1. 3. DETAIL

3.1 The consultation specifically wants to focus on the following issues:

• The overall structure of the Strategy, which has been organised under 14 broad outcomes and whether these are the right outcomes.

• Whether there are any gaps in the key challenges identified

• In addition to existing work, what further actions should be prioritised to help us meet these challenges.

3.2 The 14 high level outcomes subject to consultation are as follows:

1. People and Communities act to protect and promote their mental health and reduce the likelihood that they will become unwell

2. Action is focused on early years and childhood to respond quickly and to improve both short and long term outcomes.

3. People to have an understanding of their own mental health and if they are not well take appropriate action themselves or by seeking help.


4. First contact services work well for people seeking help, whether in crisis or otherwise, and people move onto assessment and treatment services quickly.

5. Appropriate, evidence based care and treatment for mental illness is available when required and treatments are delivered safely and efficiently.

6. Care and treatment is focused on the whole person and their capability for growth, self management and recovery.

7. The role of the family and carers as part of a system of care is understood and supported by professional staff.

8. The balance of community and inpatient services is appropriate to meet the needs of the population safely, efficiently and with good outcomes.

9. The reach of mental health services is improved to give better access to minority and high risk groups and those who might not otherwise access services.

10. Mental health services work well with other services such as learning disability and substance misuse and are integrated in other settings such as prisons, care homes and general medical settings.

11. The health and social care workforce has skills and knowledge to undertake its duties effectively and displays appropriate attitudes and behaviours in their work with service users and carers.

12. We know how well the mental health system is functioning on the basis of national and local data on capacity, activity, outputs and outcomes.

13. The process of improvement is supported across all health and social care settings in the knowledge that change is complex and challenging and requires leadership, expertise and investment.

14. The legal framework promotes and supports a rights based model in respect of the treatment, care and protection of individuals with mental illness, learning disability and personality disorders.

4. CONCLUSION

4.1 The consultation paper issued by the Scottish Government is presented as

an indication of the priority given to mental health issues in Scotland. The Council has been asked to provide a response to the consultation document which is attached.

Page 356

5. IMPLICATIONS

Policy: Consultation may lead to change in national

guidance and thereafter local policy

Finance: None

Personnel: None Legal: None Equal Opportunities: None

7 November 2011

For further information please contact: Cleland Sneddon James Robb Executive Director – Community Services Head of Adult Care Kilmory 13 East King Street Lochgilphead Helensburgh Tel: 01546 604112 Tel: 01436 677197

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ANNEX B MENTAL HEALTH STRATEGY FOR SCOTLAND

RESPONDENT INFORMATION FORM Please Note this form must be returned with your response to ensure that we handle

your response appropriately

1. Name/Organisation Organisation Name


Title Mr Ms Mrs Miss Dr Please tick as appropriate Surname

Robb

Forename

James

2. Postal Address

Argyll & Bute Council

13 East King St

Helensburgh

Postcode G84 8QQ Phone 01436 677195 Email jim.robb@argyll-bute’gov.uk

3. Permissions - I am responding as…

Individual / Group/Organisation

Please tick as appropriate

(a) Do you agree to your response being made available to the public (in Scottish Government library and/or on the Scottish Government web site)?

Please tick as appropriate Yes No

(c) The name and address of your organisation will

be made available to the public (in the Scottish Government library and/or on the Scottish Government web site).

(b) Where confidentiality is not requested, we will make your responses available to the public on the following basis

Are you content for your response to be made available?

Please tick ONE of the following boxes Please tick as appropriate Yes No

Yes, make my response, name and address all available

or

Yes, make my response available,

but not my name and address

or

Yes, make my response and name

available, but not my address

(d) We will share your response internally with other Scottish Government policy teams who may be addressing the issues you discuss. They may wish to contact you again in the future, but we require your permission to do so. Are you content for Scottish Government to contact you again in relation to this consultation exercise?

Please tick as appropriate Yes No

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CONSULTATION QUESTIONS Overall Approach This consultation reflects a continuation and development of the Scottish Government’s current approach for mental health. There is a general consensus that the broad direction is right but we want to consult on:

• The overall structure of the Strategy, which has been organised under 14 broad outcomes and whether these are the right outcomes;

• Whether there are any gaps in the key challenges identified;

• In addition to existing work, what further actions should be prioritised to help us to meet these challenges.

The 14 outcomes are weighted towards issues concerning the provision of Health care services. There is less of a focus on the essential requirements to integrate these solutions with Social care and the Third Sector. The outcomes identified are however appropriate and provide a useful strategic framework for taking the mental health agenda forward.

Improvement Challenge Type 1

We know where we are trying to get to and what needs to happen to get us there, but there are significant challenges attached to implementing the changes. An example of this is the implementation of the Dementia Strategy. There is a consensus that services for people with dementia are often not good enough and we already know about a range of actions that will improve outcomes. However some of these changes involve redesigning the way services are provided across organisational boundaries and there are significant challenges attached to doing this.

Question 1: In these situations, we are keen to understand whether there is any additional action that could be taken at a national level to support local areas to implement the required changes.

Comments: Argyll and Bute Council and the Argyll and Bute CHP have strong ties in terms of strategic activity and issues are explored in terms of potential barriers to securing improved outcomes for the people who uptake our services. One issue that has been discussed a number of times is the absence of a NHS redundancy scheme( voluntary or compulsory) which results in any redesign having a starting point of the required re-deployment of NHS staff. This can be problematic when attempting to redesign services but the partnership will continue to engage in dialogue to secure improvement in services and outcomes for all adults who require care and support.

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Improvement Challenge Type 2

We know we need to improve service provision or that there is a gap in existing provision, but we do not yet know what changes would deliver better outcomes. Supporting services to improve care for people with developmental disorders or trauma are two areas where further work is needed to identify exactly what needs to happen to deliver improved outcomes.

Question 2: In these situations, we are keen to get your views on what needs to happen next to develop a better understanding of what changes would deliver better outcomes.

Argyll and Bute Council and Partners welcome the ongoing debate concerning the development of a shared framework in relation to outcomes which will allow all statutory agencies to work towards individuals realising their full potential and maximising their opportunities to enjoy improved health and wellbeing.

Outcome 1: People and communities act to protect and promote their mental health and reduce the likelihood that they will become unwell. Question 3: Are there other actions we should be taking nationally to reduce self harm and suicide rates?

In relation to suicide- we believe that 'Choose Life' has made significant strides in working to raise awareness of the issues, and to engage with partners and local communities to work on this agenda. The Choose Life group working across Argyll and Bute have delivered effective training to professionals and raised awareness of the support available to adults when they experience periods of distress or mental illness. Self harm appears to be less well understood and this area requires further development. There is also more evidence of self harm being a significant issue within the Adult Protection arena.

Question 4: What further action can we take to continue to reduce the stigma of mental illness and ill health and to reduce discrimination?

There are opportunities to perhaps build on the arts and media approach to delivering the messages associated with reducing stigma within communities. A mix of national campaigns and local responses is the preferred way forward to tackle stigma in the West of Scotland concerning mental health.

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Question 5: How do we build on the progress that see me has made in addressing stigma to address the challenges in engaging services to address discrimination?

The "SEE ME" strategy has began to address stigma. This campaign has in our view been well received by individuals and groups across Argyll and Bute. The use of TV and the message being carried by football teams is viewed as a very effective way of breaking down barriers associated with discrimination. The Scottish Government should consider further work with Councils and Partners to ensure locality solutions and approaches are developed, including a wider group involving the third sector and voluntary groups.

Question 6: What other actions should we be taking to support promotion of mental wellbeing for individuals and within communities?

The move towards a local response should be considered further with joint planning partnerships taking an increased role in the promotion of mental wellbeing for individuals and communities.

Outcome 2: Action is focused on early years and childhood to respond quickly and to improve both short and long term outcomes. Question 7: What additional actions must we take to meet these challenges and improve access to CAMHS?(Child and Adolescence Mental Health Services)

The Council and Partners need to continue to work to identify better transition between child care services and adult services where appropriate. We would wish to highlight the issue of high functioning autistic disorders, and a general lack of developed services for adults. The link between or separation from autism and mental health services requires to be clarified. The move towards improved opportunities for talking therapies is most welcome and recent work within Argyll and Bute will result in enhanced opportunities for access to talking therapies which will be available as a result of the redesign of mental health services.

Question 8: What additional national support do NHS Boards need to support implementation of the HEAT target on access to specialist CAMHS?

No comment.

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Outcome 3: People have an understanding of their own mental health and if they are not well take appropriate action themselves or by seeking help. Question 9: What further action do we need to take to enable people to take actions themselves to maintain and improve their mental health?

Towards A Mentally Flourishing Scotland already sets out a clear agenda for promoting mental wellbeing. In terms of enabling people to take actions themselves, we believe that a shift is still required towards recovery based service provision across all partnerships. The recovery agenda is however growing within the mental health arena and individuals and providers are increasingly moving towards recovery based approaches.

Question 10: What approaches do we need to encourage people to seek help when they need to?

We need to make sure we combine national campaigns with a responsive local service which ensures information regarding access or pathways to secure support are easily understood. This will include good quality public information and easy to access web information.

Outcome 4: First contact services work well for people seeking help, whether in crisis or otherwise, and people move on to assessment and treatment services quickly. Question 11: What changes are needed to the way in which we design services so we can identify mental illness and disorder as early as possible and ensure quick access to treatment?

We believe that there is still a need to offer further opportunities for a range of front line staff to engage in awareness raising training. Community mental health services remain variable, in shape, degree of integration and location within the wider community. Developing single points of access for a range of psycho-therapeutic assessment/treatment could be very helpful.

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Outcome 5: Appropriate, evidence-based care and treatment for mental illness is available when required and treatments are delivered safely and efficiently. Question 12: What support do NHS Boards and key partners need to apply service improvement approaches to reduce the amount of time spent on non-value adding activities?

Need to ensure that good evidence based research is disseminated to all front line staff, and a regular review of practice is undertaken within each local area. However, given the fact that mental wellbeing is the aim of services, not just treatment of mental illness, then perhaps we need to also ensure that a broader understanding of 'value adding activities' is taken.

Question 13: What support do NHS Boards and key partners need to put Integrated Care Pathways into practice?

We do not feel able to comment on this other than pointing out that integrated care pathways will involve agencies and organisations out with the health boards.

Outcome 6: Care and treatment is focused on the whole person and their capability for growth, self-management and recovery. Question 14: How do we continue to develop service user involvement in service design and delivery and in the care provided?

