Public Document Pack Argyll and Bute Council Comhairle Earra Ghaidheal agus Bhoid
Corporate Services Director: Nigel Stewart
Kilmory, Lochgilphead, PA31 8RT Tel: 01546 602127 Fax: 01546 604444 DX 599700 LOCHGILPHEAD e.mail –[email protected]
16 June 2004
NOTICE OF MEETING
A meeting of ARGYLL AND BUTE COUNCIL will be held in the COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD on WEDNESDAY, 23 JUNE 2004 at 11:00 AM, which you are requested to attend.
Nigel Stewart Director of Corporate Services
BUSINESS
1. APOLOGIES FOR ABSENCE
2. DECLARATIONS OF INTEREST (IF ANY)
3. NHS ARGYLL AND CLYDE CLINICAL STRATEGY
(a) PRESENTATION AND DISCUSSION OF CONSULTATION DOCUMENT (Pages 1 - 60)
(b) NOTICE OF MOTION UNDER STANDING ORDER 13
By Councillor Macaskill, seconded by Councillor Walsh
“That the Council appoint a short life Policy Development Group of five Members with at least one Member from each of the Council’s four sub- areas to formulate a draft response to the Consultation document after consultation with Area Committees and other stakeholders as appropriate – the draft response to come to the Council meeting on 15 September 2004.”
(c) MATERNITY SERVICES Report by Director of Community Services (Pages 61 - 86)
4. MINUTES Argyll and Bute Council 12 May 2004 (Pages 87 - 92)
5. MINUTES OF COMMITTEES
(a) Helensburgh and Lomond Area Committee 4 May 2004 (Pages 93 - 102) (b) Bute and Cowal Area Committee 4 May 2004 (Pages 103 - 106) (c) Mid Argyll, Kintyre and Islay Area Committee 5 May 2004 (Pages 107 - 112) (d) Oban, Lorn and the Isles Area Committee 5 May 2004 (Pages 113 - 122) (e) Strategic Policy Committee (Education) 6 May 2004 (Pages 123 - 128) (f) Strategic Policy Committee 6 May 2004 (Pages 129 - 134) (g) Appeals Committee 20 May 2004 (am) (Pages 135 - 136) (h) Appeals Committee 20 May 2004 (pm) (Pages 137 - 138) (i) Appointments Committee 24 May 2004 (Pages 139 - 140) (j) Helensburgh and Lomond Area Committee 1 June 2004 (Pages 141 - 150) (k) Bute and Cowal Area Committee 1 June 2004 (Pages 151 - 156) (l) Mid Argyll, Kintyre and Islay Area Committee 2 June 2004 (Pages 157 - 164) * (m) Strategic Policy Committee 3 June 2004 (Pages 165 - 174) The above minutes are submitted to the Council for approval of any recommendations on the items which the Committee does not have delegated powers. These items are marked with an *.
6. HOUSING STOCK TRANSFER: SUBSIDY ARRANGEMENTS Report by Director of Community Services (to follow)
7. (a) UNAUDITED ANNUAL ACCOUNTS - 31 MARCH 2004 Report by Head of Strategic Finance (Pages 175 - 216)
(b) MEMBERS ALLOWANCES - TO 31 MARCH 2004 Report by Director of Corporate Services (Pages 217 - 224)
8. PROJECT ISOLUS Report by Director of Corporate Services (Pages 225 - 228)
9. EDUCATION NPDO PROJECT MANANGEMENT BOARD AND SPECIAL COMMITTEE - VACANCY Report by Director of Corporate Services (Pages 229 - 230)
10. CAMPBELTOWN LEGALISED POLICE CELLS VISITING COMMITTEE - VACANCY Report by Director of Corporate Services (Pages 231 - 232)
11. CHARLES AND BARBARA TYRE TRUST - APPOINTMENT OF GOVERNORS Report by Director of Corporate Services (Pages 233 - 234)
12. MICROGENERATION OF ELECTRICITY AND THE MICROPOWER COUNCIL Correspondence from Sustainable Energy Partnership (Pages 235 - 238)
13. ERSKINE BRIDGE TOLLS Report by Leader (Pages 239 - 240)
COUNCIL
ALL MEMBERS
Contact: Melissa Stewart Tel: 01546 604406 Page 1 Agenda Item 3a
Shaping the Future
The Clinical Strategy for NHS Argyll & Clyde
Paper for Public Consultation 14 June – 17 September 2004
Page 2 NHS Argyll & Clyde Consultation paper
2 Page 3 NHS Argyll & Clyde Consultation document
Executive Summary
1. This document contains proposals for the future provision of health services for the people of Argyll and Clyde. It is based on a set of seven key principles – safety, sustainability, quality, affordability, integration, access and timeliness.
2. A clear plan for health services in NHS Argyll & Clyde is necessary to help tackle both the pressures that health services across Scotland and the UK are experiencing generally and those that apply to the particular circumstances of Argyll and Clyde. These pressures mean that we are unable to sustain the current way in which we provide health services in Argyll and Clyde. If we do not address these pressures effectively, there is a real danger that services will fail and that a poorer quality of service with much diminished access will result.
3. As part of this process of developing a clear plan for the future, we have talked with, and listened to, a great many people from across Argyll and Clyde. These have included patients, carers, people in local communities, our partners and our staff. The proposals contained in this consultation paper are based on these discussions and on the work that took place in the many workshops and meetings across Argyll and Clyde over a period of eight months. We have also looked carefully at professional standards and advice and taken these into account in our proposals.
4. Five overall themes emerged in our discussions, reflecting the views of public, patients and staff about the health services we should provide. These included the wish of patients and carers to be treated as equal partners in the healthcare process, the importance of better access to care and how these, and other improvements, could be achieved through building on the patient pathway approach. Maximising care in local communities and making sure of continued access to high quality acute services were also highlighted. This paper contains proposals for service redesign to deliver the improved services that people told us they wanted to see.
5. We need to change the way in which our health services are provided to meet the aspirations of patients and public. We believe we can do this through developing primary care, introducing intermediate care models more widely and building a healthcare network across Argyll and Clyde. But before we can do this, we must make sure our services are stable.
6. This paper contains our proposals to provide services that are safe, sustainable and of high quality. In some cases this means significant change to the current pattern of services. We propose to maintain our main acute hospital sites although we will have to change some services to do this. We intend to provide additional services as we shift the emphasis of care from institutional to community-based care for older people, people with a mental health problem or with a learning disability.
7. We propose to develop services at the Royal Alexandra Hospital as the major acute hospital for Argyll and Clyde. This will include the major accident and emergency department networked to other emergency services across the area. We have outlined the options for the provision of services in the Inverclyde and Lomond areas to provide as many services as possible locally. We will work with Page 4 NHS Argyll & Clyde Consultation paper
local communities in Argyll and Bute to develop health services for remote and rural services.
1 Page 5 NHS Argyll & Clyde Consultation document
Contents
1. Introduction
2. The need for change
3. Redesign of services and working practice
4. Modernisation and reform of services and infrastructure
5. How to give us your views
Glossary
References Page 6 NHS Argyll & Clyde Consultation paper
2 Page 7 NHS Argyll & Clyde Consultation paper
1. Introduction
This paper describes NHS Argyll & Clyde’s plans for future health services in our area. When making these plans we need to consider the geography of Argyll and Clyde, the kind of communities we live in, and projected changes to the population of Argyll and Clyde. We also need to take into account the views of the 418,000 people in Argyll and Clyde whom we serve, and the staff who provide the services. In doing this, we must have a view to the future and our responsibilities to the next generation of service users, to local communities and to our staff.
Since October 2003 we have been talking with people across Argyll and Clyde to hear their views about the development of our NHS. These discussions have been with members of the public, politicians (MSPs and MPs) and local councillors, as well as many of our staff, patients, carers, advocacy groups and other organisations, both statutory and independent. More than 4000 people have been directly involved so far in these discussions.
We have listened carefully to what we have been told over the last eight months by patients, the public, staff and partners. People want healthcare services that work better together to meet their needs as fully as possible. They want assurance that the healthcare services they use are consistently of high quality. They want to be able to rely on their services, and be reassured that the services they require will be available to them when they need them. This paper describes, therefore, not simply an acute services strategy but covers all healthcare services for the people of Argyll and Clyde. Neither does it suggest short term or quick “fixes” that would only mask underlying challenges and problems. Instead, we have outlined the tough decisions that need to be made both now and into the future.
1.1 Key principles
It was also clear from the discussions we have had over the past eight months that some principles must shape the future design of services. Taken together, these principles provide us with a robust framework within which to develop the Clinical Strategy. They are:
Safe services
A service is safe when we can be confident that the care provided by our staff compares well against national standards and that, for most people, the expected health outcomes will be achieved. We are confident that all the proposals in this plan are consistent with this view on safety.
Sustainable services
We have a duty to ensure that our plans serve communities in Argyll and Clyde well into the future. We believe this is a duty shared equally by the community at large. This means we will only invest in services that are sustainable. This strategy describes developments that are realistic and robust enough to be enduring, but also flexible enough to adapt to changing needs and new opportunities.
1 Page 8 NHS Argyll & Clyde Consultation paper
Quality services
The services that we provide must be fit for the purpose intended. Each service in itself must demonstrate a commitment to continuously improving the quality and standards of care. This view of quality accepts that we will provide services in a variety of ways to meet local needs but each service must be able to demonstrate that it is fit for purpose.
Affordable services
On behalf of the 418,000 people living in our area, we have a duty to live within the budget given to us by the Scottish Executive. We cannot spend money we do not have. This means only spending the money on our strategy for health services that has been allocated as our fair share of the Scottish health budget.
Integrated services
We must make sure that our services are designed and delivered with the individual needs of patients as the focus. This means that service providers work together, involving patients and carers, to break down any artificial boundaries and deliver seamless care to patients and carers. One of our key aims in this strategy will be integrating primary, secondary and social care pathways and, in this way, creating new opportunities to redesign local services.
Access to services
We must make sure people have good access to the services they need. This is not just access on a geographical basis, in other words, how far and with what difficulty patients must travel. Improving access means we must play our role, along with our partners, in dealing with transport issues. But access is also about how easy it is to take up services, including waiting times, bureaucracy, staff attitudes, deprivation and disability. It is only by providing services in new ways, by re-defining the nature of services and recognising new types of healthcare practitioners that we will be able to develop and support sustainable access to services.
Achieving change over time
This strategy proposes change over a time period from two to fifteen years. Stability for acute services will mean that changes to acute hospital services must be completed within two years. Developments in primary care, which are significant and transformational, will be put in place over the whole period of this strategy, from two to fifteen years and beyond.
1.2 Choice
Whatever the final decisions following the conclusion to this consultation, NHS Argyll & Clyde fully recognise the right of individual patients to exercise choice when referred from their GP or other healthcare practitioner to hospital services for planned care. This means that, in discussion with their GP or healthcare practitioner, all patients will have the right to be treated in any appropriate NHS hospital which can meet their care needs. This includes hospitals outside NHS Argyll & Clyde.
2 Page 9 NHS Argyll & Clyde Consultation paper
1.3 What is this public consultation about?
We are proposing radical change to many services across Argyll and Clyde, and we would like you to comment on our proposals. These changes will affect the way in which we develop primary care, acute services, services for older people and mental health services. Wherever possible, we will listen to, and take account of, all constructive views on our proposals. For some of our proposals we have set out some options, and we would appreciate your views about the choices we should make.
Where we can see only one option that meets the principles we have set out for the Clinical Strategy, then we have said so. Nevertheless, we still welcome your views on the proposed option to help refine our thinking further and enhance what we have proposed, if this is possible. We are particularly interested in comments that would ensure that the implementation of the option is firmly centred around the patient experience. We expect a range of views and opinion from this consultation. However, where these have taken account of the issues described in the next chapter, The Need for Change, and are consistent with the above principles, we will be able to afford them more consideration.
The way in which we provide health services at present will not sustain safe or quality services, so we cannot continue as we are now. We need to plan ahead in a way that avoids sudden or unpredictable service failures, and that builds a sustainable model of service delivery that will meet the needs of our population both now and into the future.
Our experience over the past year or so has already taught us much of significance about the actions required to sustain safe, quality specialist consultant services, and alternative options where a consultant-delivered service is no longer sustainable. For example, The Need for Change highlights why consultant maternity services have been consolidated within NHS Argyll & Clyde, and in many other NHS systems across Scotland.
We would, therefore, like respondents to focus on contributing to the debate about services for the future that maintain or improve the quantity and range of services that can be provided safely and sustained in the long term in local communities. Focussing on the desire for services to remain unchanged cannot take us forward in this major work that we need to do to make sure the people of Argyll and Clyde continue to have access in the future to safe, quality services.
1.4 The consultation process
This consultation will run for a three month period from 14th June to 17th September 2004. Following this, the outcomes of the consultation will be reported to the NHS Board, along with any amendments to our initial proposals arising from the consultation. We will then be seeking permission from the Minister for Health and Community Care to put in place the changes we have outlined in our Clinical Strategy. Many of these changes will happen over the following two to fifteen years, with some of the major changes happening within the first two to four years.
3 Page 10 NHS Argyll & Clyde Consultation paper
1.5 Independent evaluation
Given the magnitude of the changes we are proposing and the degree of community interest in this consultation, we are commissioning an independent evaluation that will run in parallel with the consultation. It will report directly to the NHS Board at the conclusion of the consultation so that it can be taken into account in final decision making. The NHS Board will, therefore, have available the report of the independent evaluation before any final decisions are made. The evaluation will be led by Dr Andrew Walker of Glasgow University.
4 Page 11 NHS Argyll & Clyde Consultation paper
2. The Need for Change
2.1 Background
This chapter of the Clinical Strategy explains why services in NHS Argyll & Clyde must change if the people of Argyll and Clyde are to continue to have access to safe, high quality healthcare services.
Most of these reasons are not unique to Argyll and Clyde, or even to the NHS, but reflect much broader changes in:
• the population
• people’s health needs
• clinical practice (the way health professionals treat different health problems)
• the way NHS staff work.
Information on each of these, and their implications for NHS Argyll & Clyde, is set out in the sections that follow. However, whilst we describe how we cannot continue to provide the current pattern of services for all these reasons, it is important to acknowledge the impact of finance and affordability, and the geography of Argyll and Clyde. These are covered at the end of the chapter.
2.2 Changes in the population
In the future in Argyll and Clyde, and Scotland as a whole, there will be more older people needing care and there will be fewer people of working age to provide that care:
Ageing population
People in Argyll and Clyde are living longer than ever before. As people live longer they are more likely to have health problems that need on-going help and support from the NHS and others. Over the next ten years, it is estimated that there will be a 10% increase in people aged between 85 and 89, and a 36% increase in people aged 90 and older.
People aged 85 and over in Argyll and Clyde
10000
9000
8000
7000
6000
5000
4000 Number of people
3000
2000
1000
0 1984 1994 2004 2014 Year Estimates Source: General Register Office for Scotland 1984 & 1994 uses mid year population estimates that have been revised using the results of the 2001 national census Projections 2004 & 2014 uses 2002 based population projections that have been revised. 5 Page 12 NHS Argyll & Clyde Consultation paper
These are the people who need most care, as shown in the graph showing bed days required by emergency patients below1.
Bed days used by emergency inpatients by broad age group. Argyll and Clyde. 1981 to 2001.
400
350
300
Bed 80 and over days 250 per annum 200 (’000) 150 65 to 79
100 45 to 64 50 Under 45 0 1981 1985 1990 1995 2001
Admission year
Falling birthrate
The number of births in Argyll and Clyde has fallen from 5,003 in 1997 to 4,236 in 2002/03 and is projected to fall further to 3,954 in 2010/11. The birth rate is falling faster in some areas than in others. Overall, this means that in some areas there are not enough babies being born to allow doctors to maintain their skills to the standards set by their professional organisations.
There will be fewer young people in Argyll and Clyde. The number of young people and of working age (15 to 64 years) will drop by 5% and the number of children aged 14 years and under will drop by 18% between 1999 and 2014.
6 Page 13 NHS Argyll & Clyde Consultation paper
Children aged 0 - 14 years of age in Argyll and Clyde
100000
90000
80000
70000
60000
50000
40000 Number of children of Number
30000
20000
10000
0 1984 1994 2004 2014 Year Estimates Source: General Register Office for Scotland 1984 & 1994 uses mid year population estimates that have been revised using the results of the 2001 national census Projections 2004 & 2014 uses 2002 based population projections that have been revised
Declining population
The total number of people in Argyll and Clyde has fallen from 425,600 in 1999 to 418,400 in 2002, and is expected to fall further to 405,923 in 2014. Altogether, the population of Argyll and Clyde will drop overall by 5% over 15 yearsi. In some areas, such as Inverclyde, the population is declining more rapidly than in others.
We must make sure that our services develop to meet the specific requirements of our changing population. If not, then some vulnerable sections of our community, such as the growing numbers of elderly people, will not receive the services they need.
2.3 Addressing health needs
The healthcare services that we provide must meet the health needs of the people of Argyll and Clyde. Health needs change over time, reflecting changes in the make-up of the population, how people live, and the opportunities open to them, such as employment, housing and education. A full picture of the health needs of the people of Argyll and Clyde, with the information to support it, is contained in the Annual Reports of the Director of Public Health2.
People’s health in Argyll and Clyde is improving in many ways, but is still poor compared to most other Western European countries. In Scotland, Argyll and Clyde is one of the areas where people are likely to die younger and suffer poor health at a young age3. In particular, rates of cancer, coronary heart disease, stroke and a range of other health problems are higher among people in Argyll and Clyde than in many other parts of Scotland.
• In Argyll and Clyde, cancer remains the most common cause of death in those aged under 65. Lung cancer remains, overall, the most common cancer although this is very largely a preventable disease, with smoking accounting for some 90%
i 1999-2014.
7 Page 14 NHS Argyll & Clyde Consultation paper
of cases. The incidence of other forms of cancer, such as skin cancer and bowel cancer, is on the increase and many of these cases could also be prevented4.
• In Argyll and Clyde, 41% of all deaths are due to strokes, or coronary heart disease such as heart attacks. This is the second-worst level of deaths from stroke and coronary heart disease in Scotland. Many of these are people who die prematurely (that is, before the age of 65). Often people leave behind dependent relatives. Many of those who survive have continuing major problems with their health that affect their families and their work5.
• Lung disease is the third biggest killer in Argyll and Clyde and, if lung cancer is included , is the largest cause of death. Smoking is a major cause of lung disease with the UK death rate twice the European Union average.
• Diabetes has been described as “Scotland’s epidemic for the 21st Century”. Health statistics indicate that the number of people with diabetes is doubling every decade6. Diabetes is a major cause of premature death from heart disease, as well as significant disability such as blindness, kidney disease and other health problems.
• In Argyll and Clyde, deaths from alcoholic liver disease/cirrhosis are higher than the rest of Scotland and have increased markedly over the past decade. Alcohol misuse also causes other illnesses and is a major factor in attendance at Accident and Emergency Departments. Figures show a serious and growing problem of alcohol misuse in Argyll and Clyde. Similarly, drug misuse is associated with many types of ill-health and is a key cause of increases in the transmission of blood borne viruses such as Hepatitis C which can lead to serious liver disease7.
• One in four people will need care and support from mental health services at some point in their lives. Depression was the most common condition recorded at GP consultations in Scotland in 20008. Use of general health services by people with depressive disorders is 50-100% higher than by those without depressive disorders9. People with a mental health problem are much less likely to be in a job, though almost all want to work10.
These are just some of the healthcare needs of the population of Argyll and Clyde. The NHS has the lead role in providing accurate diagnosis, assessment, treatment and care for those with health problems. Over time we must adapt our services and the way we provide them. If we do not do this, the healthcare services we offer will soon be out-of-date and will not be of the quality that we know we could provide.
We know that people who are unemployed or live in over-crowded or damp houses have poorer health than those living in better-off areas. For example, rates of cancer, coronary heart disease and mental ill-health are certainly much higher in poorer areas and people are more likely to die from their illnesses than those who live in areas where most people are in work and have comfortable homes and living conditions11. This happens for a number of reasons, but people coming forward to talk to their doctor at a later stage in their illness is one of them.
The NHS can’t do everything to help people live healthier and happier lives but we can work with other agencies that can help change things by improving housing, creating opportunities for education and work, and making sure children have
8 Page 15 NHS Argyll & Clyde Consultation paper
somewhere safe and clean to play. The NHS must make explicit links with these agencies and local communities, so that health becomes everyone’s business12.
2.4 Changing clinical practice
Clinical practice is how healthcare professionals (such as doctors, nurses and allied health professionals) treat patients. What might have been best clinical practice in the past is unlikely to be the best that we can do today. Clinical practice changes over time to reflect a number of things, such as:
• changing patterns of disease
• the introduction of new techniques, treatments and drugs
• the introduction of new equipment and new technologies
• increased knowledge and evidence about what gives the best results for patients
• responding to better informed and more knowledgeable patients and public
• meeting quality standards and requirements
• changes in regulation and training and accreditation requirements
• staff availability.
What we can do for patients and those suffering from poor health has also changed. Improved understanding of illnesses, better ways of finding out what is wrong with a patient and a greater range of treatments allow us to provide higher quality care today than ever before. Research-based evidence shows what treatments and drugs will give the best result for most patients.
We know more about how best to use medicines to treat common problems such as heart attacks. New surgical techniques, such as keyhole surgery, have been developed that lead to faster recovery times and shorter hospital stays13. Modern technology allows us to link up remote and rural areas with specialist centres, and new equipment such as MRI (Magnetic Resonance Imaging) and PET (Positron Emission Tomography) scanners allow much more sophisticated diagnosis and understanding of health problems than ever before.
As they learn more about new and more effective treatments, health professionals are constantly changing the ways in which they care for patients. But providing better care has a number of knock-on effects. Some of these are outlined in the sections that follow.
New techniques, treatments and drugs
With new techniques, treatments and drugs, the time people stay in hospital has been greatly reduced. Many treatments are now carried out on a day case basis, allowing people to return home the same day rather than having to remain overnight in hospital. For example, the number of day cases in ophthalmology has risen from 909 to 1750 over the past seven years. This is a rise from 41% to 70% of all planned ophthalmology treatments being carried out as day cases.
9 Page 16 NHS Argyll & Clyde Consultation paper
Another example of change arising from the introduction of new techniquesii is that now far fewer patients have to have a hysterectomy, a major operation normally requiring the patient to stay up to a week in hospital and usually followed by at least eight weeks off work. In 1996/97, 692 hysterectomies were carried out in Argyll and Clyde but this reduced to 404 in 2001/0214. Modern surgical techniques can now be used for other previously major operations e.g. for gallstones and knee operations, making the time spent in hospital and the time it takes to recover afterwards much shorter. The number of days that most people spend in hospital is therefore much shorter, as shown in the graph.
We need to make sure that we are not keeping hospital beds unnecessarily, based on old ways of working rather than the modern techniques clinicians are using. We must avoid money being tied up in maintaining beds we don’t need instead of putting money into providing the health services that people need.
Argyll & Clyde Residents - Average length of stay in general hospitals per inpatient record
14
12
10
8
6
4
Average length of stay (days) of length Average 2
0
6 9 0 01 992 002 1 /20 2 1/ 1/ 92/1993 93/1994 96/1997 99 9 9 995/199 9 998/199 999/200 000 00 1 1 1 1994/19951 1 1997/19981 1 2 2 Year of discharge
New drugs are being developed that have a significant impact in tackling disease and improving health. Although they are very effective, they can also be very costly. Significant amounts are being spent on new drugs that have shown to be very effective in dealing with specific health problems, such as statins for coronary heart disease. If we are to continue to afford these new drugs, we must find additional money to pay for them.
New technologies and equipment
The introduction of new technologies and equipment allows us to improve diagnosis and treatment. Some highly specialised equipment will always be provided only in regional centres, for example, the radiotherapy machines at the Beatson Oncology Centre, but many others, such as CT (Computerised Tomography) and MRI scanners, become standard as technology develops. New technologies, such as telemedicine and near-patient testing, can also allow healthcare to be provided in more local settings.
New technologies are usually expensive, more expensive than the ways of working they replace. They can, sometimes, also require higher levels of skill and team ii such as endometrial ablation and levonorgestral-containing intrauterine system (Mirena)
10 Page 17 NHS Argyll & Clyde Consultation paper
working amongst staff. We need to make sure that we can access such technology in order to provide the best possible diagnosis, treatment and care for patients.
Quality standards and requirements
There are increasing numbers of quality standards that the NHS is required to meet. Some of these are recommendations only, but others are essential requirements that must be met to allow a service to continue to be provided. These standards can be set by the Scottish Executive, normally through NHS Quality Improvement Scotland, an umbrella organisation that has been set up to cover a range of previously separate quality bodies, but also by professional organisations such as the Royal Colleges.
One example of changes impacting on healthcare provision is the fall in the number of births. With fewer babies now being born, it has not been possible to give clinicians in some areas enough experience of babies being born to meet the standards laid down by their professional organisations. This has meant changes to maternity services in Argyll and Clyde such that, in future, many babies will be born in local midwife-led units unless it is predicted that mother or baby may need specialist care. Consultant-led care is available for patients who need it or choose it but some of these patients will have to travel further than previously. This pattern of services is being set up in many other areas of Scotland for exactly the same reasons15.
New ways of working
We know that, for those people who are most seriously ill, we can provide better treatment than we could in the past. For some people we can now provide treatment when before there was little we could do, and for people with chronic (long lasting) conditions we can provide more support throughout their lives. We can do this by developing both our specialist and primary care services and making sure they are better co-ordinated.
This means helping clinicians – doctors, nurses, physiotherapists, radiographers, and many others – to develop their skills and expertise so that they can provide better treatment for patients. This is achieved by making sure that clinicians have the right skills through specialist training, through working in teams16, by sharing knowledge with other clinicians and by treating lots of patients with the same illness on a regular basis.
For some services, we must work more closely with specialist centres elsewhere in the West of Scotland, notably in Glasgow, to help provide the right circumstances for improved results for patients. 17
Patient and carer choice
We know from our work that patients - and their families and carers - would prefer to receive treatment and care as close to home as possible. 18 Sometimes this is to avoid unnecessary travel or disruption to normal family life. Sometimes this is because they would prefer to be cared for by healthcare professionals they already know and trust in their local communities. Increasingly, services are being designed to reflect this and to prevent people being admitted to hospital when there are alternatives to this. This has resulted in developments such as rapid response teams that work to prevent unnecessary admissions to hospital, or hospital at home schemes that provide care to help people remain in their own homes. Sometimes,
11 Page 18 NHS Argyll & Clyde Consultation paper
this has resulted in the closure of hospital accommodation as people choose to live their lives being cared for in ordinary communities, supported by teams of professionals in health and social care.
There are many more opportunities in Argyll and Clyde for treatment and care to be given in people’s homes or in local communities rather than being admitted to a hospital. Healthcare professionals are keen to see this happen and to allow patients, their families and carers the chance to live as normal a life as possible.
For example, the numbers of psychiatric beds in Scotland has halved over the last decade as care and treatment for people with mental health problems has increasingly been provided in their own homes and local communities. NHS Argyll & Clyde has failed to keep up with such change with the result that much mental health care is still provided in institutions, contrary to national policy and to the wishes of staff and to the detriment of patients and their families19.
Specialisation in training and skills
Increased knowledge about what makes a difference to health has led to changes in the way doctors are trained and work. Fewer hospital doctors than in the past are now trained to deal with a wide range of problems. Instead, they now specialise, or concentrate, on treating a smaller number of conditions20. This is based on evidence that such specialisation results in more skilled and experienced staff with improved results for patients21 22. However, this often requires services to be brought together in one place to enable essential skills to be shared and maintained. This means that some specialist services can no longer be sustained locally. Instead, such services must be concentrated in a smaller number of locations23 24.
For this reason, we have had to concentrate the urology service in Argyll and Clyde (urology covers diseases of the kidneys, bladder and prostate). Some patients have to travel further to a new urology service, but the waiting time to get to that service has been reduced to 2-3 weeks. This is significantly less than the 75 week wait that was average for the same service previously provided in Glasgow.
The next part of this chapter looks in detail at the many factors affecting health service staff and how these are impacting on NHS Argyll & Clyde.
2.5 A changing workforce
NHS Argyll & Clyde currently employs more than 11,000 people. It has employed increasing numbers of staff over recent years to provide more services. We have almost 20% more medical staff than we had ten years ago and 12% more nurses25.
There are substantial pressures on the workforce26 27. These include:
• their age profile
• shortages of staff
• pay modernisation
• the impact of employment legislation
12 Page 19 NHS Argyll & Clyde Consultation paper
• professional training and development.
Age profile of the workforce
As the general population is ageing, so is our workforce:
• The average age of hospital consultants in Scotland was slightly higher in 2000 than in 1990, which means that there is an increase in the number of doctors approaching retirement28. There are clusters of consultants in parts of NHS Argyll & Clyde very near to retirement. Replacing these consultants and sustaining services as they are now presents a real challenge, given the shortage of consultants across Scotland and the UK.
• The average age of GPs in Scotland is rising. This is particularly the case in more rural areas29 30. NHS Argyll & Clyde faces this situation, notably in Argyll and Bute as illustrated in this graph:
Principal GP age profile (Argyll and Bute LHCC 2001)
18 16 16
14
12 Number 10 10 9 9 9 of GPs 8 (Total 62) 6 5 4 4
2
0 30-34 35-39 40-44 45-49 50-54 55-59 60-79 Age in years (Average age 48yrs)
The age distribution of nurses in Scotland includes a large number of nurses who joined the profession between 1985 and 1990. Although not imminent, this age structure poses a potential challenge in ten years time if not addressed now31. This would not necessarily present a problem, except that fewer young people in the overall population means fewer available to train and work for the NHS.
Shortages of staff
In Scotland we are, along with the rest of the UK, facing overall shortages of clinical staff and serious shortages in some areas such as radiology, pathology and psychiatry32. Unfilled posts, especially hospital consultant posts, disrupt services and increase waiting times. Despite running a series of initiatives, such as the Return to Work programme to persuade staff to return to work in the NHS, there remain many areas with staff shortages. The shortage of qualified nursing staff, most notably in specialist areas like intensive care nursing, has meant using temporary and agency
13 Page 20 NHS Argyll & Clyde Consultation paper
staff to fill gaps. This is expensive and, by disrupting the continuity of care, risks compromising the quality of care.
Changes in medical training and the way in which doctors provide treatments for patients sometimes make it difficult to attract and keep staff to provide certain services locally. Retaining good local access to services and maintaining quality may involve local clinicians working more closely with specialists from other hospitals to continue to provide services, but in a different way. This may change local provision and is a pattern of change being repeated in hospitals across the UK.
Many of our staff in NHS Argyll & Clyde will be retiring within the next ten years. There will not be enough new staff qualifying to replace them on a one-to-one basis. This mirrors the various changes set out at the beginning of this chapter and is a significant issue for the whole of the NHS across Scotland and beyond. It means we will have to find new ways to deliver the health services needed by the population of Argyll and Clyde.
In NHS Argyll & Clyde we have had difficulty recruiting to some more specialised areas and have already had to look at different approaches to providing services in order to retain access. Given the changes to medical training in recent years, this trend is forecast to continue and we must, therefore, plan for it. This problem is not confined, however, to specialist posts; it is also difficult to attract applicants to some GP posts. This is particularly true of rural areas where the numbers applying for posts, especially for vacant single-handed practices, has declined steadily over the last 20 years (a single-handed practice is where a GP works on his own rather than with a group of GPs, and is more common in rural and remote areas).
The trend, which continues, was highlighted in a recent study33:
Number of Applicants per Single-Handed Practice Vacancy
35 30 25 20 15 10 5 0 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998
14 Page 21 NHS Argyll & Clyde Consultation paper
The impact of employment legislation
The NHS is a 24 hour, 7 day a week service in which many NHS staff have worked excessive hours and unsocial working patterns. The UK had no restrictions on working hours until the implementation of the European Working Time Directive in 1998. These regulations place an obligation on employers to reduce the number of hours staff are allowed to work and to introduce safe working patterns. All clinical staff are affected by the Working Time Regulations, particularly those involved in out- of-hours emergency care, but our most immediate concern is about junior doctors.
Historically, the NHS has relied very heavily on junior doctors in training. Medical care for patients in hospital at night has been provided by junior doctors who stay resident in the hospital while the consultant is on-call from home. In the past, some junior doctors could be available to work more than 100 hours per week. The "New Deal" and the European Working Time Regulations were introduced as health and safety measures for junior doctors as it was recognised that excessive working hours, as well as being unsafe for the individual, could lead to a lower quality of patient care provided by doctors who were tired. As we plan for the future we can only plan on the basis of junior doctors working a maximum of 48 hours a week in accordance with the Regulations.
To compensate for the reduced time our existing junior doctors will work, NHS Argyll & Clyde would require to recruit an additional 59 junior doctors at a cost of £2.6 million. This number of junior doctors is simply not available. In any case, given current levels of clinical activity in Argyll and Clyde, we could not justify the training opportunities, educational content and clinical experience to gain the necessary approval from the training authorities to employ these additional staff. So we need to look at different ways of filling the gap through redesigning our services.
The weekly 48-hour limit on working hours is also a problem for services provided by senior hospital doctors. A British Medical Association survey of consultants in January 2003 showed that 77% of consultants currently work more than 50 hours per week and that 46% work more than 60 hours per week. In NHS Argyll & Clyde, we would require an additional 23 Consultants to meet the requirements of the Working Time regulations. These numbers of additional consultants are not available. Even if they were, the levels of clinical activity available to them in Argyll and Clyde would mean that the individuals could not remain appropriately skilled and therefore accredited to practice.
These changes in employment legislation will mean that doctors will be less likely to work excessive hours which is good for patient care. However, it also means that the NHS will not be allowed to continue to provide many health services in the way that it has done in the past or is currently doing. The way in which services are provided must, therefore, change. Amalgamating doctors' rotas will help to meet the requirements of the regulations. This involves concentrating out- of-hours commitments in fewer but more intensive shifts and requires services to be centralised in fewer, larger hospitals.
All this is a significant challenge for hospitals across the UK and will result in considerable changes to the services that can be offered in particular locations and the hours they can be accessed.
15 Page 22 NHS Argyll & Clyde Consultation paper
Pay modernisation
New UK-wide employment contracts are being implemented for all staff to help encourage people to join and stay in health professions and overcome the staff shortages already being experienced in Argyll and Clyde and across the UK. The new pay arrangements replace obsolete terms and conditions which have remained broadly unchanged since 1948 and have not been updated to take account of changing clinical practice, modern employment legislation and best practice.
Whilst these new employment contracts mean considerable change in the way services are currently provided, they also present many opportunities to improve services and the way staff deliver them. The main changes throughout the whole of the UK are the Consultant’s contract, the General Medical Services contract for GPs, the new contract for pharmacists and Agenda for Change for all other staff.
A new contract is being introduced for the most senior specialist doctors. The Consultant’s contract specifies more precisely the clinical work that they will do within their normal working hours and emergency on-call. For the first time, the additional hours worked by consultants will be recognised. The intention is to focus more on direct patient care and introduce more flexibility to enable service development. This has an implication for the workload of an individual consultant and means significant changes for most consultants in the hours they work and what work they do. Services will require to be redesigned accordingly.
NHS Scotland is also introducing changes to the care patients receive from their GPs as part of the new General Medical Services contract. The contract is based on a new quality framework, setting out standards of care based on the latest evidence. Family doctors will be paid according to the quality of care they provide. It also allows doctors increased flexibility to organise services to meet local needs and provides more scope for a wider range of services in local communities. The contract allows GPs to choose not to provide services out-of-hours, and arrangements will have to be made to provide alternative medical cover for patients at nights and at weekends.
A new contract for pharmacists is also being introduced. This will better represent the widening range of services that some community pharmacists have already started to provide and will encourage the development of additional services to benefit patients, such as extended opening hours34.
Agenda for Change is a modern pay system for the majority of NHS staff (except doctors and dentists). It seeks to harmonise the conditions of service for NHS staff, provide a more transparent system of fair reward, more flexible working, and helps to create the conditions for newly designed jobs.
An important aim of pay modernisation is to make it more attractive for people to train for, join and remain in the NHS. The new pay agreements will improve the rewards available to staff and, in return, improvements to patient care and to services will be achieved.
Professional training and development
Everyone should expect to be treated by competent clinicians. Competence depends on on-going experience, professional development and adequate supervision. Professional development and training are, therefore, essential requirements for healthcare professionals and underpin the quality of the healthcare they provide. This
16 Page 23 NHS Argyll & Clyde Consultation paper
can be compromised when patient numbers fall below the standards set for training purposes and important skills can be lost.
New arrangements are being introduced to improve the training and development of middle grade doctors (the level between junior doctor and consultant)35. This will make clearer the commitments of doctors in training and the responsibilities of those GPs and consultants who undertake such teaching. There will be a greater emphasis on training at service level and on spending training time in all parts of the service. This will improve training overall but will mean significant reduction in the time that middle grade doctors have traditionally spent in hospitals. This will have to be met through new ways of working as there are insufficient doctors available to make up the shortfall arising from these changes.
Increasingly, with changes in population and in the standards we are required to meet, we must review how to provide the right circumstances for our staff to access the continuing training and experience that enables them to provide high quality care. As we have found over the past few years, it is also difficult to recruit and keep clinicians where patient numbers are low as such lack of exposure to workload limits their ability for on-going learning and keeping up-to-date.
2.6 Finance and affordability
From a financial perspective alone, NHS Argyll & Clyde simply cannot afford to continue as it is. We currently spend around £40 million each year more than we receive from the Scottish Executive. A significant part of this is the high cost involved in providing services from a wide number of relatively small sites across a large geographical area. In addition, many of the buildings from which we provide our services are now unsuitable for the provision of modern 21st century healthcare and are increasingly expensive to maintain to reasonable standards.
Significant additional funding has been allocated to the NHS over recent years and this has helped us to develop services in some areas. But annual inflation is greater in the health service than in the rest of the economy, partly as a result of advances in medical science, technology and new drugs, and this means that the cost of providing services is exceeding the money we receive to pay for them.
We also spend much more than the national average on some services. This inevitably means less money available for other important things that we want to do to meet the needs of our local population. There will never be enough money to do everything that we would like to and could do, but we must look seriously at areas where we are not getting best value for money and see if there are better ways to use the money available to us. It is important that we make best use of what we receive and use our resources to best effect.
Even if we had unlimited financial resources, we would still need to change the current pattern of services and the ways in which they are delivered to address the broader pressures for change that are set out in the remainder of this chapter. But a key concern for NHS Argyll & Clyde in looking at how to provide and sustain safe, high quality services must be how we can afford them. It is our legal duty to spend only the funding allocated to us by the Scottish Executive. We must, therefore, develop a clinical strategy that allows us to make best use of that allocation and meet our legal duty of matching our expenditure to our income.
17 Page 24 NHS Argyll & Clyde Consultation paper
We believe that the proposals set out in this Clinical Strategy will enable us to get back into financial balance over time. Perhaps more importantly, we think these proposals represent a better use of our funds than at present and will enable us to provide high quality services that meet the needs of the people in Argyll and Clyde within budget.
2.7 The impact of geography
In addition to the key forces and drivers already listed, we have to recognise the unique geography of Argyll and Clyde as this has a major influence on the way in which we are able to provide services, especially in rural and remote areas.
The geography of Argyll and Clyde is one of the most diverse in Scotland. Making sure that health services are safe and sustainable across Argyll and Clyde presents particular challenges. Four out of five people in Argyll and Clyde live in the areas of Paisley and Renfrew, Gourock, Greenock and Port Glasgow, and Dumbarton and Helensburgh and other towns. The remaining population live in remote and rural communities, including 26 inhabited islands, of which only three (Islay, Mull and Bute) have populations of over 1,000. The urban areas of Argyll and Clyde include areas of poverty and deprivation arising largely from the decline of traditional heavy industries. New industries have developed in some areas but there are still significant problems of unemployment. Poverty and deprivation also exist within rural areas.
Local Authority area Population Argyll and Bute 91,030 East Renfrewshire* 24,298 Inverclyde 83,600 Renfrewshire 171,940 West Dunbartonshire* 47,563 Total 418,431
Source: 2002 mid year estimates GRO (S)
*includes only those parts of the Local Authority that lie within NHS Argyll & Clyde’s boundaries.
Issues around social deprivation and transport are very much important factors in accessing healthcare and related services across Argyll and Clyde. These must be addressed when we consider how best to provide healthcare services for the future to meet the requirements of safety, sustainability and quality.
2.8 Conclusion
This chapter has set out the reasons why we need to change. If we fail to respond to the need for change, services will be subject to uncontrolled change. This could be not having enough staff or staff with the right skills to keep providing a service.
This means, in blunt terms, that some services will collapse and will have to be withdrawn. While alternative arrangements will have to be found to enable continuing access in some form, these are likely to be less than satisfactory for some parts of Argyll and Clyde. Services may, for example, only be provided on the basis of restricted availability or may involve extended waiting times. Staff will not wish to work in circumstances where uncontrolled change is a real possibility or where they
18 Page 25 NHS Argyll & Clyde Consultation paper
feel they cannot provide the appropriate quality of service. In such circumstances they will choose to look for alternative employment, in the NHS or in another field, thus worsening the staff shortages we already have.
We believe that we can respond to the need for change to provide safe and sustainable services. Our proposals to do this are set out in the remainder of this document. We believe that we can take advantage of the opportunities for change to provide improved services that reflect the needs of our population.
19 Page 26 NHS Argyll & Clyde Consultation paper
3. Redesign of services and working practice
3.1 Background
This chapter outlines the views we have heard during our eight months of discussions with patients, carers, staff, local communities and partner organisations about NHS Argyll & Clyde’s Clinical Strategy. It explains how we propose to incorporate them into future service redesign.
Our main priority is to maximise the amount of diagnosis, treatment and management of both chronic and specific health problems in local communities without compromising the quality of care or the results for patients. To do this, over time, we will invest in the development of primary care and put in place intermediate models of care. This will help to keep services locally, will improve the joint working between different parts of our service and also with partners such as social work and housing. In these ways, such changes will also greatly improve the experience of patients. Some of these changes will take between five and fifteen years to complete but much redesign can happen sooner and, in some areas, is already taking place.
In developing this Clinical Strategy, we have been clear from the outset that it needed to be based on the input of many different parties - patients, service users, carers, local communities, staff and our partners. We have taken time to go out and discuss issues with staff, with local communities and groups, to listen to their concerns and to note their many useful suggestions for improvement. We have also had the opportunity to speak with many groups and individuals about the difficulties the NHS, locally and nationally, is facing in dealing with a range of different pressures.
These discussions, whilst difficult on some occasions, have been extremely productive in drawing out views and concerns and in achieving much better understanding all round. They have also been useful in developing shared solutions to some very difficult issues. The significant involvement of our clinicians, and the clear lead they have taken in discussions with other staff, with patients, public and partners throughout the pre-consultation, has been key to the process.
We are committed to using the outputs from this work over the long term, and making sure that they form a core part of our business.
3.2 Key findings
Eight months of discussions with the public, patients and staff about the sort of health services they want have provided a clear view of the future for healthcare services that we want to achieve. These findings are described here within the overall framework stated in Partnership for Care. This is the Scottish Executive’s blueprint for health service provision in Scotland, reflecting national policy and direction across a whole range of healthcare services.
Patients and carers attending workshops and other events told us they were generally satisfied with the care they were receiving from NHS Argyll & Clyde. They want as many high quality services available locally as possible but recognise that they may have to travel for some specialist care. Patients and carers could, of course, see scope for improvement. These improvements were largely related to issues such as communication, information, access and waiting times.
20 Page 27 NHS Argyll & Clyde Consultation paper
Staff concerns were also focussed around the issues and challenges they faced in providing what they considered to be an acceptable level of care. This covered such issues as recruiting and retaining staff, meeting quality standards, delivering care in poor environments, and workload.
Clinicians and managers were also concerned about levels of funding, both to run existing services and to modernise them, while also balancing the many priorities, standards and targets set by the Scottish Executive, professional bodies and other organisations. These particular concerns are set against the ever-increasing expectations that staff, public, patients and our partners have of the NHS.
Five overall main themes emerged in our discussions with patients, carers, staff, local communities and partner organisations. These are:
• Patients as partners
• Widening access to care
• Making pathways of care work
• Promoting local services
• Improving acute care
In the remainder of this chapter, each of these themes is described in summary.
3.3 Patients as partners
People told us that they, their families and carers wished to be treated as equal partners in the healthcare process. This requires us to make sure they have the information they need to play this equal part and for us to respect their wider needs as carers, parents, employees, etc. They also told us that they felt this should be matched by responsibility on their part to try and lead a healthy lifestyle and to use healthcare services in a responsible way. These views were strongly echoed by staff.
We will commit to the following:
• Setting up patient information groups in each division, involving patients, carers, staff and partners to consider local information needs and review and revise, as appropriate, written information provided for patients and carers. These groups will prioritise cancer, coronary heart disease, stroke, diabetes and mental health and access to services as the initial focus for improving information
• Providing comprehensive information on maintaining good health, symptom awareness and assessment, accessing services, patient choice, understanding treatment, access to support, self-management and lifestyle
• Using information technology to support the provision of relevant, comprehensive and up-to-date information
• Exploring how increased support can be given to families and carers, working closely with the voluntary sector and other partners. We will in this way improve
21 Page 28 NHS Argyll & Clyde Consultation paper
links with voluntary organisations to give a wider range of information and support beyond the statutory sector
• Working with NHS 24 to make sure information for patients is up-to-date, relevant and easily accessible
• Developing the role of community pharmacies in providing information matched to patient needs
• Developing a network of “expert patients” with various conditions to support and inform voluntary or statutory groups.
3.4 Widening access to care
People told us that they wanted access to healthcare made easier and faster for all. Transport is a big issue in Argyll and Clyde, not just in remote and rural areas but in urban areas as well. It affects patients especially but also their families and friends, just as it affects our staff. Easier and quicker access could be achieved through clear points of entry to the healthcare system, through helping patients to help themselves more in meeting their specific needs, and removing barriers to access, such as restricted opening times.
The time that people sometimes had to wait for services was also a cause for concern. But people also told us that they understood the reasons why on occasions they might have to travel to receive the healthcare they needed. Staff were also keen to make sure that patients were seen by the appropriate person based on effective systems of access and assessment.
To those we talked with and listened to over the past eight months, perhaps the most important issues were access to health services generally, and transport in particular. For example, amongst the transport issues raised were the distances people sometimes had to travel, the lack of public transport in some areas and the importance of taking into account people’s specific travel needs when arranging appointments or booking transport by ambulance. Other issues raised included the lack of integration between different bus routes and transport services, and limited provision for car parking at certain hospital sites. This level of interest requires us to pay specific attention on how to make improvements in these areas.
We intend, therefore, to identify, on an Argyll and Clyde basis, an access co- ordinator with a specific remit for improving access to health services and health related transport. This senior post will be given high level responsibility to take action across Argyll and Clyde to achieve this. The access co-ordinator will work closely with the divisional redesign teams to carry out redesign work as required. The person will report to the NHS Board on access issues and the actions to address them. The co-ordinator will also be the health service lead to organise action with our local authority colleagues and with other relevant transport bodies.
We will commit to the following:
• Developing simpler patient pathways into secondary care by putting in place clear referral protocols
22 Page 29 NHS Argyll & Clyde Consultation paper
• Accelerating our Electronic Clinical Communications Integration (ECCI) programme to improve the sharing of information on patients being jointly managed in primary and secondary care and to improve processes for communication between clinicians for referrals, booking of appointments, discharge letters, test results reporting etc
• Extending easier access to diagnostic and therapeutic services through fast track and direct access arrangements to the appropriate level of treatment and care
• Introducing extended opening hours for healthcare services at both primary and secondary care levels
• Taking account of the needs of patients, especially in rural and remote areas, through the booking of appointments to reflect their transport arrangements
• Introducing new staff roles and extended skills to give improved and wider access to appropriate specialist care at local level
• Increasing the number of one-stop clinics, thus reducing the number of times patients have to attend for diagnosis and treatment, and making the best use of specialist staff input
• Rolling out new appointment booking schemes based more on the needs of patients and building on the current pilot scheme to cover all appropriate specialties
• Making sure that transport issues are addressed in all future service developments to facilitate access to services
• Working with all relevant agencies, such as the Scottish Ambulance Service, Local Authorities, Strathclyde Passenger Transport Authority, commerical and voluntary organisations, to integrate transport resources to better meet the needs of people travelling to specialist services.
3.5 Making pathways of care work
People, patients, staff and partners, were very enthusiastic about the patient pathway approach. They wanted to see patient-focussed care supported through staff working in, through and across networks, through training to support new ways of working, and minimising boundaries between professional groups, primary and secondary care services, health and other sectors, and geographical locations. Staff wished to see increased support to establish and run networks through shifting existing resources to these areas. They were also keen to explore new roles and enhanced skills and saw this as a real opportunity to keep current staff and attract new staff to NHS Argyll & Clyde.
The Clinical Strategy has been built around pathways of patient care. Pathways best reflect the experience of patients, service users, their families and carers as they seek and receive healthcare. Pathways also support an approach based on care and treatment of the whole person. Eleven pathways were selected to support the development of the strategy:
Cancer Children
23 Page 30 NHS Argyll & Clyde Consultation paper
Stroke Chronic disease Coronary Heart Disease Addictions Diabetes Planned treatment Mental Health Emergency care Older People
We also took into account the significant work that had been carried out over the past few years on maternity and associated services in Argyll and Clyde.
We will commit to the following:
• Implementing a phased and structured programme of development and roll-out of Managed Clinical Networks for major conditions, starting with those networks currently under development
• Working with partners to develop Managed Care Networks in those areas where significant joint working is required or already underway, such as older people, mental health, and learning disabilities
• Prioritising management resources to work closely with clinicians and patients to develop and maintain effective clinical networks as a key mechanism for the planning and delivery of services
• Drawing up local referral and discharge protocols and guidelines, disease registers and clinical audit plans as initial priorities within the development of Managed Clinical Networks
• Extending and supporting better use of IT and video-conferencing facilities to enable better network links with staff in rural and remote areas
3.6 Promoting local services
People told us that they wanted to continue to receive most of their healthcare in their local communities. Patients and staff were keen to look at new roles and approaches in the delivery of care to achieve this and there was particular interest in the intermediate care model. They were supportive of closer integration between clinicians working in local communities and those working in specialist areas. They also understood that in some instances access to services would have to change to maintain services and guarantee quality.
One of the key ways to maximise local provision of healthcare services is through on- going development of primary care and the introduction of intermediate models of care. We will, therefore, sponsor models of intermediate care in which we will support clinicians from both primary and secondary care to maximise the amount of diagnosis, treatment and management of both chronic and specific health problems in local communities without compromising the quality of care or results for patients.
This will be achieved by enhancing the role of GPs, nurses, allied health professionals and pharmacists etc. The traditional allocation of responsibilities between primary and secondary care clinicians will be revised with clinicians from both sectors working more closely together.
24 Page 31 NHS Argyll & Clyde Consultation paper
This model will apply differently in different parts of Argyll and Clyde depending on a variety of factors such as geography, local pressures for change, and the preparedness of local partners and communities to embrace redesign. The scale of change in certain areas will, thus, vary and will take differing times to prepare and implement.
The establishment of community health partnerships, a key strand of the Scottish Executive’s approach to local healthcare provision, will facilitate the development of this community-focussed model. Similarly, the opportunities presented by the new GMS contract will allow different ways of working that before would have been almost impossible to achieve.
We will commit to the following:
• Encouraging and supporting the development of intermediate models of care across the various local communities of Argyll and Clyde, refining existing plans and considering future proposals and plans against this model of care
• Commissioning the new Mid-Argyll Hospital to provide intermediate care. We will draw upon and develop the existing evidence base as a resource for NHS Argyll & Clyde
• Continuing to develop out-of-hours services across Argyll and Clyde to ensure consistency with on-going service redesign and the application of intermediate models of care
• Making the most of opportunities to provide care on an ambulatory basis, including increased rates of day case surgery, avoiding the need for patients to stay overnight in hospital36
• Accelerating community-based models of care for mental health, older people and learning disabilities in collaboration with local authorities, through the shift of healthcare service provision from institutional care to the development of community teams and associated support, including crisis intervention and rapid response
• Developing local care for older people with enhanced community based services and the consolidation of existing provision to provide an improved and integrated range of services
• Introducing therapist-led outpatient clinics in local areas to maximise access to treatment and rehabilitation services provided by Allied Health Professionals
• Implementing training schemes for extended medical, nursing and allied health professionals’ skills and new ways of working to enable new models of care to be implemented successfully, with the potential to serve as national pilots
3.7 Improving acute care
Many participants were already aware of the difficulties being experienced in sustaining high quality specialist services in some parts of Argyll and Clyde. In some areas people have had to face up to some difficult realities, one of the hardest being the tension between what can and cannot now be provided locally. Many people find
25 Page 32 NHS Argyll & Clyde Consultation paper
it hard to accept that some services cannot continue to be provided locally. People told us that they were prepared to travel for care if necessary and we must ensure that the transport needs of vulnerable people are met. We have described earlier our commitment to play our part with our partners to address transport and access issues.
People told us of the importance to them of 24-hour access to emergency care. The public need to know that emergency help will also be available. For many cases this will be calling NHS24 for advice or receiving treatment from a member of the primary care team. More serious cases will require access to a fully equipped and staffed accident and emergency department backed by a comprehensive range of diagnostic and treatment services.
Staff expressed a keenness to develop new roles and ways of working to support what they saw as necessary changes in the provision of specialist and emergency services.
We will commit to the following:
• Providing 24 hour 7 day a week access to a comprehensive range of services within Argyll and Clyde in a major acute hospital
• Developing agreed referral protocols for specialist services provided in Argyll and Clyde, including improved access to specialist advice and guidance for primary care colleagues over the full 24 hour period
• Developing services and ways of working in Argyll and Clyde that support community hospitals and other intermediate care centres
• Developing clinical teams to ensure the best possible clinical practice through the sharing of expertise, skills and knowledge
• Safeguarding high standards of care and continuously improving the range and quality of services provided
• Ensuring the integration of specialist services with healthcare professionals in other sectors to provide seamless care for patients
• Providing safe and rapid patient transfer between services as required.
3.8 Conclusion
Patients, public, staff and partners have, through the five themes listed here, set out a clear direction for the future of NHS Argyll & Clyde. We intend to strengthen the patient-centred approach and redesign our services based on pathways of patient care. Our main priority will be to develop primary care and improve the joint working between primary care, social care and secondary care to improve the patient experience – developing intermediate models of care accordingly. We think these goals are ambitious, but achievable.
All service redesign must be sustainable in the context of the many pressures for change described in the first chapter. The next chapter describes how we believe services must change in the near future if they are to be safe and sustainable. This
26 Page 33 NHS Argyll & Clyde Consultation paper
will allow us to build on stability to provide the quality of service that we believe is possible, and that people have told us they want.
To demonstrate our commitment to making these changes happen, each of our three divisions (Inverclyde, Lomond and Argyll, and Renfrewshire) will set up redesign teams. The purpose of these teams will be to produce plans for all the action points listed throughout this document. These redesign teams will be led by clinicians and will have community involvement. They will be accountable for making sure that the changes agreed actually happen and that such changes deliver all the benefits to patients, staff, partners and local communities that we anticipate.
27 Page 34 NHS Argyll & Clyde Consultation paper
4. Modernisation and Reform of Services and Infrastructure
4.1 Background
We have explained why we cannot continue the way we are now. We have set out the sort of changes and improvements that we want to see in the future. This chapter sets out the model of service that we intend to develop and the steps we will take to do this.
Changing our health services in Argyll and Clyde is about the transformation of primary care. At present, these services account for more than 90% of the healthcare needs of local communities37. We wish to build on this and to work more closely with other health and social care providers in a more integrated and networked way. Only in this way can we provide sustainable, safe, affordable and quality provision for local communities.
If we are to do this, we must make sure that our major acute services are stable. There are many reasons for this. We must make sure that services are safe and sustainable in the face of the many pressures we face. We must be able to continue to improve the quality of healthcare we provide. We also want to enable our staff working in acute services to play a full part in the transformation of our healthcare services as a whole.
Significant change will be required to achieve this. Some of this will be controversial for some people but we believe, through discussion with patients, public and staff, that these changes are necessary and overall will benefit the people of Argyll and Clyde.
This chapter describes how we intend to provide our services in the future, based on a network of linked healthcare services. It sets out the opportunities to deliver improved services. It reflects new models of primary care and the development of intermediate care in local communities. It also sets out changes in the provision of major acute services and improvements to services for older people, those with mental health problems and learning disabilities.
4.2 Elements of a healthcare network
By a healthcare network we mean the way in which staff work together to provide services for people rather than buildings or hospital beds. We have a tremendous range of skills and expertise in our staff in NHS Argyll & Clyde, together with extensive medical technology and substantial resources in the local authority and voluntary sectors. The challenge is to bring these resources together in the best way to meet patient needs.
All the resources across Argyll and Clyde will need to work together in ways that support each other. Through networking in this way we will be better able to provide safe and sustainable services in local communities. We will continue to have hospitals, health centres and practice premises across Argyll and Clyde but it will be the range of services and how we provide them that will be most important. For example, in a networked service specialists will be more accessible to clinical colleagues and patients in local communities. Another example is the way in which
28 Page 35 NHS Argyll & Clyde Consultation paper
professional colleagues will work across the whole of Argyll and Clyde rather than in separate geographical areas.
The following sections describe elements of the healthcare network:
• Primary and intermediate care • Care in the community • Acute care.
4.3 Primary care
Primary care is those services provided locally by the Primary Care Team. This has traditionally been the team directly attached to the GP practice (GP, practice nurse, community nurses) but this is now expanding to include other professionals, including pharmacists, opticians and allied health professionals such as physiotherapists and dieticians. There are many opportunities to deliver real improvements to services that will benefit patients, carers and local communities. These include:
• Providing extended services • Introducing new technologies • Working more closely with specialists • Developing intermediate care.
Providing extended services
The introduction of the new General Medical Services Contract presents a significant opportunity to make improvements in service. A key intention of the Contract is to improve quality and provide better access for patients to the services they need. Of course, many parts of primary care in NHS Argyll & Clyde already provide high quality services. The new General Medical Services Contract provides the opportunity to extend and build on this to enhance the range and quality of patient care that can be provided locally.
Introducing new technologies
The on-going development of new technology presents opportunities to do things differently. New equipment and methods of carrying out certain laboratory tests mean that some tests can be carried out by a GP, or other member of the primary care team, rather than a patient having to travel to a hospital. It also means that results can be available on the spot, avoiding the need for the patient to have to return to get test results and often allows appropriate treatment to start earlier. Near-patient testing is already in use in some parts of Argyll and Clyde and offers considerable scope to be extended to benefit patients throughout the area, especially in the more rural and remote localities.
The extension and better use of telemedicine is another area where improvements in patient care can be achieved. For example, using teleradiology, GPs in Argyll and Bute can make digital images of x-rays and send them over the internet to a specialist Radiology Department. This allows someone who is expert at reading x-ray images to advise the doctors back in Argyll and Bute what the problem is. Under this arrangement, routine reports on x-rays are available much sooner, greatly reducing the time that patients have to wait for results. For more immediate or urgent problems, sending x-ray images in this way can give GPs immediate access to specialist clinical advice and support.
29 Page 36 NHS Argyll & Clyde Consultation paper
Working more closely with specialists
Improved knowledge and treatments help clinicians to provide healthcare in different ways. Many GPs are developing additional skills and ways of working, supported by specialists to provide people with high quality treatment and care in their local community rather than having to travel to receive treatment38.
This is of particular importance in allowing services to be maintained and developed locally. There are many opportunities to carry out a wider range of treatments in primary care, thus enabling specialists to focus on the more complex cases that need their specialist skills. For example, people with chronic conditions, such as asthma and diabetes, now receive most of their care close to home by experienced professionals who know them well, with referral to a specialist only when their condition requiresiii. This is a pattern of treatment that patients tell us they prefer.39 There are real opportunities to extend this much further to other chronic health conditions that affect many of our population, such as coronary heart disease, stroke, and chronic obstructive pulmonary disease (breathing problems).
Developing intermediate care
Intermediate care is an approach to healthcare that maximises the amount of diagnosis, treatment and management of both acute and chronic health problems in local communities, without compromising the quality of care or the outcomes of treatment. Developing intermediate care is an important part of our clinical strategy. It involves enhancing the skills of members of the primary care team (doctors, nurses and allied health professionals) through training and on-going professional development. It makes the best use of new technologies, such as near-patient testing and teleradiology, for example. It also involves the use of guidelines and protocols, agreed with specialists, to support enhanced roles.
Under intermediate models of care, a wider range of services is provided locally by the enhanced primary care team. This means that specialists should see only those patients whose health problems cannot be dealt with locally. This model of care is already being practised in some parts of NHS Argyll & Clyde but the potential is there for this to be much extended to the benefit of patients and their families. It is also an attractive way of working for NHS staff.
Intermediate care is a relatively new model of working in Scotland but is practised elsewhere including North America, Australia, in the European Community. It is a model of care supported by evidence that we will further explore with our clinicians.
An intermediate model of care
In Lochgilphead, for example, an intermediate model of care has been in place for a number of years. Local GPs have trained in extended skills and provide a variety of services in addition to their traditional role in primary care. This includes providing cover for accidents and emergencies, and managing hospital beds where patients are admitted for a broad range of medical problems. They are supported by specialists based in other hospitals who provide advice and agree protocols for the treatment and onward referral of patients as required. This has allowed many more people to be cared for in their local community instead of having to travel for healthcare. Data gathered over a number of years has shown that the results for iii Evidenced by the emerging results of the Scottish Primary Care Collaborative.
30 Page 37 NHS Argyll & Clyde Consultation paper
patients are extremely good and compare well with much larger hospitals. The current development of the new Mid-Argyll Hospital in Lochgilphead will result in greatly improved facilities in which to provide care.
The other important aspect of this model of care is the integration with social care services provided by Argyll and Bute Council. This will also be greatly enhanced with the new Mid-Argyll Hospital that has been designed around joint working and sharing of premises with a range of partners.
The way in which intermediate care is being practised in mid-Argyll may not be appropriate in every location but it serves as a useful model for others to explore in their specific circumstances. In many other areas across Argyll and Clyde, members of the primary care team are already working to improve the integration of services, that is, services that work together well and are focussed on the needs of patients. We want to support the better integration of services and the development of intermediate care as important elements of the healthcare network in NHS Argyll and Clyde.
4.4 Care in the community
We still have significant work to do with our partners to replace outdated institutionalised care for vulnerable patient groups with more appropriate community based models of care in line with national strategy. The key areas are:
• Services for older people • Mental health services • Services for people with a learning disability.
Services for older people
Providing for an ageing population was one of the principal challenges set out in The Need for Change. We therefore highlight this patient group as one of the important elements in the healthcare network and as part of our future plans.
Our services for older people are based too heavily on care that takes place in hospitals. Working with our Local Authority partners, we want to shift the emphasis to increased care provided in local communities and in people’s own homes. In order to do this, we must consolidate our healthcare services for older people. We should not continue to provide those services that could be better and more appropriately provided by others. Instead, we should be focussing on meeting the specific healthcare needs of older people. The Joint Future initiative introduced across NHS Argyll & Clyde in collaboration with our Local Authorities is helping to create the conditions for more integrated services for older people and our plans must build on this.
Our proposals include developing a care management and prevention system across the whole of Argyll and Clyde. We will develop local rehabilitation and recuperation services and will cease the inappropriate use of continuing care beds in hospitals. In conjunction with our Local Authority partners, we will work to ensure a range of supporting services in the community.
Mental health services
31 Page 38 NHS Argyll & Clyde Consultation paper
Too much of our mental health service is based in hospitals rather than in local communities. We are keen to change this in line with agreed national policy. This will require us to close our excess hospital beds for mental health and transfer services into local communities. This process of change has already been achieved successfully in many other areas across Scotland and our staff and partners are keen that services in Argyll and Clyde develop similarly to match the best of those elsewhere.
We have already started working to introduce more community-based healthcare integrated with social care services provided by Local Authorities. Extending the Joint Future initiative to cover mental health will allow the particular advantages of closer working (such as single joint assessment of needs replacing previous multiple assessments) to be realised.
We want to achieve better integration with primary care (including co-location of “primary care Mental Health teams” in redeveloped Health Centres) alongside the development of specialist services for specific disorders. We will agree with our local authority partners what kind of care is best provided by the NHS, and what can be better provided by local authorities, retaining only those in-patient beds that we need.
Services for people with a learning disability
We have already made significant improvements in our services for people with a learning disability. As part of our programme to help people with a learning disability lead more normal lives, we have invested in providing more community-based services. This has enabled us to move people from long term care into community settings to give them the opportunity to have the same quality of life that other people take for granted. We intend to complete our reprovision programme and re-settle remaining patients into the community, making sure that appropriate services are in place for patients who have challenging behaviours and complex needs.
4.5 Acute Care
The vast majority of healthcare is provided in local communities and, under these proposals, will continue to be. However, it is not possible to provide all services in every community. The reasons for this have been set out earlier.
If we adopt the service models set out here, not only can we address the pressures for change but we believe that we can deliver real improvements in acute services that will benefit patients, carers and local communities. These service improvements include:
• Increasing day surgery and other acute activity in local settings • Developing specialist acute in-patient services • Providing accident and emergency services • Developing an integrated regional network.
Increasing day surgery and other acute activity in local settings
Most acute services will continue to be delivered locally. We will do more day case surgery and more procedures on an outpatient basis. Outpatient consultations will continue to be provided locally, either as they are at present or as part of one-stop clinics. We will provide local minor injuries services. As the model of intermediate
32 Page 39 NHS Argyll & Clyde Consultation paper
care is developed we will provide acute medical in-patient care as appropriate. The potential for short stay surgery40 will also be explored.
Specialist acute in-patient services
In exploring pathways of care and what evidence tells us is best practice, and in light of our current experience in trying to sustain services, we have concluded that certain hospital services – principally specialist acute in-patient services - can only be maintained by locating them in one hospital within Argyll and Clyde. This will have the advantage of ensuring 24 hour 7 day a week access to a comprehensive range of services for everyone. The development of intermediate care in local communities, networked with specialists will reduce the number of patients that need the level of care that this major acute hospital will be able to provide.
Developing specialist acute in-patient services in one hospital will enable improved provision of care for all. Many aspects of care currently lacking in our acute hospitals across Argyll and Clyde will be greatly enhanced within a single centre. For example, by centralising specialist cardiology care (matched by the linked development of cardiology services in the community) we will in future be able to provide 24 hour specialist cardiology advice to all healthcare professionals across the area. It will also mean that anyone attending the major acute hospital with suspected heart problems will be seen by a specialist cardiologist. This is not always possible in our hospitals at present. This would be a significant improvement in service provision, given that heart problems is one of the major causes of ill health and premature death amongst those living in Argyll and Clyde.
In the specialty of cancer, the development of a major acute hospital will facilitate the establishment of a regionalised multi-disciplinary meeting in all cancer specialties including physicians, surgeons, radiologists, pathologists and oncologists. This will enable improved decision making and treatment planning for patients. Within the healthcare network, this arrangement will provide advice and support to clinicians providing cancer treatment locally in intermediate or primary care settings. The major acute hospital will have a range of acute in-patient specialties on site with supporting services, including radiology and laboratories. It will have intensive and high dependency facilities to support medical and surgical specialties. This environment will provide staff with the opportunity to become part of a single clinical network, working in multi-professional teams and developing skills to provide a high standard of service and an ever-improving quality of care.
This model of care, with the major acute hospital supporting a wide network of services in the community, is already evident in a number of planned or recently developed services.
In developing our options for the future we have considered building a single new hospital to provide acute services for the whole population of Argyll and Clyde. We are not proposing this as an option, for the following reasons:
• This strategy is about the development of new models for the provision of local services. It would be very difficult to achieve this aspiration if we committed to a new hospital.
• A single new build hospital would cost upwards of £300 million, would take a minimum of ten years to realise, and would take between £30 to £40 million per year for the next thirty years out of direct patient care budgets to service the loan.
33 Page 40 NHS Argyll & Clyde Consultation paper
This would mean that we would not have the money to do all the many improvements that people have told us they would like to see. The alternative, to reconfigure existing hospitals in line with our proposals, would cost less than £50 million.
• There is not a single location for a new hospital in Argyll and Clyde that would attract and be used by the total population. As the majority of the population (about two-thirds) live south of the River Clyde, any new build would most probably be south of the river. We do not see this as a realistic development. We believe a new hospital would simply mean that the sustainability challenges we face now would be replicated in the new hospital and we would have no flexibility to respond to these or to develop local services.
• While we acknowledge that modern services need facilities fit for purpose, the whole focus of our clinical strategy is about investing our allocated budget in services rather than in buildings or institutions. Every additional pound spent on loans for large-scale new buildings takes away from the money available to invest in direct patient care, staffing, equipment, drugs and new technology to support new and improved ways of working. We must make sure all of the estate we have, now and in the future, is necessary, fit for purpose and used to best effect.
We recognise that a key issue for many people will be where the major acute hospital will be located in NHS Argyll & Clyde. We have looked carefully at the existing sites and have concluded, using the principles set out at the beginning of this document, that the Royal Alexandra Hospital is the only feasible location for the major acute hospital.
At no other site is there a large enough local population to provide the basis to sustain a single major acute hospital. The site has the greatest potential to provide the additional capacity required in a reasonable timeframe and with least cost. While acknowledging the need to address access issues for many people, selection of this site minimises disruption to access in overall terms. The location also offers the best opportunity to maximise the integration of services, both within Argyll and Clyde and on a regional basis.
Linked to this is the location of the major Accident and Emergency Department. Such a department requires a range of supporting specialist services to be adjacent if it is to function effectively. This includes intensive and critical care facilities, operating theatres and a full range of laboratory services. It is not possible to have a major accident and emergency unit standing alone or separate from such important support services. The location of the major acute hospital, therefore, effectively determines where the major accident and emergency department will be.
Providing accident and emergency services
Guidance on the provision of major Accident and Emergency services including trauma is that, to be sustainable and provide the best possible clinical outcomes, they should serve a population of around 450,00041. There will, therefore, be a single major accident and emergency department to serve Argyll and Clyde, based in the major acute hospital and located alongside other specialist diagnostic and treatment services. Accident & Emergency consultants will be on hand to provide specialised advice to other staff across Argyll and Clyde. There will be a comprehensive accident and emergency service across Argyll and Clyde, including specially trained nurses providing telephone advice as part of NHS 24, local first responders, ambulance service paramedics, GP surgeries and out-of-hours services, emergency nurse
34 Page 41 NHS Argyll & Clyde Consultation paper
practitioner run minor injuries units and GPs with specialist accident and emergency training. Working together, this service will provide a local response to emergencies and ensure that patients are provided with an appropriate level of care to meet their needs.
This part of the network will be connected by rapid and safe patient transfer arrangements. The Scottish Ambulance Service and other agencies such as the Ministry of Defence will provide safe and rapid transfer of accident and emergency patients to the main centre in Argyll and Clyde or beyond, to the Southern General Hospital for example, if the patient’s condition warrants. We will set up a rapid retrieval service, which will involve an expert team led by an Accident & Emergency consultant, collecting and transferring seriously injured or unwell patients.
Developing an integrated regional network
Many patients already receive more specialised healthcare outside Argyll and Clyde, notably in Glasgow. We intend to work more closely with specialist providers to improve communications and service provision for Argyll and Clyde patients. This is already evident with the development of Managed Clinical Networks across traditional health board boundaries. Increasingly, we will develop clinical links and ways of working with colleagues in other areas. This will also allow more aspects of care to be provided locally under protocol, for example, chemotherapy
The remainder of this chapter sets out how the models of care we have described will look.
4.6 Summary of key proposals
• The development of advanced and comprehensive diagnostic and treatment centres in Inverclyde, Lomond, and Renfrewshire. These centres will provide local access to a range of services that are safe, of high quality that can be sustained into the future.
• The development of intermediate care in Lomond, Renfrewshire and Inverclyde, including in-patient beds as appropriate. This will allow the retention of as many services as possible locally without compromising safety or quality. It will also promote the greater integration of services to the benefit of patient care.
• Consolidated assessment and treatment services for older people in Inverclyde, Renfrewshire and Lomond. As part of this, the Victoria Infirmary in Helensburgh (29 Geriatric long stay and 6 GP beds) and Dumbarton Joint Hospital (29 geriatric long stay and 12 dementia beds) will close and the services will be transferred to the community and/or to the Vale of Leven Hospital, as appropriate. The 51 long stay care of the elderly beds at Ravenscraig Hospital will also close and supporting services will be provided in the community. This will promote a model of community care for older people, reducing unnecessary admission to hospital, and minimising the amount of time those who are admitted need to remain in hospital. It will allow increased rehabilitation and enable faster discharge home.
• Integrated community mental health services across all localities in Argyll and Clyde, supported with in-patient provision as appropriate. This will require the acceleration of existing plans, in line with national policy, for community-based
35 Page 42 NHS Argyll & Clyde Consultation paper
models of care for mental health. Work will take place to further determine the future use of Blythswood House in Renfrew as a community support for mental health and other services. Argyll and Bute Hospital (108 general psychiatry and 72 dementia beds, and including the Alcohol Treatment Unit) in Lochgilphead and Ravenscraig Hospital (58 general psychiatry beds, and 80 dementia beds) in Inverclyde will close and services will be transferred into the community and other locations, as appropriate. These changes will allow resources to be focussed on the provision of improved services, rather than tied up in old and obsolete buildings. These changes will allow people to receive care closer to home, with minimal disruption, thus improving the quality of their lives. It will also enable closer integration with social care services, recognising the importance of the wider needs of patients, their families and carers.
• Integrated learning disability services across all localities in Argyll and Clyde, supported with in-patient provision as appropriate. This will require the completion of current plans, in line with national policy, for the re-settlement of long stay patients into community settings. This will free up resources to allocate to improved community-based provision where people wish to receive care. The remaining 55 learning disability beds at Merchiston Hospital will close and the services will be provided in the community. The in-patient provision for young physically disabled people at Merchiston Hospital (21 beds) will transfer to more appropriate accommodation and Merchiston Hospital will close.
• The new maternity services at the Vale of Leven, the Royal Alexandra Hospital and Inverclyde Royal Hospital will continue under these proposals, as will the existing renal dialysis service in Inverclyde and the new renal dialysis service at the Vale of Leven Hospital. This will ensure continued local access to safe, quality services.
• A single 24 hour 7 day major acute hospital for NHS A&C will be developed at the existing Royal Alexandra Hospital. This will become the main in-patient centre in Argyll and Clyde for critical care and acute specialist medical, surgical and orthopaedic services with the associated supporting facilities, including diagnostics, ITU/HDU, laboratories etc. This will enable the continued provision of acute in-patient and critical care services for those who need then to a high level of care. It will also address issues of recruitment and retention of staff and meet professional training and accreditation requirements. Locating specialist services together in this way also enables improved standards of care and better outcomes for patients.
• The new Mid-Argyll Hospital in Lochgilphead will be completed and opened on an intermediate model of care basis. This will provide the opportunity to further develop intermediate care training and accreditation programmes for the wider application of intermediate care.
• In Argyll and Bute, we are proposing a community development programme, involving people from across the communities, to redesign services within the principles outlined in this strategy, including safety, sustainability, quality, affordability and integration between primary and secondary care and other agencies as appropriate. Subject to the conclusion of the community development process, we currently envisage consultant delivered services at the Lorn and Islands Hospital. These would be within an intermediate model of care, integrated with primary care services and networked with services in Argyll and
36 Page 43 NHS Argyll & Clyde Consultation paper
Clyde and Glasgow. This process will also take account of the work of the Solutions Group of the West Highland Health Services project.
• In Campbeltown, Islay, Dunoon, Rothesay and Mull, we will use the community development process to determine services that we can provide locally. This approach will address the particular problems of access in remote and rural areas and will be informed by work already taking place in relation to Cowal development and the proposed Progressive Care Centre on Mull. Without addressing the specific issues of rural and remote areas in this way, it would be most likely that services would begin to fail and contingency measures would have to be taken to provide health services to these communities from other centres within Argyll and Clyde.
All these proposed changes will take place within the development of the overall healthcare network described earlier in this chapter, and will enable the further development of primary care.
The remainder of this chapter outlines the specific proposals for each of the three divisions in NHS Argyll & Clyde – Inverclyde, Lomond and Argyll, and Renfrewshire.
4.7 Inverclyde
We are proposing two broad options for future services in Inverclyde, both based at Inverclyde Royal Hospital :
Option A - an ambulatory hospital
Develop an ambulatory hospital that will contain, in a single facility, all services except acute in-patient provision. Acute in-patient services will be provided in the Royal Alexandra Hospital in Paisley. There will be a nurse-led minor injuries unit with more serious emergencies going to the Royal Alexandra Hospital.
Option B - an intermediate hospital
Develop an intermediate care hospital in Inverclyde, integrating ambulatory care with intermediate care beds and services (including a 24 hour minor injuries unit). Patients requiring major acute in-patient care only will be transferred to the Royal Alexandra Hospital, Paisley.
Under both options, the midwifery–led maternity service and local renal dialysis services will remain. The major acute in-patient services at the Royal Alexandra Hospital will include surgical in-patient services, medical in-patient services requiring access to critical care, and accident and emergency services.
As part of the restructuring of mental health and older people’s services in line with national policy, Ravenscraig Hospital will close. This will include, in conjunction with local authorities, the appropriate provision of services to meet the needs of these client groups, building on those provided at the recently opened Larkfield Unit. This will enable resources currently used in keeping open old and unsuitable buildings to be used instead to provide improved services, both at Inverclyde Royal and in the community. The in-patient provision (eight beds) for Young Physically Disabled people, currently at Ravenscraig, will transfer to more appropriate accommodation.
37 Page 44 NHS Argyll & Clyde Consultation paper
Comparison of proposed options with current activity
Service Current Option A Option B (2003/4) Ambulatory Intermediate Hospital Hospital Day Treatment Centre: Theatre Suite and Total day 110-115% of 110-115% of Interventional Imaging cases 6,605 current current Medical treatment Endoscopy + 300 cases + 300 cases Chemotherapy treatment Increase TBA Increase TBA Haematology – oncology Diagnostic imaging 41,693 100 – 110 % of 100-110% of outpatient current current 18,477 outpatient outpatient inpatient 20% of current 40% of current inpatient inpatient Outpatient attendances for all 81,287 At least 100% At least 100% specialties and visiting of current of current specialists, including nurse and AHP led clinics Renal dialysis unit Planned Planned increase increase Allied Health Professionals 60,943 100 – 110% of 100 – 110% of outpatient current current 43,395 outpatient outpatient inpatient 20% of current At least 40% of inpatient current inpatient
Clinical support During working Local service day only 24/7
Older People Unit including day Larkfield & Integrated Unit, Integrated Unit, hospital, assessment and long Ravenscraig Larkfield Larkfield stay Hospitals
Child and Family Centre Site change Site change Midwife led maternity services As in Maternity As in Maternity Strategy Strategy Emergency nurse practitioner led 25-30% of minor injuries unit 34,208 current A 24 hour 7 day a week GP led 50% of current minor injuries unit (replacing the emergency nurse practitioner led minor injuries unit) In-patient admissions - Emergency Emergency Emergency emergency/ elective 13,338 0% 20 - 25% Elective Elective Elective 3,942 0% 20 - 25% At the RAH In-patient services Emergency Emergency 100% 75-80% Elective Elective 75-80% 45-55%
38 Page 45 NHS Argyll & Clyde Consultation paper
Critical care medical in-patient Yes Yes services Accident and emergency services 25,000 17,000
Assumptions
60% of current elective patients stay 2 days or less. One third of these (i.e. 20%) will become day cases Endoscopy capacity increased by waiting times capacity in 2003/4 i.e. 300 cases 25% of current A&E attendances can be treated by ENP led minor injuries unit 50% of current A&E attendances can be treated by 24/7 GP led minor injuries unit 42% of current emergency admissions stay 2 days or less. Half of these will be suitable for intermediate care bed admission. 60% of current elective patients stay 2 days or less. One third of these (i.e. 20%) will be suitable for short stay intermediate care) in addition to the day case shift described above
The key differences between the two options are shown in the table below:
Key differences Option A Option B Ambulatory Hospital Intermediate hospital Minor injuries unit Staffed by emergency nurse Staffed by GPs and emergency practitioners on extended day nurse practitioners 24 hours, 7 basis but not overnight days In-patient beds None, other than in mental Intermediate care beds managed health, care of the elderly and by GPs for non-critical medical midwife-led maternity and surgical care (as per protocols agreed with secondary clinicians)
4.8 Lomond and Argyll
The new Mid-Argyll Hospital in Lochgilphead will be completed and commissioned on an intermediate model of care basis. This will provide the opportunity to further develop intermediate care training and accreditation programmes for the wider application of intermediate care.
For other areas of Argyll and Bute, we propose an alternative approach to bring about the modernisation of services. This is for a community development programme, involving people from across the communities, to redesign services within the principles outlined in this strategy including safety, sustainability, quality, affordability and integration between primary and secondary care and other agencies as appropriate. We expect a conclusion to this process, with locally agreed solutions meeting the principles outlined, by the end of 2005.
For the Oban area we currently envisage developing a way to sustain the Lorn and Islands Hospital. This will be based on an appropriate intermediate model of care that would also include consultant delivered services within the healthcare network, including outreach. This approach will be considered as part of the proposed community development process.
As part of the restructuring of mental health services in line with national policy, Argyll and Bute Hospital, including the Alcohol Treatment Unit, will close and
39 Page 46 NHS Argyll & Clyde Consultation paper
appropriate services provided to meet the needs of the population. This will release the resources tied up in the continued provision of old and out-of-date buildings and allow improved services to be provided in the community, closer to home.
As part of the proposal to develop services to better meet the needs of older people, we will consolidate services in the Lomond and Argyll area. This will include the closures of the Victoria Infirmary in Helensburgh and the Dumbarton Joint Hospital and, in conjunction with local authorities, the development of appropriate services to meet the needs of this client group.
There are two broad options for future services in Lomond, both based on the Vale of Leven site or an appropriate alternative local site:
Option A - an ambulatory care and diagnostic centre provided by NHS Greater Glasgow
All acute services will be provided by NHS Greater Glasgow. NHS Greater Glasgow will provide an Ambulatory Care and Diagnostic Centre (ACAD) in a single facility in Lomond for non in-patient activity. This will include a nurse-led minor injuries service on an extended day basis. All in-patient services will be in Glasgow, networked with the Royal Infirmary and/or the Southern General Hospital. Services provided locally in Lomond will be on a day or extended day basis.
Option B - an intermediate hospital provided by NHS Argyll & Clyde
NHS Argyll & Clyde will develop an intermediate hospital in Lomond, integrating ambulatory care with intermediate care beds and services (including a 24 hour GP led minor injuries unit). Patients requiring major acute in-patient care only will be transferred to the Royal Alexandra Hospital in Paisley.
Under both options, NHS Argyll & Clyde will continue to develop plans jointly with NHS Greater Glasgow to provide mental health services. A midwifery-led maternity service will also continue to be provided under either option.
Comparison of proposed options with current activity
Service Current Option A Option B ACAD Intermediate provided by Hospital NHS Greater provided by Glasgow NHS A&C In Lomond Day Treatment Centre: Theatre Suite and Total day 105-110% of 105-110% of Interventional Imaging cases 6,212 current current Medical treatment Endoscopy +80 + 80 Chemotherapy treatment Increase TBA Increase TBA Haematology – oncology Diagnostic imaging 19,587 100-110% of 100-110% of outpatient current current 5,745 outpatient outpatient inpatient 20% of current 40% of current inpatient inpatient
40 Page 47 NHS Argyll & Clyde Consultation paper
Outpatient attendances for all 52,443 At least 100% At least 100% specialties and visiting of current of current specialists, including nurse and AHP led clinics Renal dialysis unit Planned Planned increase increase Allied Health Professionals 73,500 100–110% of 100–110% of outpatient current current 48,000 outpatient outpatient inpatient 20% of current 40% of current inpatient inpatient
Clinical support: Pathology During working Local service Pharmacy day only 24/7 Older People Unit, including day Vale, D’ton Day Hospital Integrated older hospital, assessment and long Joint, only. people’s unit stay H’burgh Vic Assessment in NHSGG Child and Family Centre No change No change Midwife led maternity services As in Maternity As in Maternity Strategy Strategy 24hour 7 day a week GP led 21,829 50% of current minor injuries unit Emergency nurse practitioner led 30% of current minor injuries unit In-patient admissions, Emergency Emergency Emergency 20- emergency/ elective 2,730iv 0% 25% Elective Elective Elective 20- 976 0% 25% ELSEWHERE: In NHS GG At RAH In-patient services Emergency Emergency 75- 100% 80% Elective Elective 45- 75-80% 55% Critical care medical in-patient Yes Yes services Accident and emergency services 11,000 11,000 Overnight Minor Injuries 4,500
Assumptions
69% of current elective inpatients stay 2 days or less. One third of these (i.e. 23%) will become day cases Endoscopy capacity increased by waiting times capacity 2003/4 i.e. 80 cases 50% of current A&E attendances can be treated by 24/7 GP led minor injuries unit 30% of current A&E attendances can be treated by extended day minor injuries unit 20% of current A&E attendances can be treated in overnight minor injuries
iv Of these, 499 were admitted to CCU (Coronary Care Unit) and 132 to ITU (Intensive Care Unit).