Service user organisations have a key role to play here- in supporting debate and discussion around service design and delivery that can then contribute to future planning. In Argyll and Bute the ongoing redesign of mental health services has allowed for sustained and effective service user involvement. The local User and Carer group ( ACUMEN) have been involved in every part of the redesign of services and have three reps on the mental health project board. The input of these reps has been excellent and they have helped to shape the current redesign work in a significant way.

Question 15: What tools are needed to support service users, families, carers and staff to achieve mutually beneficial partnerships?

Training using the various tools already available should be encouraged across all partnerships.

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Question 16: How do we further embed and demonstrate the outcomes of person-centred and values-based approaches to providing care in mental health settings?

Training led by service users is one potential way of ensuring values based approaches are embedded across mental health settings. Regular use of Scottish Recovery tools within services should be encouraged.

Question 17: How do we encourage implementation of the new Scottish Recovery Indicator (SRI)?

Suggest that Scottish Recovery Indicators is used at each level of service provision on an annual basis- local teams, hospitals, service wide. Partnerships should be encouraged to ensure a consistent approach is adopted to maximise the effectiveness of SRI.

Question 18: How can the Scottish Recovery Network develop its effectiveness to support embedding recovery approaches across different professional groups?

Continue to challenge services and champion alternatives. Services still require considerable development to achieve required change to value base. The continued opportunity for all professional groups training and learning together will assist to secure the shift in practice.

Outcome 7: The role of family and carers as part of a system of care is understood and supported by professional staff. Question 19: How do we support families and carers to participate meaningfully in care and treatment?

We need to ensure families and carers understand their role and are encouraged to get involved in decision making and recording their views. Staff in Adult Care and within the CHP encourage participation currently and professionals will continue to assist families and carers to contribute to meetings and reviews at all stages of the adults care and treatment.

Question 20: What support do staff need to help them provide information for families and carers to enable families and carers to be involved in their relative’s care?

The most important issue for families and carers is to be afforded time and understanding from staff when family members are unwell. They also need access to good information and be aware of their important role in terms of

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the recovery process.

Outcome 8: The balance of community and inpatient services is appropriate to meet the needs of the population safely, efficiently and with good outcomes. Question 21: How can we capitalise on the knowledge and experience developed in those areas that have redesigned services to build up a national picture of what works to deliver better outcomes?

We need to determine what common Outcome measures we will use in order to make real comparisons of effectiveness. We also need qualitative information in the form of creative good practice examples.

Outcome 9: The reach of mental health services is improved to give better access to minority and high risk groups and those who might not otherwise access services. Question 22: How do we ensure that information is used to monitor who is using services and to improve the accessibility of services?

Annual reports, matching service usage to community audits are the only way to effectively ensure that information is collected and that this information is put to use in planning and targeting services.

Question 23: How do we disseminate learning about what is important to make services accessible?

We need to make better use all existing communication channels for staff managers, service users and carers. The Partnership continue to make sure we improve our ability to communicate key learning through the use of web based information and the development of practitioner forums to allow best practice issues to be discussed across staff groups. Argyll and Bute Council have an active Mental Health Officer Forum which allows MHO’s to share best practice.

Question 24: In addition to services for older people, developmental disorders and trauma, are there other significant gaps in service provision?

Autistic spectrum disorders- services require further development and crisis response remains a significant challenge for remote and rural communities.

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The current redesign of mental health services will address a number of these issues. These issues may also be relevant for other Councils across Scotland.

Outcome 10: Mental health services work well with other services such as learning disability and substance misuse and are integrated in other settings such as prisons, care homes and general medical settings. Question 25: In addition to the work already in place to support the National Dementia Demonstrator sites and Learning Disability CAMHS, what else do you think we should be doing nationally to support NHS Boards and their key partners to work together to deliver person centred care?

Argyll and Bute Council and key Partners are currently working together to improve the assessment framework available for staff across the organisations. It is anticipated the improved assessment framework will assist staff to deliver improved person centred care and support plans which are increasingly outcome focused.

Question 26: In addition to the proposed work in acute hospitals around people with dementia and the work identified above with female prisoners, are there any other actions that you think should be national priorities over the next 4 years to meet the challenge of providing an integrated approach to mental health service delivery?

Argyll and Bute Council and Partners welcome the ongoing debate concerning the future of Adult services and the NHS in terms of improving joined up services which will deliver improved outcomes for the adults who require care and support. The Council recognise that there are a number of different models being considered and are eager to work with the Scottish Government to explore these options through the appropriate channels.

Outcome 11: The health and social care workforce has the skills and knowledge to undertake its duties effectively and displays appropriate attitudes and behaviours in their work with service users and carers. Question 27: How do we support implementation of Promoting Excellence across all health and social care settings?

Argyll and Bute Council believe that increased opportunities for staff to train together and learn together is a useful way forward.

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Question 28: In addition to developing a survey to support NHS Boards’ workforce planning around the psychological therapies HEAT target – are there any other surveys that would be helpful at a national level?

Nothing further to add.

Question 29: What are the other priorities for workforce development and planning over the next 4 years? What is needed to support this?

Opportunities for joint workforce development decision making should be made clear in proposals being put forward regarding integration of health and social care.

Question 30: How do we ensure that we have sustainable training capacity to deliver better access to psychological therapies? Need to make training available to wider range of staff in both hospital and community settings. Outcome 12: We know how well the mental health system is functioning on the basis of national and local data on capacity, activity, outputs and outcomes. Question 31: In addition to the current work to further develop national benchmarking resources, is there anything else we should be doing to enable us to meet this challenge. Question 32: What would support services locally in their work to embed clinical outcomes reporting as a routine aspect of care delivery?

Any guidance brought forward by the Scottish Government would be received positively by the Council and Partners.

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Outcome 13: The process of improvement is supported across all health and social care settings in the knowledge that change is complex and challenging and requires leadership, expertise and investment. Question 33: Is there any other action that should be prioritised for attention in the next 4 years that would support services to meet this challenge?

Argyll and Bute Council will continue to help build capacity in key leadership posts by encouraging improvement in staff PDR. The partnership will continue to maximise opportunities for joint training and learning opportunities and tap into existing sources of tool kits to ensure our managers become increasingly aware of the joint responsibility to manage change across the partnership.

Question 34: What specifically needs to happen nationally and locally to ensure we effectively integrate the range of improvement work in mental health?

We need to ensure that opportunities are taken locally to look at improvement work and that Partners ensure the best use of the appropriate knowledge and skills across the partnership to maximise the impact of all activity. There are good links between the Council and CHP currently and CHP mental health improvement work is linked into the project board for the redesign and modernisation of the service.

Outcome 14: The legal framework promotes and supports a rights based model in respect of the treatment, care and protection of individuals with mental illness, learning disability and personality disorders. Question 35: How do we ensure that staff are supported so that care and treatment is delivered in line with legislative requirements?

The Partnership recognises the role independent advocacy has in all aspects of care and treatment. Mental Health Officers in particular are very actively promoting the take up of advocacy services across Argyll and Bute as per statutory obligations. Mental Health Officers are also involved in delivering a programme of training which raises awareness of their role and the role of independent advocacy.

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COMMUNITY SERVICES 15 DECEMBER 2011

COMMISSION ON RURAL EDUCATION CALL FOR EVIDENCE

1. SUMMARY 1.1 This report provides a draft response to the call for evidence from the

Commission on Rural Education for consideration by the Executive and agreement to submit on behalf of Argyll and Bute Council.

2. RECOMMENDATION

2.1 It is recommended that the Executive consider the draft response to

the call from evidence by Commission on Rural Education attached as Appendix A to this report and agree it be submitted on behalf of Argyll and Bute Council.

3. DETAIL

3.1 The Scottish Government established the Commission on the Delivery

of Rural Education, chaired by Sheriff David Sutherland , to examine both how the delivery of rural education can maximise the attainment and life chances of young people in rural areas, and the link between rural education and rural communities.

3.2 The Commission will also review the Schools (Consultation) (Scotland) Act 2010 and its application and make recommendations on the delivery of all aspects of education in rural areas

3.3 Specifically the Commission has the following remit:

• To review the Schools (Consultation) (Scotland) Act 2010 and its application;

• To examine how the delivery of rural education can maximise attainment and outcomes to give pupils the best life chances, and to examine, where appropriate, how this can be applied more widely;

• To make recommendations on how to reflect best practice on the delivery of all aspects education in rural areas (pre-school through to higher & further education);

• To examine the links between rural education and the preservation, support and development of rural communities and to make recommendations on how these links might be strengthened if necessary; and

• To examine and make recommendations on funding issues surrounding rural education.


2

3.4 The Commission comprised originally 15 members (now reduced to 14 members) and has representation from COSLA, ADES, Parent Bodies, a head teacher, nominees from an academic background and lobby groups.

3.5 The Commission has issued a call for evidence from interested stakeholders to be returned by 12 January 2012. It is also expected that the Commission will visit a number of areas to hear evidence and it is anticipated that Argyll and Bute will be on that programme.

3.6 The draft response has been drawn together using the experience

gained by Argyll and Bute Council in implementing its school estate review in compliance with the Schools (Consultation) (Scotland) Act 2010.

4. CONCLUSION

4.1 The draft response attached at Appendix A is proposed as the Council’s submission to the Commission on Rural Education..

5. IMPLICATIONS

Policy: None.

Legal: None.

Financial: None.

Personnel: None

Equal Opportunities: None.

Cleland Sneddon Executive Director, Community Services 6 December 2011 For further information contact Cleland Sneddon Tel 01546 604112 E Mail [email protected]

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Commission on Rural Education Call for Evidence Word Response Form Please use key F11 to navigate between the fields on this form. To use the check boxes, right click, choose “Properties” and “checked” (or “unchecked” to remove a cross and change your answer).

Section A – Respondent Information Form Please note that the Respondent Information Form must be completed to ensure that we handle your response appropriately. Questions marked * must be answered by all respondents, unless you are directed past this question.

Name of Organisation (if appropriate) Argyll and Bute Council

Title (e.g. Mr/Ms/Mrs/Miss/Dr) Mr

Forename Cleland Surname Sneddon

Address Argyll and Bute Council Office, Kilmory Castle,

Lochgilphead

Postcode PA31 8RT

Telephone 01546 60 2127

Email [email protected]

* I am responding as: An individual A group or organisation

Do you consider yourself or your organisation as from or representing?

a rural area an urban area an area with both urban and rural components

don’t know / not applicable

If you are responding as an individual: * Do you agree to your response being made available to the public (on the Commission’s web site and/or in the Scottish Government library)? Yes No * If you have agreed to your response being made available to the public, please tell us if we may also make your name and address available. (Please select one option only):

Yes, make my response, name and address all available Yes, make my response available, but not my name and address Yes, make my response and name available, but not my address

Which of the following best describes your role in completing the questionnaire? (Please select one option only):

Teacher (class, chartered, deputy, head, special) Other educational establishment staff Non-teaching local authority employee Other, please specify

Parent/Carer Pupil Elected representative

If you are responding as a group or organisation: * The name and address of your organisation will be made public (on the Commission’s web site and/or in the Scottish Government library). Are you content for your response to also be made available?