41 Page 48 NHS Argyll & Clyde Consultation paper
43% of current emergency admissions stay 2 days or less. Half of these will be suitable for intermediate care bed admission. 69% of current elective patients stay 2 days or less. One third of these (i.e. 23%) will be suitable for short stay intermediate care in addition to the day case shift described above
The key differences between the two options are shown in the table below:
Key differences Option A – ACAD Option B – intermediate provided by NHS Greater hospital provided by Glasgow NHS Argyll & Clyde In-patient beds No provision on site for in- Acute in-patient services patient services: all acute with critical care provided in-patient services to be at the Royal Alexandra provided within NHS Hospital: other surgical/ Greater Glasgow. medical conditions requiring in-patient admission (as agreed under protocol) managed locally by GPs in intermediate care unit. Minor injuries unit Minor injuries unit staffed GP led minor injuries unit by emergency nurse open 24 hours, 7days practitioners on an extended day basis, but not overnight Child and Family No provision on site; Yes (as at present) Centre services accessed in NHS Greater Glasgow. Older people Day hospital for older Local unit with extended people range of day and in-patient services linked to the intermediate care unit
In discussions with NHS Greater Glasgow we have been advised that they cannot provide this service for a number of years, until perhaps as late as 2012. However, if this is the preferred option, NHS Argyll & Clyde will recognise this as the long-term plan for this service. It does not mean that we will be able to maintain existing services until this date. Under these circumstances, interim arrangements to sustain services will be consistent with option B and which will make it possible in time to implement the Glasgow option (A).
4.9 Renfrewshire
The main proposal is to reconfigure the Royal Alexandra Hospital as the major acute hospital in Argyll and Clyde. This will involve redevelopment of the site to provide sufficient critical and acute in-patient capacity for those cases that cannot be treated more locally elsewhere in Argyll and Clyde. The Royal Alexandra Hospital will remain the site for the consultant-led maternity unit for NHS Argyll & Clyde as in the agreed Maternity Strategy. Intensive care facilities for newborn babies and all in-patient services for children will be located at the Royal Alexandra Hospital.
The reconfiguration will also include work to establish adequate facilities for the main accident and emergency department for Argyll and Clyde. As in other areas in Argyll
42 Page 49 NHS Argyll & Clyde Consultation paper
and Clyde, we will maximise local diagnostic and treatment services, including outpatient and day case activity.
The Royal Alexandra Hospital will work as part of the wider West of Scotland network, developing links with specialist centres in Glasgow, notably the Royal infirmary and the Southern General Hospital.
We also intend to reconfigure the Dykebar Hospital site, in line with national policy, reducing the current number of in-patient mental health beds (currently 182 general beds and 125 dementia beds). Work will take place to further determine the future of Blythswood House in Renfrew as a community support for mental health and other services. The remaining 55 learning disability beds at Merchiston Hospital will close in accordance with previously agreed plans and the services will be provided in the community. The in-patient provision for young physically disabled people at Merchiston Hospital (21 beds) will transfer to more appropriate accommodation and Merchiston Hospital will close.
4.10 The process of change
What we propose in this clinical strategy represents a significant change programme. The sooner we implement these changes, the sooner we will achieve stable services that we can then focus on developing and improving. It is proposed to substantially complete the reconfiguration of services by the end of April 2007. All changes will take place under NHS Argyll & Clyde’s organisational change policy.
Each of our three Divisions will establish a redesign team to develop the detailed operational plans for the proposed models of service set out. These plans will need to ensure adequate facilities and resources are put in place to make a success of the changes proposed. The redesign teams will have significant clinical involvement, building on the models of change used to put in place the contingency arrangements over the last year at the Vale of Leven and Inverclyde Hospitals. The teams will also have significant input from patients, carers and our partners.
The redesign teams will work closely with Community Health Partnerships. These are local management structures which are being established to assess local health needs and manage local service provision. They will directly manage and provide some services, lead the co-ordination and direct the delivery of some services and co-ordinate the delivery of other services as part of a managed network.
The improvements we envisage cannot be achieved without the support and commitment of our staff. The prospect of the changes outlined in this document has enthused many of our staff but may also concern some others. We will work hard to make sure that we retain the goodwill and continuing commitment of staff and that any concerns are addressed through the consultation process and beyond. We have an extremely high quality workforce and we will work hard to keep these staff and attract others to help secure the future of NHS Argyll & Clyde.
The successful delivery of change will depend on many factors, such as strong clinical leadership and the empowerment of front line staff in designing and implementing change. Part of our change process will be to develop and support clinical leaders and equip our staff with the necessary skills that will better enable them to play a full part in this process. We will design our training and development
43 Page 50 NHS Argyll & Clyde Consultation paper
plans around the redesign and modernisation agenda set out in this document, and provide training and support to staff as they face change.
We will work closely with our partners, particularly Local Authorities, the Scottish Ambulance Service and neighbouring health areas to carry out agreed changes and make the most of resources available to us. Arrangements will be put in place to assure the NHS Board that all agreed changes take place as planned and that the outcomes and benefits expected from the changes are fully delivered in an agreed timescale.
4.11 Conclusion
This chapter has set out the changes that require to take place to modernise healthcare services in NHS Argyll & Clyde and ensure that they are safe, sustainable and of high quality. These changes also present significant opportunities to improve the way healthcare services are organised and provided to the benefit of patients. We have set out options where we think these exist. We hope that readers will take the opportunity to comment on our proposals. How to do this is outlined on the following page.
44 Page 51 NHS Argyll & Clyde Consultation paper
5. How to give us your views
Thank you for taking the time to read this document. We welcome your views.
You can give us your views in many ways:
Write to John Mullin Chairman, Argyll and Clyde NHS Board FREEPOST PA 191 Ross House, Hawkhead Road, PAISLEY, PA2 7BR
Email us at: [email protected]
Free phone us on 0800 525034 and leave your views
Log on to our website at www.show.scot.nhs.uk/achb
To ensure openness, details of the views and comments received will be available for public scrutiny, including on our clinical strategy website, unless you indicate that all or any part of your comments are confidential.
THE CONSULTATION WILL END ON FRIDAY, 17TH SEPTEMBER 2004.
Please let us have your views by then.
At the end of the consultation period, the responses received will be considered by the NHS Board, along with any amendments to the initial proposals arising from the consultation. The NHS Board will then make recommendations to the Minister for Health and Community Care.
We will be holding local events across Argyll and Clyde during the consultation period. We hope that you will come along to these and contribute to the debate about future services. Details of these events will be publicised in advance.
This consultation document can also be made available, on request, on audio cassette tape, in braille, on disk, in large print and in other languages.
45 Page 52 NHS Argyll & Clyde Consultation paper
Glossary
Accident and Hospital department that receives, diagnoses and treats Emergency Department patients who have suffered an accident or a health emergency, often brought to the hospital by blue light ambulance. Normally 24 hour, 7 days a week and staffed by specialist medical and nursing staff
Accreditation The quality based inspection process which assesses if staff (or a facility) is considered able to perform a function
Acute services Normally hospital based services including medical and surgical specialties but excluding Care of the Elderly, Mental Health, Learning Disabilities and Maternity
Advocacy groups Community based groups, often voluntary, who are prepared to speak on behalf of local communities and or people with particular health problems
Agenda for Change National policy to harmonise pay for the majority of health service staff except doctors and dentists
Allied Health Includes physiotherapy, occupational therapy, speech Professionals and language therapy, radiology, audiology, dietetics
Ambulatory A service where patients “walk in and walk out” on the same day
Ambulatory Care and An facility where patients attend, during the day, for Diagnostic Centre diagnosis and treatment of their condition. No overnight (ACAD) beds are provided
Anticholinesterases A group of drugs that have been shown to slow the deterioration associated with dementia in some patients
Blood borne viruses A group of diseases that can be transmitted through (BBV) blood contact. These include hepatitis, HIV/AIDS
Cancer A general term for more than 100 diseases characterised by uncontrolled, abnormal growth of cells. Cancer cells can spread locally or through the bloodstream and lymphatic system (tissue and organs producing and storing cells that fight infection) to other parts of the body42
Cardiology Medicine of the heart and associated blood vessels
Chemotherapy Treatment, usually of cancer, using toxic drugs to kill cancer cells. Usually involves a series of treatments
Chronic A condition that is life long and, although its symptoms can be addressed, cannot be cured
46 Page 53 NHS Argyll & Clyde Consultation paper
Clinical audit A process of information gathering and analysis that measures the effects of treatments and care
Clinical practice The ways in which clinicians work
Clinical Strategy A process for identifying the future shape of health services
Clinician A professional healthcare provider including doctors, dentists, pharmacists, opticians, nurses and allied health professionals
Community Care Care provided by the NHS in partnership with local authorities to help vulnerable people, such as the elderly or people with disabilities, to live in their own homes rather than in institutions43
Community Health A management structure, aligned with Local Authorities Partnership/ CHP and with public representation, with the responsibility for assessing local health needs and managing services to address these needs
Community Hospital A local hospital, unit or centre providing an appropriate range and format of accessible healthcare facilities and resources. These will include inpatient and may include outpatient, diagnostic, day care, primary care and outreach services for patients provided by multidisciplinary teams. Medical care is normally led by general practitioners in liaison with consultants, nursing and allied health professional colleagues, as necessary. Consultant long-stay beds, primary care nurse-led and midwifery services may also be incorporated44
Consultant Contract The contract of employment between the NHS and Consultants which defines the hours of work, the duties undertaken and the salary
Consultant delivered Patient care is provided by the Consultant
Consultant-led care/unit The care of patients is provided under the direction of a Consultant by a range of staff
Coronary Care Unit/CCU Specialist unit to provide intensive care to people who have suffered heart attacks or similar conditions
Coronary heart disease Diseases of the heart and the associated blood vessels
Crisis intervention A readily available service that responds quickly to people in the community experiencing problems with the aim of preventing unnecessary admission to hospital
Critical care Highly specialised, heavily staffed and equipped facility for the most seriously ill. Includes Intensive Treatment, High Dependency, Coronary Care and similar units
47 Page 54 NHS Argyll & Clyde Consultation paper
Dementia Irreversible brain degeneration leading to loss of memory
Deprivation/ social Poor conditions (housing, employment, income, health deprivation etc)
Diagnostic Tests to identify what is wrong
Diagnostic imaging Includes x-ray, CT, MRI and ultrasound scanning
Disease register A list of people with particular health conditions e.g. diabetes, that is used to ensure regular review and follow up of their condition
District General Hospital/ A major acute hospital normally serving a population of DGH 400 – 500,000 population, functioning 24 hours a day with A&E, outpatient, inpatient and diagnostic facilities
Elective A procedure that is planned
Emergency An event that is unplanned and requires immediate attention
Emergency on call Arrangement where staff, who are not present on site, attend a patient in an emergency
Emergency nurse A nurse with additional training who can assess and treat practitioner patients within a set of protocols
Emergency patients Patients who have an urgent need for care
Endoscopy A series of procedures that involve the insertion of telescopes or cameras to diagnose and treat conditions without the need for surgery
Estate Buildings and land
European Working Time A series of requirements that restrict the hours that Directive/ Working Time people can work Regulations
Extended day Longer than 9am to 5pm. Often 7am to 9pm
Financial balance The position where income and expenditure are equal
First responder The trained individual who first attends some-one on an emergency. This could include ambulance paramedics, other emergency service, GPs, first aiders or other trained members of the community
General Medical Services provided by family doctors and the legal terms Services/ GMS Contract under which they provide services and receive payment
General practitioner/ GP Family doctor
Haematology Diseases of the blood
48 Page 55 NHS Argyll & Clyde Consultation paper
HDU High dependency unit – a facility with high levels of nursing and equipment for people who require close observation, often after surgery
Health outcomes The effect on an individual’s health as a result of treatment
Healthcare practitioners/ Trained staff who provide health care. Includes doctors, professionals nurses, allied health professionals
Hospital at Home A way of providing care for people in their own home as scheme an alternative to hospital admission
Information technology/ Electronic equipment and systems that support working IT practices including computers, videoconferencing, telephones and communications systems
Integrated Care Pathway A way of providing care that makes sure that all the services required by a patient are available in the most effective way
Intermediate Care/ A range of services for patients who require more than model primary care but less than acute hospital care. These could range from additional services provided by the family doctor or the primary care team in the GP surgery or Health Centre to hospital beds and services that are managed by non-Consultant medical staff
Interventional imaging Treatments given whilst the patient is being examined using ultrasound, x-ray or similar techniques
ITU Intensive Therapy Unit – highly specialised, staffed and equipped facility for the care of the most seriously ill
Managed Clinical An arrangement whereby all those involved in the care of Network a particular condition e.g. certain cancers, work together within a series of protocols to make best use of their specialist skills to achieve the best health outcome for the patient
Medical Non-surgical care and treatment
Midwife led units/care Care of the mother and baby provided in a facility that is staffed by midwives within a series of protocols
Minor Injuries Unit/ A facility that provides assessment and care for a limited services range of non-serious injuries and conditions
Model of service/ care A description of how services can be provided
National standards/ Quality standards that are set to provide safety and a standards of care good health outcome for patients and staff
Near-patient testing Equipment that allows a diagnosis to be given without test
49 Page 56 NHS Argyll & Clyde Consultation paper
samples having to be sent off and the patient having to return for the results
New Deal An agreement that requires the reduction in hours worked by junior doctors
New technologies New equipment and instruments that mean that we can improve diagnosis and treatment e.g. CT and MRI scanners
NHS National Health Service (in Scotland)
NHS24 A national organisation that is being developed across Scotland that will provide information and advice to patients and carers over the telephone 24 hours a day
Oncology Medical treatment of cancers
One-stop clinic A service where the patient receives a consultation, diagnostic tests and a treatment plan at one visit. In some instances, the treatment will be given at the same visit.
Operating Division The organisation of the management and delivery of health services based on a geographic area. In NHSA&C, this comprises the Lomond and Argyll, Inverclyde and Greater Renfrewshire Divisions
Orthopaedics Treatment of bones and bone related conditions
Out of hours Outwith the normal working day i.e other than 9-5 Monday to Friday
Overnight minor injuries A unit where patients with minor injuries can be kept in overnight for observation under the care of a nurse
Pathology Laboratory based diagnostic specialties including biochemistry, haematology, histology, bacteriology and virology
Pathway of Patient Care/ An approach to organising and delivering care that patient pathway follows how a patient moves through the healthcare system from presentation to diagnosis to treatment to aftercare
Pay modernisation The various initiatives and changes to how we reward staff.
Planned care Treatment that is booked in advance
Primary Care/Primary Services provided by health professionals, either in clinics Care Team and practices, or at home. The category includes GPs, nurses, health visitors, dentists, optometrists, pharmacists and other specialists. Primary care is normally the first point of contact with the NHS and primary care professionals are considered the gatekeepers of
50 Page 57 NHS Argyll & Clyde Consultation paper
secondary and tertiary services. Approximately 90% of patient contact is handled at this level. Within primary care there are 4 general practitioner services: medical, dental, pharmaceutical and optical. All general practitioners are independent and are contracted by local NHS boards to provide their particular service. On average most people will consult their GP over 3 times a year45
Progressive Care Centre An integrated facility for people requiring care (often the elderly) which provides a wide range of services ranging from sheltered housing to nursing care in a way that prevents people having to move as their need for care increases
Quality standards A set of statements that define how a service should be provided
Rapid response team A team of care staff (nursing, home care etc) that provides a fast response to prevent some-one being admitted to hospital or to allow earlier discharge from hospital
Referral and discharge Guidelines and rules agreed between professionals that protocols set out what should happen to patients under a range of circumstances
Renal dialysis Use of specialised equipment to filter waste products from the blood for patients with impaired kidney function. Can be hospital or home based
Research based Results of good, valid investigations that show the effects evidence of treatment
Seamless care A way of working where the person receiving care is unaware of the boundaries between the various departments and organisations providing that care
Secondary Care mainly hospital-based health care provision. Services range from emergency care (via Accident & Emergency) to non-emergency treatment (usually through outpatient departments and referrals from GPs)46
Service failure Where, because of staffing or quality problems, a service can no longer be provided
Short stay surgery Surgical treatment where the patient requires a day or two in hospital for observation and/or follow-up procedures but does not require critical care
Single-handed Working on his/her own rather than in a group practice
Social care Non-NHS care provided by local authorities, residential homes and voluntary organisations
51 Page 58 NHS Argyll & Clyde Consultation paper
Solutions Group of the A group jointly established by NHS Argyll and Clyde and West Highland Health NHS Highland with clinical and public representation to Services Project identify possible ways of providing health services in North Argyll and Lochaber
Specialist acute services Acute (see above) hospital services with required levels of specialist staffing to provide a 24 hours consultant led service
Specialist consultant Healthcare services provided by Consultants Services
Statins A group of drugs used to control blood pressure
Surgical Invasive procedures normally requiring cutting
Sustainable Will continue to be viable in the longer term
TBA To be assessed/agreed
Telemedicine Use of videoconferencing and similar equipment to allow patient consultations with the patient and healthcare professional in different locations
Teleradiology Use of computer systems to transfer x-ray and other diagnostic images from one location to another
Tertiary Care refers mainly to the provision of highly specialised services which require high levels of expertise and support services. An example of this would be oncology services such as those provided at the Beatson Oncology Centre in Glasgow47
Therapist-led A service provided by an Allied Health Professional (see above) within protocols without the need to be seen first by a consultant
Urology Conditions affecting the kidneys, bladder and prostate
52 Page 59 NHS Argyll & Clyde Consultation paper
References
1 Information Services Division. (2003) Whole System Project. 2 NHS Argyll and Clyde. (2000-2003) Director of Public Health’s Annual Reports. http://www.show.scot.nhs.uk/achb/public/publichealth.htm 3 Healthy Life Expectancy Steering Group. (2004) Healthy Life Expectancy in Scotland. http://www.isdscotland.org/isd/info3.jsp?pContentID=2860&p_applic=CCC&p_service=Conten t.show& 4 NHS Argyll and Clyde. (2000-2003) Director of Public Health’s Annual Reports. http://www.show.scot.nhs.uk/achb/public/publichealth.htm 5 NHS Argyll and Clyde. (2000-2003) Director of Public Health’s Annual Reports. http://www.show.scot.nhs.uk/achb/public/publichealth.htm 6 NHS Quality Improvement Scotland. (2004) Diabetes, National Overview. http://www.nhshealthquality.org/nhsqis/qis_NewsArchivePage.jsp;jsessionid=8C967E342989 E4D15F86FAD6A9EB1191?pContentID=1286&p_applic=CCC&p_service=Content.show& 7 NHS Argyll and Clyde. (2000-2003) Director of Public Health’s Annual Reports. http://www.show.scot.nhs.uk/achb/public/publichealth.htm 8 ISD Scotland. (2002) Mental Health in Scotland: Information sources and selected insights. Mental Health Information Programme. http://www.show.scot.nhs.uk/isd/mental_health/sources_insights2002.pdf 9 Wells KB, Sturm R, Sherbourne CD, et al. (1996) Caring for Depression. Massachusetts: Harvard University Press. 10 Scottish Development Centre for Mental Health, Durie S. (2003) Mental Health and Employment Policy for Scotland. 11 Graham B, Normand C and Goodall Y. (2002) The Cost of Cancer Care in Scotland. 12 Scottish Executive. (2003) Improving Health in Scotland – The Challenge. http://www.scotland.gov.uk/library5/health/ihis-00.asp 13 Recent advances in minimal access BMJ Vol 324 5 Jan 02; Intervention for Tubal Ectopic Pregnancy Cochrane Review, Cochrane Library Issue 1/2004. 14 NHS Argyll & Clyde. (2003) Annual Statistical Report. http://www.show.scot.nhs.uk/achb/reports/asr2002/2002sections.htm 15 Scottish Executive Expert Group on Acute Maternity Services. (2002) Reference Report. http://www.show.scot.nhs.uk/sehd/publications/egas/egas-00.htm 16 The Royal College of Surgeons of England. (2000) The Provision of Elective Surgical Services. http://www.rcseng.ac.uk/services/publications/publications/pdf/elecss.pdf 17 Scottish Executive. (2003) Partnership for Care. http://www.show.scot.nhs.uk/sehd/viewpublication.asp?publicationid=789 18 Argyll & Clyde Local Health Council and Argyll and Clyde Health Board. (1999) Strategic Review of NHS Services - Summary Report on Public Questionnaire. 19 NHS Argyll & Clyde. (2003) Annual Statistical Report. http://www.show.scot.nhs.uk/achb/reports/asr2002/2002sections.htm 20 Department of Health. (2003) Modernising Medical Careers The response of the four UK health ministers to the consultation on Unfinished Business: Proposals for Reform of the Senior House Grade. http://www.dh.gov.uk/PublicationsAndStatistics/Publications/PublicationsPolicyAndGuidance/ PublicationsPolicyAndGuidanceArticle/fs/en?CONTENT_ID=4010460&chk=SGJ%2Bvb Department of Health. (2004) Modernising Medical Careers The next steps The future shape of Foundation, Specialist and General Practice Training Programmes. http://www.dh.gov.uk/assetRoot/04/07/95/32/04079532.pdf 21 Gillis CR, Hole DJ. Survival outcome of care by specialist surgeons in breast cancer: a study of 3786 patients in the west of Scotland. BMJ. 1996 Jan 20;312(7024):145-8. 22 Junor EJ, Hole DJ, Gillis CR. Management of ovarian cancer: referral to a multidisciplinary team matters. Br J Cancer. 1994 Aug;70(2):363-70. 23 Scottish Executive Health Department. (2003) Partnership for Care. http://www.show.scot.nhs.uk/sehd/publications/PartnershipforCareHWP.pdf
53 Page 60 NHS Argyll & Clyde Consultation paper
24 Senate of Surgery of Great Britain and Ireland. (2003) Reconfiguration of Surgical, Accident and Emergency and Trauma Services in the UK. http://www.baps.co.uk/documents/senate.report.3.pdf 25 Information Services Division. NHSScotland Workforce Statistics. http://www.isdscotland.org/isd/info3.jsp?p_applic=CCC&p_service=Content.show&pContentI D=796 26 Scottish Executive Health Department National Workforce Unit. (2004) Scottish Health Workforce Plan 2004 Baseline. http://www.scotland.gov.uk/library5/health/shwp04b-00.asp 27 Advisory group commissioned by the Scottish Executive to review the medical workforce. (2002) Future Practice, A Review of the Scottish Medical Workforce 2002. http://www.scotland.gov.uk/library5/health/fpmr-00.asp 28 Health Economics Research Unit. (2002) NHS Labour Market in Scotland. http://www.abdn.ac.uk/heru/pdfs/NHS%20Labour%20Markets%20Executive%20Summary.pd f 29 Health Economics Research Unit. (2002) NHS Labour Market in Scotland. http://www.abdn.ac.uk/heru/pdfs/NHS%20Labour%20Markets%20Executive%20Summary.pd f 30 Information Services Division. NHSScotland Workforce Statistics. http://www.isdscotland.org/isd/info3.jsp?p_applic=CCC&p_service=Content.show&pContentI D=796 31 Health Economics Research Unit. (2002) NHS Labour Market in Scotland. http://www.abdn.ac.uk/heru/pdfs/NHS%20Labour%20Markets%20Executive%20Summary.pd f 32 Advisory group commissioned by the Scottish Executive to review the medical workforce. (2002) Future Practice, A Review of the Scottish Medical Workforce 2002. http://www.scotland.gov.uk/library5/health/fpmr-00.asp 33 Argyll and Bute LHCC. (2001) Integrating Primary and Community Emergency Care Services. 34 Scottish Executive Health Department. Primary Care Division. Letter dated 31st July 2003. 35 Department of Health. (2004) Modernising Medical Careers The next steps The future shape of Foundation, Specialist and General Practice Training Programmes. http://www.dh.gov.uk/assetRoot/04/07/95/32/04079532.pdf 36 Audit Scotland. (2004) Day surgery in Scotland – reviewing progress. http://www.audit-scotland.gov.uk/publications/pdf/2004/04pf04ag.pdf 37 Scottish Executive Health Department. (2003) Partnership for Care. http://www.show.scot.nhs.uk/sehd/publications/PartnershipforCareHWP.pdf 38 Enhanced skills for immediate care are outlined on the British Association for Immediate Care at http://www.basics.org.uk/index.htm. 39 Output from NHS Argyll & Clyde patient pathway workshops. (2004) http://argyllnhs.org.uk/clin_strat/pathways.shtml 40 Senate of Surgery of Great Britain and Ireland. (2003) Reconfiguration of Surgical, Accident and Emergency and Trauma Services in the UK. http://www.baps.co.uk/documents/senate.report.3.pdf 41 Senate of Surgery of Great Britain and Ireland. (1997) 42 The Scottish Parliament Information Centre, Research Note RN 01/69 26 June 2001. http://www.scottish.parliament.uk/S1/whats_happening/whisp-01/wh84-09.htm 43 The Scottish Parliament Information Centre e briefing 04 June 2003 03/47. http://www.scottish.parliament.uk/research/briefings-03/sb03-47.pdf 44 LD Ritchie. (1996) Community Hospitals in Scotland: promoting progress. University of Aberdeen. 45 The Scottish Parliament Information Centre e briefing 04 June 2003 03/47. http://www.scottish.parliament.uk/research/briefings-03/sb03-47.pdf The Scottish Parliament Information Centre e briefing 04 June 2003 03/47. 46 Ibid. 47 Ibid.
54 Page 61 Agenda Item 3c
ARGYLL AND BUTE COUNCIL COUNCIL MEETING
COMMUNITY SERVICES WEDNESDAY 23 JUNE 2004
ARGYLL AND CLYDE HEALTH BOARD ARGYLL AND BUTE MATERNITY SERVICES REVIEW
1. SUMMARY
1.1 A review of Maternity Services in Argyll and Bute is being undertaken by Argyll & Clyde Health Board to modernise the service, taking account of increasing numbers of local deliveries and to agree the most effective/efficient way to deliver the service for the future.
2. RECOMMENDATIONS
2.1 Members are asked to note that taking into account the work undertaken thus far there are a number of issues requiring to be resolved before the Council can take a definitive position on the Review.
2.2 To address this, Members are asked to agree to an Elected Member and Officer from Community Services joining the Service Development Group.
3. BACKGROUND
3.1 The current model of delivering maternity services is reported to be unsustainable by Argyll and Clyde Health Board. This model depends on dual registered nurses i.e. nurses with general duties as well as midwifery duties. Midwifery training is now discrete from general nursing and as such midwives no longer require to have dual registration or a general nursing qualification.
3.2 The aim of Argyll and Clyde Health Board to move to a single duty midwifery service for all areas of Argyll and Bute presents concerns for the Council as this could lead to a diminution of service due to the change in qualification requirement.
3.3 The qualification change is represented as an attempt to address the lack of qualified nurses and ensure long term recruitment, retention and sustainability.
3.4 Community Midwifery Units are proposed for Dunoon, Rothesay, Campbeltown, Lochgilphead and Oban and would be based on the National model, would operate with on call arrangements out of hours, rather than on duty Midwives/Nurses and would provide midwife care as Page 62
close to home as possible. A Community Midwife Unit is proposed at the Vale of Leven Hospital to serve the Helensburgh area.
3.5 Concerns in relation to the increasing numbers of births taking place in ambulances, reduced local paediatric support and increades travel time require to be addressed.
3.6 Levels of service within these Community Maternity Units would require to be consistent with risk criteria laid down in the Overview Report of the Expert group on Acute Maternity Services as published by the Scottish Executive in 2002. Any move to on call arrangements rather than on duty Midwives could be seen as a reduction in service and as such may not be favoured by all Midwives and is unlikely to find favour with the public.
3.7 Standardisation of Model of Service
There are at present variations in the way maternity care is being provided in Argyll and Bute although a move towards more consistency has taken place over the last three years. With the development of guidelines and training programmes the aspiration is that women in Argyll and Bute should have access to the same type of care in each locality.
3.8 Service User Involvement
The ongoing work of the Service Development Groups will be informed by Service Users views. Already active Service User involvement has led to a Service User Group being formed in each locality with an elected Chairperson. Representatives from these groups will feed into the NHS Argyll and Clyde Maternity Services Liaison Forum which is to be established.
3.9 Skills and Competency
In some areas of Argyll and Bute, GPs will be withdrawing from providing maternity care under their new contract conditions. It is therefore essential that midwives receive regular training and updates in all aspects of maternity care. The review proposes that this training be provided for all appropriate professionals who manage maternity emergencies.
3.10 Work-Home Life Balance
In moving towards the proposed more flexible staffing models, terms and conditions for Midwives will require to be acceptable if sustainable rotas are to be achieved for any on call arrangements. Work is planned with Human Resource Advisors to design suitable staffing models. It is recognised that an increase of staffing would be required in some areas as a result.
3.11 A seminar was held on 5th May which brought together Midwives, Health staff, Service Users and Council representatives. The context of the Review of these services was discussed as were the findings of an Audit
Abmaternityservices0.Doc 2 16/06/04 Page 63
(attached at Appendix 1) of Maternity Services which showed variations in practice across units at present, especially in relation to antenatal and postnatal admissions. Guidelines used already in Community Maternity Units in Vale of Leven and Inverclyde do not allow admission to antenatal beds or transfers back to the unit from consultant led units. This issue could be of some concern to service users and requires further exploration. A short-life working group of Clinicians is addressing the need for guidance for such admissions.
3.12 Another seminar will take place in the autumn which will present work being undertaken in each locality to propose a local model. While consistency of approach is to be promoted, reassurance has been given that decisions will not be imposed on localities provided broad, acceptable parameters are met.
3.13 Information on current bed and staff numbers are attached in appendix 2 for information.
4. CONCLUSION
4.1 A review of Maternity Services in Argyll and Bute is ongoing. A Service Development Group which will have representation from Health and Social Care professionals, Service Users and Argyll and Bute Council will continue to work on proposals for future Maternity Services. It is proposed that an Elected Member and a Senior Community Services Officer represent the Council’s interest in this work and ensure any outstanding concerns are addressed.
5. IMPLICATIONS
Policy: None
Financial: None
Legal: None
Personnel: None
Equal Opportunities: None
Director of Community Services
For further information contact: Sandra Greer Head of Community Support Dalriada House Lochnell Street Lochgilphead Tel: 01546 604526
Abmaternityservices0.Doc 3 16/06/04 Page 64
Appendix 2 COMMUNITY MATERNITY UNITS
Islay/Jura – Community Based Service
• Currently four Midwives – dual duty (nursing duties also). • Thirteen dedicated hours weekly – midwifery. • Twenty four hour service (large part of this on on-call basis). This is not believed to be sustainable. • One bed (maternity) in Islay Hospital. • Consultant Obstetrician/Gynaecologist visits six times yearly.
Options for Future Service
• Planned Care Monday – Friday. Increase team by 1.5 WTE Midwife or • Status Quo. • Outreach Service from mainland (not thought to be acceptable locally).
Mid Argyll – Community Based Service
• Currently have a midwife led service (for last six years). • Team work in safe environment and promoting normality (i.e. home visits where possible). Twenty-four hour service evenings, nights, weekend on call basis. • 4.14 WTE post – to be increased by 1 WTE.
Kintyre – Community Based Service
Currently five WTE posts. Operate a Community Midwife service and are likely to continue.
Cowal – Hospital Based Service
• Currently has six bedded ward and seven WTE Midwives. • GPs have taken a decision to opt out of deliveries. • Proposals – 8 am to 8 pm service plus on call outwith these times. • Any reduction in beds would prevent antenatal admissions being possible. These would go to Royal Alexander Hospital in Paisley.
Bute – Hospital Based Service
• Currently three maternity beds (ante and post-natal) • Dual role Midwives. 5.37 WTE staff, 2.68 Midwives only. • A twenty-four hour on call service is provided with 1 WTE on duty on 24 hour basis.
Oban – Hospital Based Service
• Currently has 8.9 WTE Midwives with Triple/Quadruple Duty Nurses on islands. • Twenty-four beds. • Visiting Consultant • Colonsay – no on-site service. • Tiree – high numbers of home deliveries – good model of service.
Abmaternityservices0.Doc 4 16/06/04 Maternity Services Review Page 65 Audit of Clinical Activity
Appendix 1 Scope
•outline clinical activity and workload •analysis of workload against activity Page 66 •comparison between units Inform process of development of models or service provision Page 67 Data Collection
•Bookings and deliveries •Activity Page 68 •Day to Day Workload •Unplanned Demand •Clinics and other activity •Teams’ own description of service Area Covered
Campbeltown Hospital
Dunoon Hospital Page 69 Islay Hospital Mid Argyll Hospital Oban Hospital Victoria Hospital, Rothesay Community Teams in Mull, Coll, Tiree, Taynuilt and Port Appin •Period of Audit 92 days •62 Trained Midwives •46 Categories of activity Page 70 Results Page 71 •First layer of analysis •Start to explore similarities and differences •Stimulate discussion/Generate Questions Page 72 Deliveries 01/11/2002 - 31/10/2003
Deliveries 01/11/2002 - 31/10/2003
160
140 CLU
Home
Local Unit 120 Page 73
100
80 No. of Deliveries of No. 60
40
20
0 Campbeltown Dunoon MAH Oban Rothesay Unit Estimated Deliveries 01/10/2003 - 31/12/2003
Estimated Deliveries 01/10/2003 - 31/12/2003
40.00 CLU
Home
35.00 Local Unit Page 74
30.00
25.00
20.00 No . o f De liv e r ie s
15.00
10.00
5.00
0.00 Campbeltown Dunoon MAH Oban Rothesay Unit Nett w.t.e. Worked by Unit
Nett w.t.e. Worked by Unit
8.0
7.0
Nett w.t.e. Worked
6.0 Page 75
5.0
4.0
Nett w.t.e. Worked 3.0
2.0
1.0
0.0 Campbeltown Dunoon MAH Oban Rothesay Unit Nett Hours Worked per Delivery
Nett Hours Worked per Delivery
160
140
Nett Hours Worked per Delivery
120 Page 76
100
80
60 Nett Hours Worked per Delivery per Worked Hours Nett
40
20
0 Campbeltown Dunoon MAH Oban Rothesay Unit Extra Time Worked and Time Taken in Lieu
Extra Time Worked and Time Taken in Lieu
+15.0%
+10.0% Page 77
+5.0%
T aken in lieu +0.0% Extra time worked
-5.0%
Extra Time and TIL as a Percentage of Contracted Hours Contracted of as TIL a Percentage and Time Extra -10.0%
-15.0% Campbeltown Dunoon MAH Oban Rothesay Unit Percentage of nights when at least one bed occupied
Percentage of Nights When at Least One Bed Occupied
100%
90%
80%
72% Page 78 70%
60% 54%
50%
40% 37% at Least One Bed Occupied Bed One Least at Percentage of Nights When When Nights of Percentage 30%
20% 15%
10%
1% 0% Campbeltown Dunoon MAH Oban Rothesay Unit Percentage of Total Bed-days due to Postnatal Transfers
Percentage of Total Bed-days Due to Postnatal Transfers
100%
90%
80% 74%
70% Page 79
60% 55%
49% 50% 44%
40% at Least One Bed Occupied Percentage When Nights of 30%
20%
10%
0% 0% Campbeltown Dunoon MAH Oban Rothesay Unit Clinical & Non-Clinical Workload: ALL units
Clinical & Non-Clinical Workload: ALL units
Non-Midwifery Duties 18% Page 80
Clinical Midwifery 52%
Non-Clinical Midwifery 30% Clinical Workload: ALL units
Clinical Workload: ALL units
Antenatal 19% Page 81
Postnatal 7%
Other 59% Unplanned 15% Examples of unplanned activity
•Callouts including - labour, labour and delivery,
SROM, inevitable miscarriage, escort, pain and Page 82 bleeding, pre eclampsia, A/N admission e.g. for Pyelonephritis, placenta previa, oedema •Ward Attenders etc including - sciatic pain, headaches, nosebleeds, cramps, breastfeeding problems, AN advice, PN advice, threatened miscarriage, A/N check, baby with rash, blood samples, condom/other contraception request, pregnancy test Definition of Workload Breakdown
Non-Clinical Midwifery
Travel, Clinical and Non-Clinical (currently Page 83 includes some escorts)* Management, including supervisory Administration, including phone calls, meetings, staff representation and providing training Definition of Workload Breakdown
Clinical Midwifery Antenatal Clinics and Care in the Home Page 84 Postnatal Clinics and Care in the Home Unplanned Activity (ward attenders and callouts) Other Health Promotion Clinics, Hospital based general care and all other clinical activity Definition of Workload Breakdown
Non-Midwifery Duties
Cover for other Departments and other non- Page 85 midwifery duties Page 86
This page is intentionally left blank Page 87 Agenda Item 4
MINUTES of MEETING of ARGYLL AND BUTE COUNCIL held in the COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD on WEDNESDAY, 12 MAY 2004
Present: Convener William Petrie (Chair)
Councillor Robin Banks Councillor John McAlpine Councillor Brian Chennell Councillor Donald McIntosh Councillor Rory Colville Councillor Alastair McKinlay Councillor Douglas Currie Councillor James McQueen Councillor John Findlay Councillor Bruce Marshall Councillor George Freeman Councillor Gary Mulvaney Councillor Ian Gillies Councillor Al Reay Councillor Alison Hay Councillor Elaine Robertson Councillor Daniel Kelly Councillor Len Scoullar Councillor Donald Kelly Councillor Moyra Stewart Councillor Ronald Kinloch Councillor Isobel Strong Councillor Allan Macaskill Councillor John Tacchi Councillor Alistair MacDougall Councillor Dick Walsh Councillor Sidney MacDougall Councillor Donald MacMillan
Attending: James McLellan, Chief Executive Nigel Stewart, Director of Corporate Services Andy Law, Director of Operational Services Malcolm MacFadyen, Head of Planning and Performance Alan MacDonald, Head of Roads Bruce West, Head of Strategic Finance Mr R McDougall, DTZ Pieda Consulting
Apologies: Councillor Robin Currie Councillor Bruce Robertson Councillor Duncan MacIntyre Councillor Eric Thompson Councillor Robert Macintyre
The Convener welcomed back Councillors George Freeman and Donald McIntosh to the Council after their recent illnesses and wished them both well.
The Convener referred to the recent tragedy that had taken place in Glasgow and announced that he would write to the Lord Provost of Glasgow to convey the Council’s condolences to the families of the victims of the disaster.
The Convener announced to the Council that Alan Macdonald, Head of Roads was retiring from the Council on 11 June 2004 after 30 years local government service. He thanked Alan on behalf of the Council for his outstanding service to the authority and presented him with a quaich to mark his retirement.
1. MINUTES
The Council approved the minutes of the Council meeting of 31 March 2004 as a correct record.
2. MINUTES OF COMMITTEES
The Council considered the following Minutes. They approved the recommendations of those committees subject to what is shown below:-
Page 88
(a) Oban, Lorn and the Isles Area Committee 3 March 2004
(b) Commercial Operations Board 18 March 2004
(c) Strategic Policy Committee (Education) 23 March 2004
Arising from item 1 (NPDO/PPP Project for Schools – Consultation Process) the Council noted that Parklands School did not form part of the statutory consultation process as it was not required under the relevant regulations.
(d) Appeals Committee 26 March 2004
(e) Audit Committee 31 March 2004
(f) Standards Committee 31 March 2004
(g) Bute and Cowal Area Committee 6 April 2004
(h) Helensburgh and Lomond Area Committee 6 April 2004
(i) Oban, Lorn and the Isles Area Committee 7 April 2004
(j) Mid Argyll, Kintyre and Islay Area Committee 7 April 2004
(k) Strategic Policy Committee 8 April 2004
Arising from item 15 (Bute and Cowal School/Local Bus Contracts) the Council approved the supplementary estimate to cover the Education and Development Services related increased costs of the contracts for which there was inadequate budget provision on the understanding that they would be returned in the event of savings being achieved during the course of the year.
(l) Standards Committee 23 April 2004
Arising from item 1 (Standards Committee – Appointment of Independent Persons) the Council agreed to appoint Mr S Macdonald to be Chairman of the Standards Committee and Mr A J Campion to be second non-Councillor Member for the period to 31 March 2008.
(m) Audit Committee 29 April 2004
Arising from item 1 (Audit Committee – Appointment of Independent Persons) the Council agreed to appoint Mr I M Ross and Mr C Valentine to be the two non- Councillor Members on the Audit Committee for the period to 31 March 2008 and that it be delegated to the Audit Committee to appoint the Vice-Chair at the next meeting.
3. B878 MILL STREET BRIDGE, ROTHESAY
The Strategic Policy Committee on 6 May 2004 had recommended to the Council for approval for the allocation of funding from the Capital Programme in 2004/05 to have Mill Street Bridge, Rothesay replaced.
Page 89
Decision
Agreed that the scheme for the replacement of Mill Street Bridge, Rothesay be included as part of the Bridge Replacement Programme 2004/05 and that the cost of the combined works be met from adjustment to the £500,000 included in the 2004/05 Capital Programme for Roads and Lighting.
(Ref: Recommendation by Strategic Policy Committee of 6 May 2004, submitted)
4. COMMUNITY OWNERSHIP PROGRAMME - OUTLINE BUSINESS CASE
The Council considered the Outline Business Case, that Argyll and Bute Council required to submit to Communities Scotland in order to make further progress with the Housing Stock Transfer, which was previously approved by the Housing Stock Transfer Steering Group.
Decision
The Council endorsed the recommendations by the Steering Group and agreed to adopt the Outline Business Case on the understanding that further work has to be carried out between the Council and Communities Scotland.
(Ref: Report by Director of Community Services dated 26 April 2004, submitted)
5. HOUSING STOCK TRANSFER: APPRAISAL OF INDEPENDENT VALUATION
The Council considered the outcome of a review by the Head of Strategic Finance of the valuation of the Council’s housing stock as part of the housing stock transfer process.
Decision
The Council noted the report and the valuations as contained at 2.1 of the report.
(Ref: Report by Head of Strategic Finance dated 28 April 2004, submitted)
6. APPOINTMENT OF VICE CHAIR OF STANDARDS COMMITTEE
The Council was advised that Councillor Donald MacMillan had intimated that he wished to stand down as Vice-Chairman of the Standards Committee.