Yes No Which of the following best describes your organisation? (Please select one option only)

School Other educational establishment Professional body Local authority Other, please specify

Government agency Community Council Parent/Carers’ organisation Pupils’ group

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Section B – Maximising attainment and achievement through rural education Q1: The Commission is examining how the delivery of rural education can maximise attainment and outcomes to give pupils the best life chances. Curriculum for Excellence is the curriculum in Scotland which applies to all children and young people aged 3-18, wherever they are learning. It aims to raise achievement and attainment for all, enabling young people to develop the skills, knowledge and understanding they need to succeed in learning, life and work. (a) To what extent do you agree or disagree that there are particular challenges to delivering Curriculum for Excellence in rural schools?

Strongly agree

Agree Neither agree nor disagree

Disagree

Strongly disagree

Don't know / Not applicable

(b) To what extent do you agree or disagree that any challenges are particularly acute for small rural schools?

Strongly agree


Disagree

Strongly disagree


(c) Please explain your answers to (a) and (b) and provide further detail on what you think these challenges are?

Due to the geography of Argyll and Bute, it can be very challenging to make consortium arrangements for collaborative working for staff and pupils. New technologies can go some way to facilitating this, but cannot take the place of face to face meetings. The logistics and cost of travel can limit opportunities for partnership working and peer group interaction for both staff and pupils. One of the challenges is to provide opportunities for staff and students to work in collaborative way. The challenges are particularly acute for schools with small rolls to establish peer group learning at each age and stage and there is a smaller pool of staff to draw their particular skills and experience from. Many rural schools exhibit innovation in how they deliver the curriculum in their circumstances which is to be commended but it is undoubtedly much more difficult to address. The activities that are developed to compensate for these challenges are often by exception (e.g. pupils travelling one afternoon a week to neighbouring schools to enjoy collaborative activities) and provide the type of experiences that pupils in larger schools benefit from on a daily basis. Another challenge for an authority with a significant rural area is the impact of the cost of maintaining such a large number of small establishments whilst trying to provide equity of provision. Authorities with a very significant under utilisation of school spaces need to be able to take strategic decisions on the size of the asset base it requires to deliver the highest quality of education to all children in its area. Maintaining and staffing an asset base almost twice greater than necessary, diverts scarce resources away from value adding education activities that impact on the quality of the education experience for all children in Argyll and Bute.

(d) Do you have any suggestions for how these challenges might be overcome or addressed?

Schools use a range of learning technologies to assist with pupil and staff interaction. Across Argyll and Bute schools, video conferencing and GLOW meet is used for delivering support across a variety of subjects.

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Argyll and Bute have recently approved the creation of Joint Headships and are currently working towards the creation of Learning Communities. Staff in rural schools meet in cooperative groups in order to maximise their opportunities for professional dialogue; however because of our geography this has implications for the management of time. We have developed a Teaching Head Teacher Network to try and provide opportunities for collaborative working, however this arrangement cannot replicate the spontaneous day to day interaction of teachers and head teachers. There is significant scope to reduce the number of schools in certain areas in Argyll and Bute given the level of under utilisation particularly in the primary school estate. This would deliver a smaller number of more sustainable schools with combined rolls that would meet a number of the challenges highlighted above.

Q2: Do you think rural schools provide particular educational benefits to their pupils and, if so, what do you think these are?

Rural schools can engender a strong feeling of community and can form strong links with the wider local community. However such an ethos is not directly linked to the size of the school but rather is dependent upon the quality of the leadership of the head teacher and the skills of the class teacher(s). These same benefits will be identifiable in high performing urban schools. High quality staff are the key to high quality educational experiences for children and young people.

Q3: Do you think rural schools have particular disadvantages for their pupils and, if so, what do you think these are?

Modern pedagogies e.g. cooperative learning strategies are most effective in groups of four to six. Within such a group a spread of ability is necessary in order to provide intellectual support and challenge. The levels of support and challenge members of group can provide is influenced by the maturity level(s) of the group members. Too wide a range of maturity can restrict the ability of the group to provide an appropriate level of support and challenge to any individual within it. It is a challenge for small rural schools to provide opportunities for face to face large group interaction on a regular basis. This becomes particularly important as children move towards the P7 – S1 transition. Our secondary school rolls vary from less than 50 students to 1400 students. The social development of the child is also important and the ability to form friendships across peer groups is a component part of that process. This is a challenge to achieve in small rural schools.

Q4: Getting it right for every child (also known as GIRFEC) is the Scottish Government’s policy for improving outcomes for children and making sure that all agencies respond appropriately to needs and risks. The Getting it right approach is about making sure that leaders, managers and practitioners across all services work together when they need to, ensuring children and young people reach their full potential. (a) To what extent do you agree or disagree that there are particular challenges to applying the Getting it right approach in rural schools?

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Strongly

agree Agree Neither agree

nor disagree Disagree

Strongly

disagree


(b) Please explain your answer to (a) and provide further detail on what you think these challenges are?

GIRFEC methodology is based upon strong and effective partnership working which is focussed upon the needs of the child. There is evidence of partnership working being very strong in Argyll and Bute. A challenge to effective partnerships can be the difficulty in finding appropriate practitioners to cover for any absence. There is a smaller pool of professionals available.

Q5: Do you have any comments or suggestions on how to ensure the viability and sustainability of rural education? You may wish to comment on the following areas:

- attracting and retaining staff; - school buildings; - remote learning; - use of technologies for learning.

Appropriate professionals can be attracted to a rural location as a lifestyle choice. The challenge for a rural authority is that of attracting high calibre staff and the provision of opportunities for career advancement. Inevitably promoted posts in a smaller school are not as financially attractive and in some cases Head Teachers can feel isolated from their peers. Argyll and Bute Council has had some difficulties in attracting competition for posts in some areas. One option is that of the Joint Headship. The success of a Joint Headship is dependent upon the experience and qualities of the appointee. A professional undertaking a Joint Headship must have a proven track record at a senior level – preferably at Head Teacher level. In order to ensure our school estate is in a fit condition for purpose in a time of reducing finance available for planned maintenance and capital investment, adequate government funding could be put in place to supplement this. Ultimately though if authorities are operating a school estate that is significantly greater than actually needed, the situation is unlikely to be sustainable in the long term and is wasteful of scarce resource. Investment in asset sustainability however does not fully address the suitability of some properties for modern education delivery and such investment in properties that are unnecessary and will not be suitable is to the detriment of the maintenance of other schools . For remote learning to be successful the authority needs to ensure that connectivity, software and hardware are fit for purpose. A strong and co-ordinated strategy to update and improve the skills of staff and pupils is necessary. Whilst new technologies may allow for wider subject choices and for new partnerships to open up (e.g. with further education colleges), the child’s development is most ably supported by the quality of inter action with teaching and other staff and new technologies need to be complemented with face to face support. Learning technologies are used widely across schools in Argyll and Bute. A different approach to the use of technologies is required – we need to move away from the idea of the computer suite towards the use of pupils’ own devices whilst retaining an appropriate budget to provide access for those pupils who cannot provide an appropriate device. A clear I.T. strategy which allows the use of social networking sites and less restricted access is vital. For this to be safe and effective, there needs to be a clear understanding of risk and how these are managed.

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Section C – The Schools (Consultation) (Scotland) Act 2010 and its application. In Scotland, local authorities have a statutory duty to ensure the adequate and efficient provision of school education in their area. If a local authority proposes to change any part of the existing education provision then they must engage in formal consultation process. The process to be followed when a local authority is consulting on a relevant school reorganisation proposal is set out in the Schools (Consultation) (Scotland) Act 2010, referred to here as the “Schools Consultation Act”. Under the Schools Consultation Act, there are specific provisions relating to rural schools – including factors that Councils must consider before proposing to close any rural school – and there are specific duties on Scottish Ministers in relation to scrutiny (call-in) and consent to Council proposals. This section seeks your views on the Schools Consultation Act and its current application. Q6: Under the Schools Consultation Act, a rural school is defined using statistical data under the Scottish Government’s “Urban Rural Classification”. This divides areas of Scotland into 8 types, depending on the population size of the town or settlement together with the travel time needed to get to a larger town. For the purposes of the Schools Consultation Act, schools in the three rural categories Accessible Rural, Remote Rural and Very Remote Rural are considered to be rural schools. These are all schools in settlements with less than 3,000 people living in them and with different lengths of ‘drive time’ to a bigger town or settlement of more than 10,000 people. (a) To what extent do you agree or disagree with the definition of a rural school for the purposes of the Schools Consultation Act?

Strongly agree


Disagree

Strongly disagree


(b) Please explain your or suggest any alternative?

Although the Urban-Rural Classification is useful in helping us to understand our areas, it is a blunt instrument when it comes to understanding our school estate. The classification of a school as being 'rural' relates to the point location of the school, and does not relate to whether the pupils within the catchment access it from areas classified as urban or rural. Within Argyll and Bute, this results in a number of apparent anomalies. For example: Hermitage Academy, on the outskirts of Helensburgh, falls outside the settlement boundary, and is classified as 'accessible rural'. This is despite Helensburgh, itself, with a population of over 10,000, falling into the 'other urban' category of the Urban-Rural Classification. Rothesay Primary and Rothesay Joint Campus are both located within the settlement boundary of Rothesay. Rothesay is a 'very remote small town'. Therefore neither of these schools are rural, despite much of their catchment area covering 'very remote rural' parts of Bute. However, North Bute Primary, with a comparable catchment area to Rothesay Primary, is a 'very remote rural' school. This is because North Bute Primary is located in Port Bannatyne, not in Rothesay. Port Bannatyne has a population of less than 3,000, and therefore is a rural area, according to the classification but is less than 3 miles from the centre of Rothesay. Some kind of ratio that relates the size of the catchment area to the roll of the individual school would be useful. Also, it would be helpful to think about whether existing public transport provision

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is adequate to cater for the needs of pupils, or whether local authorities must make special transport arrangements to cater for them. Accessibility of a school to its pupils is more important than merely considering its location within the Urban-Rural Classification.

Q7: The Scottish Government’s view is that educational benefits should be at the heart of any proposals to make a significant change to a school. The Schools Consultation Act specifies that local authorities have to prepare an educational benefits statement for all consultations under the Act. Local authorities must consider:

- the likely effects of the proposal on current and future pupils of the school, other users of the school’s facilities and the pupils of any other schools in the area;

- explain how the authority intends to minimise or avoid any adverse effects of the proposal; and

- describe the educational benefits which it believes will result from the proposal and provide reasons for this.

(a) To what extent do you agree or disagree that educational benefits should be the primary consideration in making a significant change to a school?

Strongly agree


Disagree

Strongly disagree


(b) Please explain your answer, and provide any comments on how the educational benefits statement is used or how you think it could be improved?

Authorities should always have educational benefit at the forefront of any consideration to merge or close schools or in proposing to alter catchment areas however it is not a simple isolated consideration. To divorce any such proposal from the authorities’ strategic planning for school estate or in how they deploy their resources to support the highest quality of education for all pupils in their areas is impractical. The current Act and its associated guidance have produced a very adversarial process whereby opponents of a proposal believe to object to it implies that there is an argument to win by disproving the educational benefits statement of an authority. The result has been a massively disproportionate use of time and resources by both parties trying to “win” an argument by criticising the position of the other. It therefore engenders a bad feeling and the actual correct and proper consideration of education benefits and opponent’s views is overlooked in the adversarial process. It is also important to clearly emphasise that a proposal may produce some dis-benefits to pupils (e.g. an extended travel journey) that cannot be fully mitigated but they should not automatically mean a proposal should be rejected. Rather the whole range of benefits and dis-benefits should be considered together so that the overall impact on pupils is considered. The role of Education Scotland could be strengthened by taking responsibility for independently assessing the relative arguments put forward with regard to educational benefits. Objectively they would be able to assess the educational benefits statement in a more sophisticated way based on the significant experience of the inspectors and avoid a simplistic debate of large and small schools or travel durations. Revised statutory guidance could also confirm to elected members that they would not be requested to judge the relative arguments but that they would expected to take on board Education Scotland’s advice in coming to a decision. The guidance would clarify for

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opponents of proposals that their views would be independently assessed which would remove this point of debate from public meetings and allow a more straightforward opportunity for interested parties to explain their position. It is crucial that the education benefit statements and the proposal papers are considered in a constructive and non emotive manner.

Q8: Sometimes Councils will propose the closure of a school. The Schools Consultation Act requires Councils to have special regard to three factors before deciding to propose and consult on a rural school closure. These are:

• if there is any viable alternative to the closure proposal;

• the likely effect of the school’s closure on the local community; and

• the likely consequences of the closure on travel and transport arrangements.

(a) Do you have any comments on how these factors have operated in practice?

The Act requires councils to consider all viable alternatives to closure prior to entering a statutory consultation process. There is however no definition of the criteria to be used by authorities in assessing the viability of an alternative. It is not practical for all alternatives to be considered prior to a consultation as many may only emerge in the process of the consultation itself. Equally, the viability of alternatives also needs to consider the likelihood and sustainability of the alternative – e.g. potential housing development at some future time when actual development completion rates are modest is not an alternative at the point of decision making. Additionally, the size of some small schools mitigate against the asset being shared by other users. Clarity around these statements would again remove an area of dispute. The primary concern should be the educational benefits to children and young people. The likely effect of the school closure on the local community should not be allowed to have more importance than the educational benefits for children and young people. In practice the impact upon a community became an emotive issue which detracted from the discussion of educational benefits for children and young people. The Council is aware that a number of rural communities in Argyll and Bute have declined in population numbers, age balance and economic vibrancy – many of its policies are directed to try to stimulate growth however these approaches are set within the wider national and global economic trends. However the presence of a primary school is not the determining factor for whether communities continue to thrive or decline – there is a greater discernable impact of access to employment, to affordable housing and economic diversity – and many communities have continued to decline whilst they have a primary school whilst others have continued to thrive in the absence of a school. Statements about a school being the focus of a community and without it the community would die are highly emotive and are impossible to challenge but in many cases are not supported by evidence. The requirement to assess the likely effect of transport arrangements inevitably brings into question journey length and route. The precision of this information brought campaigners into conflict with authorities over these assessments. Satellite vehicle reports have been contested and formed the basis of much political dispute. Local authorities transport hundreds of thousands of pupils and undertake hundreds of millions of pupil journeys per annum using a mix of direct provision, contracted providers and public transport routes. They are in a good position to assess transport routes, safety issues, methods etc. In a rural authority travel to school often requires a significant journey simply because of geography.

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(b) Do you have any suggestions for improvements or alternatives to the existing process?

Revised statutory guidance should be founded on the basis of proportionality regarding the assessment of the 3 areas for special regard. The guidance should provide clarity on what is expected of authorities in order to evidence the likely effect of the school closure proposal on the local community. This should be realistic in terms of cost and what is to be considered. Clarity around what this should encompass would be helpful. Revised statutory guidance should provide a set of criteria to be used by authorities in assessing the viability of alternative proposals, potentially in an options appraisal format. This guidance should also be clear that alternatives may continue to be identified and be assessed throughout the statutory consultation process. Argyll and Bute Council’s record in transporting pupils is particularly good with comparatively few incidents annually. Caution should be exercised around any recommendations on improving transport arrangements or obligations on authorities arising from the schools consultation legislation. The Council has many examples of parental choice being exercised which occasions longer travel durations for their children which emphasises that the issue for some parents is often more related to the quality of the education experience than the travel duration.

Q9: Councils have to balance their duties under the Schools Consultation Act with their responsibilities for efficient management of the school estate. There is Scottish Government guidance on some aspects of this, for example, assessing and reporting Condition and Suitability ratings. Thinking about how Councils do this, do you have any comments on how they: (a) make decisions about the school estate, including assessments of condition or suitability and how investment in school building is prioritised?

At the moment authorities assess the suitability and condition of schools using the Scottish Government’s core facts criteria. Thereafter investment decisions are prioritised using the risks that are identified from this process and the business case for the investment is assessed as part of the Council’s asset management planning process. This appraises options for addressing the identified risk and also measures the potential impact of the recommended measures. Authorities need to have the ability to strategically plan for their school estate with regard to utilisation to ensure that they deliver best value in the use of resources to deliver the highest quality education service provision. If schools consultation legislation makes it almost impossible for authorities to take these strategic decisions it will produce adverse education outcomes for all pupils in authorities’ areas.

(b) assess the capacity of primary and secondary schools?

It would be helpful to have a standardised approach to capacity modelling and it is reasonable to suggest that a standard model could be developed which could give comparability of data across the authorities and thus remove a point of contention. The model would have to be flexible enough to accommodate the constraints of existing schools and ensure that authorities do not face challenge to increase facilities in existing schools, e.g. if the standard model indicated that a school with nine teaching places should designate only six of these as classrooms, undoubtedly some existing nine teaching places schools would be unable to comply without extending the property.

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The issue of capacity modelling has been used to cloud the bigger issues of educational benefits – arguments about whether a school is at 44% occupancy or 55% occupancy are actually irrelevant to the bigger issues relating to the quality of education experience for pupils but became the focus of a number of campaigners.

(b) manage and measure local information such as projected population numbers and pupil

rolls?

The Council accurately projects our pupil rolls for two years in advance. There is 98% uptake in Argyll and Bute’s preschool education. Data is also provided by our health partners for children from 0 – 3 years. Cross checks are undertaken with birth rate data which is published for authority areas. Further checks are carried out by datazone (which don’t align well with school catchments areas); health visitor figures, pre 5 registrations, and house building permissions. Longer term projections are based on GROS population projections – currently projecting up to 2033. The Council has had regard to these projections which for 2011is within 7 primary pupils of the actual roll. This level of accuracy is unlikely to be repeated for each year however the GROS projections to provide an indicator that is part of the bigger picture that is compiled with all of the cross checks and data sources above. It is difficult to think of any more that an authority could do to project future rolls and in Argyll and Bute, the Council has a very good picture of school population trends and what issues may impact to change trends (e.g. MOD staff deployments, accelerated house building, etc) Greater clarity on what data sources are appropriate for planning assumptions would remove particular areas of contention around future demand/supply assessments.

Q10: The consultation process Councils must undertake is set out in the Schools Consultation Act. (a) How satisfied or dissatisfied are you with the statutory consultation process currently applied by Councils under the Schools Consultation Act? Very

satisfied Satisfied Neither

satisfied nor dissatisfied

Dissatisfied

Very dissatisfied

Not applicable

(b) How satisfied or dissatisfied are you with the informal consultation sometimes undertaken by Councils in advance of statutory consultation under the Schools Consultation Act? Very



Dissatisfied

Very dissatisfied

Not applicable

(c) Do you have any comments on consultation under the Schools Consultation Act or how it could be improved?

Argyll and Bute employee Code of Conduct, like most other authorities, explicitly prohibits employees being publicly critical of their employer. In the case of the statutory consultation with staff it is recognised that strongly held views on such an emotive issue could bring employees into conflict with the code. Consultations with employees took place in dedicated meetings where

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they were able to freely share opinions without any prejudice to the code but they were requested to remain neutral in a public setting. An acknowledgement in revised guidance of the potential conflict that staff encounter when having to comment publicly on the proposals would be helpful. In addition recognition that a “protected” setting for staff to comment openly is acceptable would be welcome. The use of the “Participants, not Pawns” guidance issued by Scotland’s Commissioner for Children and Young People opened up new challenges from campaigners. Addressing the pupil consultation question is difficult to resolve. The guidance is helpful and the issue is simply one of interpretation. The provision within the revised guidance of examples of good practice would be helpful and an outline of areas for questions that are appropriate to different ages would be helpful. The statutory consultation process was very time consuming. Officers and senior managers were required to collect and collate very specific information related to the educational benefits of facts and figures. One major outcome of the consultation was the large number of FOI enquires that were received throughout the months prior to and during the consultation process. Argyll and Bute Council did decide to carry out informal consultations on the advice of HMIE. These meetings did provide the council with an in depth knowledge of the strength of feeling within communities. Clear guidance regarding the necessity to hold these meetings and a clear explanation of the exact procedure that should be followed would enhance the process. More precise information around the nature of the call in process is critical. The understanding was that a call in by Ministers would only be on the basis of process however some authorities had decisions on some schools called in and other decisions not when the same process was applied. The perceived political dimension to calls ins is unhelpful and it would be better if an independent judicial board was established to review decisions where an appeal is lodged – this would ensure that process is the focus of decisions on whether a decision is called in.