Nominations
Councillor Bruce Robertson was nominated to be the Vice-Chair of the Standards Committee by Councillor Macaskill, seconded by Councillor Banks.
Councillor Donald Kelly was nominated to be the Vice-Chair by Councillor Scoullar, seconded by Councillor Hay.
Decision
Councillor Kelly’s nomination received 11 votes and Councillor Robertson’s received 17 votes and the Council resolved accordingly to appoint Councillor Robertson.
(Ref: Report by Director of Corporate Services dated 7 April 2004, submitted)
7. DRAFT LOCAL GOVERANCE BILL- MINUTE OF POLICY DEVELOPMENT GROUP
Page 90
The Policy Development Group on the Local Governance Bill made recommendations to the Council with regard to the progress of the Local Governance Bill and a consultation letter issued by the Scottish Executive on behalf of the Single Transferable Vote Working Group on a draft protocol for multi-member working.
Decision
1. Endorsed the terms of the Leader’s letter of 4 May 2004 to MSP’s and adopted it as the Council’s position.
2. Agreed that the Councils response to the consultation letter be as follows:-
a) Should not object to the principle of guidance being issued on a protocol for relationships amongst ward members restricted to general principles, but on the basis that any protocol should be a matter for local authorities themselves.
b) Propose that paragraph 3 of the draft guidance should be amended as follows:-
“Members will wish to consider how the work of the ward is to be allocated and conducted. Multi-member working in future may progress by adapting existing working practices and conventions or developing new patterns of working over time”.
c) Should convey the Council’s clear and firm view that any guidance on a protocol or any protocol itself should not form part of the Councillors’ Code of Conduct.
(Ref: Recommendation by Policy Development Group on Local Governance Bill 10 May 2004, tabled)
8. ARGYLL AND BUTE LOCAL PLAN: REPORT ON PLAN DELAY
The Council were updated on the anticipated delay of around three months in placing the Final Local Plan on deposit until early 2005.
Decision
1. Noted and accepted the reasons for the prospective delay.
2. Approved the amended the Final Local Plan preparation timetable, as follows:
• Area Committee/Council debates relative to representations to Consultative Draft – June/July 2004.
• Area Committee debates relative to Finalised Plan – November/December 2004.
• Council clearance of Finalised Plan – January 2005.
(Ref: Report by Head of Planning Services dated 12 May 2004, submitted)
9. NPDO/PPP PROJECT
The Director of Corporate Services advised the Council that the Special Council meeting which the Convener had instructed be arranged for 8 July 2004 would now take place on Thursday 15 July 2004 to enable the responses to the modified consultation in Page 91 relation to Dunoon to be incorporated into the report. He further advised that the Chairman of the Strategic Policy Committee had instructed a Special Strategic Policy Committee (Education) be held on that same day to deal with the NPDO/PPP Project. Members were asked to note these dates in their diaries.
Members were thereafter given a brief presentation of the e-procurement system.
Page 92 Page 93 Agenda Item 5a
MINUTES of MEETING of HELENSBURGH & LOMOND AREA COMMITTEE held in the VICTORIA HALLS, SINCLAIR STREET, HELENSBURGH on TUESDAY, 4 MAY 2004
Present: Councillor Kinloch (Chair) Councillor Kelly Councillor Stewart Councillor Morton Councillor Tacchi Councillor Mulvaney Councillor Thompson Councillor Petrie
Attending: Lynn Smillie, Area Corporate Services Manager Howard Young, Senior Planning Officer Alister Mackenzie, Area Roads Officer Lorna Campbell, Area Community Education Officer Gordon Sutherland, Area Amenity Manager Colleen O’Donnell, Council Services Advisor
Prior to commencement of business Convenor Petrie advised that a meeting had now been arranged for Thursday 6 May with the Leader of Council, Education spokesperson and PRECEPT with regard to the NPDO proposals within Helensburgh and, in light of this information, advised that the Motion (Item 9) on the agenda could now be withdrawn. Councillor Stewart agreed to withdraw the Motion.
Under Section 8 of the Council’s Standing Orders the Chair agreed to consider 3 additional items as a matter of urgency due to the need to make a decision immediately. It was agreed to take Hermitage Park Shelter, Item No. 10 on the Agenda and as exempt items Enforcement Report – Sinclair Street, Helensburgh and Victoria Halls at Items No. 11(a) and (b).
The Chair also took this opportunity to pass on the Area Committee’s best wishes to Councillor Freeman who could not be in attendance due to ill health.
The Chairman on behalf of himself and the other Members of the Area Committee imparted their best wishes to Alister Mackenzie, Area Roads Manager, on his retirement from the Council and this being his last Area Committee thanked him for his valued service since 1996.
1. APOLOGIES
Apologies for absence were intimated on behalf of Councillor Freeman and Councillor Reay.
2. DECLARATIONS OF INTEREST
Councillor Morton declared a private pecuniary interest in Item 7 (b) Extract from Minutes of the Taxi Licensing Policy Development Group, as she had a personal connection with the taxi business. She left the room and took no part in the discussion of this item.
Councillor Petrie declared a private non pecuniary interest in Item 7 (b) Extract from Minutes of the Taxi Licensing Policy Development Group, as he had a personal connection with the taxi business he left the room and took no part in the discussion of this item.
Page 94
Councillor Tacchi declared a non pecuniary interest in Item 6 (b) Helensburgh Pier Car Park – Firework Display 6 November 2004 as he is a member of Helensburgh Round Table he left the room and took no part in the discussion of this item.
3. PREVIOUS MINUTES
(a) AREA COMMITTEE - 6 APRIL 2004
The Committee approved the Minutes of the meeting of 6 April 2004 as a correct record subject to the following:-
Page 3 Item 4(e) Planning Application – Land North of Feorlinbreck, Garelochhead.
To note that this application does not now require to be notified to the Scottish Executive.
Page 6 Item 6(a) Extension of Car Parking Charging.
To note that decision iii) is not yet in force until consideration by the Strategic Policy Committee.
(b) TAXI LICENSING POLICY DEVELOPMENT GROUP - 6 APRIL 2004
The Committee approved the Minutes of the meeting dated 6 April 2004 as a correct record.
(c) PROPERTY ISSUES POLICY DEVELOPMENT GROUP - 21 APRIL 2004
The Committee approved the Minutes of the meeting of 21 April 2004 as a correct record.
(d) SPECIAL AREA COMMITTEE - 21 APRIL 2004
The Committee approved the Minutes of the meeting dated 21 April 2004 as a correct record.
4. DEVELOPMENT SERVICES
(a) MONTHLY LIST OF DELEGATED DECISIONS BY THE DIRECTOR OF DEVELOPMENT SERVICES
Delegated decisions taken by the Director of Development Services with regard to planning applications and building warrants since the last Committee were submitted for information.
Decision
Noted the contents of the report.
(Reference: Report by Head of Planning dated 16 April 2004.)
Page 95
(b) PLANNING APPLICATION - 28 EAST PRINCES STREET, HELENSBURGH
04/00285/COU – Mr Reza Gharib – Change of Use application – Change of use of ground floor shop (Class 1) to restaurant (Class 3) and erection of extension and flue – Ground floor shop at 28 East Princes Street, Helensburgh.
Decision
To approve the application subject to the conditions and reasons as recommended by the Director of Development Services.
(Reference: Report by Head of Planning dated 19 April 2004.)
(c) APPEAL DECISION - KEPPOCH COTTAGES, CARDROSS
A report advising on the recent appeal decision by the Scottish Executive Inquiry Reporters Unit relative to the Council’s refusal of planning permission for the installation of alternative timber windows at the above property without compliance with Condition 3 of planning permission 01/01418/COU.
Decision
Noted that the Reporter had dismissed the Appeal.
(Reference: Report by Head of Planning dated 14 April 2004).
(d) VICTORIA HALLS PROPERTY REPORT UPDATE
A report advising of the progress with regard to the repairs on the Victoria Halls roof which was requested at the last Area Committee of 6 April 2004.
Decision
Agreed to the recommendations contained within the report.
(Reference: report by Property Services Manager dated 23 April 2004)
5. COMMUNITY SERVICES
(a) EDUCATION DEVELOPMENT GRANTS
Education Development Grants were presented for consideration.
Decision
Education Development Grant were determined as follows:
i) Noted the balance of £16,607.
ii) Applicant Narrative Project Grant Cost Awarded
Cove & To provide local courses/ £300 Nil Kilcreggan talks on literature, culture, Literary arts, etc. Society Page 96
iii) Agreed that the Area Community Regeneration Officer submits a report to the next Members Business Day outlining the process and policy of grant allocation.
(Reference: Report by Area Community Regeneration Officer dated 19 April 2004)
(b) LEISURE DEVELOPMENT GRANTS
Two Leisure Development Grants were presented for consideration.
Decision
i) To note the balance of £19,300.
ii) Two Leisure Development grants determined as follows:-
Applicant Narrative Project Grant Cost Awarded
Peninsula Administration Costs £555.00 £277.50 Paths for Countryside Access Forum
Rhu & Gala Day £5400.00 £2000.00 Shandon Gala Trust
(Reference: Report by Area Community Regeneration Officer dated 19 April 2004)
6. OPERATIONAL SERIVCES
(a) EXTENSION OF CAR PARK CHARGING - KIDSTON CAR PARK
A report providing additional information with regard to Kidston Car Park as requested by the Area Committee at its meeting of 6th April 2004.
Decision
Agreed to recommend to the Strategic Policy Committee there would be no implementation of car park charges in Kidston Car Park as there were no cost benefits to the Council therefore there was no justification for the capital investment.
(Reference: Report by Area Roads Manager dated 20 April 2004).
Councillor Tacchi left the meeting at this point.
(b) HELENSBURGH PIER CAR PARK - FIREWORKS DISPLAY
A report outlining a request from Helensburgh & Lomond District Round Table for permission to host the Bonfire in Helensburgh Pier Car Park on Saturday 6 November 2004.
Page 97
Decision
i) Agreed to approve the request from Helensburgh & Lomond District Round Table to host the Annual Bonfire and Fireworks Display in Helensburgh Pier Car Park on Saturday 6 November 2004.
ii) Agreed that no charge would be made for the use of the Car Park, as in previous years.
iii) Agreed that charges would not be suspended in the remainder of the Pier Car Park or in Sinclair Street Car Park.
(Reference: Report by Area Roads Manager dated 15 April 2004).
Councillor Tacchi returned to the meeting at this point.
The meeting was adjourned between 11.00 and 11.40 for the Scheme of Local Liaison.
7. CORPORATE SERVICES
(a) AREA COMMITTEE CAPITAL ALLOCATION - APRIL 2004
A report providing an update on the Capital Funding projects for the Helensburgh and Lomond Area for 2003/2004 and to confirm the budget for the Capital Funding Allocation for 2004/2005 as at 1 April 2004.
Decision
i) To note the contents of the report.
ii) To note the update on projects approved in 2003/4.
iii) To note the Capital Funding Allocation Budget for 2004/5 as at 1 April 2004 was £18,785.50.
iv) Agreed to allocate £8000 to street signs and painting of Helensburgh Welcome signs.
v) Agreed the Head of Strategic Finance provides confirmation of the conditions placed on the Area Committee when considering the Area Committee Capital Allocation.
vi) Agreed the Area Amenity Manager in conjunction with the Link Strategic Director submit to the next meeting possible options to match fund environmental improvements with Frontline Helensburgh.
(Reference: Report by Area Corporate Services Manager dated 19 April 2004.)
Councillors Morton and Petrie left the meeting at this point.
Page 98
(b) EXTRACT OF TAXI LICENSING POLICY DEVELOPMENT GROUP - 6 APRIL 2004
An extract from Taxi Licensing Policy Development Group of 6 April 2004 was submitted for consideration.
Decision
i) Agreed to accept the recommendations of the Policy Development Group on the Licensing of Taxis and that the PDG should be wound up and to retain the status quo in which each taxi license application would be examined on its own merits and assessed against the test of No Significant Unmet Demand.
ii) Noted the contents of the Fraser of Allander Report of November 2003 to determine the demand for taxis within Helensburgh and Lomond and that the Area Committee has such regard as it sees fit to the results of the survey in determining applications for Taxi Licenses that come before it.
(Reference: Extract of Taxi Policy Development Group dated 6 April 2004).
(c) CCTV UPDATE (TO FOLLOW)
A report outlining the progress on the reconfiguration of Helensburgh’s CCTV Scheme.
Decision
To note the contents of the report.
(Reference: Report by Head of Democratic Services and Governance dated 30 April 2004).
(d) SCHEME OF LOCAL LIAISON UPDATE - 6 APRIL 2004
A report outlining the items recorded at the Area Liaison Meetings up to 6 April 2004 which would require action.
Decision
To note the contents of the report.
(Reference: Report by Area Corporate Services Manager dated 19 April 2004)
Page 99
8. HELENSBURGH - THOUARS TWINNING COMMITTEE
A report seeking nomination of an Elected Member from the Helensburgh and Lomond Area Committee on to the Helensburgh – Thouars Twinning Committee.
Decision
Agreed to nominate Councillor Stewart to the Helensburgh-Thouars Twinning Committee.
(Reference: Report by Area Corporate Services Managers dated 27 April 2004)
9. NOTICE OF MOTION
(a) MOVED BY COUNCILLOR STEWART
Withdrawn.
Under Section 3.2.2a of the Council’s Standing Orders the Chair agreed to take the following item of business as a matter of urgency.
10. HERMITAGE PARK SHELTER
A report highlighting the situation with regard to the above building, which is located within Hermitage Park,, and seeking approval for the demolition as soon as possible of the shelter and to provide a landscaped area as replacement.
Motion
i) To approve the demolition of the shelter.
ii) Arrange a meeting with Strathclyde Police, Community Councils and other interested groups to discuss the wider issues relating to youth crime within the Helensburgh and Lomond Area.
Moved by Councillor Mulvaney Seconded by Councillor Kinloch
Amendment
To note the recommendations and, prior to any agreement to demolish the shelter being made, a one day seminar be arranged between Strathclyde Police, Social Work and other voluntary groups to agree a Self Help Action Plan.
Moved by Councillor Tacchi Seconded by Councillor Petrie
On a show of hands
Motion 5 votes Amendment 3 votes
Page 100
Decision
i) To approve the demolition of the shelter.
ii) Arrange a meeting with Strathclyde Police, Community Councils and other interested groups to discuss the wider issues relating to youth crime within the Helensburgh and Lomond Area.
(Reference: Report by Area Property Manager dated 4 May 04).
11. EXEMPT ITEMS
Under Section 3.2.2a of the Council’s Standing Orders the Chair agreed to take the following 2 items of business as a matter of urgency.
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 Paragraph 13 of Part 1 of Schedule 7A to the Local Government (Scotland) Act 1973.
(a) ENFORCEMENT REPORT - SINCLAIR STREET, HELENSBURGH
A report outlining a proposal to serve a Planning Contravention Notice on the above premises.
Decision
Agreed that a Planning Contravention Notice be served on the above premises.
(Reference: Report by Head of Planning dated 26 April 2004).
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 Paragraph 9 respectively of Part 1 of Schedule 7A to the Local Government (Scotland) Act 1973.
(b) VICTORIA HALLS
A report outlining costs incurred in relation to the repair works being carried out in the Victoria Halls.
Decision
Agreed that a report detailing full accurate costs for works carried out so far and an informed anticipated cost for completion be submitted to the next meeting of the Area Committee.
(Reference: Area Property Manager dated 4 May 2004).
Page 101
(c) PROPERTY ISSUES POLICY DEVELOPMENT GROUP
Extract from Minutes of the Property Issues Policy Development Group held on 30 April 2004 relating to Helensburgh Office Rationalisation.
Decision
Agreed the recommendations as contained within extract.
(Reference: Extract of Property Issues Policy Development Group dated 30 April 2004)
Page 102
This page is intentionally left blank Page 103 Agenda Item 5b
MINUTES of MEETING of BUTE AND COWAL AREA COMMITTEE held in the EAGLESHAM HOUSE, MOUNTPLEASANT ROAD, ROTHESAY on TUESDAY, 4 MAY 2004
Present: Councillor Brian Chennell (Chair)
Councillor D Currie Councillor J McQueen Councillor B Marshall Councillor R Macintyre Councillor G McKinven Councillor L Scoullar Councillor I Strong
Attending: George McKenzie, Area Corporate Services Manager Eilidh Headrick, Area Committee Services/Information Officer Alan Lothian, Area Roads and Amenity Services Manager Phillip O’Sullivan, Senior Development Manager Caroline Sheen, Graduate Estates Surveyor
Mrs Margaret Lacey, Fairtrade Mr McGill Fairtrade
1. APOLOGIES
An apology for absence was intimated on behalf of Councillor Walsh.
2. PRESENTATION BY MRS MARGARET LACEY OF DUNOON JUSTICE AND PEACE GROUP ON THE CONCEPT OF FAIR TRADE TOWNS
The Committee heard from Mrs Margaret Lacey and Mr R. McGill on the history and background to Fair Trade and the initial steps which had been taken in Dunoon by the local Justice and Peace Group and Churches to set up a Fair Trade Town. The Committee then asked them numerous questions on various aspects of their proposal.
The Chairman thanked them for their presentation on this matter and assured them they had the full support of the members of Bute and Cowal Area Committee.
The Area Corporate Services Manager was asked to ensure that a full report came to a future meeting of the committee from an appropriate officer outlining the Council processes necessary for the designation of Dunoon as a Fair Trade Town, and of the possibility of Fair Trade coffee and tea being used in Council Offices.
3. DECLARATIONS OF INTEREST
None
The Chairman advised the members of an urgent item of business concerning the appointment of a representative to Bute Maternity Users Group and said he proposed the matter be discussed at the end of the general committee business. The members agreed to his recommendation. Page 104
4. MINUTES
(a) MINUTE OF AREA COMMITTEE OF 6 APRIL 2004
The minute of the Area Committee meeting of 6th April was approved as a correct record.
(b) MINUTE OF AREA COMMITTEE OF 21 APRIL 2004
The minute of the Area Committee meeting of 21st April 2004 was approved a correct record subject to the amendment of Inspector A. Gray to Inspector A. Kerr where his name appeared in the minute.
5. CORPORATE SERVICES
(a) MOD PARTNERSHIP
The Committee considered a report concerning the establishment of a Mod Partnership.
Decision
A Mod Partnership be established in Dunoon as recommended in the report, the members from the Area Committee to be Councillors Chennell, Currie and Marshall.
(Reference; Report by Area Corporate Services Manager dated 27th April 2004 – submitted)
6. OPERATIONAL SERVICES
(a) DUNOON AND ROTHESAY OFF STREET CAR PARKS CHARGING
The Committee considered a report by the Area Operational Services Manager on off street car parking charges in Dunoon and Rothesay.
Motion
This Area Committee recommends to the Strategic Policy Committee that the off street car parking charges agreed by Council on 12th February 2004 be reviewed to consider shorter pro rata charging periods.
Proposed by Councillor Chennell seconded by Councillor Marshall
Amendment
That the status quo remains.
Proposed by Councillor Macintyre seconded by Councillor Currie
Page 105
On the matter being put to a vote 4 voted for the amendment and 4 for the motion whereupon the Chairman used his casting vote for the motion.
Decision
Bute and Cowal Area Committee recommends to the Strategic Policy Committee that the off street car parking charges agreed by Council on 12th February 2004 be reviewed.
(Reference; Report by Area Operational Services Manager dated 27th April 2004 – submitted)
7. DEVELOPMENT SERVICES
(a) PLANNING APPLICATION REFERENCE NO: 04/00332/VARCON FYNE HOMES, VARIATION OF CONDITION 4 OF PLANNING PERMISSION 02/00983/DET TO REGULARISE THE VARIATIONS OF NEW FENCE HEIGHT AND STYLE, SITE BOUNDED BY MARY STREET AND EDWARD STREET
Decision
Approved subject to the conditions in the report by the Head of Planning.
Councillor McKinven moved that the application be refused but failed to find a seconder. He requested his dissent be recorded in the minutes.
(b) PLANNING APPLICATION REFERENCE NO: 03/02291/DET, MS H MONTEITH, CONVERSION OF ROOFSPACE AS A STUDIO INCORPORATING DORMER EXTENSION AND EXTERNAL ALTERATIONS, 4 CRAIGIENURE FLATS, INNELLAN, DUNOON
Decision
Application continued to the next meeting
(c) PLANNING APPLICATION REFERENCE NO: 04/00465/VARCON, VARIATION OF CONDITION 6 OF PLANNING PERMISSION 01/01442/DET TO RETAIN RAISED FRONT AND SIDE CONSERVATORY, PLOT 3 ARDHALLOW, BULLWOOD, DUNOON
Decision
Approved subject to the conditions in the report by the Head of Planning
Page 106
(d) PLANNING APPLICATION REFERENCE NO: 03/01228/DET, MOUNT STUART TRUST, DEPOSITION OF MATERIAL TO INFILL SHORE HEADLAND (RETROSPECTIVE) SHINGLE BEACH, ETTRICK BAY, ISLE OF BUTE
Decision
Continued to the next meeting of the committee
(e) PLANNING APPLICATION REFERENCE NO: 03/01468/DET, GEORGE HANSON, ERECTION OF DWELLINGHOUSE, LAND SOUTH OF 4 BISHOP TERRACE, 6 BISHOP TERRACE BRAE, ROTHESAY
Decision
Refused in terms of the report by the Head of Planning
(f) DELEGATED DECISIONS
8. BUTE MATERNITY USERS GROUP
Following an invitation from Bute Maternity Users Group to nominate a Council member to this Group, the Committee agreed to appoint Councillor Strong.
9. EXEMPT ITEMS
(a) ENFORCEMENT REPORTS - REPORTS 04/00012/ENFOTH, 03/00264/ENFOTH AND 03/00069/ENFOTH
Enforcement Reports were disposed of as follows:
04/00012/ENFOTH & 03/00264/ENFOTH – no further action 03/00069/ENFOTH - continued
(b) PROPOSED LEASE - SITE 1, SANDBANK INDUSTRIAL ESTATE, DUNOON
The Committee agreed to a lease in terms of the recommendation in the report.
Page 107 Agenda Item 5c
MINUTES of MEETING of MID ARGYLL KINTYRE & ISLAY AREA COMMITTEE held in the VILLAGE HALL, JURA on WEDNESDAY, 5 MAY 2004
Present: Councillor Alastair McKinlay (Chair)
Councillor Robin Currie Councillor John Findlay Councillor Alison Hay Councillor John McAlpine Councillor Donnie MacMillan Councillor Bruce Robertson
Attending: Deirdre Forsyth, Area Corporate Services Manager Donnie McLeod, Area Manager Richard Kerr, Senior Building Control Officer Donnie Kelly, Chief Solicitor Yvonne Willan, Area Housing Manager Felicity Kelly, Area Community Education Officer
1. APOLOGIES
Apologies for absence were received from Councillor Colville and Councillor Kelly.
2. DECLARATIONS OF INTEREST
Councillor Currie declared a nonpecuniary interest in respect of item 10.9, and took no part in the discussion on this item.
3. MINUTES OF MEETINGS OF 7 APRIL 2004
The minutes of the meetings held on 7 April 2004 were approved.
Arising therefrom in regard to Carpark Charging Policy, a further report was submitted relating to the proposals for car parking. It was agreed to note the report and to continue consideration of this along with the letters of objections received from various residents of the area to the business day on 15th June, 2004.
(Reference – Report by Area Roads Manager dated 5 May, 2004)
4. PUBLIC QUESTION TIME
1. Various questions were asked about the extension to the cemetery and the issues relating to SEPA. Donnie McLeod explained that SEPA is a Statutory Consultee and they had objected to the proposed extension because of the adjacent burn. The Council had pointed out to SEPA that drinking water was not taken from below the cemetery and further response from them is awaited. He advised that this was an important issue relating to the whole country as there were very few cemeteries which were not adjacent to rivers or burns.
Page 108
Willie McDonald, Chairman of the Community Council, explained that there was no major issue about moving the cemetery elsewhere because in a previous two- year study it was indicated that there was no other suitable site on Jura. Councillor Hay indicated that as a member of the West Board of SEPA she would take this up with SEPA. It was further agreed that a letter be written to them advising that this was a matter of urgency and should be dealt with at the earliest possible opportunity. It was also noted that should SEPA refuse to reconsider their position that the planning application should be considered by the Area Committee as a matter of urgency.
2. Gwen Boardman, Secretary of the Community Council, raised the increase in ferry fares and pointed out that the figures produced by the Community Council indicate that the Jura ferry is now more expensive, not less expensive, than any other ferries in the area. Councillor Currie suggested that the Council consider providing the Jura people with a special ferry ticket in the same way that Caledonian MacBrayne does for islanders and on the basis that Jura is now a member of Initiative at the Edge on the recommendation of the Council. It was agreed to request Douglas Blades to investigate the possibility of a Jura Islanders ticket for the use of the ferry and to submit a report thereon to the next meeting of the Area Committee.
5. PLANNING APPLICATIONS
The committee considered and dealt with the applications for planning as detailed below.
1. 03/02155/DET Fyne Homes Ltd. Detailed. Residential development. Land at Ralston Road, Campbeltown.
Decision
To continue consideration to the next meeting, following a site visit immediately prior to the meeting of the Area Committee to be held on 2 June, 2004.
2. 03/01185/OUT One dwelling, The Mill, Lagavullin, Whitehouse. Approval of Conditions.
Decision
It was agreed that the decision of 17 March 2004 to be minded to grant outline planning permission in respect of planning application 03/01185/OUT, subject to a section 75 agreement to extinguish any lawful use of the site for commercial purposes, and subject to the conditions and reasons set out in the officers’ report of 14 January 2004, be confirmed subject to the variation of Part (viii) of recommended condition 4, which was approved as set out below:
(vii) the footprint of the building shall be located so that south-east facing elevation is not more than 7 metres from the adjacent private way to the west of the site, with the gable end no closer than 18 metres from the adjacent building ‘Lagavullin Cottage’, and the footprint of the building shall address the private way; Page 109
6. DELEGATED DECISIONS
The Committee noted the decisions issued by the Director of Development Services dated 16 April 2004.
7. KEILLS CEMETERY ROAD, JURA
A report on Keills Cemetery Road was circulated to the members of the Committee which explained the ownership position in regard to maintenance of the road.
Decision
1. It was agreed that the existing arrangements involving Mr Logan being supplied with materials on behalf of the Council and repairing the road should continue and that Donnie McLeod would check and follow up to make sure that this process was working in a satisfactory manner.
2. To note that the only people or parties with a commitment to maintain the road are the Council, the Estate and Mr and Mrs Logan.
3. To obtain a copy of the document produced by Ian Fawcett dated 1955 relating to the Estate and the Council’s arrangement regarding maintenance in order that Donnie Kelly can consider this and if necessary report back to a future meeting.
(Reference – Report by Head of Legal and Protective Services dated 5 May 2004)
8. MINUTES OF MID ARGYLL PARTNERSHIP DATED 16 MARCH 2004
There was submitted and noted minutes of Mid Argyll Partnership dated 16 March 2004.
9. MINUTES OF KINTYRE INITIATIVE WORKING GROUP DATED 5 APRIL 2004
There was submitted and noted minutes of Kintyre Initiative Working Group dated 5 April 2004.
10. GRANTS
EDUCATION DEVELOPMENT AND LEISURE AND DEVELOPMENT GRANTS
The following grants were agreed in the usual terms and conditions. In regard to number 9, “The Columba Centre” Councillor Currie declared an interest and left the room and took no part in the discussion in regard to that application.
Page 110
Organisation Total Total Recommendation Project Requested Cost 2004/2005 Education Leisure 1. North Kintyre Art Club £490 £245 £245 2. Kilmartin House Trust £3,570 £1,785 £1,785 3. Isle of Gigha Music £2,400 £2,000 £1,000 Festival Organising Committee 4. Islay & Jura Community £1,095 £500 £400 Enterprises Ltd Arts 5. Waterways Trust £6,000 £3,000 £1,000 Scotland 6. SCDA Kintyre District £6,687 £350 £300 7. SCDA Kintyre Argyll £5,440 £830 £800 District 8. Kintyre Arts & £903 £903 £250 Development Group 9. The Columba Centre £5,476 £2,703 £500 £1,500 10. The Museum of Islay £4,000 £2,000 £1,000 Life 11. Coisir og Dhal Riata £4,420 £3,920 £400 12. Elemental Arts £23,326 £2,000 £1,000 13. Mull of Kintyre Music & £43,636 £4,000 £1,300 Arts Assn. 14. Argyll Federation SWRA £1,645 £400 £400 15. Lanterns @ 10 £16,640 £2,500 £500 £500 16. Isle of Jura Music £9,990 £1,000 £500 £500 17. Kintyre YES £96,490 £6,000 £6,000 18. Killer Colours £350 £300 £100 £75 19. Mid Argyll Kintyre & £4,450 £2,225 £500 Islay Youth Forum 20. Mid Argyll Pipe Band £7,122 £2,896 £400 £400 21. Argyll Area Scout £2,300 £1,943 £285 £285 Council 22. Dalintober Millknowe £3,480 £3,480 £1,200 Playscheme 23. Dalintober Millknowe £10,650 £5,000 £1,750 Community Flat 24. Future Generations £7,554 £1,704 £900 Youth Drama 25. Third Age Group £7,325 £1,772 £850 26. Mid Argyll Youth £11,800 £5,500 £5,500 Project 27. JAM 2 £18,000 £2,500 £500 28. Special Needs Support £5,970 £4,970 £790 Group 29. Lochgilphead After £5,410 £2,210 £1,200 School Club 30. Mid Argyll U3A £2,171 £1,139 £600 31. Jura Youth Club £800 £400 £400
Page 111
32. Mid Argyll Early £552 £276 Referred to Learning Folk child care partnership funding. 33. Campbeltown Trading £1,833 £915 £915 Association 34. Southend Youth Club £7,427 £3,427 £400 35. Port Ellen Harbour £21,500 £10,000 £1,500 Association 36. Islay & Jura Dolphins £5,000 £3,790 £1,000 ASC 37. Campbeltown Brass £6,800 £3,400 £750 £1,000 38. Tarbert Loch Fyne Yacht £3,580 £1,350 £1,000 Club 39. Lochfyne Miniature £961 £384 £384 Railway 40. Bridgend Bowling Club £5,833 £5,000 £583 41. Kilmartin House Trust £36,974 £9,243 £1,950 42. McTaggart Cyber Café £1,427 £713 £713 43. Mid Argyll Music £7,400 £2,000 £500 £500 Festival Total 418,877 110,673 25285.00 21525.00
The amount remaining in the Education Development grant budget is £977, in the Leisure Development grant budget, £1,475.
(Reference – Report by Director of Community Services dated 5 May 2004)
11. SPEED LIMIT AT SOUTHEND
A report regarding the proposal to introduce a 30 MPH speed limit on parts of the B842 and C18 was discussed, along with letters of objection.
Decision
It was agreed to approve the installation of a 30 MPH speed restriction on the routes BB842 and C18 South Kintyre on the basis detailed in the report.
(Reference - Report by Area Roads Manager dated 5 May 2004)
EXEMPT SECTION
The Committee resolved in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, to exclude the public from the following item of business on the grounds that it was Page 112 likely to involve the disclosure of exempt information as defined in Paragraph 9 of Part 1 of Schedule 7A to the Local Government (Scotland) Act 1973.
12. LEASE OF GROUND AT WELLPARK, KILKENZIE
The purpose of this report was to advise the Committee of a request received from the Kilkenzie and Tangy Residents Association to lease an area of ground from the Council at a nominal rental to enable them to develop a play area for the community.
Decision
1. The Committee authorised the Director of Corporate Services to negotiate and conclude lease terms with the Kilkenzie and Tangy Resident’s Association subject to all necessary consents being obtained by the Association and subject also to Scottish Minister’ consent.
2. The Committee recommended to the Strategic Policy Committee the approval of the lease to Kilkenzie and Tangy Resident’s Association of ground for a play area at a nominal rental on the basis that there are eight houses in this development and had it been a new development, a play area would have been required under the Planning Legislation.
(Reference – Report by Director of Corporate Services dated 5 May 2004)
13. MINUTE OF WAIVER, LAND AT KILDUSKLAND ROAD, ARDRISHAIG
The purpose of this report is to seek Members’ instructions of the possible grant by the Council of a Minute of Waiver in respect of the title restrictions relating to land at Kilduskland Road, Ardrishaig.
Decision
The Area Committee agreed to grant the minute of waiver on the terms and conditions contained in the report.
(Reference – Report by Director of Corporate Services dated 5 May 2004)
Page 113 Agenda Item 5d
MINUTES of MEETING of OBAN LORN & THE ISLES AREA COMMITTEE held in the COUNCIL CHAMBER, MUNICIPAL BUILDINGS, ALBANY STREET, OBAN on WEDNESDAY, 5 MAY 2004
Present: Councillor A MacDougall (Chair) Councillor R Banks Councillor I Gillies Councillor A Macaskill Councillor S MacDougall Councillor D McIntosh Councillor D MacIntyre Councillor E Robertson
Attending: Kenneth Macdonald, Area Corporate Services Manager Sandy McAuslan, Estates Surveyor David Craig, Area Community Learning and Regeneration Manager Tina Ellis, Senior Social Worker Neil McKay, Planning Manager John Maciver, Senior Development Control Officer Neil Brown, Roads and Amenity Services Manager Iain Welsh, Area Amenity Services Manager
1. APOLOGIES FOR ABSENCE
There were no apologies for absence.
2. DECLARATIONS OF INTEREST
Councillor Robin Banks declared a non-pecuniary interest in relation to the application from the Oban Youth and Community Association for financial assistance under the Education Development grants Scheme, dealt with in item 4(a) of this minute, because of his position as a member appointed by the Area Committee to the Applicant’s Management Committee.
Councillor Allan Macaskill declared a non-pecuniary interest in planning application ref 04/00317/OUT, dealt with in item 5(r) of this minute, because of his family relationship with the applicant.
Councillor Elaine Robertson declared an non-pecuniary interest in relation to the following items, because of her husband’s position in a firm of solicitors with an interest in these matters:
(a) Applications from Clan MacDougall for financial assistance under the Leisure Development Grants Scheme, dealt with in item 4(b) of this minute; (b) Planning application ref 03/01976/OUT dealt with in item 5(g) of this minute; (c) Planning application ref 03/01977/OUT dealt with in item 5(h) of this minute; (d) Planning application ref 03/01978/OUT dealt with in item 5(i) of this minute; (e) Planning application ref 03/01979/OUT dealt with in item 5(j) of this minute; (f) Planning application ref 03/01980/OUT dealt with in item 5(k) of this minute; (g) Planning application ref 03/01981/OUT dealt with in item 5(l) of this minute.
Page 114
3. CORPORATE SERVICES
(a) MINUTE OF OBAN LORN & THE ISLES AREA COMMITTEE MEETING HELD ON 7TH APRIL 2004
The Committee approved as a correct record the Minute of the meeting held on 7th April 2004, subject to minor alterations, to include a reference to the attendance at the meeting of the Director of Development Services.
(b) NOTE OF SITE INSPECTION MEETING HELD ON 16 FEBRUARY 2004 IN REGARD TO PLANNING APPLICATION REF. 03/02244/COU
The Committee approved as a correct record the note of the meeting held on 16th February 2004.
4. COMMUNITY SERVICES
(a) APPLICATIONS FOR FINANCIAL ASSISTANCE UNDER THE EDUCATION DEVELOPMENT GRANTS SCHEME
The Committee considered applications from voluntary organisations for financial assistance under the Education Development Grants Scheme as follows:
Applicant Narrative Total Cost Decision
Oban Youth & To promote a £30,150 Grant of £15,075 Community range of services Assocation from its independently owned Community Centre in Oban
Hebridean Whale Financial £10,610 Grant of £200 and Dolphin Trust assistance towards volunteer training
(b) APPLICATIONS FOR FINANCIAL ASSISTANCE UNDER THE LEISURE DEVELOPMENT GRANTS SCHEME
The Committee considered applications from voluntary organisations for financial assistance under the Leisure Development Grants Scheme as follows:
Applicant Narrative Total Cost Decision
Oban and Lorn Funding towards a £6,700 Grant of £1,000 Sports Festival three day event, designed to widen participation in Page 115
sport
Clan MacDougall Promotion of £6,000 Grant of £500 International Clan MacDougall 2004 Gathering
Hebridean Whale Financial £10,610 Grant of £200 and Dolphin Trust assistance towards volunteer training in marine research
5. DEVELOPMENT SERVICES
(a) LIST OF BUILDING WARRANTS APPROVED BY THE DIRECTOR OF DEVELOPMENT SERVICES SINCE THE LAST MEETING
The Committee noted a list dated 16th April 2004 of Building Warrants and Relaxation of the Building Standards Regulations in respect of which approvals had been issued since the last meeting.
(Ref: List of approvals dated 16th April 2004, submitted)
(b) LIST OF DELEGATED DECISIONS ISSUED BY THE DIRECTOR OF DEVELOPMENT SERVICES SINCE THE LAST MEETING
The Committee noted a list dated 16th April 2004 of applications for planning permission in respect of which delegated decisions had been issued since the last meeting.
(Ref: List of approvals dated 16th April 2004, submitted)
(c) LIST OF APPLICATIONS FOR PLANNING PERMISSION FOR CONSIDERATION BY THE COMMITTEE
The Committee dealt with Planning Applications as follows:
(d) 03/00312/OUT: KNIPOCH HOUSE HOTEL LTD: SITE FOR THE ERECTION OF A DWELLING HOUSE, LAND SOUTH EAST OF KNIPOCH HOUSE HOTEL, KNIPOCH, OBAN
Refused for the reasons set out in the report dated 6th April 2004 by the Head of Planning.
It was noted that further discussions would take place with the applicant in regard to alternative sites.
(Ref: Report dated 6th April 2004 by the Head of Planning, submitted) Page 116
The Committee expressed dissatisfaction with the standard of plans attached to the reports by the Head of Planning, which, in general, failed to provide clear and straightforward identification of the sites. It was agreed that the Head of Panning take appropriate action to address this issue in respect of future reports.
(e) 03/00696/OUT: MR DAVID ALAN JONES: SITE FOR THE ERECTION OF A DWELLING HOUSE, LAND NORTH EAST OF 1 & 2 GLEN HOUSES, SALEN ROAD, DERVAIG, ISLE OF MULL
It was agreed that consideration of this application be continued to the next meeting for further information as set out in the Supplementary Report No.1 dated 15th March 2004 by the Head of Planning.
(Ref: Report dated 17th December 2003 and 15th March 2004 by the Head of Planning, submitted)
(f) 03/01884/DET: ANNIE HALL: REPLACEMENT OF EXISTING SINGLE DWELLING WITH TWO SEMI-DETACHED DWELLING HOUSES, 3 STRONGARBH PARK, TOBERMORY, ISLE OF MULL
It was agreed that consideration of this application be continued to the next meeting to allow time for Members to consider the additional information contained in the Supplementary Report No.1 dated 4th May 2004 by the Head of Planning, which had been circulated on the day of the meeting.
(Ref: Report dated 15th April 2004 and 4th May 2004 by the Head of Planning, submitted)
(g) 03/01976/OUT: FELL TRUSTEES: SITE FOR THE ERECTION OF A DWELLING HOUSE (PLOT 1), LAND SOUTH WEST OF CLACHAN HOUSE, ISLE OF LISMORE
Refused for the reasons set out in the report dated 5th April 2004 by Head of Planning.
(Ref: Report dated 5th April 2004 by the Head of Planning, submitted)
(h) 03/01977/OUT: FELL TRUSTEES: SITE FOR THE ERECTION OF A DWELLING HOUSE (PLOT 2), LAND SOUTH WEST OF CLACHAN HOUSE, ISLE OF LISMORE
Refused for the reasons set out in the report dated 5th April 2004 by Head of Planning.
(Ref: Report dated 5th April 2004 by the Head of Planning, submitted)
Page 117
(i) 03/01978/OUT: FELL TRUSTEES: SITE FOR THE ERECTION OF A DWELLING HOUSE (PLOT 3), LAND SOUTH WEST OF CLACHAN HOUSE, ISLE OF LISMORE
Refused for the reasons set out in the report dated 5th April 2004 by Head of Planning.
(Ref: Report dated 5th April 2004 by the Head of Planning, submitted)
(j) 03/01979/OUT: FELL TRUSTEES: SITE FOR THE ERECTION OF A DWELLING HOUSE (PLOT 4), LAND SOUTH WEST OF CLACHAN HOUSE, ISLE OF LISMORE
Refused for the reasons set out in the report dated 5th April 2004 by Head of Planning.
(Ref: Report dated 5th April 2004 by the Head of Planning, submitted)
(k) 03/01980/OUT: FELL TRUSTEES: SITE FOR THE ERECTION OF A DWELLING HOUSE (PLOT 5), LAND SOUTH WEST OF CLACHAN HOUSE, ISLE OF LISMORE
Refused for the reasons set out in the report dated 5th April 2004 by Head of Planning.
(Ref: Report dated 5th April 2004 by the Head of Planning, submitted)
(l) 03/01981/OUT: FELL TRUSTEES: SITE FOR THE ERECTION OF A DWELLING HOUSE (PLOT 6), LAND SOUTH EAST OF CLACHAN HOUSE, ISLE OF LISMORE
Refused for the reasons set out in the report dated 5th April 2004 by Head of Planning.
(Ref: Report dated 5th April 2004 by the Head of Planning, submitted)
(m) 03/02283/COU: MR JOHN BRACKENBURY: ALTERATIONS AND CHANGE OF USE OF PROPERTY TO CLASS 7 GUEST HOUSE, LAND AT CAOLAS FARM, ISLE OF COLL
It was agreed that consideration of this application be continued to the next meeting to allow time for the investigation of the septic tank capacity and access issues.
It was further agreed that a full report be submitted to the next meeting in regard to Building Warrant issues in respect of this development, and that a representative from Building Control attend the meeting with any appropriate plans.
(Ref: Report dated 15th March 2004 by the Head of Planning, submitted)
Page 118
(n) 04/00112/MFF: CELTIC SEA LTD: PROPOSED SHELLFISH FARM, LOCH MELFORT, KILMELFORD
After consideration of Supplementary Report No.1 dated 29th April 2004 by the Head of Planning it was agreed that objections be raised to this proposal for the reasons set out in the report by Head of Planning dated 15th April 2004.
(Ref: Reports dated 15th April and 29th April 2004 by the Head of Planning, submitted)
(o) 04/00116/LIB: MR & MRS A MITCHELL: REPLACEMENT WINDOWS - THE COFFEE CORNER AND FLAT, 57 SHORE STREET, OBAN
After consideration of Supplementary Report No.1 dated 4th May 2004 by the Head of Planning it was agreed that this application be approved, subject to the standard condition as set out in the report dated 5th April 2004.
(Ref: Reports dated 5th April and 4th May 2004 by the Head of Planning, submitted)
(p) 04/00174/DET: MR & MRS A MITCHELL: REPLACEMENT WINDOWS - THE COFFEE CORNER AND FLAT, 57 SHORE STREET, OBAN
After consideration of Supplementary Report No.1 dated 4th May 2004 by the Head of Planning it was agreed that this application be approved, subject to the standard condition as set out in the report dated 5th April 2004.
(Ref: Reports dated 5th April and 4th May 2004 by the Head of Planning, submitted)
(q) 04/00263/DET: MR & MRS M MCMASTER: ERECTION OF A DWELLING HOUSE: LAND SOUTH EAST OF MORVEN, BARRAN, KILMORE, OBAN
Approved, subject to the conditions set out in the report dated 19th April by the Head of Planning.
(Ref: Report dated 19th April 2004 by the Head of Planning, submitted)
(r) 04/00317/OUT: MRS CHRISTINE M MILNE: SITE FOR THE ERECTION OF A DWELLING HOUSE, BRAEFOOT, BALVICAR, ISLE OF SEIL
Approved, subject to the conditions set out in the report dated 6th April 2004 by the Head of Planning.
(Ref: Report dated 6th April 2004 by the Head of Planning, submitted)
(s) REPORT BY HEAD OF PLANNING IN REGARD TO OBAN, LORN & THE ISLES AREA DESIGN AWARD 2003
Page 119
The Committee considered a report by the Head of Planning in regard to the Oban Lorn and the Isles Area Design Award 2003.
Decision:
It was agreed that:
(a) the following nominations be included on a short list for Members consideration:
1 Easdale Island Drill Hall, Easdale Island
2 Erection of dwelling house adjacent to Drumard, Dervaig, Isle of Mull
3 Extension to dwelling house, Seaview Cottage, Old Main Road, Salen, Isle of Mull
4 Erection of Fire Garage, Soroba Road, Oban
5 Erection of 9 flats and 3 shops, Stevenson Street, Oban
6 Erection of Shelter / Viewing Belvedere, Scarinish, Isle of Tiree
b) The Head of Planning will issue Members with a score sheet to allow them to score the nominations individually and return the sheets; c) a further report will be submitted to the next meeting in regard to the winning nomination(s); and d) that continued attempts be made to secure sponsorship for these awards.
(Ref: Report by the Head of Planning, submitted)
6. OPERATIONAL SERVICES
(a) REPORT BY AREA TRANSPORTATION MANAGER IN REGARD TO EXTENSION OF CAR PARKING CHARGES
The Committee considered a report dated 5th May 2004 by the Head of Roads in regard to the extension of car parking charges, and agreed to recommend to the Strategic Policy Committee that car park charging in Oban, Lorn and the Isles be extended as follows:
Location Car park name Decision
Appin Port Appin Ferry Introduce summer charging
Isle of Mull Craignure Toilets Introduce all year round charging
Oban Longsdale Road Introduce summer charging of coaches Oban Corran Halls 2 Extend charging to all year round
Oban Esplanade Extend charging to all year round
Page 120
Councillor Robertson asked that her dissent be recorded in respect of the proposed imposition of summer charging at Port Appin Ferry car park.
(Ref: Report by the Head of Roads, submitted)
(b) REPORT BY AREA AMENITY SERVICES MANAGER IN REGARD TO FLY-TIPPING AT MILLPARK LANE, OBAN
The Committee considered and noted a report dated 21st April 2004 by the Amenity Services Manager in regard to Fly Tipping at Millpark Lane, Oban.
(Ref: Report dated 21st April 2004 by Amenity Services Manager, submitted)
7. PUBLIC QUESTION TIME
There were no public questions.
8. ACQUISITION / DISPOSAL / LEASING OF PROPERTY
(a) REPORT BY DIRECTOR OF CORPORATE SERVICES IN REGARD TO THE PROPOSED DISPOSAL OF A STORE, MIDDLE PIER, ISLE OF COLL
The Committee considered and approved a report dated 5th May 2004 by the Director of Corporate Services in regard to the proposed lease of store, Middle Pier, Isle of Coll.
(Ref: Report dated 5th May 2004 by the Director of Corporate Services, submitted)
(b) REPORT BY DIRECTOR OF CORPORATE SERVICES IN REGARD TO LEASE OF INDUSTRIAL UNITS AT LOCHAVULLIN INDUSTRIAL ESTATE
The Committee considered and noted a report dated 30th April 2004 by the Director of Corporate Services in regard to the lease of industrial units at Lochavullin Industrial Estate, Oban.
(Ref: Report dated 30th April 2004 by the Director of Corporate Services, submitted)
9. PROPOSED LISTING OF BUILDING AS BEING OF SPECIAL ARCHITECTURAL OR HISTORIC SCOTLAND
(a) REPORT BY HEAD OF PLANNING IN REGARD TO THE PROPOSED LISTING OF A BUILDING DEEMED TO BE OF SPECIAL ARCHITECTURAL OR HISTORIC INTEREST
The Committee considered, and approved, a report dated 22nd April 2004 by the Head of Planning in regard to the proposed listing of a building in Oban as being of Page 121
special architectural or historic interest.
(Ref: Report dated 22nd April 2004 by the Head of Planning, submitted)
10. ENFORCEMENT ACTIONS
(a) REPORT BY HEAD OF PLANNING IN REGARD TO ENFORCEMENT ACTION AND EXTANT NOTICES
The Committee considered updated reports on enforcement issues with extant notices as follows:
(i) 98/00142/ENFOTH Noted
(ii) 99/00107/ENFOTH Continue to the next meeting
(iii) 00/00043/ENFOTH Updated report to the next meeting
(iv) 01/00085/ENFOTH Continue to the next meeting
(v) 02/00158/ENFOTH Continue to the next meeting
(vi) 02/00182/ENFOTH Continue to the next meeting
(vii) 90/00089/ENFOTH Continue to the next meeting
(viii) 90/00090/ENFOTH Continue to the next meeting
(ix) 98/00082/ENFOTH Continue to the next meeting
(x) 01/00051/ENFOTH Continue to the next meeting
(Ref: Reports by the Head of Planning, submitted)
Page 122
This page is intentionally left blank Page 123 Agenda Item 5e MINUTES of MEETING of STRATEGIC POLICY COMMITTEE (EDUCATION) held in the COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD on THURSDAY, 6 MAY 2004
Present: Councillor Allan Macaskill (Chair)
Councillor Robin Banks Councillor Alastair McKinlay Councillor Ian Gillies Councillor James McQueen Councillor Alison Hay Councillor Dick Walsh Councillor Daniel Kelly Jane Brown Councillor Duncan MacIntyre Fiona Fisher Councillor Robert Macintyre Maura McMenamin Councillor Bruce Marshall
Also Present: Councillor Rory Colville Councillor Sidney MacDougall Councillor Alistair MacDougall Councillor Donald MacMillan
Attending: James McLellan, Chief Executive Douglas Hendry, Director of Community Services Charles Reppke, Head of Democratic Services and Governance Malcolm MacFadyen, Head of Planning and Performance
Apologies: Councillor George Freeman Tony Coxon Margaret Anderson
The Chairman ruled that the business dealt with at items 8, 9 and 10 of this Minute be taken as a matter of urgency by reason of the need to agree the management structures/framework in Secondary, Primary and Special Schools and to fill vacancies prior to the implementation of these structures in August 2004.
1. DECLARATION OF INTEREST
Fiona Fisher declared a pecuniary interest in relation to the report on the Delivery of Community Based Adult Learning which is dealt with at item 8 of this minute due to the fact that she has occasional employment with one of the providers, left the room and took no part in the discussion on this item.
2. MINUTES
(a) The minutes of the Strategic Policy Committee (Education) of 11 March 2004 were approved as a correct record.
(b) The minutes of the Strategic Policy Committee (Education) of 23 March 2004 were approved as a correct record.
3. EDUCATION ISSUES
The Spokesperson for Education, Councillor Dick Walsh, submitted a report highlighting the developments and issues within the Education Service including, the attendance at a national 2 day conference by the Quality Improvement Officer, Hungry for Success, the large primary school conference which had taken place in March, developments re the Assessment for Learning Programme, National Agreement, Job-sizing and Revision of Management Structures in Schools, the Work of the PDG on Gaelic and a highly successful parent conference held in Inveraray on 13 March 2004.
Page 124
Decision
Agreed to note the terms of the report.
(Reference: Report by Spokesperson dated 27 April 2004, submitted).
4. NEW SITE FOR DUNOON JOINT CAMPUS
The preferred site, as previously advised by Precept, after further consideration and investigation was now not considered to be a suitable location for the Dunoon Joint Campus and the Committee were asked to consider a request to re-site the Campus to the existing Grammar School site which would require a change to the consultation process.
Decision
1. To note the details of the correspondence from Precept.
2. To agree to the request to re-site the Dunoon Joint Campus to the existing Grammar School site.
3. That fresh consultative documentation be issued ensuring a similar amount of time is afforded for the Dunoon consultation as for the others.
(Reference: Report by Project Director dated 27 April 2004, submitted).
5. BRIDGE OF ORCHY PRIMARY SCHOOL - CONSULTATIVE DOCUMENT
The Committee were asked to consider the future of the school on the basis that the projected pupil role for 2004/2005 was zero.
Decision
1. That Bridge of Orchy Primary School be closed on a permanent basis and that any further Primary School aged children attend either Dalmally or Crianlarich Primary School.
2. That the submitted report be issued as a consultation document and be circulated to all parties in terms of the Education (Publication and Consultation etc.) (Scotland) Regulations as amended.
3. That all interested parties including relevant School Boards be asked to make written representation to the Director of Community Services at Argyll House, Alexandra Parade, Dunoon, PA23 8AJ no later than Friday 18 June 2004.
4. That the Director prepare a report on the results of the consultative process for consideration at a future meeting of the Strategic Policy Committee (Education).
(Reference: Report by Director of Community Services dated 6 May 2004, submitted).
Page 125
6. HIGHER SCHOOL BURSARIES AND EDUCATION MAINTENANCE ALLOWANCES
Argyll and Bute Council currently has a policy in respect of bursary support for eligible Secondary School pupils who have reached leaving age. However, as of 5 April 2004, contracts between Local Authorities and the Scottish Executive will become operational in relation to payment of Education Maintenance Allowances (EMAs) and Argyll and Bute Council will be responsible for implementation of Stage 1 of the National Rollout of the EMA Scheme.
During session 2004/5 Argyll and Bute Council will continue to be responsible for payment of bursaries but this will cease in session 2005/6 when Stage 2 of the National Rollout of EMAs will be implemented.
Decision
1. To agree to the amendment of the Council’s existing Higher School Bursary Policy to confirm that no student will be eligible for both a Higher School Bursary and an EMA simultaneously during session 2004/5.
2. To agree to the withdrawal of the existing Higher School Bursary Policy at the end of session 2004/5.
3. To agree to the introduction of the Education Maintenance Allowance Scheme in line with the business model established by the Scottish Executive.
(Reference: Report by Director of Community Services dated March 2004, submitted).
7. SCHOOL HOLIDAY ARRANGEMENTS
The Committee was asked to agree a framework for the main school holiday period in Argyll and Bute into which other related dates – in service days and local holidays set by School Boards – will be incorporated. The framework had been prepared taking account of the arrangements outlined by other authorities.
Decision
1. To agree to accept the proposals for school holiday arrangements in session 2005/6.
2. That the incorporation of in-service days agreed by the Director and the additional holidays set by School Boards be intimated to Area Committees.
3. That the final patterns of schools holidays and in service days be circulated widely thereafter to all interested parties.
(Reference: Report by Director of Community Services dated April 2004, submitted).
Page 126
8. DELIVERY OF COMMUNITY BASED ADULT LEARNING
Details were outlined regarding the current position in relation to joint working arrangements with Further Education (FE) Providers as were conclusions to a review which the previous Director of Education had initiated by requesting an internal audit of the present agreements and commissioning arrangements.
Decision
1. To note the Council’s current partnership agreements with the FE Providers and agree to move on to a more formal footing with the providers being invited to tender to deliver the relevant aspects of the partnership agreement in order to ensure effective transparency of commissioning arrangements.
2. To request that a further report be submitted to a future meeting of the Strategic Policy Committee (Education) on the proposed tendering exercise and evaluation criteria.
3. To note that Her Majesty’s Inspectors of Education recently carried out an inspection of the community based adult learning provision in Helensburgh and Lomond which was found to be “Good to very good”. Particular credit was given to the Community Education Service’s partnership with the FE Providers in maximising external funding sources, resources and quality of provision.
(Reference: Report by Director of Community Services dated 8 December 2004, submitted).
9. THE FRAMEWORK AND STRUCTURE - PROMOTED POSTS IN SECONDARY SCHOOLS FROM AUGUST 2004
The Local Negotiating Committee (Education) had recommended to the Strategic Policy Committee that the arrangements for establishing management structures in secondary schools and securing the appointment of depute head teachers and principal teachers be agreed with effect from August 2004.
Decision
To agree the arrangements for establishing management structures in secondary schools and securing the appointment of depute head teachers and principal teachers with effect from August 2004.
(Reference: Recommendation by Local Negotiating Committee (Education) of 5 May 2004, tabled)
10. THE STAFFING AND MANAGEMENT FRAMEWORK - PRIMARY AND SPECIAL SCHOOLS FROM AUGUST 2004
The Local Negotiating Committee (Education) had recommended to the Strategic Policy Committee that the arrangements for establishing the staff and management framework in primary and special schools and securing the appointment of depute head teachers and principal teachers be agreed with effect from August 2004.
Page 127
Decision
To agree the arrangements for establishing the staff and management framework in primary and special schools and securing the appointment of depute head teachers and principal teachers with effect from August 2004.
(Reference: Recommendation by Local Negotiating Committee (Education) of 5 May 2004, tabled)
11. JOB DESCRIPTIONS: INITIAL INFORMATION
The Local Negotiating Committee (Education) had recommended to the Strategic Policy Committee that the initial job descriptions for advertising vacancies in connection with the first round of implementation of new promoted post structures in August 2004 be approved subject to the amendment of the head teacher job description at paragraph c.
Decision
To approve the initial job descriptions for advertising vacancies in connection with the first round of implementation of new promoted post structures in August 2004 subject to the amendment of the head teacher job description at paragraph c to read as follows:-
(c) Responsibility for all personnel under their management, the provision of professional advice and guidance to colleagues, including where appropriate, the application of the Council’s Disciplinary Procedures.
(Reference: Recommendation by Local Negotiating Committee (Education) of 5 May 2004, tabled)
The Committee resolved in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, to exclude the public for the following 2 items of business on the grounds that it was likely to involve the disclosure of exempt information as defined in Paragraphs 6 & 8 and 11 respectively of Part 1 of Schedule 7A to the Local Government (Scotland) Act 1973.
12. SCHOOL ESTATE MANAGEMENT PLAN
On 30 October 2003 the Strategic Policy Committee agreed to the appointment of consultants to assist with the production of the Council’s draft School Estate Management Plan. A report recommending an extension to their commission, with a view to completing the exercise in accordance with the Scottish Executive’s requirements was submitted for consideration.
Decision
To agree to the re-appointment of the consultants in accordance with the terms outlined within the annex of the submitted report.
(Reference: Report by Director of Community Services dated 6 April 2004, submitted).
Page 128
13. NURSERY NURSES DISPUTE
The Committee considered an updated report outlining the settlement agreed with Unison in relation to the Nursery Nurse Dispute.
Decision
To note the terms of the settlement.
(Reference: Report by Director of Community Services dated 6 April 2004, submitted and update dated 4 May 2004, tabled)
Page 129 Agenda Item 5f
MINUTES of MEETING of STRATEGIC POLICY COMMITTEE held in the COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD on THURSDAY, 6 MAY 2004
Present: Councillor Allan Macaskill (Chair)
Councillor Robin Banks Councillor Robert Macintyre Councillor Ian Gillies Councillor Bruce Marshall Councillor Alison Hay Councillor Alastair McKinlay Councillor Daniel Kelly Councillor James McQueen Councillor Duncan MacIntyre Councillor Dick Walsh
Also Present: Councillor Rory Colville Councillor Donald MacMillan Councillor Alistair MacDougall Councillor Elaine Robertson Councillor Sidney MacDougall Councillor Len Scoullar
Attending: James McLellan, Chief Executive Douglas Hendry, Director of Community Services Nigel Stewart, Director of Corporate Services Charles Reppke, Head of Democratic Services and Governance Dave Duthie, Head of Transportation and Infrastructure Angus Gilmour, Head of Planning Blair Fletcher, Transportation Manager
Apologies: Councillor George Freeman
1. MINUTES
(a) The Minutes of the Policy Development Group on Scotland’s Transport of 22 March 2004 were noted.
Arising from Item 1 (Discuss Council’s Transportation Priorities) it was agreed that the Group be given an additional remit to prepare a draft programme of projects to receive windfall funding up to 2010 that would be submitted to the Strategic Policy Committee for consideration and Council for final approval.
(b) The Minutes of the Policy Development Group on Play Areas of 5 April 2004 were noted.
(c) The Minutes of the Strategic Policy Committee of 8 April 2004 were approved as a correct record.
(d) The Minutes of the Policy Development Group on Scotland’s Transport of 22 April 2004 were noted. Their recommendations were considered in conjunction with the item on HITRANS which is dealt with at item 16 of this Minute.
2. LEADER'S REPORT
The Leader of the Council submitted a report highlighting prominent issues such as the Nursery Nurses Strike, Ronachan House: re-provision of services, Cohesion Forum to be held on 10/11 May in Brussels, DriveSafe Campaign, Crofters Commission, Council Tax Collection, Direct Debit Uptake and the Council’s Reserves. He also included details of forthcoming meetings together with the key agenda items that would be discussed. Thereafter he responded to questions arising from his report.
Decision Page 130
To note the contents of the report for 24 March – 23 April 2004.
(Reference: Report by Leader dated 6 April 2004, submitted).
3. PRINCIPLES OF CHARGING FOR WATER AND WASTE WATER
The Committee was informed of a forthcoming consultation regarding the principles of charging for water and waste water.
Decision
1. To note the forthcoming summer consultation period on the principles of charging.
2. To note that a letter had been sent by the Leader of the Council to the Minister requesting confirmation that the results of the consultation will be independently assessed.
3. To establish a Policy Development Group, comprising of 5 Members, 3 from the Independent Group (Councillors Robin Banks (Chair), Daniel Kelly and James McQueen) and 2 Members from the other Groups (Councillors Alison Hay and Len Scoullar), to consider the consultation document when it arrives in June 2004.
(Reference: Report by Leader of the Council dated 26 April 2004, submitted).
4. MENTAL HEALTH SERVICES AND LEARNING DISABILITY SOCIAL WORK
The Strategic Policy Committee had previously agreed on 2 October 2003 to the proposal to create a Council-wide Mental Health Social Work Service in order to be prepared to implement the Mental Health (Care and Treatment) (Scotland) Act 2003. Since this decision was taken, additional information has been received and, in view of the decisions taken as part of the budget process for 2004/5, it was reported that a different approach may be necessary to meet the requirements of the new legislation and also give specialist support to mental health and learning disability staff.
Decision
To approve the structure detailed in Appendix 2 of the submitted report in order to support service centres in managing the increasing demands of new legislation and policy in respect of people with mental illness and learning disability.
(Reference: Report by Director of Community Service dated 6 May 2004, submitted).
5. MAINTENANCE RATES: RED TOWER
In terms of the Social Work (Scotland) Act 1984, Argyll and Bute Council, as the host authority, is required to set the maintenance rate for Red Tower care home. A request for an increase to the maintenance rates had been received by the Council in October 2003 for financial year 2003/4 which the Committee was asked to consider.
Decision
To retrospectively approve a maintenance rate for 2003/4 of £551.35 per week for Red Tower, Helensburgh.
(Reference: Report by Director of Community Services dated 27 April 2004, submitted).
Page 131
6. RECRUITMENT AND RETENTION OF SOCIAL WORK STAFF
The Committee was informed of the current crisis in recruitment and retention of Social Work staff across Scotland, its implications for Argyll and Bute and also of a proposed future strategy to begin to address the problem.
Decision
1. To note the background to the current problems in regard to the recruitment and retention of Social Work staff and implications of this crisis for services within Argyll and Bute.
2. To agree the strategy outlined to address these difficulties and in particular, the four elements of
• Training our own staff • Recruiting and retaining basic grade Social Work and Occupational Therapy staff • Realignment of the Senior Social Worker/Community Care Manager graded posts • Support arrangements for frontline staff
3. To note the addition of “and Occupational Therapists” following “for those Social Workers” at page 33 of the agenda, paragraph 3.4.1, line 8.
(Reference: Report by Director of Community Services dated 15 April 2004, submitted).
7. POPULATION PROJECTIONS BASED UPON 2001 CENSUS RESULTS
The Council area population is projected to decline by around 3% over the 20 years from 2001 which is in line with national projections.
In terms of decentralised areas, there is wide variation, with the Bute and Cowal area projected to experience an increase in population, compared with all other areas that are projected to have a falling population.
Decision
To note the population projection results.
(Reference: Report by Communications Manager dated 6 May 2004, submitted).
8. BEST VALUE ACTION PLAN
A report identifying which individuals or Services were responsible for each of the priorities was considered together with the timescale for implementation. The Action Plan’s immediate priorities will serve as the Council’s Best Value Action Plan for 2004 and it was noted that this had been approved by Internal Auditors who have incorporated the actions into their Audit Action Plan.
Decision
1. To approve the contents of the report which will serve as the Best Value Action Plan for 2004.
2. To agree with the recommendations contained within the report concerning responsibility for each of the Best Value Priorities for 2004.
Page 132
3. To agree that a Best Value Progress Report be taken to Strategic Management Team, the Strategic Policy Committee and the Standards Committee on a quarterly basis to ensure that the Management Team and Members can monitor the implementation of the Plan and ensure that the timescales are adhered to.
(Reference: Report by Policy and Strategy Manager dated 6 May 2004, submitted).
9. BILLING AND COLLECTION ORDER CONSULTATION
There is currently a statutory duty on Local Authorities to collect domestic non-metered waste water service charges on behalf of Scottish Water along with the Council Tax. The Order laying down this requirement expires on 31 March 2005 and a consultation had been received as to in what form the order should be renewed.
Decision
To endorse the response attached at Appendix 1 of the submitted report.
(Reference: Report by Head of ICT and Financial Services dated 16 April 2004, submitted).
10. BRITISH BOARD OF FILM CLASSIFICATION GUIDELINES
The British Board of Film Classification (BBFC) previously published the BBFC Classification Guidelines after an extended period of public consultation. To ensure that they continue to reflect current opinion, they have now embarked on a review of these guidelines and accordingly were seeking the views of Local Authorities.
Decision
To note the current guidelines and to decline the invitation to contribute any views on these.
(Reference: Report by Head of Democratic Services and Governance dated 5 April 2004, submitted).
11. PROPOSED LEASE EXTENSION - DUNOON PIPE BAND
The Committee considered a recommendation by the Bute and Cowal Area Committee that a lease extension be agreed for a period of 13 years for a nominal sum.
Decision
To approve the extension of the lease to the Dunoon Pipe Band for a further 13 years for the nominal sum of £5 per annum.
(Reference: Recommendation by Bute and Cowal Area Committee of 6 April 2004 and report by Director of Corporate Services dated 16 March 2004, submitted).
12. AREA CAPITAL BUDGET - CAPITAL RECEIPTS
The Mid Argyll, Kintyre and Islay Area Committee had, at their meeting on 7 April 2004, agreed to recommend to the Strategic Policy Committee that the new prudential rulings on using capital receipts be reconsidered in view of the requirement from the Scottish Executive to work through the Community Planning process with partners to promote projects which are to the benefit of the area. The recommendation was on the basis that if the Council are only able to support their own existing or future assets, they will be unable to work with partners on many worthy and desirable projects throughout Page 133
Argyll and Bute.
Decision
That the Head of Democratic Services and Governance, in consultation with the Head of Strategic Finance, write to the Finance Minister requesting that the new prudential rulings on using capital receipts be reconsidered in view of the requirement from the Scottish Executive to work through the Community Planning process with partners to promote projects which are to the benefit of the area.
(Reference: Recommendation from Mid Argyll, Kintyre and Islay Area Committee of 7 April 2004 and report by Area Corporate Services Manager dated 7 April 2004, submitted).
13. CAMPBELTOWN POLICY DEVELOPMENT GROUP
The Mid Argyll, Kintyre and Islay Area Committee on 7 April 2004 had made a number of recommendations to the Strategic Policy Committee which were considered together with a note by the Leader of the Council.
Decision
1. That the decision as to whether to identify Campbeltown Town Centre as an Area for action be considered along with the other consultation responses in regard to the Local Plan at a future meeting of this Committee.
2. To note recommendation 2 from the Mid Argyll, Kintyre & Islay Area Committee at this time pending (1) above.
3. To approve the funding proposals for developing a strategy as outlined at paragraph 3 of the recommendation to be developed in parallel with the Local Plan process.
4. That a report be brought to a future meeting of the Strategic Policy Committee detailing the implications arising from paragraph 4 of the Area Committee’s recommendations.
(Reference: Note by Leader dated 6 May 2004, Recommendation from Mid Argyll, Kintyre and Islay Area Committee of 7 April 2004 and Report by Area Corporate Services Manager dated 7 April 2004, submitted).
14. STRATEGIC CONCORDAT: SCOTTISH POWER
The Committee were advised of the opportunity to forge strategic partnerships between Argyll and Bute Council and the utilities and energy companies to ensure that benefits from renewable energy development are maximised locally. An approach had been made to the Council from one of the main utilities, Scottish Power UK plc and the first step taken towards developing the strategic relationship by engaging in discussions and partnership projects with this company under the umbrella of a concordat.
Decision
1. To approve the Strategic Concordat with Scottish Power UK plc subject to the amendment at paragraph 3 to the effect that the core funding to ALI Energy will not exceed the existing level of funding support without the prior authorisation of the Strategic Policy Committee.
2. That it be remitted to the Director of Development Services to pursue the areas of work outlined in the Concordat in partnership with Scottish Power UK plc, and to Page 134
pursue similar concordats with other renewable energy utilities and companies.
(Reference: Report by Director of Development Services dated 6 May 2004, submitted).
15. B878 MILL STREET BRIDGE, ROTHESAY
The Committee was informed of the closure of Mill Street Bridge, Rothesay and approval was sought for the allocation of funding from the Capital Programme in 2004/5 to have the structure replaced.
Decision
To recommend to Council that the scheme for the replacement of Mill Street Bridge, Rothesay be included as part of the Bridge Replacement Programme 2004/5 and that the cost of the combined works be met from adjustment to the £500,000 included in the 2004/5 Capital Programme for Roads and Lighting.
(Reference: Report by Head of Transportation and Infrastructure dated 29 April 2004, submitted).
16. HITRANS WINDFALL FUNDING: FUTURE PROGRAMME
The Committee was advised of the offer of a further tranche of money from the Executive to the HITRANS and WESTRANS partnerships for implementation of the partnerships transportation strategies. They also were requested to consider a mechanism for preparation of a set of Area Transportation priorities to fit with the appropriate partnership priorities and which would form the basis of the Council’s bid for funding from both HITRANS and WESTRANS for this tranche as well as future short term funding opportunities.
Decision
1. To note the list of HITRANS projects which had been reviewed and agreed by the Policy Development Group on Scotland’s Transport and agree to proceed on this basis.
2. To request that Area Committees prepare a list of quick spend transportation projects to a value of £500,000 per area which would comply with the appropriate Partnership Strategies and likely funding criteria. These lists will be considered by the Strategic Policy Committee at a future date and would form the basis of an overall Council Transportation Project List which will be used to create Council bids for funding through HITRANS and WESTRANS at this time and in future, given the strong likelihood of further monies coming from this source in the future.
(Reference: Report by Head of Transportation and Infrastructure dated 25 April 2004, submitted).
Page 135 Agenda Item 5g
MINUTES of MEETING of APPEALS COMMITTEE held in the COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD on THURSDAY, 20 MAY 2004 (10.00AM)
Present: Councillor Ellen Morton (Chair)
Councillor Rory Colville Councillor Sidney MacDougall Councillor John McAlpine Councillor Al Reay
Attending: Nigel Stewart, Director of Corporate Services Danny Longwill, Head of Personnel Services Douglas Hendry, Director of Community Services Douglas Dunlop, Head of Children and Families Alex McLuckie, GMB The Appellant
The Committee resolved in terms of Section 50(A)(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 Paragraph 1 of Part 1 of Schedule 7A to the Local Government (Scotland) Act 1973.
1. CONSIDER GRIEVANCE APPEAL
There were submitted statements on behalf of the employer and the employee and evidence was led on behalf of both the employer and employee in regard to the terms of the appeal against disciplinary action.
Decision
That the grounds of the Appeal had not been substantiated and that the Appeal be not upheld.
Page 136
This page is intentionally left blank Page 137 Agenda Item 5h
MINUTES of MEETING of APPEALS COMMITTEE held in the COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD on THURSDAY, 20 MAY 2004 (2.00PM)
Present: Councillor Ellen Morton (Chair)
Councillor Rory Colville Councillor Sidney MacDougall Councillor John McAlpine Councillor Al Reay
Attending: Nigel Stewart, Director of Corporate Services Danny Longwill, Head of Personnel Services Douglas Hendry, Director of Community Services Douglas Dunlop, Head of Children and Families Alex McLuckie, GMB The Appellant
The Committee resolved in terms of Section 50(A)(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 Paragraph 1 of Part 1 of Schedule 7A to the Local Government (Scotland) Act 1973.
1. CONSIDER GRIEVANCE APPEAL
There were submitted statements on behalf of the employer and the employee and evidence was led on behalf of both the employer and employee in regard to the terms of the appeal against disciplinary action.
Decision
That the grounds of the Appeal have been substantiated in part and the Appeal be upheld in part.
Page 138
This page is intentionally left blank Page 139 Agenda Item 5i
MINUTES of MEETING of APPOINTMENTS PANEL held in the COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD on MONDAY, 24 MAY 2004
Present: Councillor Dick Walsh (Chair)
Councillor Robin Banks Councillor Donald MacMillan Councillor Len Scoullar Councillor Isobel Strong Kay Eastwood Erik Jespersen
Attending: Douglas Hendry, Director of Community Services Danny Longwill, Head of Personnel Services
Apologies: None
1. COMMUNITY SERVICES - HEAD OF INTEGRATED CARE The Committee considered 10 applications for the post of Head of Integrated Care.
Decision
To short leet 5 from the 10 applications to attend for interview.
That the 5 interviews take place on Wednesday 16 June 2004.
(Ref: 10 Applications submitted)
Page 140 Page 141 Agenda Item 5j
MINUTES of MEETING of HELENSBURGH & LOMOND AREA COMMITTEE held in the VICTORIA HALLS, SINCLAIR STREET, HELENSBURGH on TUESDAY, 1 JUNE 2004
Present: Councillor Kinloch (Chair) Councillor Freeman Councillor Reay Councillor Kelly Councillor Stewart Councillor Morton Councillor Tacchi Councillor Mulvaney Councillor Thompson Councillor Petrie
Attending: Lynn Smillie, Area Corporate Services Manager Howard Young, Senior Planning Officer Alan Kerr, Senior Engineer, Roads and Amenity Services Lorna Campbell, Area Community Education Officer Gordon Sutherland, Area Amenity Manager Moira Walker, Estates Surveyor
The Chair on behalf of himself and other Members of the Area Committee imparted their best wishes to Gordon Sutherland, Area Amenity Manager, on his retirement from the Council and, this being his last Area Committee, thanked him for his valued service since 1996.
1. APOLOGIES FOR ABSENCE
None.
2. DECLARATIONS OF INTEREST (IF ANY)
Councillor Thompson declared a non pecuniary interest in Item 7(b) Motion regarding Parkland School as he is a Council representative on the School Board.
Councillor Tacchi declared a non pecuniary interest in Item 5(a) Blaes Pitch, Ardencaple Playing Fields as he is a patron of the Rugby Club. He left the room and took no part in the discussion of this item. Councillor Tacchi also declared a non pecuniary interest in Item 7(b) Motion regarding Parklands School as he is a Council representative on the School Board. He left the room and took no part in discussion of this item.
Councillor Reay declared a non pecuniary interest in Item 5(b) and 6(a) Helensburgh Tree Conservation Trust as he is a member of the Tree Trust.
3. PREVIOUS MINUTES
(a) AREA COMMITTEE - 4 MAY 2004
The Committee approved the Minutes of the meeting of 4 May 2004 as a correct record.
Page 142
(b) SITE VISIT - ALDOWNIK GLEN FARM, RHU - 4 MAY 2004
The Committee approve the Minutes of the Site Visit of 4 May 2004 as a correct record.
(c) CIVIC GOVERNMENT HEARING - APPLICATION FOR STREET TRADERS LICENCE - 4 MAY 2004
The Committee approved the Minute of the Hearing of 4 May as a correct record.
(d) PROPERTY ISSUES POLICY DEVELOPMENT GROUP - 30 APRIL 2004
The Committee approved the Minute of the meeting of 30 April as a correct record.
4. DEVELOPMENT SERVICES
(a) MONTHLY LIST OF DELEGATED DECISIONS BY THE DIRECTOR OF DEVELOPMENT SERVICES
Delegated decisions taken by the Director of Development Services with regard to planning applications and building warrants since the last Committee were submitted for information.
Decision
Noted the contents of the report.
(Reference: Report by Head of Planning dated 13 May 2004).
(b) DEVELOPMENT CONTROL PERFORMANCE MONITORING COUNCIL WIDE AND DECENTRALISED AREA TEAM PERFORMANCE
A report outlining Development Control performance with respect to processing applications as set against the performance targets set by the four Area Committees. In addition to the Council wide performance from April 2003 to March 2004, the report also identified the performance and set targets for each of the four decentralised areas.
Decision
To note and endorse the contents of the report.
(Reference: Report by Head of Planning dated 18 May 2004)
Page 143
(c) PLANNING APPLICATION - FILTER HOUSE, WHISTLEFIELD, GARELOCHHEAD
04/00516/OUT – Gary Heron – Outline Application – Erection of dwellinghouse – Filter House, Whistlefield, Garelochhead.
Decision
To approve the application subject to the conditions and reasons as recommended by the Director of Development Services.
(Reference: Report by Head of Planning dated 18 May 2004)
(d) PLANNING APPLICATION - LAND ADJACENT TO BRAESIDE, GLENORAN ROAD, HELENSBURGH
04/0060/DET – Mr & Mrs J Rae – Detailed Application – Erection of dwellinghouse – Land adjacent to Braeside, Glenoran Road, Helensburgh.
Decision
i) To approve the application subject to the conditions and reasons as recommended by the Director Development Services.
ii) Noted Supplementary Report circulated.
iii) Agreed to amend Condition 2 to read:
Development shall not commence until the tree indicated on the approved plans is removed and the private way, namely Mill Lane, increased in width to 3.7 metres with a clearance of 3.7 metres on land within the applicants’ control. Details of how it is proposed to increase the width of Mill Lane shall be submitted for the further written approval of the Council as Planning Authority prior to works commencing on site. Thereafter the requisite improvements to Mill Lane shall be maintained without limit of time to the satisfaction of the Planning Authority.
(Reference: Report by Head of Planning dated 27 May 04)
(e) PLANNING APPLICATION - LAND TO SOUTH OF TEIGAN, PORTINCAPLE, GARELOCHHEAD
04/00647/OUT – Janos Nagy – Outline Planning Application – Erection of dwellinghouse - Land to south of “Teigan”, Portincaple, Garelochhead.
Decision
Application withdrawn.
Page 144
(f) PLANNING APPLICATION - 14 GLENNAN GARDENS, HELENSBURGH
04/00678/DET – Gordon Miller – Detailed Application – Demolition of existing porch and erection of new porch – 14 Glennan Gardens, Helensburgh.
Decision
Agreed to continue consideration for further information.
(Reference: Report by Head of Planning dated 5 May 2004)
(g) LISTED BUILDING APPLICATION - 14 GLENNAN GARDENS, HELENSBURGH
04/00679/LIB – Gordon Miller – Listed Building Application – Demolition of existing porch and erection of new porch – 14 Glennan Gardens, Helensburgh.
Decision
Agreed to continue consideration for further information.
(Reference: Report by head of Planning dated 5 May 2004)
(h) PLANNING APPLICATION - 10 MEIKLE AIDEN BRAE, KILCREGGAN
04/00740/DET – Mr and Mrs C Fabrizio – Detailed Application – Erection of dwellinghouse and formation of access – 10 Meikle Aiden Brae, Kilcreggan.
Decision
To approve the application subject to the conditions and reasons as recommended by the Director of Development Services.
(Reference: Report by Head of Planning dated 14 May 2004)
(i) PLANNING APPLICATION - 7 TEMPLETON MEWS, HELENSBURGH
04/00785/DET – Mr William Morrison – Detailed Application – Erection of garden hut and trellis (retrospective) – 7 Templeton Mews, Helensburgh.
Decision
To approve the application subject to the conditions and reasons as recommended by the Director of Development Services.
(Reference: Report by Head of Planning dated 14 May 2004)
Page 145
(j) SUPPLEMENTARY REPORT - COLGRAIN STEADING, CARDROSS
03/1379/DET – Colgrain Steading Owners – Detailed Application – Erection of block of residential garages – Colgrain Steading, Cardross.
Decision
To approve the application subject to the conditions and reasons as recommended by the Director of Development Services.
(Reference: Report by Head of Planning dated 11 May 2004)
(k) SUPPLEMENTARY REPORT - VICTORIA HALLS, HELENSBURGH
03/02203/NID – Argyll and Bute Council – Notice of Intention to Develop – Partial re-roofing of halls with alternative natural slate – Victoria Halls, Sinclair Street, Helensburgh.
Decision
To approve the notification of intention to develop subject to notification to the Scottish Executive.
(Reference: Report by Head of Planning dated 18 May 2004)
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 Paragraph 13 of Part 1 of Schedule 7A to the Local Government (Scotland) Act 1973.
(l) ENFORCEMENT REPORT - TEMPLETON MEWS, HELENSBURGH
A report recommending that planning permission be approved for a retrospective proposal and that no enforcement action be taken.
Decision
Agreed that no enforcement action be taken in this instance.
(Reference: Report by Head of Planning dated 18 May 2004)
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 Paragraph 13 of Part 1 of Schedule 7A to the Local Government (Scotland) Act 1973.
Page 146
(m) ENFORCEMENT ACTIVITY
A report outlining the level of planning enforcement activity in the last year within the decentralised area of Helensburgh and Lomond.
Decision
To note the contents of the report.
(Reference: Report by Head of Planning dated 11 May 2004)
(n) HELENSBURGH AND LOMOND PLANNING DESIGN AWARD FOR 2003
A report advising on the deliberations of the Design Award adjudication panel and the winner of the Award for 2003.
Decision
To note the contents of the report.
(Reference: Report by Head of Planning dated 20 May 2004)
Councillor Tacchi left the meeting at this point.
5. OPERATIONAL SERVICES
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 Paragraph 9 of Part 1 of Schedule 7A to the Local Government (Scotland) Act 1973.
(a) BLAES PITCH - ARDENCAPLE PLAYING FIELDS
A report advising on the present position regarding negotiations on a new lease of the Blaes Pitch, Ardencaple Playing Fields to Helensburgh Cricket and Rugby Club.
Decision
Agreed to instruct the Director of Corporate & Legal Services to conclude a new lease of the Blaes Pitch on the basis of the revised rent with conditions to reflect discussions.
(Reference: Report by Director of Corporate and Legal Services dated 27 April 2004)
Page 147
(b) HELENSBURGH TREE CONSERVATION TRUST
A report outlining the work of the Helensburgh Tree Conservation Trust and seeking support for their endeavours to protect and enhance the treescape of Helensburgh.
Decision
Agreed to support the work of the Helensburgh Tree Conservation Trust.
The meeting was adjourned between 11.00 and 12.00 noon for the Scheme of Local Liaison Meeting.
(c) ROAD WORKS PROGRAMME 2004/2005
A report providing information on the various budgets available to fund the Work programme in the Helensburgh and Lomond Area in 2004/2005.
Decision
i) To approve the allocation of surplus car park income in 2004/2005 to the following items in order of priority.
• The installation of lighting within the entry and exit bends to Sinclair Street Car Park.
• The installation of 300 verge marker posts on bends throughout the area.
• The installation of speed cushions as physical traffic calming features within 20mph zones.
• Further dropped kerbs in Helensburgh Town Centre and village locations.
• Replacement of vehicle barriers throughout the area.
ii) To approve the installation of a safety barrier along the top of low sections of the sea wall adjacent to the footway of the A814 in Arrochar at £20,000 in the Safer Street, Cycling and Walking initiative, and
iii) Agreed to defer consideration on the footway nibs and advisory ‘20s plenty’ zones within the Safer Street, Cycling and Walking initiative to obtain further information and clarification regarding their effectiveness until the July 2004 Area Committee.
(Reference: Report by Director of Operational Services dated 6 May 2004)
Page 148
6. COMMUNITY SERVICES
(a) LEISURE DEVELOPMENT GRANTS
One Leisure Development Grant was presented for consideration.
Decision
Agreed to continue consideration until the July 2004 Area Committee to allow further discussion on the most appropriate route for funding such an application, delegated to Chair, Vice Chair, Councillor Tacchi and relevant officer.
(Reference: Report by Area Community Regeneration Officer dated 18 May 2004)
7. NOTICE OF MOTIONS
(a) MOVED BY COUNCILLOR KINLOCH
Extension to Car Park Charging.
Arising from the above item, Councillor Petrie seconded by Councillor Tacchi, moved that Standing Order 16.1 be suspended to enable the Area Committee to consider setting aside previous decision. The requisite number of Members were present and voted as follows:
For Suspension of Standing Orders 3 Against Suspension of Standing Orders 5
Councillors Freeman and Kelly refrained from voting.
Decision
In terms of Standing Order 26.1, a Standing Order can only be suspended at a meeting of the Area Committee if at least two thirds of the Councillors present agree. As the Motion to suspend failed to receive the support of 7 Members (two thirds of those present) the Standing Order was not suspended.
Motion
Extension to Car Parking Charging
Recommend to the Strategic Policy Committee that the extension of car parking charges within the Sinclair Street Car Park, Helensburgh should operate on a Sunday from 13.00 hrs.