Q11: The Schools Consultation Act requires Her Majesty’s Inspectorate of Education (HMIE), who are now part of the Scottish Government agency Education Scotland, to be involved in the consultation process. They are required to prepare and submit to the Council a professional and independent report on the educational aspects of the proposal being consulted on. (a) To what extent do you agree or disagree with the role of Her Majesty’s Inspectorate of Education under the Schools Consultation Act?

Strongly agree


Disagree

Strongly disagree


(b) Do you have any comments on how this requirement has operated in practice or how it could be improved?

HMIE (Education Scotland) fulfilled an important and necessary role – that of the truly impartial observer. Any development of this role would be welcome but in particular the assessment of education benefits appears to be a logical extension of their role as outlined in the response to question 7 above.

Q12: Under the Schools Consultation Act, Scottish Ministers have powers to decide whether to “call in” or review a Council’s decision to close a school. This can be applied where it appears to

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Scottish Ministers that the authority may have failed in a significant regard to comply with the requirements in the Schools Consultation Act or to take proper account of a material consideration relevant to the decision. When Scottish Ministers call in a proposal, they can then decide whether or not to allow the closure to go ahead. (a) To what extent do you agree or disagree with the role of Scottish Ministers’ and their call-in powers under the Schools Consultation Act?

Strongly agree


Disagree

Strongly disagree


(b) Do you have any comments on the call-in process or how it could be improved?

The ability to “call in” a council’s proposal(s) for the closure of a school or schools was intended to be used in exceptional circumstances only and where a breach in process had been identified. It was not intended to be a mechanism to review decisions taken by authorities. The same process has been used by authorities for those proposals which were called in as those which were approved. This suggests a political dimension to the use of the “call in” which was not intended. The option noted above - to remit the arbitration of appeals to an independant quasi judicial board which would limit itself to consideration of process only would be logical and helpful to all parties in the process.

Q13: There is statutory guidance issued to local authorities, by the Scottish Government, intended to assist those who are involved in overseeing the consultation and decision making processes around proposed changes to their schools, as required in the Schools Consultation Act: (a) Are you satisfied with the guidance to local authorities under the Schools Consultation Act? Very



Dissatisfied Very dissatisfied


(b) Please explain your answer, and provide any comments on how the support and implementation of the Schools Consultation Act could be improved?

Statutory guidance issued to the local authorities by the Scottish Government must be clear and unambiguous. Statutory guidance which is open to interpretation is unhelpful and the current guidance has contributed to the development of the adversarial position noted throughout this response.

Section D – Funding issues surrounding rural education Under the Local Government in Scotland Act 2003, Councils have a statutory duty to make arrangements to secure Best Value. They must carry out their overarching duties on delivery of all council services, including responsibilities for managing the school estate in accordance with the Best Value duty. The Commission is also considering the funding issues surrounding rural education, including the relationship between the Best Value duty and the Schools Consultation Act. Q14: Do you have any comments on how Councils deliver their Best Value requirement alongside the delivery of rural education and their responsibilities under the Schools Consultation Act?

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Councils have an obligation to deliver Best Value: education is not exempt from this. Any decision which does not increase the efficiency of the school estate, impacts upon the education of all children and young people by creating a situation where the financial resource must be spread more thinly. Authorities should have the ability to strategically plan for the size and use of its education estate and how it deploys its resources. It is right that any individual decisions by authorities should be subject to a statutory consultation process to ensure that decisions are taken diligently and with due process but the burden on authorities should be proportionate and balanced.

Q15: Do you have any other comments on the funding issues around delivering rural education?

The small schools element of GAE is allocated to authorities as a per capita payment (currently approximately £2,450 per annum) in respect of each pupil in schools which have less than 70 pupils enrolled. This is calculated by dividing a national pot by the number of pupils in such schools and is set according to the term of the national finance settlement. As such a school with 69 pupils yields the greatest level of additional income to an authority, however if one additional pupil enrols the payment drops to zero. Local authorities are able to refuse placing request on the basis of additional costs but not the loss of potential income. The payment is not reflective of the costs of compensatory activities faced by authorities operating small schools, e.g. additional transport costs to systemise inter school activities to provide appropriate peer learning opportunities etc. It would be helpful if consideration were given to a sliding scale from the 70 pupil mark so that there is no immediate drop to a zero level of support should a 71st child enrol. Of further help would be some consideration given to the method of allocation – a 70 pupil school can be considered quite large in some rural authorities. A tiered weighting to the very small school sizes would be appropriate, i.e. the additional costs to operate a school with 50 pupils is not 5 times the additional costs of operating a school with 10 pupils.

Section E – Links between rural education and the preservation, support and development of rural communities Part of the Commission’s remit is to examine the links between rural education and the preservation, support and development of rural communities and to make recommendations on how these links might be strengthened if necessary. Q16: Do you have any comments on the links between rural education and the preservation, support and development of rural communities?

The current Act requires authorities to have specific regard to the likely affect to the local community in consequence of the proposal. For some authorities this has involved exploring these issues with communities during the consultation phases and making comment within the consultation reports. For others, including Argyll and Bute, the expectations were that this would comprise uniquely commissioned research on each community. There would be significant cost consequences to commissioning unique research and there is considerable doubt whether the impact of a school closure on a rural community could be easily

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isolated from a range of other socio economic factors. Use of general research such as “Factors Influencing Rural Migration Decisions in Scotland” or the “Outer Hebrides Migration Study” which both suggested access to employment, economic diversity and access to affordable housing were of greater influence than the location of a school in a community were fiercely contested by campaigners. Evidence of communities where growth has occurred either after a school closures or in the absence of a school at any time is presented alongside evidence of the general rural population decline in communities with schools. As an authority we do not accept that having no school is a detriment to a thriving community. We have many examples of this within Argyll and Bute, e.g. Ardentinny, Cairndow and Kilmelford. The Council has a clear focus on developing sustainable and vibrant rural communities and its economic development and housing strategies are clear examples of our commitment. Any national government support for the work of the Council in developing our rural economy, infra structure, housing, transport, broadband development, etc would be welcomed.

Q17: Do you wish to highlight any sources of evidence in relation to this area of the Commission’s work that you think they should consider?

Nothing additional to the comments contained in this response

Section F – Any other comments Q18: Please tell us if you have any other comments on the delivery of rural education that you would like the Commission to consider?

The Act as it stands at the moment is discriminatory against the closure of a school. Argyll and Bute Council contends that there are questions surrounding the educational benefits to children of a school where there are very few pupils. The legislation surrounding the closure of schools should be uniform throughout Scotland: there should be no distinction between rural and urban. There is a dilemma for local authorities such as Argyll and Bute which were tasked to review its school estate on the advice of HMIE who stated in their authority inspection in 2005 “Although plans were being developed to improve the school estate, more required to be done to address issues of increasing over-capacity in primary schools”. A Follow-through report in 2007 stated “the authority face major challenges in the quality of its school building and in an over supply of school places. 70% of primary schools and 10% of secondary schools had less than 60% occupancy. Against Scottish Government definitions, 59% of the primary school estate was classified as Poor or Bad”. Similar comments have been made by the Council’s external auditors and the issue is featured in the Council’s Assurance and Improvement Plan. The use of resources and assets is core to the ability of Councils to deliver Best Value to the taxpayer and school estate is not an area that should be excluded from this review. If the outcome of the Commission’s review is relatively small change in the capacity of authorities to make strategic decisions on the use of the school estate, there needs to be a correlation with

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the funding arrangements to support schools with very small rolls to ensure equality in access to educational outcomes for pupils. It would be helpful if the Commission were to consider the position of authorities who encounter this dilemma. Finally, the Council would wish to highlight the impact of the current process on its communities, on schools and on staff tasked with undertaking this work. The campaign that was undertaken in Argyll and Bute was very difficult and in some cases distressing for those involved or affected by it. Any conclusion of the Commission should consider these comments and reflect the duty of care the Council has to its pupils, communities and staff.

Submitting your response and help Please email your response to: [email protected] If you email your response it is not necessary to send a hard copy as well. If it is not possible to email your response, hard copy responses can be sent to Commission on Rural Education Secretariat Area 2A South Victoria Quay Edinburgh EH6 6QQ If you have any problems with this form, please contact the email address above or telephone 0131 244 0877. Commission on Rural Education October 2011

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ARGYLL AND BUTE COUNCIL EXECUTIVE CUSTOMER AND SUPPORT SERVICES 15 DECEMBER 2011

CONSULTATION ON PROPOSAL FOR COUNCIL TAX ON LONG TERM

EMPTY HOMES

1. SUMMARY

The Scottish Government issued a consultation on Council Tax on Long-Term Empty Properties on 19 October with a closing date for responses of 10th January 2012. The Government is proposing to allow councils the discretion to increase Council Tax charges for homes that are left empty for longer than six months in order to encourage owners to make their homes available for rent or sale. The consultation has a separate section on proposals to abolish the Housing Support Grant. The bill will abolish the Housing Support Grant, which was originally established to subsidise local authorities’ housing budgets by helping pay interest on housing debts. No councils other than Shetland Council make use of this facility. A draft response to this consultation is attached. 2. RECOMMENDATIONS 2.1 The Executive considers the draft response to the consultation

attached at Appendix 1. 3. DETAIL 3.1 10 consultation questions have been posed and the draft responses to

these are attached at Appendix 1. The Executive is asked to consider whether it wishes to amend these responses.

3.2 This council published its strategy for empty private sector homes in September 2011. This strategy recognises that we face housing shortages and restrictions and the contract between 3,343 households on the waiting list and approximately 4,254 houses lying empty for some or all of the time clearly means that this is one potential source of houses which shouldn’t be ignored. However we recognise that dealing with empty homes can present many complexities and the strategy presents various options to encourage and assist owners to bring back long term empty homes to use and to make better use of second and holiday homes.

3.3 The council tax base return made as at 9 September 2011 showed that this council has 718 long term empty dwellings. This is just 1.5% of all


2

all council tax dwellings. This has increased from the previous year figure of 631 empty homes which probably reflects the down turn in the housing market and the difficulty of selling property just now. The figure for the whole of Scotland is reported at just under 25,000 so we seem to have nearly 3% of the total, whereas we have just 1.9% of total chargeable dwellings.

3.4 We also have 3,937 second homes in addition to those classified as

long term empty. These numbers have reduced slightly (from 3,983). In addition there are a number of self-catering properties which are available for short term lets and are under non-domestic rates valuation roll.