Moved by Councillor Kinloch
Seconded by Councillor Thompson
Amendment
Recommend to the Strategic Policy Committee that the extension of car parking charges within the Sinclair Street Car Park, Helensburgh should operate on a Page 149
Sunday from 17.30 hrs.
Moved by Councillor Petrie
Seconded by Councillor Freeman
On a show of hands
Motion 7 votes Amendment 2 votes
Councillor Kelly refrained from voting.
Decision
Recommend to the Strategic Policy Committee that the extension of car parking charges within the Sinclair Street Car Park, Helensburgh should operate on a Sunday from 13.00 hrs.
(b) MOVED BY COUNCILLOR STEWART
Parklands School
The Helensburgh and Lomond Area Committee find it unacceptable that:
1. Argyll and Bute Council did not inform the staff, parents and School Board of Parklands School that the NPDO Project would be consulting with the staff, parents and School Boards of other local schools (Hermitage Primary and St. Joseph’s) on a proposal to use the Parklands School playing fields for the rebuild of another school.
2. The Council’s Head of Service with responsibility for Parklands advised the Head Teacher that he was not operationally involved in the School’s future and referred the matter to the NPDO Project Director despite the fact that Parklands is NOT included in the NPDO Project.
3. The Chair of the NPDO Management Board and the Director of Community Services have ruled that the staff, parents and School Board of Parklands are not eligible for consultation as Parklands is NOT included in the NPDO Project.
And this Area Committee calls on Argyll and Bute Council to:
a) Clarify who is responsible for the line managing the future of Parklands School.
b) Engage immediately with the staff, parents and School Board of Parklands School in constructive consultation over the future of that school.
Moved by Councillor Stewart
Seconded by Councillor Kinloch
Page 150
This page is intentionally left blank Page 151 Agenda Item 5k
MINUTES of MEETING of BUTE AND COWAL AREA COMMITTEE held in the QUEENS HALL, DUNOON on TUESDAY, 1 JUNE 2004
Present: Councillor B Chennell (Chair)
Councillor D Currie Councillor R Macintyre Councillor B Marshall Councillor L Scoullar Councillor G McKinven Councillor I Strong Councillor J McQueen Councillor J R Walsh
Attending: George McKenzie, Area Corporate Services Manager Eilidh Headrick, Area Community Services/Information Officer Alan Lothian, Area Roads and Amenity Services Manager Phillip O’Sullivan, Senior Development Officer Martin Turnbull, Area Community Learning and Regeneration Manager Alison McIlroy, Principal Horticultural Services Officer Jennifer Crawford, Estates Surveyor Sandy Mactaggart, Head of Facilities Dave Duthie, Head of Infrastructure and Transportation
1. APOLOGIES
None
2. DECLARATIONS OF INTEREST
None
3. MINUTES
(a) MINUTE OF AREA COMMITTEE OF 4 MAY 2004
The minute of the meeting of the Area Committee of 4 May 2004 was approved as a correct record.
(b) NOTE OF MEETING WITH AREA COMMITTEE MEMBERS
The Committee noted the report of their meeting with the Head of Roads on 4th may 2004
4. COMMUNITY SERVICES
(a) EDUCATION AND LEISURE DEVELOPMENT GRANTS
The committee considered and determined Educational and Leisure Development Grants as follows: Page 152
Grant Requested Grant Awarded Educational Development Grants
Ballochgoy Family Playscheme £600 £600 Dunoon NCS (Fusions) Steering Cttee. £450 £450 Young Ones Playscheme £200 £200 Trips and Visits £250 £250 Kenzies Playscheme £350 £350 Lindsay Connolly £167 £167
Leisure Development Grants
Bute Agricultural Society £1000 £400 Bute Bowling Association £800 £200 Kyles of Bute Music Club £1000 £200 Mount Stuart Contemporary Visual Arts Programme £9000 £700
(Reference; Report by Director of Community Services dated June 2004 – submitted)
5. OPERATIONAL SERVICES
(a) MARKET AT DUNOON PIER CAR PARK
The Area Operational Services Manager submitted a report concerning the market operation on Dunoon Pier car park.
Decision
The Committee agreed:-
(i) The market be allowed to continue to operate in the car park throughout the summer months until, and including, the month of October. (ii) A long lease of the car park area be negotiated with the market operator in terms of the report.
(Reference: Report by Area Operational Services Manager dated 24th May 2004 – submitted)
(b) HITRIANS WINDFALL FUNDING
The Committee considered a report on HITRANS Windfall Funding which requested the Area Committee to prepare a list of projects in line with the Area Strategy for possible inclusion in future funding opportunities.
Decision
The Area Committee unanimously endorsed the recommendations contained in Paras 2.1 to 2.3 of the report.
Page 153
(Reference; Report by Head of Transportation and Infrastructure dated 14th May 2004 – submitted)
(c) IMPROVEMENT TO EXISTING PLAY AREAS PHASE TWO
The Area Committee considered a phase two report on the Improvement of Existing Play Areas.
Decision
The Committee:-
(i) endorsed the proposals for revenue and capital allocation in Appendix 1 of the report (ii) noted that further approaches had been made to developers on play area funding and the play equipment and surfacing in the Bute and Cowal area meets Health and Safety requirements (iii) agreed to consider additional capital expenditure on play spaces including the West Bay from any capital monies accruing to the Area Committee.
(Reference; Report by Horticultural Services Technical Officer dated 29th April 2004 – submitted)
6. DEVELOPMENT SERVICES
(a) PLANNING APPLICATION REFERENCE NO. 03/02291/DET, MS H MONTEITH, CONVERSION OF ROOFSPACE AS A STUDIO INCORPORATING DORMER EXTENSION AND EXTERNAL ALTERATIONS, 4 CRAIGIENURE FLATS, INNELLAN, DUNOON
Having heard the Senior Development Control Officer Councillor Currie seconded by Councillor Scoullar moved that the development be refused in terms of the report by the Head of Planning. Councillor Marshall seconded by Councillor McKinven moved an amendment that a recommendation be made to the Public Services and Licensing Committee that the application be approved as a minor departure to POLBE9 since the building is not symmetrical, has limited architectural merit and the dormer is not prominent in the streetscape and would enhance the appearance of the building.
On the matter being put to a vote 4 voted for the motion and 5 for the amendment.
Decision
Bute and Cowal Area Committee recommends to the Public Services and Licensing Committee that the application be approved as a minor departure to POLBE9 since the building is not symmetrical, has limited architectural merit and the dormer is not prominent in the streetscape and would enhance the appearance of the building.
Page 154
(b) PLANNING APPLICATION REFERENCE NO. 03/01228/DET, MOUNT STUART TRUST, DEPOSITION OF MATERIAL TO INFILL SHORE HEADLAND (RETROSPECTIVE), SHINGLE BEACH, ETTRICK BAY, ISLE OF BUTE
Application continued.
(c) PLANNING APPLICATION REFERENCE NO. 04/00668/COU, PAULINE LIVINGSTONE, CHANGE OF USE OF SHOP (CLASS 1) TO OFFICE (CLASS 2), 25 ARGYLL STREET, DUNOON
Decision
The committee unanimously agreed to grant the application without recourse to a formal Pan 41 Hearing or reference to the First Minister since the application was consistent with Policy POL COM 2 of the Adopted Cowal Local Plan 1995 as the Committee felt the interpretation of ‘normally’ allowed for this and in addition given that the change of use was not in conflict with policy R2 of the Argyll and Bute (Consultative Draft December 2003) District Plan and that no representations had been received.
(d) PLANNING APPLICATION REFERENCE NO. 03/01917/DET, MR NEIL MCKNIGHT, ERECTION OF ENTRANCE PORCH (RETROSPECTIVE), 143 VICTORIA ROAD, DUNOON
Decision
Approved in principle subject to the conditions contained in the report by the Head of Planning, final determination to be delegated to the Head of Planning in consultation with the Chair, Vice Chair and Local Member.
(e) PLANNING APPLICATION REFERENCE NO. 04/00470/DET, ELLA LAUDER, FORMATION OF VEHICULAR ACCESS, 173 VICTORIA ROAD, DUNOON
The Committee agreed that an informal site inspection be held prior to the determination of this application.
Councillor Macintyre left the meeting at this stage.
(f) PLANNING APPLICATION REFERENCE NO. 04/00692/DET, MR J MACGILIVRAY, RETENTION AND ALTERATION TO RAISED TIMBER PATIO DECKING AND ERECTION OF GARDEN SHED, ORANGE BANK, WYNDHAM ROAD, INNELLAN
Decision
Unanimously refused on the grounds that the raised timber decking is an unneighbourly form of development that seriously impinges to an unacceptable degree upon the amenities of the adjoining property Glenview by virtue of interlooking, overlooking and the enjoyment of amenities of Glenview including privacy and having regard to the scale and mass of the timber balcony that would be contrary to Policy BE 4 of the Adopted Cowal local Plan 1995. Page 155
Councillor Currie left the meeting at this stage.
(g) PLANNING APPLICATION REFERENCE NO. 03/02025/DET, MR N SWAILES, FORMATION OF ACCESS, DUILETTER WOOD, GELNDARUEL
Decision
Approved subject to the conditions contained in the report by the Head of Planning.
(h) DELEGATED DECISIONS
The committee noted delegated development and building control decisions made since their last meeting.
(i) REPORT ON DEVELOPMENT CONTROL PERFORMANCE MONITORING
The committee considered a report on Development Control Performance Monitoring for the period April 2003 to March 2004 containing council wide and decentralised area team performance statistics.
Decision
The committee noted and agreed the recommendations at Para 2.1 of the report.
(Reference; Report by Head of Planning – submitted)
7. CORPORATE SERVICES
(a) CONSIDER MERGING QUEENS HALL POLICY DEVELOPMENT GROUP AND DUNOON PIER GROUP TO FORM DUNOON SEAFRONT POLICY DEVELOPMENT GROUP
The committee heard from the Head of Transportation and Infrastructure on some of the financial aspects which may complicate a merger of the Pier Group and the Queen’s Hall Policy Development Group and then heard a detailed account from the Head of Facilities on the trading approach now being taken on both the Queen’s Hall, Dunoon and the Pavilion, Rothesay and the measures being taken to address Health and Safety maintenance issues in both buildings.
Decision
The matter be continued to the next meeting to allow discussion at an early SMOG meeting on such project financing issues.
Page 156
8. EXEMPT ITEMS
(a) PROPOSED LEASE OF WEST BAY TOILETS AND WAITING ROOMS, WEST BAY, DUNOON
The Committee considered a report on the proposed lease of the West Bay Toilets and Waiting Rooms, Dunoon and agreed to the terms of the recommendation therein.
(b) ENFORCEMENT REPORTS - REPORTS 03/00069/ENFOTH, 03/00246/ENFOTH, 03/00222/ENFOTH, 03/00204/ENFOTH, 03/00167/ENFOTH AND 03/00200/ENFOTH
The Committee considered and agreed enforcement action as follows:-
03/00069/ENFOTH – Continued 03/00264/ENFOTH – Enforcement Action recommended subject to the following amendments to the report:- (i) Deletion of Para 2 in its entirety in Section (C) RECOMMENDATION (ii) Expediency Reasons - Deletion of the words ‘ In the absence of -- --to----a trough planter’, in the final paragraph of the report and replaced by: The raised timber decking is an unneighbourly form of development that seriously impinges to an unacceptable degree upon the amenities of the adjoining property Glenview by virtue of interlooking, overlooking and the enjoyment of amenities of Glenview including privacy and having regard to the scale and mass of the timber balcony that would be contrary to Policy BE 4 of the Adopted Cowal Local Plan 1995.
Reports 03/00222/ENFOTH; 03/00204/ENFOTH; 03/00167/ENFOTH; 03/00200/ENFOTH – No further action
Page 157 Agenda Item 5l
MINUTES of MEETING of MID ARGYLL KINTYRE & ISLAY AREA COMMITTEE held in the TOWN HALL, CAMPBELTOWN on WEDNESDAY, 2 JUNE 2004
Present: Councillor Alastair McKinlay(Chair)
Councillor Rory Colville Councillor Robin Currie Councillor Alison Hay Councillor Donnie MacMillan
Attending: Deirdre Forsyth, Area Corporate Services Manager Donnie McLeod, Area Manager, Transportation Richard Kerr, Senior Building Control Officer Yvonne Willan, Area Housing Manager Felicity Kelly, Area Community Education Officer Angus Smith, Area Manager Social Work John Semple, CAKE Allan Redpath, Senior Quantity Surveyor Tim Williams, Enforcement Officer
1. APOLOGIES
Apologies for absence were received from Councillors Findlay, Kelly, McAlpine and Robertson.
2. URGENT ITEM
The Chairman ruled, and the Committee agreed, in terms of Section 50B(4)(b) of the Local Government (Scotland) Act 1973 in terms of Standing Order 3.2.2, that item 6 Surplus Property Reliefland Inveraray, which was not specified in the Agenda, should be considered as a matter of urgency as a decision was required before the next Area Committee meeting regarding whether or not to continue with the proposed advertisement.
3. DECLARATIONS OF INTEREST
There were no declarations of interest.
4. MINUTES OF MEETING OF 5 MAY 2004
The minutes of the meeting held on 5 May 2004 were approved subject to the following correction,
on page 2, line 2, the word ‘no’ was deleted and the word ‘a’ was substituted therefore.
The minutes were otherwise approved.
As arising therefrom it was noted that no report had been received from Douglas Blades in regard to the possibility of a Jura Islanders ticket for the use of the Jura Ferry and it was agreed to instruct that a report thereon be submitted the next meeting of the Area Page 158
Committee.
5. PRESENTATION BY CAMPBELTOWN AND KINTYRE ENTERPRISE (CAKE) - CAMPBELTOWN/BALLYCASTLE FERRY
An interesting and informative presentation was give by John Semple on behalf of CAKE in regard to the up-to-date position for the promotion of a ferry service between Campbeltown and Ballycastle.
It was agreed to write to Nicol Steven, the Minister for Transport, asking him when the meeting, which he agreed would take place in late spring in Campbeltown, would happen and request an update on the position with a report back with his reply to a future meeting of the Area Committee.
6. SURPLUS PROPERTY - RELIEF LAND INVERARAY
A report by Gordon Nash, Head of Housing Services on surplus property at Relief Land Inveraray was discussed.
Decision
It was agreed that the flats at Relief Land, Inveraray should be removed from the Council’s surplus property account and retained within the Council’s Property Assets which are scheduled to transfer to a new Registered Social Landlord as part of the developing Housing Stock Transfer.
(Reference – Report by Head of Housing Services dated 2 June 2004)
7. PUBLIC QUESTION TIME
There were no questions from the public.
8. PLANNING APPLICATIONS
The Committee considered and dealt with the application for planning as detailed below.
1. 03/01268/NID Argyll and Bute Council. Notice of intention to Develop. Extension to existing burial ground, Keils Cemetery, Isle of Jura.
Decision
That planning permission be granted subject to the standard condition and reason, the conditions and reasons contained in the report by Head of Planning dated 18 May 2004, and a note to the applicant advising of the need to take all reasonable steps to minimise the risk of contamination of groundwater and controlled waters to the satisfaction of SEPA.
As arising therefrom it was agreed to request that a report and update on the timescale of the development of the cemetery extension be provided to the Page 159
next meeting.
2. 03/02155/DET Fyne Homes Ltd. Detailed. Residential development. Land at Ralston Road, Campbeltown.
The minutes of the site visit are attached.
Decision
Members agreed that planning permission be granted subject to the standard time limit condition and reason and the conditions and reasons contained in the report by Head of Planning dated 20 April 2004.
3. 04/00273/DET D J Campbell and Son. Change of Use. Use of land as training area for junior motorbokes/quadbikes. Land east of the A816 and south of the River Add, Achnashelloch, Kilmichael Glassary.
Richard Kerr reported that another objection had been received on behalf of Dr and Mrs Ranger objecting to the proposal.
Decision
That planning permission be refused for the reason stated in the report by the Head of Planning dated 14 May 2004.
4. 04/00488/DET Woodrow Construction (Islay). Detailed Planning Permission. Erection of two dwelling houses, Plots 4 & 5, Hillside Phase 2, Goltonvogie, Bowmore, Isle of Islay.
Decision
That planning permission be granted as a ‘minor departure’ to the provisions of the development plan subject to the standard condition and reason and the condition and reason contained in the report by the Head of Planning dated 14 May 2004.
5. 04/00664/LIB Catherine King. Listed Building Consent. Retrospective application for installation of replacement windows, Bruichdhu, Main Street, Port Charlotte, Isle of Islay.
Decision
To grant planning permission on the following grounds;
‘the integrity of the listed terrace within which this property is situated has been adversely affected by the installation many years ago of UPVC windows in the adjoining property, which are of a less sympathetic design than the windows in question. Planning permission has been refused for an inappropriate design of door, and the owners have indicted their willingness to replace this with a door of traditional design and construction which will significantly enhance the appearance of the property, and enforcement action Page 160
has been authorised to ensure that this will be the case. Notwithstanding their construction in uPVC, the unauthorised windows this application seeks to retain are of an appearance which is appropriate to a terrace which has already been devalued by non-traditional window replacements, and given these particular circumstances an exception to normal policy considerations ought to be made by supporting the application as a ‘minor departure’ to development plan policy, and commending it to Historic Scotland accordingly’.
9. DELEGATED DECISIONS
The Committee noted the decisions issued by the Director of Development Services dated 13 May 2004.
10. DEVELOPMENT CONTROL PERFORMANCE MONITORING
This paper outlines the Department’s Development Control performance with respect to processing applications as set against the performance targets set by the four Area Committees.
In addition to reviewing the Council wide performance from April 2003 to March 2004, this report also identifies the performance and sets targets for each of the four decentralised areas.
Unfortunately, the Department failed to reach the target of processing 72% of all applications within two months. Performance was also down on previous years slipping back from last years high of 69% to 64%.
Similarly, with respect to householder applications, the department failed to reach the target of processing 90% of householder applications within two months, which had been achieved over the last two years. In this regard the Department processed 88% of householder applications within two months, which represents a 2% drop in performance.
Decision
The Committee noted and endorsed the report and agreed to
1. A Council wide target of 72% of all applications being processed within two months for the period April 2004 to March 2005,
2. To adopt the Scottish Executives’ target of deciding 90% of householder applications within two months and
3. To agree that the targets sent out in the report be adopted for each of the decentralised areas for the period April 2004 to March 2005.
4. The Committee congratulated Mr Kerr and his staff on the amount of work which they have done throughout the last year, especially noting the increased number of applications processed, considering the circumstances of shortage of staff in the Mid Argyll office.
(Reference – Report by Head of Planning dated 2 June 2004) Page 161
11. ALLOCATION OF CAPITAL RECEIPTS
Applications of Capital Receipts have been received for consideration when and if further funding becomes available.
Decision
The Committee noted that support had already been agreed to
1. Tarbert Scottish Series £7,500 Tarbert Office £10,000 CAKE on behalf of Dalriada Business Action £5,000 Group Campbeltown Strategy and Action Plan £10,000
2. The Committee agreed that no further applications would be considered until capital receipts were officially notified to the Area Committee.
(Report by Area Corporate Services Manager dated 2 June 2004)
12. INITIATIVE AT THE EDGE REPORT
Argyll and Bute Council are part of a strategic partnership to support remote fragile areas through the Initiative at the Edge project. Colonsay and Jura within Mid Argyll, Kintyre and Islay area are 2 of the areas. Coll will become the 3rd area of 1st October 2004. Appendix 1 of the report detailed key elements of the Initiative at the Edge project throughout all services.
Decision
The Committee agreed to recommend to the Council that all services carefully consider and prioritise the needs of the islands of Colonsay, Jura and Coll in accordance with the Initiative at the Edge priorities and principals.
(Reference – Report by Area Corporate Services Manager dated 2 June 2004)
13. 3 ISLANDS PARTNERSHIP REPORT
In 2002 Argyll and Bute Council were awarded £416,000 by the Scottish Executive from Modernising Government 1 to develop and support what have come to be known as Servicepoints on the islands of Islay, Jura and Colonsay. Argyll and the Islands Enterprise and the Health Board joined with the Scottish Executive and the Council to form the 3 Islands Partnership.
Decision
1. The Committee noted the terms of the report.
2. The Committee recommended to the Council to grasp opportunities for Page 162
rollout of the principles of the 3 Islands Partnership Servicepoints, where funding can be obtained, to other islands and fragile mainland communities.
(Reference – Report by Area Corporate Services manager dated 2 June 2004)
14. GRANTS - SOCIAL WELFARE
At the Strategic Policy Committee it was agreed that the Social Welfare Grant allocation for the Mid Argyll, Kintyre and Islay area for the financial year 2004/2005 would be £16,367.25.
Decision
The following grants were agreed in the usual terms and conditions.
Organisation Total Total Recommendation Project Cost Requested 2004/2005 1. Jura Care Centre £5,200 £3,600 Nil – have access to separate funding from 2. Fyne Friends £612 £612 £306
3. Mid Argyll Community £14,990 £1,000 £750 Care Association
4. Mid Argyll Transport £14,504 £2,927 £1,800 Volunteers
5. Third Age Group £7,325 £1,772 £Nil – in receipt of Education Grant - £850 6. Islay & Jura Advice £3,971 £3,120 £1,911.25 Centre
7. KADAS £26,859 £6,859 £1,800
8. Mid Argyll Council on £15,291 £8,111 £1,800 Alcohol and Drugs
9. Mid Argyll Friends of £3,200 £1,600 £250 ARMS
10. Special Needs Support £5,970 £4,970 £750 Group (Mid Argyll)
11. SEN Group Kintyre £5,778 £4,778 £750
12. Woodlands Carers Group £8,177 £2,977 £500
13. Kintyre 6 Circle Group £5,935 £2,000 £1,500
14 D li t b /Millk £10 650 £5 000 Nil iitf Page 163
Grant – £285 and Leisure Grant £285 19. Citizens Advice Centre £36,186.78 £11,164 Nil – in receipt of £30,000 from Central Grant 20. Homestart £6,300 £2,800 £1,500
TOTAL £206,347.78 £73,398.00 £16,367.25
As arising therefrom it was noted that Jura Care Centre would be considered for funding from Social Work budgets when the project was at the final stages of development.
(Reference – Report by Director of Community Services dated 2 June 2004)
15. CAMPBELTOWN COMMUNITY PROJECT
This report sought to update Members on the progress of the Campbeltown Community Project.
Decision
The Committee endorsed the proposals of the securing of further external funding to offset additional costs by
1. Attempting to obtain the agreement of Scottish Water to their contributing towards the additional costs involved in connecting to the over stretched main sewer system and
2. Through the progressing of a grant application via ALIENERGY in order that funding can be provided for the Biomass Boiler installation following the demise of Torren Energy. (who were originally supplying boilers free of charge, the cost being recovered through the purchase of fuel/heat)
(Reference – Report by Director of Community Services dated 2 June 2004)
16. HITRANS WINDFALL PROJECT AREA STRATEGY
The purpose of this paper was to advise members of the offer of a further tranche of money from the Executive to the HITRANS Transportation partnership for implementation of the partnership’s transportation strategies, and to ask the Area Committee to prepare a list of transportation projects to a value of £5000,000 which will inform the Council’s bid for funding from HITRANS for future funding opportunities as they become available.
Decision
The Committee agreed to continue consideration of possible projects which would be suitable for HITRANS windfall funding at their business day on 15 June 2004. All Members are asked to make suggestions for projects and communicate these to Donnie McLeod and Deirdre Forsyth by 11 June 2004.
(Reference – Report by Head of Transportation and Infrastructure dated 2 June 2004) Page 164
17. IMPROVEMENT TO EXISTING PLAY AREAS PHASE TWO
A report was circulated to the meeting relating to play area equipment for Front Green Lochgilphead, Tarbert football pitch play area, Islay Stewarton and Drumlemble.
Decision
1. The Committee agreed to the proposals for the refurbishment as detailed in the report apart from that for Stewarton which they continued to the next meeting for further information from Alison McIlroy.
2. It was also agreed that a copy of the original report with details of all costs for play areas throughout Mid Argyll, Kintyre and Islay by circulated to Members for information.
(Reference – Report by Alison McIlroy dated 2 June 2004)
Page 165 Agenda Item 5m
MINUTES of MEETING of STRATEGIC POLICY COMMITTEE held in the COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD on THURSDAY, 3 JUNE 2004
Present: Councillor Allan Macaskill (Chair)
Councillor Robin Banks Councillor Robert Macintyre Councillor George Freeman Councillor Alastair McKinlay Councillor Ian Gillies Councillor James McQueen Councillor Alison Hay Councillor Bruce Marshall Councillor Daniel Kelly Councillor Dick Walsh Councillor Duncan MacIntyre
Also Present: Councillor Rory Colville Councillor William Petrie Councillor Douglas Currie Councillor Al Reay Councillor Robin Currie Councillor Bruce Robertson Councillor John McAlpine Councillor Elaine Robertson Councillor Sidney MacDougall Councillor Moyra Stewart Councillor Gordon McKinven Councillor John Tacchi Councillor Donald MacMillan
Attending: James McLellan, Chief Executive George Harper, Director of Development Services Andy Law, Director of Operational Services Charles Reppke, Head of Democratic Services and Governance Susan Mair, Head of Legal Services Bruce West, Head of Strategic Finance Alex Gordon, Strathclyde Fire Brigade Allison Gibb, Strathclyde Fire Brigade
Councillor Alison Hay submitted an urgent motion, proposed by her and seconded by Councillor Duncan MacIntyre, regarding a statement made by Argyll & Clyde Health Board in their summary document that Argyll and Bute Hospital and the Victoria Hospital, Helensburgh (Jeanie Deans Unit) will close. The Chairman ruled that the matter was not one of urgency and therefore did not comply with Standing Order 14 as the consultation will commence on 14 June 2004 and run until 17 September 2004. He also advised that there would be a presentation made to Council on 23 June 2004 regarding the forthcoming consultation and that an indication had been given by Mr Neil Campbell, Chief Executive of NHS Argyll and Clyde that he would be in attendance at this meeting.
1. MINUTES
(a) The Minutes of the Policy Development Group on the Review of the Scheme of Community Councils of 16 April 2004 were noted.
(b) The Minutes of the Strategic Policy Committee of 6 May 2004 were approved as a correct record.
2. DEVELOPMENT AND ENVIRONMENT ISSUES
The Spokesperson for Development and Environment Issues, Councillor Robin Banks, submitted a report highlighting issues such as the Chartered Institution of Wastes Management, Renewable Energy, Argyll and Bute Museum and Page 166
Heritage Forum, the Building Control (Scotland) Act which will come into force on 1 May 2005 and the new National Planning Framework for Scotland and its availability in the Members Room for inspection. He then responded to questions arising from his report.
Decision
Noted.
(Reference: Report by Development and Environment Spokesperson dated 24 May 2004, submitted).
3. LEADER'S REPORT
The Leader of the Council submitted a report highlighting prominent issues such as the Nursery Nurses settlement, lobbying in respect of the Campbeltown and Ballycastle Ferry Service, Campbeltown New Quay/Bruichladdich Pier, Caledonian MacBrayne Tendering, Argyll Air Services, Dunoon Breakwater launch, a meeting held with Scottish Enterprise Dunbartonshire, Campbeltown Community Project, the Operational Services team day and the 2007 Highland Year of Culture. The report also detailed forthcoming meetings and key agenda items. Thereafter, he responded to questions arising from his report.
Decision
To note the contents of the report for 24 April – 25 May 2004.
(Reference: Report by Leader dated 3 June 2004, submitted).
4. DEBT RESCHEDULING
Details were outlined regarding an exercise on the rescheduling of debt which had been carried out in conjunction with the Council’s treasury management consultants. Resulting from the exercise it was reported that savings in interest costs for future years should be achieved.
Decision
To note the action taken on the rescheduling of debt.
(Reference: Report by Head of Strategic Finance dated 7 May 2004, submitted).
5. SPRINKLERS FOR LIFE SAFETY
Alex Gordon and Allison Gibb of Strathclyde Fire Brigade gave an interesting and very informative presentation outlining the case for fire sprinklers in schools.
Decision
Noted the presentation and requested that the NPDO Project Management Board consider the provision of sprinklers in the NPDO new build schools and report back to this Committee with their recommendations.
Page 167
6. PLAYING FIELDS
* (a) SPORTS FACILITIES STRATEGY - REPORT ON PUBLIC CONSULTATION
To build on the success of the Council’s investment in match funded sports facilities in Dunoon and Helensburgh, a Strategic Review had been carried out in order to establish the levels of demand for other facilities and to assess this against the likely use and future internal and external funding.
The draft review was issued for public consultation to clubs, organisations and national bodies, along with an outline of indoor and non-pitch based facilities and sports development issues currently under development. Members were asked to consider the synthesis of the consultation exercise in relation to sports facilities, and to make decisions regarding future investments.
Decision
1. To approve the attached 3 Year Capital Plan contained in Appendix 1 of the submitted report as a prioritised match-funding programme for discussion with Sportscotland and other funding bodies subject to the removal of the Atlantis Pool Plant Upgrade.
2. To agree that the Committee would give its support, in principle, to such an application being made by Atlantis Leisure to Sportscotland.
3. To agree that the separate lists of Playing Fields and Facility projects and the Sports Development or Activities Programmes should be combined in the Council’s Comprehensive Strategy for Physical Activity and Health & Sport to be finalised in November 2004.
4. That the New Opportunities Fund for PE and Sports Projects should also be incorporated into the strategy.
5. That in light of Sportscotland’s role as a consultee in all planning applications, confirmation is obtained by the Council that the detailed briefs, when developed for NPDO/PPP projects, include sufficient indoor and outdoor sports facilities suitable for, and available for use by, the school and community.
(Reference: Report by Director of Operational Services dated 25 May 2004, submitted).
6. (b) HOUSING STOCK TRANSFER AND CHILDREN'S PLAY AREAS
A report suggesting that the Head of Housing Services should investigate, in conjunction with the RSL Development Manager, the possibility of including existing amenity areas and play areas within Council housing schemes as part of the Housing Stock Transfer was considered.
Decision
To agree that the Head of Housing Services will investigate, in conjunction with the RSL Development Manager, the possibility of including the existing Page 168
amenity areas and play areas within Council housing schemes as part of the Housing Stock Transfer which would include:-
• Grounds maintenance of amenity areas • Inspection and maintenance of play areas • Weed control • Maintenance of footpaths
(Reference: Report by Director of Community Services dated 7 May 2004, submitted).
* 6. (C) (1) PLAY AREA ADOPTION
The Committee were asked to endorse a number of recommendations from the Policy Development Group on Play Areas which had met on 10 May 2004.
Decision
1. To agree the policy to support development of existing Council sites in partnership with community groups and retain responsibility for weekly and twice yearly independent inspections, maintenance of equipment and ancillary features on sites and provision of public liability insurance as detailed at Appendix 1 of the report with the addition of the following words under the heading – Effects on Costs/Income - after the word slightly “and if agreed for specific cases by the Strategic Policy Committee”.
2. To agree the policy to adopt new play areas developed by community groups on sites not previously defined as equipped play space on condition that a dowry of £20,000, or half the original build cost, whichever is the greater, is provided by the community group prior to the commencement of building works as detailed in Appendix 2 of the report.
3. To adopt the policy to adopt new play areas developed by Community Groups on sites not previously defined as equipped play space only on condition that a Council run site considered surplus to requirement after assessment and/or so run down as to require complete refurbishment and/or located in an unsuitable location is closed and the maintenance and inspection resource is then transferred. This assumes that land can be transferred to Argyll and Bute Council ownership at no cost to the Council as detailed in Appendix 3 to the report.
4. To note costings for provision of maintenance costs and inspection costs for play areas. It is not possible to isolate individual insurance costs from the Council block policy for individual sites. Anecdotal information from community groups indicates that their current premiums appear to be around £400 per site as detailed in Appendix 4 of the report.
5. To note the Capital and Revenue budget for 2004-5 budget provision as detailed at Appendix 5 of the report.
Page 169
6. To note information from Stirling Council and West Dumbarton Council on the number of play areas within the National Park (LLTNP) and approximate costs of providing the space as detailed at Appendix 6 of the report.
7. To note information on specific sites including a brief description of the project and possible funding streams as detailed at Appendix 7 of the report.
8. To note the draft formula proposed for the calculation of a dowry sum payable by developers, where it is not considered appropriate to provide a play area, would be considered as part of the Local Plan process.
9. To instruct Officers within Roads and Amenity Services to produce a Play Strategy to act as a guide to the future provision of play space throughout Argyll and Bute, identifying need, possible location and cost of provisions. In addition this strategy would take account of the value of play space to children’s development by ensuring that imaginative and innovative use of space is made as detailed at Appendix 8 of the report.
10. To note the contents of Appendix 9 of the report which shows existing play areas in Council ownership.
11. To note that the work of the Policy Development Group has now concluded.
(Reference: Minute of the Policy Development Group on Play Areas of 10 May 2004, submitted).
6. (C) (2) PLAY AREA ADOPTION
A copy of a report setting out clear policy guidance and addressing a number of points raised at the meeting of the Policy Development Group on Play Areas of 5 April 2004 was submitted for consideration in conjunction with the recommendations made by the PDG at their meeting on 10 May 2004.
Decision
1. To note the contents of the report having regard to the previous decisions at 6 (c) to endorse the policy proposals of the Policy Development Group.
2. To note that the Ettrick Bay site had been sold and should be removed from the list.
3. To note that the Hood Court site is actually named West King Street.
4. To note that Greenfields Estate Play Area had been omitted from the list.
5. To note that the Broom Road site does not contain any play equipment.
6. To note that there is a site on Tiree not included on the list which had Page 170
been closed for Health and Safety reasons and to instruct that this be investigated.
(Reference: Report by Horticultural Services Technical Officer dated 10 May 2004, submitted)
6. (e) LEASE OF GROUND AT WELLPARK, KILKENZIE
A request was received from the Kilkenzie and Tangy Residents Association to lease an area of ground from the Council at a nominal rental to enable them to develop a play area for the community. This matter was initially considered by the Mid Argyll, Kintyre and Islay Area Committee who had recommended to the Strategic Policy Committee that the lease be approved.
Decision
To approve the lease to Kilkenzie and Tangy Residents Association of ground for a play area at a nominal rental on the basis that there are 8 houses in the development and had it been a new development, a play area would be required under Planning Legislation.
(Reference: Recommendation from Mid Argyll, Kintyre and Islay Area Committee of 5 May 2004, submitted).
7. CAPITAL PROGRAMME - ROADS AND LIGHTING ADDITIONAL ALLOCATION
A report advising how the additional allocation of £390,000 would be utilised for the financial year 2004/5 was considered.
Decision
1. To note the contents of the report and approve the suggested lighting project allocations as follows:-
(a) Bute and Cowal
Elizabeth Avenue, Dunoon £7,500
(b) Helensburgh and Lomond
B833 Clynder to Rosneath £20,000
(c) Mid Argyll, Kintyre and Islay
Antrim View, Port Ellen £12,500 Achnamara, Mid Argyll £23,000
(d) Oban, Lorn and the Isles
Pulpit Hill, Oban £15,000
Total £78,000
Page 171
2. To refer the prioritisation of appropriate Roads Projects to each of the four Area Committees for their determination and to allocate the budget on the agreed formula.
(Reference: Report by Director of Operational Services dated 13 May 2004, submitted).
8. CAPITAL BID FOR STRATEGIC WASTE FUND TO SCOTTISH EXECUTIVE AND OTHER SERVICE PRESSURES FOR WASTE MANAGEMENT
Details of progress of the Council’s bid for further funding from the Scottish Executive’s Strategic Waste Fund were outlined together with details of a series of bids presented to the Recycling Delivery Project Team in the Scottish Executive and details of other service pressures.
Decision
1. To note the contents of the report and the current advice from the Scottish Executive on the potential support from Strategic Waste Fund sources.
2. That the Director of Operational Services advises the relevant Area Committees, in the first instance, of service changes which will follow in the short term as a result of any confirmed awards made to the Council.
3. That on receipt of the final advice from the Scottish Executive on the current bids a further report to the Strategic Policy Committee will be forthcoming which will consider the need to establish a Policy Development Group to review the Council’s approach to the production of an Integrated Waste Management Plan which is likely to be required by the Scottish Executive over the next 2 years.
4. That an allocation of £202,000 from the surplus in the Waste Management budget for 2003/4 be allocated to the PPP Renewal and Repairs Fund as identified in paragraph 3.8 of the submitted report.
(Reference: Report by Director of Operational Services dated 25 May 2004, submitted).
9. ROADS MAINTENANCE AND ASSET MANAGEMENT PLAN
The Committee were advised that the Head of Roads had completed presentations on the detail of the Plan to members of the Area Committees and accordingly, was seeking approval of the Plan.
Decision
To approve the Roads Maintenance and Asset Management Plan which had accompanied the report dated 29 March 2004, submitted to the Strategic Policy Committee on 8 April 2004 and lodged in the Members Room and on the Council’s Website.
(Reference: Report by Director of Operational Services dated 25 May 2004, submitted).
Page 172
10. LOCAL HOUSING STRATEGY 2004 - 2009
The Committee was advised of the arrangements that had been made for submission of the Local Housing Strategy for assessment by Communities Scotland and requested to approve the strategy document.
Decision
To approve the strategy in principle on the understanding that it may still be subject to variation following the conclusion of Communities Scotland’s assessment.
(Reference: Report by Director of Community Services dated 6 May 2004, submitted).
11. HOMELESSNESS LOCAL OUTCOME AGREEMENT 2004/2005
The Argyll and Bute Homelessness Strategy had received final approval in March 2004 and the Council were now required to submit a local outcome agreement to the Executive which outlines proposals for implementation of the Strategy. A copy of the proposed outcome agreement was submitted for consideration.
Decision
To endorse the proposals contained within the Local Outcome Agreement for the implementation of the Homelessness Strategy.
(Reference: Report by Director of Community Service dated 14 May 2004, submitted).
The Committee resolved in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, to exclude the public for the following 2 items of business on the grounds that it was likely to involve the disclosure of exempt information as defined in Paragraphs 6 and 6 & 9 respectively of Part 1 of Schedule 7A to the Local Government (Scotland) Act 1973.
12. PORTNAHAVEN PRIMARY SCHOOL
The Leader had requested an update in connection with the decision taken by the Mid Argyll, Kintyre and Islay Area Committee on 4 July 2001 to sell Portnahaven Primary School to Islay Development Company. A report advising of the current position was submitted for consideration.
Decision
1. That the matter be continued to a future meeting of the Strategic Policy Committee to allow the Islay Development Company to pursue their funding applications and that the Chairman of the Strategic Policy Committee be kept informed of developments.
2. That the Estates Section of Corporate Services report on a half yearly basis to Area Committees on progress of sales/leases of surplus property and also report to the Strategic Policy Committee annually on all disposals over a year old. Page 173
(Reference: Report by Director of Corporate Services dated 6 May 2004, submitted)
13. APPOINTMENT OF LEGAL ADVISERS IN RELATION TO HOUSING STOCK TRANSFER
Instructions were sought as to the appointment of the Council’s Legal Advisers in relation to the proposed Housing Stock Transfer.
Decision
To agree the appointment of consultants as outlined in recommendation 2.1 of the submitted report.
(Reference: Report by Head of Legal and Protective Services dated 25 May 2004, submitted)
Page 174
This page is intentionally left blank Page 175 Agenda Item 7a
ARGYLL AND BUTE COUNCIL COUNCIL STRATEGIC FINANCE 23 JUNE 2004
2003/04 ANNUAL ACCOUNTS (UNAUDITED)
1. SUMMARY
Departments have adhered to approved budgets and savings have been generated in loan charges and local tax income. The “free” General Fund Reserve has increased to £6.023m. This includes the transfer of £0.208m on the closure of Direct Labour Organisation and Direct Service Organisation Reserves. In addition the sum of £5.758m requires to be carried forward and earmarked within the General Fund Reserve. The total of the General Fund Reserve stands at £11.781m on the face of the Council’s Accounts.
The Housing Revenue Account Reserve now stands at £0.474m, an increase of £0.051m.
The Council is no longer required to maintain separate accounts for Direct Labour Organisations and Direct Service Organisations. However the financial performance of Significant Trading Organisations requires to be disclosed separately in the Accounts. Significant Trading Organisations achieved a net surplus overall of £0.115m. None returned a deficit.
2. RECOMMENDATIONS
2.1 Members note the unaudited accounts.
3. DETAIL
3.1 Introduction
There is a statutory requirement to prepare a set of Accounts and submit the Accounts to the Controller of Audit and the Council.
The date set by the Scottish Executive for submission of the Accounts is 30 June of each year.
It should be noted that the Accounts have still to be audited. The Auditors certificate and letter to Members will be submitted to Members immediately after the completion of the audit anticipated for 30 September 2004. Figures are therefore subject to change.
3.2 Outturn for the Year on the General Fund
3.2.1 A surplus of £1.779m was achieved in the General Fund. In addition funding of £5.758m requires to be carried forward and earmarked within the General Fund Reserve in order to meet future expenditure.
Page 176 3.2.2 The following table summarises how the surplus for the year has arisen. For the purpose of comparison, the budget for 2003/04 has been taken as the original approved budget plus any supplementary estimates agreed to by Committee. Adjustments to budget have also been made in respect of additional revenue support grant and items transferred from revenue to capital.
£m Savings in loan charges 0.385 Increased collections on local taxes 0.975 Overall savings by departments against budget 0.419 Sub total 1.779 Funding to be carried forward and earmarked in Reserve 5.758 Earmarked funding at start of financial year (1.671) Transfer from DLO/DSO Reserves 0.208 Surplus for year per Accounts 6.074
3.3 General Fund Reserve
3.3.1 The General Fund Reserve at 31 March 2003 amounted to £5.707m of which £1.671m was earmarked. This left a “free” balance of £4.036m. The “free” Reserve now stands at £6.023m and the overall Reserve stands at £11.781m when earmarked funds are included.