3.5 The Council agreed to reduce the discount from 50% to 10% on 21 December 2004 and this was introduced from 1 April 2005. In 2010/11, as a result of the reduction in discount for both second homes and long term empty homes, Argyll and Bute Council charged an extra £1.902m in council tax of which £1.829m (96.18%) was collected. For all years since the legislation was introduced, we have billed a total of £10.774m and collected £10.379m, some 96.33%. These monies are ring fenced to the Strategic Housing Fund.

3.6 The Government is proposing to allow councils the discretion to

increase Council Tax charges for homes that are left empty for longer than six months in order to encourage owners to make their homes available for rent or sale. In initial discussions with civil servants on what they were proposing, CoSLA indicated that Local Government may be supportive of such a measure but that expectations would need to be managed about what can realistically be achieved. CoSLA also suggested that any additional income raised from the levy should be for Councils' local discretion rather than being ring-fenced to be spent only on affordable housing.

3.7 The proposal is to try and increase the incentive for owners to bring long term empty properties back into use. Long term empty properties fall into a number of categories as follows:

• Ones where the landlord is trying to let but failing to find any tenants, or owner is trying to sell property unsuccessfully

• Ones where the property is in too poor a condition to sell or let and owner cannot afford to do them up

• Ones where the owner cannot be found or is just uninterested in the property

3.8 These proposals may be very difficult to enforce. The Scottish

Government proposes to change the definition of long term empty so that the property does not have to be unfurnished. That is a difficulty as a second home is currently a property that is not an empty property. So this means changing the definition of a second home also. We understand that consideration is being given to a definition of a second

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home as a property that is sometimes occupied with this to be verified based on utility bills. We consider such a definition to be fraught with difficulties. Many responsible owners will ensure that there is some modest heating of their property in winter without actually occupying the property, particularly as this is encouraged by insurers.

3.9 Owners will quickly realise that it is in their interests for the properties to be classed as second homes (or even self-catering properties) rather than long term properties and will act accordingly. We never inspect properties at present – we have no resource to do this and it would be very time consuming in a rural area.

3.10 For the above reasons, we consider there are significant practical

difficulties with the proposals and this is reflected in the draft response attached for consideration.

4 IMPLICATIONS

4.1 Policy: Would allow up to double council tax to be

charged on certain long term empty dwellings which could provide added incentive to bring these properties back into use.

4.2 Legal: Would require enabling legislation 4.3 Financial: If an excess charge of 100% were to be

levied and paid in full, this would amount to up to £782k additional council tax p.a.

4.4 Personnel: None 4.5 Equal Opportunities Could disadvantage owners of properties in

poor condition who cannot afford to do them up for sale or rent, and owners who are finding their properties difficult to sell or rent for other reasons.

Appendix 1: Draft response Background Papers: The full consultation paper can be found at : http://www.scotland.gov.uk/Publications/2011/10/17105007/0 For further information, please contact Judy Orr, Head of Customer and Support Services (Ext 5280)

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Judy Orr Head of Head of Customer and Support Services 25 November 2011

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Appendix 1 – Draft Response Council Tax on Long-Term Empty Properties and Housing Support Grant – Consultation on proposals for legislation Background

The Scottish Government issued a consultation on Council Tax on Long-Term Empty Properties on 19 October with a closing date for responses of 10th January 2012.

The Government is proposing to allow councils the discretion to increase Council Tax charges for homes that are left empty for longer than six months in order to encourage owners to make their homes available for rent or sale. In initial discussions with civil servants on what they were proposing, CoSLA indicated that Local Government may be supportive of such a measure but that expectations would need to be managed about what can realistically be achieved. CoSLA also suggested that any additional income raised from the levy should be for Councils' local discretion rather than being ring-fenced to be spent only on affordable housing and we support this position. The consultation has a separate section on proposals to abolish the Housing Support Grant. The bill will abolish the Housing Support Grant, which was originally established to subsidise local authorities’ housing budgets by helping pay interest on housing debts. No councils other than Shetland Council make use of this facility.

If all local authorities in Scotland decide to use the maximum powers, they could raise up to £30million per year to spend on much-needed affordable homes. Launching a consultation on the proposals, Cabinet Secretary for Infrastructure and Capital Investment Alex Neil said:

“Although the public purse is under huge financial strain the Scottish Government is doing all it can to increase the supply of affordable housing across the country. One way to do this is to tackle the problem of empty homes, which are a wasted resource and often also a blight on local communities as they attract vandalism. We are proposing to bring forward legislation to allow Councils to charge a Council Tax levy on homes which have been empty for more than six months. It will be up to each Council to decide if they want to use the new powers, which could encourage more owners to rent or sell their empty homes.”

Argyll and Bute Council is very supportive of the government’s policy intention to reduce the numbers of empty homes. This council published its strategy for empty private sector homes in September 2011. This strategy recognises that we face housing shortages and restrictions and the contract between 3,343 households on the waiting list and approximately 4,254 houses lying empty for some or all of the time clearly means that this is one potential source of houses which shouldn’t be ignored. However we recognise that dealing with empty homes can present many complexities and the strategy presents various options to encourage and assist owners to bring back long term empty homes to use and to make better use of second and holiday homes. We consider that these alternatives may have more success than adding a levy on the council tax, but we welcome the government’s intention to broaden the range of options available.

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In Argyll and Bute, our council tax base return made as at 9 September 2011 showed that this council has 718 long term empty dwellings. This is just 1.5% of all our council tax dwellings. This has increased from the previous year figure of 631 empty homes which is probably reflecting the down turn in the housing market and the difficulty of selling property just now. The figure for the whole of Scotland is reported at just under 25,000 so we seem to have nearly 3% of the total, whereas we have just 1.9% of total chargeable dwellings. This means we have more than our share of long term empty dwellings. We know that we have the highest proportion of second homes in Scotland so perhaps this is not surprising, as the distinction between these 2 categories can be difficult.

We also have 3,937 second homes in addition to those classified as long term empty. These numbers have reduced slightly (from 3,983). In addition there are a number of self-catering properties which are available for short term lets and are under non-domestic rates valuation roll. This is of huge advantage to the owners as they pay a fraction in rates of what they have to pay in council tax – most get 100% exemption from rates as small businesses. Many properties yo-yo back and forth between council tax and rates as owners will aim to maximise their income through short term summer lets (rates) and then long term winter lets (council tax). When empty, they could be in either category.

At the moment, the difference between second homes and long term empty properties is that second homes are furnished. Empty homes are currently entitled to 100% exemption from council tax for 6 months, then 50% discount for 6 months and then reduce to 10% discount. Second homes just get 10% discount. We do not check if a second home is furnished or not – we simply give the 10% discount as long as the owner is registered for council tax at another address.

The reduction in the discount from 50% to 10% was agreed by Council on 21 December 2004 and introduced from 1 April 2005. In 2010/11, as a result of the reduction in discount for both second homes and long term empty homes, Argyll and Bute Council charged an extra £1.902m in council tax of which £1.829m (96.18%) was collected. For all years since the legislation was introduced, we have billed a total of £10.774m and collected £10.379m, some 96.33%. These monies are ring fenced to the Strategic Housing Fund.

Underpinning the Scottish Government’s original proposal and the Council’s policy decision were the following arguments:

• Giving tax discounts on second properties is often perceived as unfair because, it is argued that their owners are generally able to afford full council tax and should do so. Conversely, however, it can be argued that the same level of demands are not being made on local authority services by these properties and making owners pay full council tax is unfair.

• Second homes can have a significant impact on the nature and sustainability of local communities. Second home owners can contribute strongly to certain sectors of rural communities – buying goods and services where demand may otherwise be weak. However, high demand for second homes may affect property prices in some areas, potentially making property less affordable for local residents. Properties that are not occupied for much of the time can lead

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to a reduction in the demand for local services such as the local bus service, the village shop and pub.

• Homes that have been empty for long periods can deny homes to those in housing need and can be a drain on local resources (e.g. environmental health, policing). Empty homes can also increase pressure for the building of new homes

The proposal is to try and increase the incentive for owners to bring long term empty properties back into use, and we would all fully support that policy intention. Long term empty properties fall into a number of categories as follows:

• Ones where the landlord is trying to let but failing to find any tenants, or owner is trying to sell property unsuccessfully

• Ones where the property is in too poor a condition to sell or let and owner cannot afford to do them up

• Ones where the owner cannot be found or is just uninterested in the property

We get a number of cases where pressure is put on the council to grant a closing order in order to get exemption from council tax. This is generally resisted because then all incentive to do them up goes. This causes much complaint from the owners when they are chased for the council tax. These proposals will exacerbate these cases.

These proposals may be very difficult to enforce. The Scottish Government proposes to change the definition of long term empty so that the property does not have to be unfurnished. That is a difficulty as a second home is currently a property that is not an empty property. So this means changing the definition of a second home also. We understand that consideration is being given to a definition of a second home as a property that is sometime occupied with this to be verified based on utility bills. We consider such a definition to be fraught with difficulties. Many responsible owners will ensure that there is some modest heating of their property in winter without actually occupying the property, particularly as this is encouraged by insurers.

Owners will quickly realise that it is in their interests for the properties to be classed as second homes (or even self-catering properties) rather than long term properties and will act accordingly. We never inspect properties at present – we have no resource to do this and it would be very time consuming in a rural area.

In addition to these general observations, we have given a number of comments against the specific consultation questions below.

Consultation Questions Questions on Council Tax charges on long-term empty properties 1. Should Councils be able to remove the current Council Tax discount (of

between 10% and 50%) on long-term empty homes? Response:

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If the discount were to be removed, this could generate additional income of £78k potentially for the council. However, it would remove any incentive for telling the council that the property continues to be long term empty or whether it has become occupied as full council tax would be billed and paid. 2. Should Councils be able to charge an additional levy on the Council Tax on

long-term empty homes and should they have flexibility in deciding the level of the levy? If so, what should be the maximum level of levy Councils could impose?

Response: If an excess charge of 100% were to be levied, the additional amount billed for this council would amount to £782k per annum if it were all to be paid in full and none were to be exempted from the levy. We are concerned that there would be high levels of non-payment of such a levy. It should be noted that many of our long term empty properties may be below tolerable standard and may take considerable investment before they can be brought back into use. The Empty Homes Agency in England has estimated that on average it costs between £6,000 and £25,000 to bring an empty home back into use. This compares favourably with the average costs of a new build home in Scotland of £100,000. We need to ensure that an levy of excess charges do not provide a disincentive through reducing monies available to do up properties and bring back into use. There are a number of properties which are long term empty with absentee landlords. Typically these owners are poor payers of council tax and levying more council tax may not necessarily increase collections. However, there may be other methods which could bring these back into use. Consideration has previously been given to introducing a new diligence called Land Attachment and legislation has been laid which allows for this although detailed enabling regulations have not yet been made. If this were to be introduced for unoccupied property, then this could be used to force a sale in certain circumstances. Current proposals would not allow this following Summary Warrant, so it could only be used following departure from warrant and issuing of an ordinary court action for arrears of council tax. Enacting the planned regulations for Land Attachment, and potentially allowing this following Summary Warrant for unoccupied property could potentially be even more effective at bringing long term empty property back into use. 3. Do you agree that Councils should continue to be able to apply different levels

of Council Tax charge in different geographic parts of their area if they feel this is appropriate?

Response: Argyll and Bute Council has not used this power, and we understand that no councils in Scotland have used this, preferring instead to restrict the reduction in council tax to their full geographical area. Although there are often some parts of an area where

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there is more unmet housing need than in other areas, it may be felt to be discriminatory to distinguish between areas in taxation levels in order to avoid the accusation of “postcode lottery”. Additionally, the antisocial issues that go with unoccupied property typically affect all areas equally. It is therefore unlikely that the flexibility to vary by geographic area would be used more widely in future. 4. Do you agree that Councils should have flexibility in deciding how long a

home should be empty before they apply increased Council Tax charges for long-term empty homes and should Councils also be able to increase the level of charge the longer a home has been empty?

Response: Councils may well feel that they have to recognise the difficult housing market, particularly the difficult conditions facing first time buyers who may wish to enter the housing market but cannot raise a large enough deposit. Sellers may find it difficult to lower their prices if they have high mortgages to pay off, and may prefer to hold on to their properties awaiting more buoyant market conditions. These aspects may discourage councils from further penalising owners who are trying to sell their properties. This could be addressed through exemptions (see question 5 below) or through providing a longer period. This policy would penalise empty home owners as opposed to second home owners. Whilst many second homes are used on a regular basis, there will also be a number which are largely left empty for the bulk of the year and provide as little economic benefit to the area as long term empty homes. This may be perceived as unfair, and may encourage owners of empty homes to re-classify them as second homes. 5. Should Councils be able to apply additional, time-limited exemptions to the

levy for certain types of property or owner? If so, please provide details of the circumstances under which you feel that an exemption would be appropriate and how long these additional exemptions should be available for.

Response: Exemptions should be provided for owners who are actively marketing their properties. There should also be exemptions for properties owned by people who have had to move into care homes or hospitals, or moved to be cared for by family members. If someone else has lived in them after their owner, these owners may not be exempted from council tax. Consideration should also be given to exempting registered social landlords who may be holding some hard to let housing stock which is used from time to time for decants, and also to exempting some properties which are difficult to sell due to particular factors e.g. risk of subsidence in an area may make it difficult for a buyer to get a mortgage on a property. Another category for consideration may be where the owner is deceased. We have recently reviewed our records of long term empty properties where there are liabilities outstanding for the previous council tax year and note that nearly 20% of

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these cases are billed to the Executors of the previous deceased owner. It may be that there are particular circumstances in these cases which might merit exemption from the levy for a period. 6. Do you agree that homeowners should have a duty to inform their Council

if their home has been empty and unoccupied for six months? If so, should Councils be able to charge a fixed penalty fee where an owner has not informed them that a property is unoccupied and what level of penalty fee would be appropriate?

Response: We agree that there should be such a duty otherwise this policy of charging an excess charge will not be possible. However previous experience of being about to charge civil penalties in council tax has shown them to be totally ineffective and uncollectable. Virtually no council in Scotland levies these charges on any regular basis. 7. To help minimise avoidance, do you agree that a home should no longer

need to be unfurnished to be classed as long-term empty? Response: Whilst this might help to minimise avoidance, making this change would mean that it would not be possible to distinguish between long term homes and second homes. We consider that such a distinction between second homes and long-term empty homes is both necessary and useful, and would not wish to see this policy extend to second homes. 8. Should the minimum period an empty home must be occupied before it

can be declared as empty again and benefit from an exemption be extended beyond the current six week minimum? If so, what should the minimum period be?

Response: We have not experienced issues with the 6 week period being misused and do not think it necessary to extend this period. It would already be possible to benefit from occupying a property for a short period of at least 6 weeks, and then become eligible for a further period of 6 months empty and unfurnishes exemption, followed by 6 months 50% discount. We have not found many instances of people misusing this provision and deliberately occupying the property for a short time just to get further exemption. 9. Should the additional revenue raised from Council Tax on long-term empty

homes be used for affordable housing? Please let us know if you have particular views on the types of project or expenditure this revenue should be used for.

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Response: We do not agree that any additional revenue from this policy should be ring fenced. Council should have full discretion over these funds to use as they see fit. It would not be helpful to have to distinguish these from the rest of council tax income especially in addition to continuing to distinguish additional monies from the reduction of the discount von second homes. We also suggest that more flexibility is given to the monies raised from the reduction of discount from 50% to 10% so that these can be used to support a broad range of housing initiatives aimed to at bringing empty homes back into use. At present these monies can only be used for capital projects. Flexibility to use these monies for revenue purposes could make many more properties available at better value to the community. Question on the Housing Support Grant 10. Do you agree that Housing Support grant should be abolished from April

2013? Response: This does not impact on Argyll and Bute Council and we therefore have no comment on these proposals.

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ARGYLL AND BUTE COUNCIL EXECUTIVE COMMITTEE

DEVELOPMENT AND INFRASTRUCTURE DATE: 15 December 2011

TITLE: Proposed response to Scottish Government consultation – ‘An Integrated Approach to the Protection of Shellfish Growing Waters’

1. SUMMARY

1.1 The Scottish Government are currently consulting on ‘An Integrated Approach to the Protection of Shellfish Growing Waters’. Comments are sought on proposals for the designation of new shellfish waters and de-designation of existing waters, which protect water quality for shellfish growers. In addition comments are sought on proposals which aim to introduce an integrated framework for the future protection of shellfish waters linking the Water Framework Directive, EU food hygiene regulations and marine planning.

1.2 The full consultation document can be found at http://www.scotland.gov.uk/Publications/2011/10/03120828/0.

1.3 This report provides a brief background to the purpose of the consultation and details the key issues that will form the Council’s formal response.

2. RECOMMENDATION

It is recommended that Members:

(i) Note the content of the report; and

(ii) Agree to this report forming the basis of the Councils formal response to the Scottish Government consultation – ‘An Integrated Approach to the Protection of Shellfish Growing Waters’.

3. BACKGROUND 3.1 Shellfish farming is a significant industry in Argyll and Bute, focussed mainly on the growing of

mussels and oysters and has great potential for sustainable growth. The industry relies heavily on a high standard of water quality and needs adequate protection of existing Shellfish Growing Waters to continue beyond 2013, under the Water Framework Directive.

3.2 The consultation sets out a range of proposals for the continued protection of water quality from the effects of pollution in designated shellfish waters around Scotland. Part one of the consultation sets out proposals for the designation of additional sites as shellfish waters and proposals for the de-designation of existing shellfish waters.

3.3 The Scottish Government normally undertakes a review of designated shellfish waters every

2-3 years. A key consideration in making new designations will be any potential cost implications for Scottish Water, and these will be taken into account before designations are finalised. Designations of shellfish protected areas have been based on evidence of three years production over a four year period. De-designations have been based on three continuous years of non-production within the designated area.

3.3 Part Two of the consultation paper presents proposals for the continued protection of shellfish

waters following the repeal of the Shellfish Waters Directive (2006/113/EC) in 2013, bringing the aims of that Directive within the wider framework for protecting Scotland’s water


environment. These proposals also aim to improve the links between the protection of shellfish waters and the requirements of the EU food hygiene regulations by introducing an integrated framework for the protection of shellfish waters.

4. MAIN POINTS FOR CONSULTATION RESPONSE

The following points have incorporated comments from Environmental Health officers and the Association of Scottish Shellfish Growers.

Proposals to de-designate existing shellfish growing waters in Argyll and Bute 4.1 The consultation document proposes to de-designate three shellfish waters in Argyll and

Bute. These sites are Shuna Sound (north of Appin), Loch Craignish and Loch Crinan. As far as the Council is aware there are no active shellfish sites in these areas and no proposals to start farming shellfish in the near future. It therefore appears appropriate to de-designate these existing waters.

Proposals to designate new shellfish growing waters in Argyll and Bute 4.2 The only proposal to designate new shellfish growing waters in Argyll and Bute is for Loch

Feochan. The Council is aware that there is an oyster and a mussel Crown Estate lease in Loch Feochan but is not aware that either of these sites are currently active. Loch Feochan is designated as a Production area for cockles with Food Standard Agency classification of B and C. While the designation of new shellfish waters in Argyll and Bute is welcomed, it is not clear why this location is being put forward for designation if there is not any commercial production taking place. Consideration will also need to be given as to whether it will be possible to improve the classification of Loch Feochan to B or A.

Proposals for extension of existing shellfish growing waters in Argyll and Bute 4.3 The proposal to make a small extension to the existing Loch Fyne Coastal Strip Shellfish

Growing Water to accommodate the recent extension to the oyster farm on Ballimore Estate is supported. Proposed objectives and environmental standards for future shellfish protected areas

4.4 The proposals to align the requirements of the EU food hygiene regulations and the Water Framework Directive are welcomed and supported. However, it is considered that as the purpose of shellfish protected areas is to protect water quality for the growing of shellfish, this protection should be provided for farms from the start of the growing cycle rather than waiting until after three years of continuous production.

4.5 Most existing shellfish growing waters meet SEPAs ‘imperative’ standards but do not meet

the EU ‘guideline’ standards which are equivalent to Class A status for a harvesting area. The proposal for SEPA improvement programmes for each Shellfish Growing Waters to aspire to achieve Class A objective is welcomed and this approach should assist in achieving River Basin Planning targets to increase the percentage of shellfish waters meeting ‘guideline’ standards.

4.6 It is considered appropriate that in exceptional circumstances where it is not possible to meet an Objective of Class A due to disproportionate costs or technical infeasibility that a lower objective of Class B might be set. However, should a protected area deteriorate from Class A to Class B, the objective should be to restore it back to Class A. 4.7 The proposed priority objective to ensure no deterioration in water quality in shellfish

protected areas is supported and it is expected that if classification of an existing growing water falls to Class C, the focus should be on restoring water quality rather than considering de-designation.