£m “Free” Reserve at 31 March 2003 4.036 Surplus from loan charges, local tax income and 1.779 departmental savings Transfer from DLO/DSO Reserves 0.208 “Free” Reserve at 31 March 2004 6.023 Funding to be carried forward and earmarked in Reserve 5.758 Total Reserve per Accounts 11.781
3.4 Earmarked Funds
3.4.1 Funding to be carried forward for specific purposes and earmarked within the Reserve stood at £1.671m at 31 March 2003. It now stands at £5.758m. The table below gives details of these funds. Page 177
£m Waste Management PPP Smoothing Fund 1.086 Corporate Property Strategy 0.030 Change Management Funding 0.030 Area Budgets 0.015 Risk Management Fund 0.041 Community Safety 0.086 Revenue Funding For IT From “top slice” 0.092 Digital Communities 0.245 Modernising Government Fund 0.043 Works Committed Or Commenced By Roads But Not 0.386 Completed Or Paid For Social Work Funding £m Preserved Rights & Free Care 0.841 Residential Care 0.662 Home Care 0.232 Learning Disability Services 0.374 Supporting People 0.282 Direct Payout 0.107 Other Social Work Funding 0.212 2.710 Underspends in 2003/04 used to fund savings in 2004/05 0.994 budget Total Earmarked Funds 5.758
3.5 Housing Revenue Account
3.5.1 The Housing Revenue Account Reserve at 31 March 2003 amounted to £0.423m. A surplus of £0.184m has arisen for the year to 31 March 2004. A transfer to the General Fund of £0.143m was made to offset the reduction in central support allocations as agreed by the Council in February 2003. Interest of £0.010m on the Reserve has been added. The total sum carried forward at 31 March 2004 therefore amounts to £0.474.
3.6 Significant Trading Organisations
3.6.1 The requirement to maintain separate accounts for Direct Labour Organisations and Direct Service Organisations under the Compulsory Competitive Tendering legislation ended on 31 March 2003. Councils are now required to identify their Significant Trading Organisations. Significant Trading Organisations must achieve a breakeven financial position over a rolling 3 year period. This rolling 3 year period will not commence until 2005/06 (ie the first full 3 financial year following 31 March 2003). Supplementary information on the financial performance of Significant Trading Organisations must be given in the Accounts and this is laid out in note 6 of the Consolidated Revenue Account. All of the Significant Trading Organisations achieved a breakeven during 2003/04 and an overall surplus of £0.115m. Details of the services classified as Significant Trading Organisations was reported to the Strategic Policy Committee of 18 December 2003. The only variance from this has been the reclassification of Building Maintenance as a Significant Trading Organisation. Page 178
3.7 Reserves and Balances
3.7.1 The Council accepted in principle as part of the budget proposals to provide for a 2% general contingency to establish within the General Fund Reserve a departmental contingency of 0.5% to allow departments to manage their financial position across more than one financial year to establish a development fund of 0.5% to finance initial costs on a pay back basis for spend to save projects. These proposal were dependent upon the General Fund Exceeding a given level and it was remitted to me to bring forward in due course more detailed proposals on how these arrangements would operate. I will bring forward a report on the position with regard to Reserves and Balances to an early meeting of the Strategic Policy Committee. This will not be delayed pending completion of the audit of the accounts.
3.8 Prudential Code
3.8.1 Under the Prudential Code a range of indicators were established as part of the budget process. These should be reviewed at least as part of each budget cycle and upon completion of the annual accounts. In respect of this latter requirement I will bring forward a report to an early Strategic Policy Committee reviewing our prudential indicators in the light of the unaudited Accounts.
3.9 Statement on the System of Internal Financial Control 2002/03
The Code of Practice on the Annual Accounts includes a requirement to prepare a statement on the system of internal financial control. My statement appears on the final page of the Accounts and is drawn from the Internal Audit Manager’s statement on the adequacy and effectiveness of the internal financial control system of the Council. The Internal Audit Manager presented his statement to the Audit Committee on 14 June 2004.
My statement sets out the framework within which financial control is managed and reviewed and the main components of the system, including the arrangements for Internal Audit.
Although some weaknesses in the system of financial control have been identified, most of these have been rectified between the time of Internal Audit identifying the weakness and the time of preparation of this report. The key remaining areas for the Council to address are the development of a risk management strategy and the development of asset management planning. With the recent appointments to the posts of Risk and Governance Manager and Chief Asset Manager work on these two areas will commence when the appointees take up their posts.
Bruce West Head Of Strategic Finance 15 June 2004
Page 179
UNAUDITED ACCOUNTS FOR THE PERIOD 1 APRIL 2003 TO 31 MARCH 2004
Argyll and Bute Council Comhairle Earra Ghàidheal agus Bhòid Page 180 2003-2004 ANNUAL ACCOUNTS CONTENTS
Page
FOREWORD BY THE HEAD OF STRATEGIC FINANCE 3 – 6
STATEMENT OF ACCOUNTING POLICIES 7 – 9
CONSOLIDATED REVENUE ACCOUNT 10
NOTES TO THE CONSOLIDATED REVENUE ACCOUNT 11 – 17
HOUSING REVENUE ACCOUNT 18
COUNCIL TAX INCOME ACCOUNT 19 – 20
NON-DOMESTIC RATE INCOME ACCOUNT 21
CONSOLIDATED BALANCE SHEET 22
NOTES TO THE CONSOLIDATED BALANCE SHEET 23 – 30
STATEMENT OF TOTAL MOVEMENT ON RESERVES 31 – 33
CONSOLIDATED CASH FLOW STATEMENT 34
NOTES TO THE CONSOLIDATED CASH FLOW STATEMENT 35 – 36
STATEMENT OF RESPONSIBILITIES FOR THE STATEMENT OF ACCOUNTS 37
STATEMENT ON THE SYSTEM OF INTERNAL FINANCIAL CONTROL 38
Page 2 Page 181 2003-2004 ANNUAL ACCOUNTS FOREWORD BY HEAD OF STRATEGIC FINANCE for the year ended 31 March 2004
Introduction This foreword is intended as a comment on Argyll and Bute Council's financial position as presented within the Statement of Accounts for the financial year 2003/2004.
Accounting Policies The Statement of Accounting Policies sets out the basis upon which the Financial Statements have been prepared, and explains the accounting treatment of both general and specific items.
The Financial Statements Consolidated Revenue Account shows the income raised by the Council during the year and how it was spent on services, financing costs and contributions to/from reserves. The surplus or deficit is carried to the Statement of Total Movement on Reserves. The notes to the Consolidated Revenue Account provide additional information on some costs and income included within the Consolidated Revenue Account. Housing Revenue Account reflects the statutory requirement to separately account for local authority housing provision, as defined in the Housing (Scotland) Act 1987. It shows the major elements of housing revenue expenditure and capital financing costs, and how these are met by rents, housing support grant and other income. The surplus or deficit is carried to the Statement of Total Movement on Reserves. Council Tax Income Account explains how the council tax income shown for the financial year in the Consolidated Revenue Account is made up. Non-domestic Rate Income Account shows the build up of non-domestic rate income, the contribution to or from the national pool and the resulting net income for the financial year to the Council that is shown in the Consolidated Revenue Account. Consolidated Balance Sheet brings together all the assets and liabilities of the Council's General Fund and Loans Fund. It is the statement of the resources of the Council and the means by which they have been financed. It is also a report on the Council's financial position at one particular point in time, a snapshot of its financial affairs at the close of the year expressed in accounting terms. The notes to the Balance Sheet give further information on the make up of certain assets and liabilities. Statement of Total Movement in Reserves gives details of the balances on each reserve at the start of the financial year, movements during the financial year by source and the balance at the end of the financial year as shown in the Balance Sheet. Consolidated Cash Flow Statement summarises the inflows and outflows of cash arising from transactions with third parties on both day to day revenue transactions and on capital activities.
Statement of Responsibilities This statement sets out the main financial responsibilities of the Council and the Head of Strategic Finance.
Statement on the System of Internal Financial Control This statement sets out the framework within which financial control is managed and reviewed over the main components of the system, including the Internal Audit arrangements.
Major Changes in Accounting Practice The Council continues to adopt the accounting practices recommended by the Chartered Institute of Public Finance and Accountancy (CIPFA) and the Local Authorities (Scotland) Accounts Advisory Committee (LA(S)AAC). The annual accounts for 2003/2004 have been prepared in compliance with the 2003 Statement of Recommended Practice (SORP). The format of the Consolidated Revenue Account reflects the requirements of the Best Value Accounting Code of Practice (BVACOP).
Financial Reporting Standard 17 (FRS17) - "Retirement Benefits" is to be implemented over a three year period into Public Sector Accounts, with 2003/04 being the third year. For the financial year ended 31 March 2004 the full impact of FRS17 is shown through the Consolidated Revenue Account and the Balance Sheet. This impact has been reversed out of the Consolidated Revenue Account as a Contribution to/(from) Pensions Reserve to reflect that there should be no impact on the “Amount to be met from Government Grants and Local Taxation. A note to the Balance Sheet is required of the balance sheet asset or liability of retirement benefits as calculated in accordance with FRS17 and an analysis of the movement of the surplus / deficit over the financial year. Also shown within the Consolidated Revenue Account is the history of gains and losses expressed as a percentage of assets and / or liabilities. These disclosures comply with the SORP.
Hymans Robertson (Independent Actuaries) were instructed by Glasgow City Council, the administering authority to the Strathclyde Pension Fund, to undertake calculations in respect of the Local Government Pension Scheme on behalf of Argyll and Bute Council as at 31 March 2004. Their calculations have been carried out in accordance with Guidance Note 36: Accounting for Retirement Benefits under FRS17 issued by the Institute and the Faculty of Actuaries.
Page 3 Page 182 2003-2004 ANNUAL ACCOUNTS FOREWORD BY HEAD OF STRATEGIC FINANCE for the year ended 31 March 2004
Property Valuations In accordance with the 2003 Statement of Recommended Practice (SORP) all properties are required to be formally revalued at intervals of not more than five years. The five year rolling programme of revaluation of all land and buildings started in 1999/2000 was completed during 2003/2004.
General Fund The following table summarises how the surplus for the year has arisen. For the purpose of comparison, the budget for 2003/2004 has been taken as the original approved budget plus any supplementary estimates agreed by Committee. Adjustments to budget have also been made in respect of additional revenue support grant and items transferred from revenue to capital.
Savings on Budget: £'m Savings in Loan Charges 0.385 Increased Collections on Local Taxes 0.975 Overall Savings by Departments Against Budget 0.419 Sub-Total 1.779 Funding to be Carried Forward and Earmarked in Reserve 5.758 Earmarked Funding at Start of Year (1.671) Transfer From DLO/DSO Reserves 0.208 Surplus for Year Per Accounts 6.074
The General Fund Reserve at 31 March 2003 amounted to £5.707m of which £1.671m was earmarked. This left a “free” balance of £4.036m. The “free” Reserve now stands at £6.023m and the overall Reserve stands at £11.781m when earmarked funds are included.
£'m "Free" Reserve at 31 March 2003 4.036 Surplus From Loan Charges, Local Tax Income and Departmental Savings 1.779 Transfer From DLO/DSO Reserves 0.208 "Free" Reserve at 31 March 2004 6.023 Funding to be Carried Forward and Earmarked in Reserve 5.758 Total Reserve Per Accounts 11.781
Significant Trading Organisations The requirement to maintain separate accounts for Direct Labour Organisations and Direct Service Organisations under the Compulsory Competitive Tendering legislation ended on 31 March 2003. Councils are now required to identify their Significant Trading Organisations. Significant Trading Organisations must achieve a breakeven financial position over a rolling three year period. This rolling three year period will not commence until 2005/2006 (i.e. the first full three financial years following 31 March 2003). Information on the financial performance of Significant Trading Organisations must be given in the Accounts and this is laid out in note 6 of the Consolidated Revenue Account.
During 2003/2004 the Council’s Significant Trading Organisations achieved a surplus of £0.115m. The surplus is part of the General Fund. All the Significant Trading Organisations met their financial objective. In a period of financial constraints the overall contribution is a welcome outcome and reflects positively upon the Council’s management of trading activities.
Housing Revenue Account The HRA balance stands at £0.474m at 31 March 2004 and is an increase of £0.051m from the 31 March 2003 balance of £0.423m. The main factors giving rise to the reduction in the balance are as follows:
£'m Reduction in Repairs and Maintenance 0.045 Reduction in Supervision and Management 0.188 Reduction in Capital Financing 0.178 Net Increase in Other Income Less Other Expenditure 0.175 Increased Income 0.586
Void House Rents and Provision for Bad Debts (0.103) Reduction in Rental Income (0.299) Other Movements (0.133) Increased Expenditure (0.535)
Surplus for Year 0.051
A contribution of £0.327m to supplement the capital expenditure programme took place during the year in line with the approved budget.
Page 4 Page 183 2003-2004 ANNUAL ACCOUNTS FOREWORD BY HEAD OF STRATEGIC FINANCE for the year ended 31 March 2004
Capital Expenditure and Borrowing The Council incurs capital expenditure within limits laid down by the Scottish Executive, who issue consents under Section 94 of the Local Government (Scotland) Act 1973. Capital receipts (from the sale of buildings, land, etc.) and private sector contributions are used to enhance these consents, subject to certain Scottish Executive restrictions placed on the use of receipts. Details of capital expenditure are as follows:
Composite Programme Housing Revenue Account £'m £'m Net Allocation 19.131 2.007 Usable Capital Receipts 2.162 1.673 Capital Financed from Current Revenue 0.016 0.327 Gross Consent 21.309 4.007
Capital Expenditure 20.274 3.648
Excess Expenditure (Receipts) (1.035) (0.359)
This includes Public Transport Fund projects where the underspend was £1.826m. After adjusting for this, the position on the main capital programme expenditure exceeded consent and receipts by £0.791m. Full use of the tolerance limits on capital expenditure was planned.
The composite programme includes all services other than Police, Fire and the Housing Revenue Account. Joint Boards control capital expenditure on Police and Fire and are reported separately thereon. The Housing Revenue Account covers capital expenditure on the Council's stock of houses.
Capital expenditure was incurred across a range of services enhancing the value, useful life or working capacity of the Council's assets. This included investments in schools, offices, other premises and facilities, information technology and roads. The composite programme includes additional consent in relation to Public Transport Funded projects that the Council secured in competition, securing much needed additional investment in the Council area.
The external borrowing of the Council at 31 March 2004 amounted to £196.28m. The majority of this was financed by the Public Works Loan Board (£169.18m), with the remainder coming mainly from the money market. During the year the Council completed £1.25m of new external borrowing. This was used to finance capital expenditure incurred during the year. The Council carried out several debt rescheduling exercises totalling £39m during the year, resulting in a change in the repayment profile of the loans outstanding and a reduction in interest rates payable and also repaid prematurely debt of £21.22m.
Statement on the System of Internal Financial Control Some weaknesses in the system of financial control were identified during the year. Most of these were rectified between the time of Internal Audit identifying the weakness and preparation of this report.
Other Significant Matters
The Council has secured funding under the new housing partnership programme. This funding has been utilised to carry out an option appraisal and feasibility study for a large scale voluntary transfer of the housing stock. The Council is now in the implementation phase in the lead up to full stock transfer. Preparation of the business plan will take place over the next six months with approval “in principle” to proceed being sought by the end of 2004. A ballot of tenants is planned for early 2005.
In common with other Councils a significant investment in school building is required. The Council has been successful in securing revenue support towards a Public Private Partnership for school buildings. The Council is developing a Pathfinder Non-Profit Distributing Organisation (NPDO) approach for the PPP. The project is currently in the procurement phase. During 2003/2004 an invitation to negotiate was issued and bids received were evaluated, leading to the appointment of a provisional preferred bidder. The Council is working with the provisional preferred bidder to finalise their selection as preferred bidder. Financial close is planned during 2004/2005.
Restructuring During 2003/2004 the Council carried out an internal restructuring. Major business and organisation change of this nature always represents a potential risk to the control environment. However the year end outturn has resulted in a generally satisfactory position and Internal Audit’s annual report allows me to take comfort that, other than as outlined above, reasonable assurance can be placed on the adequacy and effectiveness of the Council’s Internal Financial Control System.
Prudential Code Until 31 March 2004 local authority capital expenditure was controlled by capital spending consent issued under Section 94 of the Local Government (Scotland) Act 1973. This limited the amount of capital expenditure a council can incur. From 1 April 2004 these consents were abolished and local authority capital expenditure and borrowing are now regulated by the Prudential Code, a regime of self regulation.
Under the Prudential Code the Council must ensure that x Capital expenditure plans are affordable; x Borrowing is sustainable and prudent; x Treasury management reflects good professional practice.
Page 5 Page 184 2003-2004 ANNUAL ACCOUNTS FOREWORD BY HEAD OF STRATEGIC FINANCE for the year ended 31 March 2004
Conclusion The Council ends the year with an improved general fund balance. Improvements in council tax collection, savings in loan charges and containment of expenditure in departments have contributed to this position.
The Council will continue to pursue initiatives to secure additional funding. Budgetary control will continue to have a high profile to ensure effective financial control within services.
Bruce West Head of Strategic Finance June 15, 2004
Page 6 Page 185 2003-2004 ANNUAL ACCOUNTS STATEMENT OF ACCOUNTING POLICIES for the year ended 31 March 2004
The Accounts have been prepared in accordance with the Code of Practice on Local Authority Accounting in the United Kingdom: A Statement of Recommended Practice (the SORP) issued by the Chartered Institute of Public Finance and Accountancy (CIPFA).
1. ACCRUALS OF INCOME AND EXPENDITURE Revenue transactions have been recorded on an income and expenditure basis, actual or estimated sums having been included in respect of known debtors and creditors at the year-end.
Customer and client receipts in the form of sales, fees, charges and rents have been accrued in the period to which they relate.
Employee costs have been charged to the period within which the employees worked.
Interest payable on external borrowing and internal interest have been accrued in the period to which they relate on the basis of the overall economic effect of the borrowing.
The cost of supplies and services has been accounted for in the period during which they were received or consumed.
All revenue grants are matched with the expenditure to which they relate. Grants made to finance the general activities of a local authority or to compensate for loss of income are credited to the revenue account of the financial year to which they relate. Specific government grants are accounted for on an accruals basis when the conditions for receipt have been complied with.
2. OVERHEADS The cost of all Central Support Departments is fully allocated over user departments. Allocations have been based on actual or estimated activity levels, time or floor areas.
3. PENSIONS The Council participates in two different pension schemes which meet the needs of employees in particular services. Both schemes provide members with defined benefits related to pay and service. The schemes are as follows: 3.1 Teachers This is an unfunded scheme administered by the Scottish Executive. The pension cost charged in the accounts is the contribution rate set by the Scottish Executive on the basis of a notional fund. 3.2 Other Employees Other employees, subject to certain qualifying criteria, are eligible to join the Local Government Pension Scheme.
Financial Reporting Standard 17 (FRS17) - "Retirement Benefits" is to be implemented over a three year period into Public Sector Accounts with 2003/2004 being the third year. For the financial year ended 31 March 2004 the full impact of FRS17 is reflected within the accounts.
The employer's contributions to the scheme are assessed every three years by a consulting actuary and are calculated to ensure the actuarial solvency of the fund. The cost of pensions to the Council is the actual contribution paid in the year as determined by the actuary.
4. CAPITAL ACCOUNTING 4.1 Accounting Policy Statement Under statute councils are required to adopt proper accounting practices. The accounts have been drawn up in accordance with the Code of Practice on Local Authority Accounting in Great Britain, which is recognised as representing proper accounting practices. Services have been charged for the assets based on their value rather than on the financing costs of debt outstanding on the asset. 4.2 Fixed Assets a) Categories of assets Fixed assets are categorised into classes as follows:
Operational assets: - Council Dwellings; - Other Land and Buildings; - Vehicles, Plant and Equipment; - Infrastructure Assets, e.g. highways; - Community Assets, e.g. museum exhibits, parks;
Non-operational Assets, e.g. investment properties, surplus properties.
b) Recognition All expenditure on the acquisition, creation or enhancement of fixed assets is capitalised on an accruals basis.
c) Measurement Infrastructure and community assets are included in the balance sheet at historical cost, net of depreciation where appropriate.
Operational land and property is divided into two distinct categories for valuation purposes.
Page 7 Page 186 2003-2004 ANNUAL ACCOUNTS STATEMENT OF ACCOUNTING POLICIES for the year ended 31 March 2004
Where there is no discernable market value in respect of the continuation of existing use, properties will be valued on the basis of a depreciated replacement cost, net of obsolescence and depreciation.
Where operational properties are considered to be devoted to a use to which there is a discernable market, such properties will be valued on the market value in existing use basis.
Non-operational land and properties and other non-operational assets, including investment properties and assets that are surplus to requirement, are included in the balance sheet at market value.
d) Revaluations When an asset is included in the balance sheet at current value, it is formally revalued at intervals of not more than five years and the revised amount is included in the balance sheet. The difference between the value and the and the amount at which the asset was included in the balance sheet prior to the latest revaluation is credited or debited to a fixed asset restatement reserve. The Council has a rolling programme in place to revalue all of its property assets over a five year period.
e) Disposals The receipts arising from the disposal of fixed assets have been dealt with on an accruals basis, and the net book value of the asset disposed of written off against the fixed asset restatement reserve.
f) Depreciation All assets, other than Land, Non-operational Buildings and Community Assets, are being depreciated over their useful economic lives. This policy complies with the requirements of Financial Reporting Standard 15 (FRS15) - "Tangible Fixed Assets".
The Council depreciates its fixed assets on a straight line basis (with the exception of certain IT equipment, which is based on a reducing balance) over the expected life of the asset, after allowing for the residual value of an asset as follows:
Operational Buildings – Other - 20 – 50 years Operational Buildings – Dwellings - 30 years Infrastructure - 40 years Vehicles - 4 – 20 years Plant and Equipment - 3 – 10 years Vessels - 25 years
g) Charges for the use of Fixed Assets General fund service revenue accounts, central support services and trading services are charged with a capital charge for all fixed assets used in the provision of the service. Such charges cover the annual provision for depreciation, where appropriate, plus a capital financing charge determined by applying a specified notional rate of interest to the net amount at which the asset is included in the balance sheet. Capital charges in the HRA cover the statutory capital financing charges. The notional interest rate is 3.5% for assets other than infrastructure and community assets, where it is 4.625%. Interest payable, including interest payable under finance leases, and provision for depreciation are charged to an asset management revenue account.
However, in order to disclose the authority’s corporate net operating expenditure, capital charges to services need to be reversed out and replaced by depreciation and external interest payable for financing. This reconciliation is performed in the Asset Management Revenue Account.
Net operating expenditure contains accounting entries that should not have an impact on Council Tax. Consequently, after the disclosure of net operating expenditure, a second reconciliation is needed to reverse out charges in respect of depreciation and amortised government grants deferred and to replace them with Minimum Revenue Provision as represented by the cost of financing borrowing. This is accomplished in the line “Contributions to Capital Financing Reserve” in the Consolidated Revenue Account.
4.3 DEFERRED CHARGES Deferred charges represent capitalised expenditure that does not result in, or remain matched with, tangible fixed assets.
Expenditure is written off to the service revenue account in the year in which that expenditure is incurred on the basis that no long-term benefit accrues directly to the authority from the expenditure.
Net operating expenditure contains accounting entries that are not revenue bases and should not have an impact on Council Tax. Consequently, after the disclosure of net operating expenditure, a second reconciliation is needed to reverse out capital financed deferred charges. This is done by an adjustment in the Capital Financing Reserve.
One exception to this is where expenditure is incurred in the provision of wheeled bins in write off to service revenue account over a ten year period, on the basis that the bins will have a useful life of ten years and will provide benefit to the Council in the operation of refuse collection services for that period.
4.4 GOVERNMENT GRANTS Grants and other contributions relating to fixed assets are credited to a government grants deferred account and released to the asset management revenue account in line with depreciation.
Page 8 Page 187 2003-2004 ANNUAL ACCOUNTS STATEMENT OF ACCOUNTING POLICIES for the year ended 31 March 2004
4.5 FINANCE LEASES Rental payments under finance leases are apportioned between the finance (interest) charge and the reduction of the outstanding obligation. The former is charged to the Asset Management Account, the latter to the Capital Financing Reserve.
5. STOCK & WORK IN PROGRESS Stock has been valued at the lower of cost and net realisable value.
Work in progress is reflected in the Revenue Accounts and Balance Sheets of the appropriate trading activities at cost plus and, where appropriate, a proportion of overheads are charged together with attributable profits and allowances for future losses.
6. RESERVE FUNDS Repairs and Renewals Funds have been established in accordance with the Local Government (Scotland) Act 1975. The Council has Repairs and Renewals Funds in relation to Vehicles and Plant, Education and Historic Land Contamination in respect of the Council Waste PPP.
Reserve Funds for the Direct Labour and Direct Service Organisations have been established in accordance with the relevant CIPFA Code of Practice. A Capital Fund has also been established within the Direct Labour Organisation.
7. OPERATING LEASES Where a lease is classified as an "operating lease" as defined by Statement of Standard Accounting Practice 21 (SSAP 21) - "Accounting for Leases and Hire Purchase Contracts", the annual rentals are charged to the appropriate Revenue Account.
8. ASSETS FINANCED BY COVENANT SCHEMES The accounting treatment of assets financed under Covenant Schemes is in accordance with Section 4.1 of Guidance Note 1 – “Covenant Schemes Accounting Treatment and Disclosures” - issued by the Local Authority (Scotland) Accounts Advisory Committee (LA(S)AAC). The Council's indebtedness is recorded as a Deferred Covenant Liability in the Consolidated Balance Sheet. The assets have been valued in accordance with Note 4 above.
9. LOANS FUND In accordance with the Local Government (Scotland) Act 1975 Schedule 3 (12), the Council administers a Loans Fund. All loans raised by the Council are paid into the fund and are pooled. Interest and expenses of the Loans Fund have been calculated and allocated to the revenue account on the basis of debt outstanding on each account at the start of the financial year with a pro-rata adjustment in respect of new advances. Redemption of debt has been calculated and provided for in the Revenue Account on an annuity basis. Interest on revenue balances is allocated on the basis of monthly balances held on the respective accounts.
10. PUBLIC PRIVATE PARTNERSHIP The accounting treatment of the waste management Public Private Partnership is in accordance with FRS5 - "Reporting the Substance of Transactions" and Treasury guidance.
11. POST BALANCE SHEET EVENTS Where a material post balance sheet event occurs which:
i Provides additional evidence relating to conditions existing at the balance sheet date; or i Indicates that application of the going concern concept to a material part of the authority is not appropriate.
changes will be made to the amounts included within the Statement of Accounts as well as details of the nature of the post balance sheet event.
12. PROVISIONS Provisions are recognised in the Statement of Accounts where they meet the following criteria: i There is a present obligation (legal or constructive) as a result of a past event; i It is probable that a transfer of economic benefit will be required to settle the obligation; and i A reliable estimate can be made of the obligation.
13. PROVISIONS FOR BAD AND DOUBTFUL DEBTS Due account has been taken of the likelihood of the collection of outstanding debt, including local tax collection, and, where appropriate, debtor balances have been reduced to reflect this.
14. VALUE ADDED TAX (VAT) VAT is included in income and expenditure accounts only where it is irrecoverable.
Page 9 Page 188 2003-2004 ANNUAL ACCOUNTS CONSOLIDATED REVENUE ACCOUNT for the year ended 31 March 2004
2002/03 2003/04
Actual Actual Actual Actual Net Gross Gross Net Expenditure Expenditure Income Expenditure £'000 Note £'000 £'000 £'000 Council Services 71,609 Education Services 90,363 15,749 74,614 10,948 Environmental Services 21,681 10,316 11,365 7,613 Cultural and Related Services 10,711 3,348 7,363 3,010 Planning and Development Services 4,623 1,484 3,139 30,799 Social Work Services 71,147 40,639 30,508 4,733 Housing Services (Non-HRA) 21,142 19,205 1,937 19,553 Roads and Transport Services 30,214 10,650 19,564 895 Trading Services 2,532 1,570 962 Central Services 1,350 - Central Services to the Public 2,845 1,180 1,665 3,037 - Corporate and Democratic Core 3,487 108 3,379 1,341 - Non-distributed Costs 1,325 - 1,325 (116) - Other Operating Income and Expenditure 90 123 (33) 12,803 Payments to Joint Boards 1 14,344 - 14,344 167,575 General Fund Services 274,504 104,372 170,132 636 Housing Revenue Account 14,784 14,968 (184) 168,211 Net Cost of Services 289,288 119,340 169,948 (Surplus)/Deficit on Trading Undertakings not (73) (108) included in Net Cost of Services (1,196) Asset Management Revenue Account 2 3,503 Gains/losses on the repurchase or early settlement - - of borrowing (8,894) Interest and investment income (7,748) Pensions interest cost and expected return on 7,639 9,014 pension assets 165,687 Net Operating Expenditure 174,609 (636) Surplus/(deficit) transferred to/(from) HRA Balances 184 (1,966) Contribution to/(from) Funds and Earmarked Reserves (248) (133) Contribution to/(from) HRA Balance (143) (3,119) Reconciling amount for loans fund repayment 3 (218) 624 Contribution to/(from) the pensions reserve (1,159) 160,457 Amount to be met from Government Grants and Local Taxation 173,025 99,463 General Government Grants 109,147 36,383 Income from Council Tax 37,419 29,831 Non-domestic Rates Redistribution 32,533 5,220 Net General Fund Surplus / (Deficit) 6,074 487 Balance on General Fund Brought Forward 5,707 5,707 Balance on General Fund Carried Forward 4 11,781
Page 10 Page 189 2003-2004 ANNUAL ACCOUNTS NOTES TO THE CONSOLIDATED REVENUE ACCOUNT for the year ended 31 March 2004
1. Joint Boards This account shows payments to the Police, Fire, Passenger Transport and Valuation Joint Boards and to the Authorities Buying Consortium.
2002/03 2003/04 £'000 £'000 369 Strathclyde Passenger Transport 398 7,079 Strathclyde Police Joint Board 8,207 4,197 Strathclyde Fire Joint Board 4,580 1,131 Dunbartonshire and Argyll & Bute Valuation Joint Board 1,132 27 Authorities Buying Consortium 27 12,803 Total Joint Boards 14,344
2. Asset Management Revenue Account This account shows the (deficit)/surplus arising from the capital charges made to the service accounts for the use of assets and the cost to the Council of financing these assets. 2002/03 2003/04 £'000 £'000 12,704 Charge for Depreciation/Impairment 13,597 16,466 External Interest Payable 15,415 (29,807) Capital Charges (24,888) (559) Release of Government Grant (621) (1,196) Net Expenditure / ( Income) 3,503
3. Contributions to Capital Financing Reserve This shows the amount of revenue resources used to finance capital expenditure during the year and the repayment of the principal instalment from the Loans Fund, offset by depreciation/impairment charges (net of Government Grants credit) and the amount of deferred charges written off to revenue.
2002/03 2003/04 £'000 £'000 604 Capital Financed from Current Revenue - General Fund 16 12,086 Principal Loans Fund Instalment 13,499 (12,704) Depreciation/Impairment (13,597) (3,664) Deferred Charges Written off to Revenue (757) 559 Release of Government Grant 621 (3,119) Total Contribution to Capital Financing Reserve (218)
4. General Fund Balance Carried Forward The followin g committed sums are included in the Gene ral Fund balance carried forward of £11.781m:- £'000 Waste Management PPP 1,086 Corporate Property Strategy 30 Modernising Government Fund 43 Digital Communities 245 Area Budgets 15 Risk Management Fund 41 Works Committed and Commenced Prior to Start of Financial Year on Roads Projects 386 Community Safety Forum Contributing to Drugs Rehabilitation 4 Community Safety Partnership 82 Social Work Funding 2,710 Underspends in 2003/04 Used to Fund Savings in 2004/05 Budget 994 IT Top Slice 92 Change Management 30 Total Committed Funds 5,758
Page 11 Page 190 2003-2004 ANNUAL ACCOUNTS NOTES TO THE CONSOLIDATED REVENUE ACCOUNT for the year ended 31 March 2004
5. Operating Lease Rentals Paid The Council uses land, buildings, vehicles, plant and equipment financed under the terms of an operating lease. The amounts paid under these arrangements in 2003/04 are as follows:
2002/03 2003/04 £'000 £'000 68 Land and Buildings 95 895 Vehicles 1,037 203 Plant and Equipment 315 1,166 Total 1,447
In respect of vehicles the Council recovered £0.089m of leased car costs from its employees during 2003/04.
The Council is committed to making payments of £1.557m under operating leases in 2004/05. These can be analysed as follows: £'000 Leases expiring in 2004/2005 215 Leases expiring between 2005/2006 and 2008/2009 1,056 Leases expiring after 2008/2009 onwards 286 Total 1,557
6. Significant Trading Organisations
Details of tr ading units where the service manager is required to operate in a commercial environment and balance their budget by generating income from other parts of the authority or other organisations are as follows: Roads and Lighting Trading Account Year Ended 2004 3 Year 2002/03 2003/04 2003/04 Actual Target 2002/2003 Actual Actual Target 3 Year Target Performance £'000 £'000 £'000 £'000 £'000 £'000 Turnover 12,906 10,465 Expenditure 12,823 10,415 --Surplus/(Deficit) 83 50 --
Waste Management Trading Account Year Ended 2004 3 Year 2002/03 2003/04 2003/04 Actual Target 2002/2003 Actual Actual Target 3 Year Target Performance £'000 £'000 £'000 £'000 £'000 £'000 Turnover 4,990 4,775 Expenditure 4,982 4,770 --Surplus/(Deficit) 85--
Leisure Trading Account Year Ended 2004 3 Year 2002/03 2003/04 2003/04 Actual Target 2002/2003 Actual Actual Target 3 Year Target Performance £'000 £'000 £'000 £'000 £'000 £'000 Turnover 2,898 3,150 Expenditure 2,884 3,145 --Surplus/(Deficit) 14 5 --
Page 12 Page 191 2003-2004 ANNUAL ACCOUNTS NOTES TO THE CONSOLIDATED REVENUE ACCOUNT for the year ended 31 March 2004
Catering and Cleaning Trading Account Year Ended 2004 3 Year 2002/03 2003/04 2003/04 Actual Target 2002/2003 Actual Actual Target 3 Year Target Performance £'000 £'000 £'000 £'000 £'000 £'000 Turnover 7,157 6,996 Expenditure 7,153 6,993 --Surplus/(Deficit) 43--
Building Maintenance Trading Account Year Ended 2004 3 Year 2002/03 2003/04 2003/04 Actual Target 2002/2003 Actual Actual Target 3 Year Target Performance £'000 £'000 £'000 £'000 £'000 £'000 Turnover 2,633 1,809 Expenditure 2,627 1,804 --Surplus/(Deficit) 65--
7. Local Government Act 1986 - Separate Publicity Account The Council is required under Section 5 of the Act to maintain a separate account for publicity. Expenditure of £0.578m was incurred during 2003/04 and is included within service expenditure as follows:
2002/03 2003/04 £'000 £'000 220 Staff advertising 333 18 Leaflets and publications 42 74 Statutory notices 69 145 Other 134 457 Total 578
8. Agency Income The Council has agency agreements with the Scottish Veteran Garden City Association and the Margaret Blackwood Housing Association whereby the Council arranges for maintenance to be carried out on their housing stock. There is also an ongoing agency agreement with Scottish Water to collect domestic water and sewerage charges. During 2003/04 income from these agreements amounted to £0.181m (2002/03 - £0.176m).
2002/03 2003/04 £'000 £'000 1 Scottish Veteran Garden City Association and 1 Margaret Blackwood Housing Association - repair of houses 175 Scottish Water 180 176 Agency Income 181
Page 13 Page 192 2003-2004 ANNUAL ACCOUNTS NOTES TO THE CONSOLIDATED REVENUE ACCOUNT for the year ended 31 March 2004
9. Local Authorities (Goods and Services) Act 1970 The Council is empowered by this Act to provide goods and services to other public bodies. Income from these services amounted to £0.733m. The goods and services provided during the year were as follows:
Income Expenditure Name of Body Purpose of work £'000 £'000 North Lanarkshire Council Cleaning and Catering - Kilbowie OC 111 100 Strathclyde Police Cleaning of Police Stations 108 98 Strathclyde Fire Maintenance of Fire Stations 180 163 Various Public Bodies Grounds Maintenance 53 50 Various Councils Provision Of Science Packs And Health Packs 18 14 Various Councils Staff Support 8 8 Inverclyde Council Teacher Cover Primary Schools Schools 1 1 West Dunbartonshire Council Provision Of Special Education Needs 254 242 733 676
10. Health Act 1999 Pooled Funds and Similar Arrangements The Council has a joint working arrangement with NHS Argyll and Clyde whereby it provides, but NHS Argyll and Clyde pays for, certain types of care of the elderly and services for those with learning disabilities or mental health problems. During 2003/04 income from this source amounted to £2.895m and the related expenditure was £5.116m. These sums can be analysed as follows:
Income Expenditure Purpose of Service £'000 £'000 Care of the elderly 1,466 2,580 Provision of services for people with learning disabilities 1,137 1,984 Provision of services for people with mental health problems 292 552 2,895 5,116
11. Teachers Pensions - Administered by Scottish Public Pensions Agency
2002/03 2003/04
2,026 Amount paid over (£'000) 3,006 6.90% Rate of contribution (%) 6.90% 436 Amount of added years awarded by the Council (£'000) 445 7 Discretionary payments made by the council (£'000) -
From 1 April 1999 the Council became responsible for the “Strain on the Fund” costs resulting from early retirals, and during 2003/04 these amounted to £300,815.
12. Members' Allowances The total amount of members' allowances paid by the Council during the year was:
2002/03 2003/04 £'000 £'000 209 Basic Allowance 210 203 Special Responsibility Allowance 215 412 Total Allowances 425
Page 14 Page 193 2003-2004 ANNUAL ACCOUNTS NOTES TO THE CONSOLIDATED REVENUE ACCOUNT for the year ended 31 March 2004
13. Officers' Emoluments The number of employees whose remuneration, excluding pension contributions was £40,000 or more in bands of £10,000 were:
2002/03 2003/04 No Remuneration Band No 50 £40,000 - £49,999 32 28 £50,000 - £59,999 18 6 £60,000 - £69,999 3 3 £70,000 - £79,999 4 - £80,000 - £89,999 - 1 £90,000 - £99,999 1 - £100,000 - £109,999 - - £110,000 - £119,999 1
14. Related Party Transactions During the year transactions with related parties arose as follows:
Income Expenditure £'000 £'000 Central Government and Agencies: Revenue Grants: Revenue Support Grant 109,147 Non-domestic Rates 32,534 Housing Benefits / Support Grant 14,445 Council Tax Benefit Subsidy 4,752 Other Government Grants 23,173
Capital Grants: European Grants 193 Sportscotland 341 School Buildings Improvements Fund 737 Other Government Capital Grants 228
Related Bodies: Transactions with related bodies during the year totalled 16,976
Of these, transactions with the following exceeded £10,000: Joint Boards (see note 1 for further details) 14,344 Strathclyde Passenger Transport - Concessionary Fares 1,808 Argyll, the Islands, Loch Lomond, Stirling and the Trossachs Tourist Board 22 Bute Council on Alcohol 38 COSLA 83 Dunoon and Cowal Youth Project 19 Islay and Jura Community Enterprise 71 Nadair Trust 13 NHS Argyll and Clyde 227 Oban and Lorn Enterprises - Atlantis Leisure 296
Other Related Party Transactions: Transactions in which members have a significant interest 69
During the year there was one company in which members had a significant interest and where the total of transactions exceeded £10,000. This was as follows: £'000 Trident Taxis 62
Page 15 Page 194 2003-2004 ANNUAL ACCOUNTS NOTES TO THE CONSOLIDATED REVENUE ACCOUNT for the year ended 31 March 2004
15. Waste Management Public Private Partnership The Council has entered into a Public Private Partnership for the provision of its waste disposal service. This agreement requires the provider to upgrade or replace three waste disposal sites, two transfer stations and five civic amenity sites. In addition, the provider will also provide composting facilities to meet waste diversion targets. When the agreement ends in September 2026 the provider will hand back to the Council the waste disposal facilities with a life of 5 years.
The Council has paid a service charge of £4.111m which represents the value of the service provided from 1 April 2003 to 31 March 2004. Under the agreement the Council is committed to paying the following sums:
Period £'000 2004/07 14,105 2007/12 25,497 2012/17 28,265 2017/22 31,396 2022/27 29,980 Total 129,243
This equates to £5.573m per annum over the life of the contract.
16. Fees Payable to Audit Scotland
In 2003/04 the following fees relating to external audit and inspection were incurred:
2002/2003 2003/2004 £'000 £'000 190 Fees payable to Audit Scotland with regard to external audit services carried out by the appointed auditor 223 4 Fees payable in respect of other services provided by the appointed auditor 1 194 224
17. Pension – Local Government Superannuation (Scotland) Scheme
As state d in note 3 of the Statement of Accounting Policies, the Council participates in the Local Government Pension Scheme administered by the City of Glasgow Council’s Strathclyde Pension Fund. This Fund provides members with defined benefits relating to pay and service. The contributions are based on rates determined by the Fund’s professionally qualified actuary and based on triennial valuations of the Fund.
17.1 Amount Charged to Operating Profit
The foll owing table shows an analysis of the pension costs that would have been charged to operating profit under FRS 17: -
Year to Year to 31 March 2004 31 March 2004 Amount Charged to Operating Profit £'000 % of Payroll Service Costs 6,054 14.2% Past Service Costs 23 0.1% Curtailments and Settlements 773 1.8% Decrease in Irrecoverable Surplus -- Total Operating Charge (A) 6,850 16.1%
Amount Credited to Other Finance Income Expected Return on Employer Assets 7,748 18.2% Interest on Pension Scheme Liabilities (9,014) -21.1% Net Return (B) (1,266) -2.9%
Net Revenue Account Cost (A)-(B) 8,116 19.0%
Page 16 Page 195 2003-2004 ANNUAL ACCOUNTS NOTES TO THE CONSOLIDATED REVENUE ACCOUNT for the year ended 31 March 2004
17. Pension Costs - FRS 17 Disclosure Continued
17.2 Analysis of Amount Recognised in Statement of Total Recognised Gains and Losses (STRGL)
Year to 31 March 2004 £'000 Actual return less expected return on pension scheme assets 19,563 Experience gains and losses arising on the scheme liabilities (512) Changes in financial assumptions underlying the present value of the scheme liabilities - Actuarial gain / (loss) in pension plan 19,051 Increase / (decrease) in irrecoverable surplus from membership fall and other factors - Actuarial gain / (loss) recognised in the STRGL 19,051
17.3 History of Experience Gains and Losses
Difference between the expected and actual return on assets 19,563 Value of assets 138,298
Percentage of assets 14.1%
Experience gains / losses on liabilities (512) Present value of liabilities 161,310
Percentage of the present value of liabilities -0.3%
Actuarial gains / losses recognised in STRGL 19,051 Present value of liabilities 161,310
Percentage of the present value of liabilities 11.8%
Further details on pension assets and liabilities are provided in note 14 to the balance sheet.