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Proposed criteria for future designation and de-designation of shellfish protected areas 4.8 The proposal to regularly review existing shellfish waters and identify sites that should be de- designated is supported. However, it is not clear from the proposals as to whether the designation of new growing waters would be possible out with this three year cycle. As many shellfish sites will take three to four years to produce shellfish at a marketable size then protection needs to be given to these sites during ongrowing not just once harvesting is taking place. If new designations can only be considered every three years a shellfish farmer who has been producing shellfish for two years at the time of a review would have to wait a further three years instead of one. 4.9 It is proposed that areas classified as Class C will not be designated as a new shellfish

protected area. It is not clear from the consultation document how areas which are currently Class B part of the year and Class C the rest of the year would be considered.

4.10 The proposed process for considering de-designation of existing shellfish protected areas

should allow continued designation without ongoing production in exceptional circumstances. Such an example would be Loch Etive where all shellfish sites are currently fallow as part of a program to eradicate Mytilus trossulus.

Supporting sustainable growth of the shellfish industry 4.11 The draft National Marine Plan includes a target to increase shellfish production by 100% by 2020. Proposals to encourage new shellfish farmers to set up in areas of good water quality and provide them with relevant information on these areas are welcomed. It is important however, to recognise that water quality is just one factor affecting siting and capacity for new development and many areas of good water quality may not be suitable for new development in terms of plankton availability, current flows, exposure, landscape capacity and conflict of space with other interests and biodiversity. Integration with terrestrial planning 4.12 Given that local authorities have planning control over aquaculture development it is essential

that proposals for shellfish waters integrate with terrestrial planning in addition to marine planning. There are obvious links between terrestrial planning and water quality and terrestrial development and associated waste treatment can impact on Shellfish Growing Waters. It is suggested that account should be taken of major allocations for coastal housing or business in our Local Development Plan as part of the consideration of new Growing Waters in Argyll and Bute.

4.13 The statement that SEPA will be able to produce maps of areas of good water quality is welcomed. This information could be used by the Council to inform local authority planning guidance for aquaculture development in our new Local Development Plan and assist the shellfish industry in developing in appropriate locations.

4.14 Argyll and Bute Council has local knowledge of the shellfish farming industry through its

planning and environmental health work and wish to be identified as an interested party to be consulted by the Scottish Government and SEPA when shellfish protected areas are being reviewed.

5. CONCLUSION The proposals to continue the protection of water quality for the growing of shellfish beyond 2013 and to align the requirements of the EU food hygiene regulations and the Water Framework Directive are welcomed and should assist the shellfish farming industry develop sustainably. There are however some concerns that need to be addressed regarding the proposed criteria for designation and environmental objectives of shellfish protected areas.

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6. IMPLICATIONS

Legal: None. Policy: The Council seeks through its Corporate policy, Structure Plan and

Argyll and Bute Local Plan to support the sustainable management of our marine and coastal area. The Argyll and Bute Structure Plan 2002 outlines the Council’s objectives for coastal planning and emphasises the necessity of working with all the relevant sectors to fully harness the productive capacity of the marine and coastal areas whilst safeguarding its unique environmental qualities through sustainable development.

Positively influencing proposals for the future protection of Shellfish Growing Waters assists the Council deliver its commitments for the environment and SOA local outcomes for the economy, communities and environment.

Personnel: None. Financial: None. Equal Opportunities: None.

For further information contact: Mark Steward Marine & Coastal Development Manager Tel. 01631 567 972 Email [email protected]

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ARGYLL AND BUTE COUNCIL DEVELOPMENT & INFRASTRUCTURE SERVICES

EXECUTIVE

15th December 2011

Update On Progress With Local Development Plan Process

1. SUMMARY

1.1 This report provides an update on the progress with the Local

Development Plan (LDP) process and also seeks approval to amend

the timetable associated with the LDP in order to better engage with the

plan’s wide range of stakeholders, including Elected Members, and

take full account of a range of ongoing planning considerations some of

which have emerged in recent weeks.

1.2 The Argyll and Bute Local Development Plan (LDP): Main Issues

Report (MIR) was published for consultation for a nine week period that

ended on the 18th July. In general the MIR was well received with 699

representations submitted. Work is currently underway to analyse their

content with a view to reporting back the main findings to respective

Area Committees in December prior to preparing the proposed LDP

and all associated supplementary planning guidance. Following

approval by the Council the LDP will be subject to a three month

consultation period.

2. RECOMMENDATIONS

2.1 It is recommended that the SMT;

i) note the content of this report detailing with the progress made

with regard to the Local Development Plan Main Issues Report

(MIR).

ii) approve the re-scheduling of the publication of the Local

Development Plan in line with the amended timetable attached in

Appendix A of this report.


2

3. BACKGROUND

3.1 The Main Issues Report is the first formal stage of the Local

Development Plan that will eventually replace the existing Argyll and

Bute Development Plan.

3.2 The consultation on the MIR lasted for a nine week period with 699

representations received that included a significant amount of

information which is currently being analysed with a view to reporting

back the findings to respective Area Committees in December and

January.

3.3 Initial findings indicate that there was significant support for the

preferred options as set out in the Main Issues Report (MIR). This

included a broad welcome for the approach taken in the MIR from the

Key Agencies (such as SNH, SEPA, and Scottish Water), community

organisations such as community councils, other organisations,

developers, land owners and private individuals. This welcome included

for example, the concept of green networks, placing higher densities on

appropriate sites, taking a more flexible and pro active approach to the

need for sustainable economic development particularly in our more

fragile areas, adjusting the affordable housing policy to better meet

local needs, the proposed settlement strategy, the concept of strategic

business sites and renaissance settlements, the coastal development

strategy, the landscape capacity study for renewables, reducing

policies in the plan and placing more detail in statutory Supplementary

Guidance.

3.4 Notwithstanding this, a number of alternative suggestions, concerns

and ideas were also put forward. Meetings have consequently been

held, or arranged, with key agencies, developers, individuals,

community councils and associations with an expressed interest in the

LDP in an effort to better understand these concerns and bring forward

agreed solutions where necessary or policy changes. For example, it is

likely at this stage that policy changes will include the policy response

to crofting and the removal of the requirement to have additional energy

saving measures in remoter communities.

3.5 A number of the preferred spatial sites identified for additional housing

and retail opportunities attracted objections from local communities and

further discussion will be required before a recommendation on their

future inclusion in the Local Development Plan can be made.

3.6 In addition to the responses received to the MIR, there are a number of

ongoing land use planning considerations that need to be determined

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3

prior to the publication of the proposed Argyll and Bute LDP. These

include:-

• Taking account of pending decisions regarding a number of

significant retail developments in both Dunoon and Helensburgh.

• The recent announcement of the Lorn Arc TIF that could potentially

have implications for the final distribution of business and housing

allocations in the Lorn area that will require careful consideration

before inclusion in the LDP.

• Further consideration of any land use outcomes associated with the

preferred development option for Tiree and the proposed Argyll

Array off shore wind farm.

• The recent commitment by the Council to consult on amendments

to the Masterplan relating to Helensburgh Pier and further

consideration of development options relating to the site of the

former Hermitage School in Helensburgh.

• The further consideration of other Council assets including depot

sites.

• The further consideration of a number of new development sites

submitted through the MIR consultation.

3.7 Work is also continuing on developing a range of supplementary

planning guidance to support the Local Development Plan such as the

landscape capacity study for on shore wind and design guide for

smaller scale turbines, the coastal development strategy, aligning the

supply of existing and future housing sites throughout Argyll and Bute

with the Council’s finalised housing strategy and a planning

assessment of all existing allocations in order to determine if they can

still be delivered.

3.8 In an effort to engage Elected Members with the LDP process meetings

have been arranged with the four Area Committees in December.

Depending on the feedback from Elected Members at these meetings

there may also be a need to conduct a further round of public

consultation on additional sites that have been submitted through the

MIR process that may, or may not be included in the LDP.

4. PROPOSED AMENDMENT TO TIMETABLE FOR LDP

4.1 In order to take proper account of the planning considerations detailed

in this report coupled with the need to take on board comments

received through the MIR consultation process it is proposed that the

publication of the LDP be re-scheduled from a proposed publication in

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4

May 2012 to August 2012. The public consultation period will last for 3

months.

4.2 The re-scheduling of the publication for the proposed LDP will also

allow for any subsequent consultation on new development sites

already submitted through the MIR process. The proposed publication

in August 2012 will also avoid conflict with the local government

elections to be held in early May of 2012 and provide the added

advantage of allowing any new Elected Members to have the

opportunity to engage with the LDP process prior to publication. The

proposed timetable and key milestones are included in Appendix A of

this report.

5. CONCLUSION

5.1 The Main Issues Report consultation has ended with 699

representations received. The preferred policy options as set out in the

MIR have been generally welcomed albeit there is likely to be some

changes to the preferred policy options presented in the MIR. It is

intended to prepare reports for each of the Area Committees to

consider in December to allow Elected Member input into the Local

Development Plan (LDP) process. Work is continuing on a range of

supplementary planning guidance to support the LDP and a number of

other planning considerations, some very recent such as the

announcement of the successful TIF bid, are also required to be taken

into account prior to the publication of the LDP. Consequently, it is

proposed that the publication of the proposed LDP be re-scheduled for

August 2012.

6 IMPLICATIONS

Policy The Main Issues Report proposed land use policy

options for consultation that will require a Council

decision prior to the publication of the Local

Development Plan.

Financial Consultation costs are being met from Development

Policy budget

Legal All statutory regulations have been followed and

exceeded where budget permits.

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5

Personnel Development Policy staff are responsible for delivering

the Local Development Plan.

Equal Opportunities An Equality Impact Assessment has been undertaken

and will be updated for each phase of the Local

Development Plan process to ensure that the policies

are assessed in terms of their impacts.

For further information contact: Fergus Murray

Telephone 01546 604293

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Appendix A

DATE SUBJECT MEETING

December 2011/January 2012

Responses to Main Issues Report : Presentation of policy and site issues arising from consultation for discussion

Area Committee Business Days

November 2011 – February 2012

Additional engagement with stakeholders, as required, relating to MIR responses.

February 2012

Additional sites/Strategic Environmental Assessment consultation – Report

Area Committees

March 2012 Additional sites/Strategic Environmental Assessment consultation – Report

Executive Committee

March-April 2012

Additional sites/Strategic Environmental Assessment consultation

Public Consultation Period

June 2012 Proposed Local Development Plan – Report Strategic Environmental Assessment Habitats Regulation Assessment

Area Committee

August 2012 Proposed Local Development Plan – Report SEA/HRA

Executive Committee

August 2012 Proposed Local Development Plan – Report SEA/HRA

Council

August - November 2012

Proposed Local Development Plan /SEA/HRA - Consultation

Public Consultation Period 3 months

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