Page 17 Page 196 2003-2004 ANNUAL ACCOUNTS HOUSING REVENUE ACCOUNT for the year ended 31 March 2004
2002/03 2003/04 2003/04 Actual Actual Budget £'000 £'000 £'000 Expenditure 4,713 Repairs and Maintenance 4,549 4,594 4,050 Supervision and Management 4,230 4,418 4,766 Capital Financing Costs 4,382 4,560 615 Void House Rents 684 696 62 Bad Debt Write Off 115 8 Increase in Provision for Bad or Doubtful Debts 588 Other expenditure 497 517 700 Contribution to Capital Financing Reserve 327 380 15,502 Total Expenditure 14,784 15,165
Income 13,842 Rent of houses (gross) 13,714 14,013 92 Non-dwelling Rents 88 100 168 Housing Support Grant 149 149 20 Decrease in Provision for Bad or Doubtful Debts 78 - 744 Other Income 939 903 14,866 Total Income 14,968 15,165
(636) (Deficit) / Surplus for Year 184 -
1,151 Balance on Housing Revenue Account Brought Forward 423 423
41 Interest Earned on Balance 10 -
(133) Contribution to General Fund (143) -
423 Balance on Housing Revenue Account Carried Forward 474 423
NOTES TO THE HOUSING REVENUE ACCOUNT
1. Gross Rent Income This is the total rent income for the year. Average annual rent charges were £42.65 per week in 2003/04 (2002/03 £41.10)
2. Housing Stock
2002/03 2003/04 No No 198 Sheltered Housing 198 3,251 Other Houses 3,059 1,589 Tenement Flats 1,559 1,272 Other Flats 1,232 6,310 Total Housing Stock 6,048
3. Rent Arrears and Bad Debts Rent arrears at 31/3/2004 were £0.324m (31/3/2003 - £0.391m) and this equated to an average rent arrears per house of £54 (2002/03 - £62).
In accordance with the latest assessment of potential recovery and in order to reflect due prudence, the provision for bad debts has been adjusted to £0.189m (2002/03 - £0.234m); this represents an increase of £0.045m. The HRA share of the sundry debtor account provision for bad debts decreased by £0.033m.
Page 18 Page 197 2003-2004 ANNUAL ACCOUNTS COUNCIL TAX INCOME ACCOUNT for the year ended 31 March 2004
Shows the net income raised from council taxes levied under the Local Government Finance Act 1992. 2002/03 2003/04 Actual Actual £'000 £'000
44,686 Gross Council Tax Levied and Contributions in Lieu 46,151
Less: (250) Council Tax Benefits (Net of Government Grant) (253) (7,146) Other Discounts and Reductions (7,530) (1,730) Provision for Bad and Doubtful Debts (1,786) 35,560 Total for 2003/04 36,582
823 Adjustment to Previous Years' Community Charge and Council Tax 837
36,383 Transfers to General Fund 37,419
NOTES TO THE COUNCIL TAX INCOME ACCOUNT
1. Calculation of the Council Tax Dwellings are valued by the Assessor and placed within a valuation band ranging from the lowest "A" to the highest "H". The Council Tax charge is calculated using the Council Tax Base, i.e. Band D equivalents as below. This value is then decreased or increased dependent upon the band of the dwelling. The charge for each band for 2003/04 was as follows:
Band Valuation Band % Band D £ per year A Under £27,000 67%£ 689.33 B £27,000 - £35,000 78%£ 804.22 C £35,000 - £45,000 89%£ 919.11 D £45,000 - £58,000 100%£ 1,034.00 E £58,000 - £80,000 122%£ 1,263.78 F £80,000 - £106,000 144%£ 1,493.56 G £106,000 - £212,000 167%£ 1,723.33 H Over £212,000 200%£ 2,068.00
Page 19 Page 198 2003-2004 ANNUAL ACCOUNTS COUNCIL TAX INCOME ACCOUNT for the year ended 31 March 2004
NOTES TO THE COUNCIL TAX INCOME ACCOUNT – Continued 2. Calculation of the Council Tax Base 2003/04
Council Tax Base A B C D E F G H Total
Total Number of Properties 8,084 9,484 9,374 5,468 6,578 3,402 2,256 211 44,857
Less - Exemptions / Deductions 1,020 644 1,162 415 524 185 119 32 4,101
Adjustment for Single - 917 964 727 400 338 145 80 5 3,576 Chargepayers
Effective Number of Properties 6,147 7,876 7,485 4,653 5,716 3,072 2,057 174 37,180
Band D Equivalent Factor (ratio) 6/9 7/9 8/9 9/9 11/9 13/9 15/9 18/9
Band D Equivalent Number of Properties 4,098 6,126 6,653 4,653 6,986 4,437 3,428 348 36,729
Add Contribution in lieu in respect of Class 18 dwellings (Band D Equivalent) 518
Nominal Tax Yield 37,247
Less Provision for Non-Collection - 5.4% 2,011
Council Tax Base 2003/04 - Number of Band D equivalents 35,236
Page 20 Page 199 2003-2004 ANNUAL ACCOUNTS NON-DOMESTIC RATE INCOME ACCOUNT for the year ended 31 March 2004
Shows the income from the rate levied under the Local Government (Scotland) Act 1975 as amended by the Local Government Finance Act 1992 on non-domestic property. 2002/03 2003/04 Actual Actual £'000 £'000
32,362 Gross rates levied 27,691
Less: (2,613) Reliefs and other deductions (2,182) (21) Payment of interest (300) 118 Provision for bad and doubtful debts (389) 29,846 Net Non-domestic Rate Income 24,820
5 Adjustments for years prior to introduction of national non-domestic rate pool 2 (20) Contribution from / (to) national non-domestic rate pool 7,711 29,831 Guaranteed Rate Income 32,533
NOTES TO THE NON-DOMESTIC RATE INCOME ACCOUNT
1. Analysis of Rateable Values 2002/03 2003/04 £ £
3,515,190 Industrial and freight transport subjects 3,392,020 37,775,337 Public utilities including Telecomms, Rail, Gas and Electricity Companies 36,355,931 Commercial subjects: 9,519,550 9,501,080 Shops 4,517,005 4,559,750 Offices 6,596,840 6,813,520 Hotels, Boarding Houses etc. 5,462,395 5,570,495 Others 7,967,519 Formula valued subjects 7,951,411 75,702,891 Total Rateable Value 73,795,152
2. Non-Domestic Rate Charge
2002/03 2003/04 Pence Pence
45.8p Rate Per Pound Properties under £10,000 47.8p 47.8p Rate Per Pound Properties over £10,000 47.8p 0.0p Supplementary Rate Per Pound for Properties over £25,000 0.6p
3. Calculation of Rate Charge for Each Property The rates charge for each subject is determined by the rateable value placed upon it by the Assessor multiplied by the Rate per £ announced each year by the Government.
Page 21 Page 200 2003-2004 ANNUAL ACCOUNTS CONSOLIDATED BALANCE SHEET as at 31 March 2004
2002/03 2003/04 £'000 Note £'000 Fixed Assets Operational Assets 1.1 64,696 - Council Dwellings 64,725 167,972 - Other Land and Buildings 163,092 4,208 - Vehicles, Plant and Equipment 4,184 58,310 - Infrastructure Assets 63,304 124 - Community Assets 329 Non-operational Assets 1.2 380 - Vehicles, Plant and Equipment Under Construction 212 7,297 - Infrastructure Under Construction 9,801 2,582 - Buildings Under Construction 3,014 7,435 - Non-operational Land and Buildings 13,648 313,004 Total Fixed Assets 322,309 418 Deferred Charges 4 559 9,598 Long Term Debtors 5 11,667 323,020 Total Long Term Assets 334,535
Current Assets 743 - Stock and Work in Progress 652 11,609 - Debtors 6 11,298 2,000 - Investments - 8,097 - Cash at Bank and in Hand 850 12,800
345,469 Total Assets 347,335
Current Liabilities (580) - Short Term Borrowing 7.2 (3,702) (28,760) - Creditors (34,370) (2,978) - Bank Overdraft (3,670) (41,742)
313,151 Total Assets less Current Liabilities 305,593 (216,923) Long Term Borrowing 7.2 (192,574) (239) Deferred Covenant Liability - (417) Provisions 8 (843) - Liability related to defined benefit pension scheme (23,011) (216,428)
95,572 Total Assets less Liabilities 89,165
Capital Reserves: 81,357 - Fixed Asset Restatement Reserve 84,432 (5,926) - Capital Financing Reserve 214 400 - Useable Capital Receipts Reserve 400 11,751 - Deferred Government Grants and Contributions 13,238 905 - Earmarked Reserves 809 - Pensions Reserve (23,011) Revenue Reserves: 5,707 - General Fund 11,781 423 - Housing Revenue Account Balance 474 111 - DSO/DLO's - 844 - Earmarked Reserves 828
95,572 Total Net Worth 89,165
Bruce West Head of Strategic Finance June 15, 2004
Page 22 Page 201 2003-2004 ANNUAL ACCOUNTS NOTES TO THE CONSOLIDATED BALANCE SHEET as at 31 March 2004
1.1 Movement on Operational Fixed Assets
Other Vehicles Council Land & Plant & Infrastructure Community Total Total Dwellings Buildings Equipment Assets Assets 2003/04 2002/03 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Certified Valuation at 31/3/03 64,696 190,766 Accumulated Depreciation - (16,212) Accumulated Impairment - (6,582) Net Book Value at 31/03/03 64,696 167,972 4,208 58,310 124 295,310 287,799
Movement in 2003/04 Expenditure in Year 3,403 3,465 1,090 2,145 143 10,246 10,682 Disposals (2,916) (442) (87) (3,445) (2,726) Revaluations 1,697 4,497 9 6,203 11,142 Transfers (to) / from Non (5,439) 387 5,906 62 916 1,117 Operational Assets Depreciation (2,155) (6,961) (1,414) (3,066) (13,596) (12,704) Impairment - - Net Book Value at 31/03/04 64,725 163,092 4,184 63,304 329 295,634 295,310
1.2 Movement on Non-Operational Fixed Assets
Vehicles Plant & Non Equipment Infrastructure Buildings Operational Under Under Under Land & Total Total Construction Construction Construction Buildings 2003/04 2002/03 £'000 £'000 £'000 £'000 £'000 £'000 Certified Valuation at 31/3/03 7,435 Accumulated Depreciation - Accumulated Impairment - Net Book Value at 31/03/03 380 7,297 2,582 7,435 17,694 14,384 Movement in 2003/04 Expenditure in Year 219 8,495 860 6 9,580 6,648 Disposals (85) (575) (660) (85) Revaluations 977 977 (2,136) Transfers (to) / from Operational Assets (387) (5,906) (428) 5,805 (916) (1,117) Depreciation - - Impairment - - Net Book Value at 31/03/04 212 9,801 3,014 13,648 26,675 17,694
1.3 Valuation of Operational Fixed Assets
Council dwellings were revalued at 31 March 2004 by the District Valuer for Scotland South West, Brian J Kerr, F.R.I.C.S., on the basis of Existing Use Value for Social Housing as defined in Practice Statement 4.1 of the Royal Institute of Chartered Surveyors (RICS) Appraisal and Valuation Manual, the definition of which is as follows:
"Existing Use Value for Social Housing is defined as an opinion of the best price at which the sale of an interest in property would have been completed unconditionally for cash consideration on the date of the valuation.”
During the current year, revaluations on operational land and buildings were carried out by Nicholas S. Allan, M.R.I.C.S., Estates Manager for Argyll and Bute Council, in accordance with the Council's rolling programme of revaluations. The basis of valuation is set out in the Statement of Accounting policies on pages 7 to 9.
Page 23 Page 202 2003-2004 ANNUAL ACCOUNTS NOTES TO THE CONSOLIDATED BALANCE SHEET as at 31 March 2004
The following statement shows the progress of the Council's rolling programme for the revaluation of operational fixed assets:
Other Vehicles Council Land & Plant & Infrastructure Community Total Dwellings Buildings Equipment Assets Assets 2003/04 £'000 £'000 £'000 £'000 £'000 £'000 Valued at historical cost 4,184 63,304 329 67,817 Valued at current value in: 2003/2004 64,725 16,867 81,592 2002/2003 30,233 30,233 2001/2002 52 52 2000/2001 32,490 32,490 1999/2000 83,315 83,315 Valuations inherited at 01/04/96 135 135 Total 64,725 163,092 4,184 63,304 329 295,634
1.4 Valuation of Non-Operational Fixed Assets
During the current year, revaluations on non-operational land and buildings were carried out by Nicholas S. Allan, M.R.I.C.S., Estates Manager for Argyll and Bute Council, in accordance with the Council's rolling programme of revaluations. The basis of valuation is set out in the Statement of Accounting policies on pages 7 to 9.
The following statement shows the progress of the Council's rolling programme for the revaluation of non-operational fixed assets.
Vehicles Plant Non & Equipment Infrastructure Buildings Operational Under Under Under Land & Total Construction Construction Construction Buildings 2003/04 £'000 £'000 £'000 £'000 £'000 Valued at historical cost 212 9,801 3,014 13,027 Valued at current value in: 2003/2004 3,137 3,137 2002/2003 3,092 3,092 2001/2002 5,175 5,175 2000/2001 1,187 1,187 1999/2000 1,057 1,057 Valuations inherited at 01/04/96 - - Total 212 9,801 3,014 13,648 26,675
1.5 Fixed Assets Information on Assets Held at 31/3/04
2003/04 2003/04 OPERATIONAL BUILDINGS No. OPERATIONAL EQUIPMENT No. Administrative Buildings 50 Vehicles and Heavy Plant 296 Depots 32 Social Work Homes for the Elderly 7 INFRASTRUCTURE ASSETS Social Work Children's Homes 5 Highways (miles) 1,406 Social Work Hostels 3 Bridges 954 Primary Schools 80 Car Parks 138 Secondary Schools 10 Vessels 5 Special Schools 3 Nursery Schools 3 COMMUNITY ASSETS Halls 8 Play Areas 58 Sports Centres 1 Parks 25 Swimming Pools 4 Civic Regalia (Provosts' Chains) 4 Museums and Libraries 10 Civic Regalia (Bailies' Chains) 1 Community Centres 9 Cemeteries 125 Crematoria 1 War Memorials 54 Public Conveniences 75 Travelling Persons Sites 3 COUNCIL DWELLINGS 5,943 Airports 1
Page 24 Page 203 2003-2004 ANNUAL ACCOUNTS NOTES TO THE CONSOLIDATED BALANCE SHEET as at 31 March 2004
2. Summary of Capital Expenditure and Financing
Capital expenditure involves the creation of assets, the benefit of which will be available to future rate and council taxpayers. It is financed from borrowing and therefore the cost of the assets is effectively borne over a period of years. In 2003/04 gross capital expenditure totalled £23.922m, offset by capital income of £4.177m, as follows: 31 March 31 March 2004 2003 £'000 £'000 Capital Investment: Operational Assets 10,246 10,682 Non-operational Assets 9,580 6,648 Deferred Charges 898 4,082 Other Capital Payments 3,112 545 Other Adjustments for Cash Accounting 86 (115) Total Expenditure 23,922 21,842 Sources of Finance: Borrowing (S94 consent) 19,745 17,071 Capital Receipts 2,196 2,158 Government Grants and Other Contributions 1,638 1,309 Revenue Contributions 343 1,304 Total Fi nancing 23,922 21,842
3. Assets Held Under Finance Leases
There were no assets held under finance leases during the year.
4. Movement in Deferred Charges
Written off to Balance at Balance at Expenditure revenue in 31 March 1 April 2003 in year year 2004 £'000 £'000 £'000 £'000 Improvement Grants - - Other 418 898 (757) 559 Total Deferred Charges 418 898 (757) 559
5. Long Term Debtors
31 March 31 March 2004 2003 £'000 £'000 Loans Early Repayment Premium 10,203 7,944 House Loans 679 851 Waste PPP Historic Contamination Fund 785 803 Total L ong Term Debtors 11,667 9,598
The "Loans Early Repayment Premium" represents the premium paid to the Public Works Loans Board and other external bodies upon the early redempt ion of debt. As part of a loans restruct uring exercise, debt at a relatively high interest rate was replaced by new debt at a more attractive rate of interest. These costs associated with the early redemption of debt are charged to the Council's loans fund over the period of the new debt borrowed.
At the start of the PPP contract during the 2001/02 financial year, a joint bank account was set up with Shanks Group PLC. Only Shanks Group PLC can draw on this fund during the 25 year contract period, Argyll and Bute Council are required to keep the bank account balance "topped" up at £0.750m. At the end of the 25 year contract period the £0.750m will be available to Argyll and Bute Council.
Page 25 Page 204 2003-2004 ANNUAL ACCOUNTS NOTES TO THE CONSOLIDATED BALANCE SHEET as at 31 March 2004
The movement in the bank account balance during the year can be analysed as follows: £'000 Balance at 1 April 2003 803 Contribution from General Fund (44) "Top-up" payments during the year - Withdrawals by Shanks Group PLC - Interest earned on bank account 26 Balance at 31 March 2004 785
6. Debtors 2003/04 2002/03 £'000 £'000 £'000 £'000
Arrears of Local Taxation Council Tax 11,683 11,660 less: provision for bad debts (11,091) (10,773) 592 887 Community Charge 7,697 7,812 less: provision for bad debts (7,697) (7,812) - - Non-domestic Rates 1,513 1,774 less: provision for bad debts (1,327) (1,518) 186 256 House Rents 253 264 less: provision for bad debts (189) (234) 64 30 Debtor Accounts 2,760 3,789 less: provision for bad debts (411) (621) 2,349 3,168
Government Grants 1,420 424
VAT Recoverable 2,349 1,989
Other Debtors 4,338 4,855 Total Debtors 11,298 11,609
Page 26 Page 205 2003-2004 ANNUAL ACCOUNTS NOTES TO THE CONSOLIDATED BALANCE SHEET as at 31 March 2004
7. Analysis of Borrowing
7.1 Source of Loan
31 March 31 March 2004 2003 £'000 £'000 Public Works Loan Board 169,178 195,538 Money Market 25,755 20,580 EIB 830 963 Other Loans 513 422 Total Outstanding Loans 196,276 217,503
7.2 Maturity of Loans 31 March 31 March 2004 2003 £'000 £'000 Borrowings repayable on demand or within 12 months 3,702 580 Borrowings repayable on demand or within 12 months 3,702 580
1 - 2 years 4,054 3,270 2 - 5 years 8,272 430 6 - 10 years 14,294 11,020 Over 10 years (see graph below) 165,954 202,203 Total Long and Medium Term Loans 192,574 216,923
Total Outstanding Loans 196,276 217,503
The following graph shows an additional analysis of how the £165.954m of loans, shown in the table above, is repayable.
0
8
1
Maturity Analysis - Years
0 11 - 15 31 -35 6 1 16 - 20 41 - 45 21 - 25 46 - 50
£40.18m 0 26 - 30 51 - 55
4
1
0
2
£6.80m 1 £5.25m
0
£13.80m 0
1 £9.25m
0
8
£26.99m
0
6
0
£23.73m 4
0
2
£39.96m
0
8. Provisions
Liabilities have continued to arise in respect of the former Strathclyde Regional Council's operations. Cost sharing arrangements are in place with the other eleven authorities that make up the former Strathclyde Region. Argyll and Bute Council's share of liabilities, which materialise in the future, will be approximately 4.75%. At present, potential liabilities in respect of insurance claims and various legal actions could cost the Council £0.009m. Full provision for this amount has been made.
Liabilities have also arisen in respect of employees who will be made redundant as a result of restructuring. According to the SORP's (Statement of Recommended Practice) guidance on Provisions for Restructuring Costs: -
"The authority must also have raised valid expectations in those affected by announcing the features of the plan or actually starting to implement it. Allowable costs are restricted to costs that would not have been incurred if the restructuring had not taken place, less any costs associated with on-going activities."
Page 27 Page 206 2003-2004 ANNUAL ACCOUNTS NOTES TO THE CONSOLIDATED BALANCE SHEET as at 31 March 2004
8. Provisions Continued
Both these provisions comply with the requirements of Financial Reporting Standard 12 - "Provisions, Contingent Liabilities and Contingent Assets" (FRS 12) and meet the following criteria: - There is a present obligation (legal or constructive) as a result of a past event; - It is probable that a transfer of economic benefit will be required to settle the obligation; and - A reliable estimate can be made of the obligation. Opening Movement Closing Balance in Year Balance £'000 £'000 £'000 SRC Insurance Claims (143) 43 (100) Reorganisation Redundancy Costs (274) (49) (323) Teach ers' Premature Retirement Scheme - (420) (420) Total Provisions (417) (426) (843)
9. Analysis of Net Assets Employed
As at 31 March 2004 General Fund HRA Total £'000 £'000 £'000 Assets Fixed Assets 257,584 64,725 322,309 Deferred Charges 559 - 559 Long Term Debtors 11,667 - 11,667 Stock and Work in Progress 652 652 Debtors 11,298 11,298 Investments -- - Cash at Bank and in Hand 850 - 850 Liabilities Short Term Borrowing (3,702) (3,702) Creditors (34,370) (34,370) Bank Overdraft (3,670) - (3,670) Long Term Borrowing (192,574) (192,574) Deferred Covenant Liability - - - Provisions (843) - (843) Liability Related to Defined Benefit Pension Scheme (23,011) - (23,011) Total Net Assets Employed 24,440 64,725 89,165
10. Contingent Gains and Liabilities
The Council has inherited a number of applications for equal pay at various stages of completion at Industrial Tribunals. The final outcome of these applications is unknown at this time, although there is the possibility that the Council may lose at least some of these cases. No financial provision has been made in the 2003/2004 Accounts given the uncertainties that surround both the final outcomes and the settlement levels.
The Council has entered into a Public Private Partnership with Shanks Group PLC for the waste management of landfill sites. Under this agreement, the Council retains an element of residual responsibility in respect of specific environmental rectification which may be necessary in certain circumstances. The Council is of the view that any future liabilities arising from these circumstances should be covered by grants funding.
Page 28 Page 207 2003-2004 ANNUAL ACCOUNTS NOTES TO THE CONSOLIDATED BALANCE SHEET as at 31 March 2004
11. Commitments Under Capital Contracts
At 31 March 2004, the Council had commitments on capital contracts of £9.845m. This expenditure will be funded from a combination of government grants, borrowing, income from selling assets and contributions from Revenue Accounts.
£'000 Administration Buildings and Equipment 14 Information Technology - Development and Environment Services 873 Education 191 Social Work 15 Roads 7,955 Housing - Miscellaneous 797 9,845
12. Trust Funds and Other Third Party Funds
The Council acts as sole or custodian trustee for 75 trust funds and 6 common good funds. In neither case do the funds represent assets of the Council, and as such have not been included in the Consolidated Balance Sheet. The funds have not been subject to an independent audit.
Funds f or which Argyll and Bute Council act as so le trustee:
Income Expenditure Assets Liabilities £'000 £'000 £'000 £'000 Campbeltown Common Good Fund 25 37 763 763 Oban Common Good Fund 45 25 807 807 Inveraray Common Good Fund - - 1 1 Lochgilphead Common Good Fund - - 5 5 Dunoon Common Good Fund - - 7 7 Rothesay Common Good Fund 16 4 130 130 Argyll Education Trust 12 9 225 225 GM Duncan Trust 3 2 76 76 McDougall Trust 16 - 476 476 Various Other Trust Funds 15 2 406 406 Total Trust Funds 132 79 2,896 2,896
Purpose of Common Good Funds: These funds are held for the benefit of residents of the former Burghs within Argyll and Bute.
Purpose of Trust Funds: GM Duncan Trust: for the provision of fuel, clothing and foodstuffs for the needy of Campbeltown. McDougall Trust: for the provision of sheltered housing on the Ross of Mull. Argyll Education Trust: this is made up of a number of small trusts to award prizes, bursaries, etc. to pupils and ex-pupils of schools within the former Argyll County Council area. Further information on the Common Good and Trust Funds, administered by Argyll and Bute Council, can be obtained from the Corporate Accounting Section of the Finance Department.
13. European Monetary Union
As at 31 March 2004, the Council had incurred no expenditure and had made no commitments in respect of the costs associated with the introduction of the Euro. Prior to entry into full Euro trading, a significant review of all systems will require to be undertaken. Consequently an estimate of costs is not available at this stage.
14. Pension Assets and Liabilities - FRS 17 Disclosure
In accordance with Financial Reporting Standard No 17 - "Retirement Benefits" (FRS 17) the Council is required to disclose certain information concerning assets, liabilities, income and expenditure related to pension schemes for its employees. As explained in note 3 of the Accounting Policies, the Council participates in two formal schemes, the Local Government Superannuation Scheme, which is administered by Strathclyde Pension Fund and the Teachers' Scheme. The Council is not required to record information related to the Teachers' Scheme as the liability for payment of pensions rests ultimately with the Scottish Executive. In addition, the Council has liabilities for discretionary payments outside the main schemes.
Page 29 Page 208 2003-2004 ANNUAL ACCOUNTS NOTES TO THE CONSOLIDATED BALANCE SHEET as at 31 March 2004
14. Pension Assets and Liabilities – FRS 17 Disclosure Continued
The net pension asset of Argyll and Bute Council as at 31 March 2004 can be calculated as follows: 31 March 31 March 2004 2003 £'000 £'000
Estimated Employer Assets (A) 138,298 103,938
Present Value of Scheme Liabilities 147,706 132,875 Present Value of Unfunded Liabilities 13,603 11,966 Total Value of Liabilities (B) 161,309 144,841
Net Pension Asset (A-B) (23,011) (40,903)
Assets of the employer's share of the fund are valued at fair value, principally market value for investments, and consist of:
Fund Value Fund Value Expected Long Term at 31 March at 31 March Return per Return 2004 2004 annum Assets (Employer Share) % per annum £'000 % £'000 Equities 7.7% 101,059 73.07 7,782 Bonds 5.1% 19,686 14.23 1,004 Properties 6.5% 11,793 8.53 767 Cash 4.0% 5,761 4.17 230 Total 7.1% 138,299 100.00 9,783
The latest formal valuation of the Strathclyde Pension Fund for funding purposes was at 31 March 2002, with the nextxt formal valuation duduee at 31 March 2005. Hymans Robertson has assumed that employees have continued to earn new benefits on the same basis as the latest formal valuation and that the employer's pensionable payroll over the year to 31 March 2005 remains substantially stable with new entrants replacing any leavers. The assumptions used by Hymans Robertson (Independent Actuaries) at 31 March 2004 are as follows:
31 March 31 March 2004 2003 % per annum annum Price Increases 2.9% 2.5% Salary Increases 4.4% 4.0% Pension Increases 2.9% 2.5% Discount Rate 6.5% 6.1%
Movement in Surplus Deficit in the Year Year to 31 March 2004 £'000 Surplus / (deficit) at beginning of the year (40,903) Current service cost (6,054) Employer contributions 5,975 Contributions in respect of Unfunded Benefits 982 Other Income - Other outgoings (e.g. expenses, etc) - Past service costs (23) Impact of settlements and curtailments (773) Net return on assets (1,266) Actuarial gains / (losses) 19,051 Surplu s / (deficit) at end of the year (23,011)
Page 30 Page 209 2003-2004 ANNUAL ACCOUNTS STATEMENT OF TOTAL MOVEMENT ON RESERVES for the year ended 31 March 2004
Capita l Reserves Note 1 Note 2 Note 3 Note 4 Useable Fixed Asset Capital Capital Deferred Earmarked Total Restatement Financing Receipts Gov't Reserves Reserve Reserve Reserve Grants £'000 £'000 £'000 £'000 £'000 £'000
Balance at 1 April 2003 81,357 (5,926) 400 11,751 905 88,487 Net Surplus/(Deficit) for year 109 1,487 (96) 1,500 Prior year adjustments - Unrealised gains/(loss) from revaluation of fixed 7,180 7,180 assets Impairment gains/(losses) arising from revaluations - Other Adjustments - 247 247 Effects of disposals of fixed assets: Cost or value of assets disposed of (4,105) (4,105) Proceeds of disposals 5,784 5,784 Net Surplus/(Deficit) (4,105) 5,784 - 1,679 Balance at 31 March 2004 84,432 214 400 13,238 809 99,093
Revenue Reserves (Note 5) Note 4 General HRA DLO/ Earmarked Total Fund Balance DSO Reserves £'000 £'000 £'000 £'000 £'000
Balance at 1 April 2003 5,707 423 111 844 7,085 Net Surplus/(Deficit) for year 6,074 184 (16) 6,242 Revenue Interest - 10 - 10 Other Adjustments / Reserve Transfers (143) (111) - (254)
Balance at 31 March 2004 11,781 474 - 828 13,083
NOTES TO THE STATEMENT OF TOTAL MOVEMENT ON RESERVES
1. Fixed Asset Restatement Reserve This reserve reflects the difference between the book value of assets prior to the implementation of the new system of Capital Accounting and the revalued amounts. Any subsequent revaluations are also recorded here. It is not a revaluation reserve and does not represent resources available to the authority. It cannot be used in any way to finance revenue or capital expenditure and can only be reduced by either writing out the book value of assets or a downward revaluation.
General HRA Total Fund Balance £'000 £'000 £'000 Balance at 1 April 2003 81,357 Surplus on revaluations, etc 5,483 1,697 7,180 Disposal of Fixed Assets (1,189) (2,916) (4,105) Balance at 31 March 2004 84,432
Page 31 Page 210 2003-2004 ANNUAL ACCOUNTS STATEMENT OF TOTAL MOVEMENT ON RESERVES for the year ended 31 March 2004
NOTES TO THE STATEMENT OF TOTAL MOVEMENT ON RESERVES CONTINUED
2. Capital Financing Reserve The Capital Financing Reserve contains the amounts which are required by statute to be set aside from capital receipts for the repayment of external loans as well as the amount of capital expenditure financed from revenue and capital receipts. It also contains the difference between amounts provided for depreciation and that required to be charged to revenue to repay the principal element of external loans. As with the Fixed Asset Restatement Reserve it does not represent resources available to the authority.
General HRA Sub Total Fund Balance Total £'000 £'000 £'000 £'000 Balance at 1 April 2003 (5,926) (5,926)
Appropriations: Capital Financed from Current Revenue 16 327 343 Repayment of External Loans 11,885 1,614 13,499 Depreciation Write-off (11,442) (2,155) (13,597) Deferred Government Grants Write-off 621 - 621 Deferred Charges Write-off (757) - (757) 109
Proceeds of Disposals 5,784 Other Adjustments 247 Balance at 31 March 2004 214
3. Deferred Government Grants The Deferred Government Grants Account represents the balance of grants applied to the financing of fixed assets, awaiting amortisation to the asset management revenue account to match depreciation on the relevant assets. As with the Fixed Asset Restatement Reserve it does not represent resources available to the authority. £'000 Balance at 1 April 2003 11,751 Grants received during the year to finance capital projects 2,108 Credit to revenue account during the year (621) Balance at 31 March 2004 13,238
4. Earmarked Reserves
Balance at Contribution Interest Appropriation Balance at 31 March from CRA Earned to CRA 31 March 2003 2004 £'000 £'000 £'000 £'000 £'000 Capital Reserves: Repairs and Renewals - Education 808 523 23 (545) 809 DLO Capital Fund 97 - - (97) - 905 523 23 (642) 809 Revenue Reserves: Repairs and Renewals - Vehicles 41 - 2 - 43 Repairs and Renewals - Land Contamination 803 26 - (44) 785 844 26 2 (44) 828
5. Revenue Reserves Revenue reserves are made up of the annual movements in the Consolidated Revenue Account and Housing Revenue Account. Revenue reserves can be used to meet both capital and revenue expenditure.
Page 32 Page 211 2003-2004 ANNUAL ACCOUNTS STATEMENT OF TOTAL MOVEMENT ON RESERVES for the year ended 31 March 2004
NOTES TO THE STATEMENT OF TOTAL MOVEMENT ON RESERVES CONTINUED
6. Public Private Partnership Surplus The General Fund balance of £11.781m includes a surplus of £0.060m. This relates to the Waste Management PPP where there was a surplus of funding over expenditure in the 2003/2004 financial year. The following analysis provides more detail on how the surplus for the year was arrived at: Expenditure £'000 Payment under the contract 4,496 Historic Contamination - Total Expenditure 4,496
Funding Argyll and Bute Council Revenue Budget 1,012 Level Playing Field Support 1,290 Strategic Waste Fund 1,654 Capital Virement 600 Total Funding 4,556
2003/04 60
Page 33 Page 212 2003-2004 ANNUAL ACCOUNTS CONSOLIDATED CASH FLOW STATEMENT for the year ended 31 March 2004
2002/03 2003/04 Actual REVENUE ACTIVITIES Note Actual £'000 Cash outflows £'000 98,854 Cash Paid for and on Behalf of Employees 106,820 87,722 Other Operating Cash Payments 107,607 8,943 Housing Benefit Paid Out 7,243 2,582 National Non-domestic Rate Payments to National Pool 995 198,101 Total Cash Outflows 222,665 Cash inflows 6,641 Rents (after rebates) 6,623 32,023 Council Tax Income 36,059 30,110 Non-domestic Rate Receipts 30,078 22 Community Charge 101,529 Revenue Support Grant 126,569 22,270 DSS Grants for Benefits 21,278 9,850 Other Government Grants 1 7,759 18,013 Cash Received for Goods and Services 23,935 9,134 Other Operating Cash Receipts 3,784 229,592 Total Cash Inflows 256,085
31,491 Net Cash Inflow / (Outflow) From Revenue Activities 2 33,420
SERVICING OF FINANCE Cash outflows 14,833 Interest paid 14,782 14,833 Total Cash Outflows 14,782 Cash inflows 208 Interest received 372 208 Total Cash Inflows 372 (14,625) Net Cash Inflow / (Outflow) From Servicing of Finance (14,410)
CAPITAL ACTIVITIES Cash outflows 10,994 Purchase of Fixed Assets 11,342 6,679 Other Capital Cash Payments 4,606 17,673 Total Cash Outflows 15,948 Cash inflows 5,268 Sale of Fixed Assets 5,783 733 Capital Grants Received 2,099 364 Other Capital Cash Receipts 344 6,365 Total Cash Inflows 8,226 (11,308) Cash Inflow (Outflow) From Capital (7,722)
5,558 Net Cash Inflow / (Outflow) Before Financing 11,288
FINANCING Cash outflows 11,432 Repayments of Amounts Borrowed 43,073 11,432 Total Cash Outflows 43,073 Cash inflows 14,918 New Loans Raised 21,846 14,918 Total Cash Inflows 21,846 3,486 Net Cash Inflow / (Outflow) From Financing (21,227)
9,044 Net Increase / (Decrease) in Cash 3 (9,939)
Page 34 Page 213 2003-2004 ANNUAL ACCOUNTS NOTES TO THE CONSOLIDATED CASH FLOW STATEMENT for the year ended 31 March 2004
1. Other Government Grants 2002/03 2003/04 £'000 £'000
168 Housing Support Grant 149 318 Public Transport Grant 342 270 Pre-school Education Grants 112 4,299 National Priorities Action Fund 1,974 76 Special Education 136 236 Gaelic Education Grants 255 1,134 Other Educational Grants 1,261 273 Children's Change Fund 390 211 DWP Other Grants 470 533 Social Inclusion Partnership 475 1,676 Strategic Waste Fund 1,792 656 Other Grants (e.g. Civil Defence) 403
9,850 Total "Other Government Grants" 7,759
2. Net Cash Flow Reconciliation
2002/03 2003/04 £'000 £'000
5,220 Surplus/(Deficit) for Year 6,074 (636) Add back: Transfer to HRA Balance 184 4,584 6,258 (1,992) Movements in Reserves (205) 24,624 Adjustments Not Involving Movement in Funds 20,786 1,085 (Increase)/Decrease in Stocks 91 1,323 (Increase)/Decrease in Debtors 385 1,867 Increase/(Decrease) in Creditors 6,105
31,491 Revenue Activities Net Cash Flow 33,420
3. Analysis of Net Debt
As at As at 31 March 1 April Cash 2004 2003 Flow £'000 £'000 £'000 Investments - 2,000 (2,000) Cash at Bank and in Hand 850 8,097 (7,247) Bank Overdraft (3,670) (2,978) (692) Net Increase / (Decrease) in Cash (2,820) 7,119 (9,939)
Debt due within one year (3,702) (580) (3,122) Debt due after one year (192,574) (216,923) 24,349 Increase / (Decrease) in Debt Financing (196,276) (217,503) 21,227
Movement in Debt in Period (199,096) (210,384) 11,288
Page 35 Page 214 2003-2004 ANNUAL ACCOUNTS NOTES TO THE CONSOLIDATED CASH FLOW STATEMENT for the year ended 31 March 2004
4. Reconciliation of Movement in Cash to Net Debt
2002/03 2003/04 £'000 £'000 9,044 Increase / (Decrease) in Cash in Period (9,939) (3,487) Increase / (Decrease) in Debt Financing 21,227 5,557 Movement in Debt in Period 11,288 (215,941) Net Debt as at 1 April 2003 (210,384) (210,384) Net Debt as at 1 April 2004 (199,096)
Page 36 Page 215 2003-2004 ANNUAL ACCOUNTS STATEMENT OF RESPONSIBILITIES FOR THE STATEMENT OF ACCOUNTS
THE AUTHORITY'S RESPONSIBILITIES
The Authority is required:
to make arrangements for the proper administration of its financial affairs and to secure that one of its officers has the responsibility for the administration of those affairs. In this authority, that officer is the Head of Strategic Finance.
i to manage its affairs to secure economic, efficient and effective use of resources and safeguard its assets.
THE HEAD OF STRATEGIC FINANCE'S RESPONSIBILITIES
The Head of Strategic Finance is responsible for the preparation of the authority's statement of accounts, which in terms of the CIPFA/LASAAC Code of Practice on Local Authority Accounting in the United Kingdom (the Code of Practice), is required to present fairly, the financial position of the authority as at 31 March 2004 and its income and expenditure for the year ended on that date.
In preparing this statement of accounts, the Head of Strategic Finance has:
i selected suitable accounting policies and applied them consistently;
i made judgements and estimates that were reasonable and prudent;
i complied with the Code of Practice.
The Head of Strategic Finance has also:
i kept proper accounting records which were up to date;
i taken reasonable steps for the prevention and detection of fraud and other irregularities.
This statement of accounts presents fairly the financial position of the Authority at the accounting date and its income and expenditure for the year ended 31 March 2004.
Bruce West Head of Strategic Finance June 15, 2004
Page 37 Page 216 2003-2004 ANNUAL ACCOUNTS STATEMENT ON THE SYSTEM OF INTERNAL FINANCIAL CONTROL
This statement is given in respect of the statement of accounts for Argyll and Bute Council. I acknowledge my responsibility for ensuring that an effective system of internal financial control is maintained and operated in connection with the resources concerned.
The system of internal financial control can provide only reasonable and not absolute assurance that assets are safeguarded, that transactions are authorised and properly recorded, and that material errors or irregularities are either prevented or would be detected within a timely period.
The system of internal financial control is based on a framework of regular management information, financial regulations, administrative procedures (including segregation of duties), management supervision, and a system of delegation and accountability. Development and maintenance of the system is unde r taken by managers within the Council. In particular the system includes:
i comprehensive budgeting systems with an annual budget which is reviewed and agreed by the Council;
i regular reviews by the Council of periodic and annual financial reports which indicate financial performance against the forecasts;
i setting targets to measure financial and other performance; and
i the preparation of regular financial reports which indicate actual expenditure against the forecasts.
Argyll and ButeCouncil has an internal audit function, which operates to stand ards defined in the Chartered Institute of Public Finance and Accoun tancy's C ode of Practice for Internal Audit in Local Government in the United Kingdom. The work of internal audit is informed by an analysis of the risk to which the Council is exposed, and annual internal audit plans are based on the analysis. The Council's Audit Committee endorses the analysis of risk and the internal audit plans. At least annually, the Internal Audit Manager provides the Audit Committee with a report on internal audit activity in the Council. The report includes the Internal Audit Manager's independent opinion on the adequacy and effectiveness of the Council's systems of internal financial control.
My reviewof th e effectiveness of the system of internal financial control i s informed by:
i the work of Directors and managers within the Council;
i the work of internal auditors as described above; and
i the external auditors in their annual audit letter and other reports.
During 2003/2004 Internal Audit has identified a number of areas of potential weakness in the systems of financial control. They are:-
x Following internal reorganisation, revisions to Contract Standing Orders and Financial Regulations have to be formalised. This includes the required changes previously identified in respect of capital control guidelines. These areas are being addressed.
x Formalisation of and improvement to capital project management disciplines were identified last year as areas where action was required to address potential weaknesses. These are currently being addressed by management.
x A risk register has been prepared. However the review of this register and development of a risk management strategy has been delayed. This will be taken forward by the Risk and Governance Manager once appointed.
x A number of fundamental weaknesses where identified in the management of operating leases.
x A number of fundamental weaknesses were identified in the accounting for property assets.
Management have agreed action plans with Internal Audit, which once implemented, will address the potential weaknesses identified.
In addition attention is drawn to the following matters:
x The Council has still to fully develop its approach to asset management strategy and planning. This is a key requirement to underpin borrowing in terms of the prudential code. Arrangements are in place to address this.
x During 2003-04 the Council carried out an internal restructuring. Major business and organisation change of this nature always represents a potential risk to the control environment. However the year end outturn has resulted in a generally satisfactory position and Internal Audit’s annual report allows me to take comfort, that other than as outlined above, reasonable assurance can be placed on the adequacy and effectiveness of the Council’s Internal Financial Control System.
Bruce West Head of Strategic Finance June 15, 2004
Page 38 Page 217 Agenda Item 7b
ARGYLL & BUTE COUNCIL COUNCIL MEETING CORPORATE SERVICES 23 JUNE 2004
MEMBERS ALLOWANCES
1. SUMMARY
1.1 These notes accompany the attached tables which show the details of allowances paid to Members of this Council during 2003/2004 as part of the Accounts of the Council for that year.
1.2 Each year Local Authorities are obliged to publish details of the allowances paid to Council Members. Details of those for 2003/2004 are in the tables attached, and in terms of Regulation 28 of the Local Authorities (Allowances) (Scotland) Regulations 1995, these are accordingly published with this Agenda.
1.3 Records of all payments of allowances are kept by the Director of Corporate Services, they are available for public inspection by any Local Government elector in Argyll and Bute in terms of Regulation 28(4) and are, of course, subject to both internal and external audit.
1.4 It should be noted that the tables attached record gross figures, but, of course, the actual payments which Members receive are net of tax. It should also be noted that due to the Local Government Elections held in 2003, some Members may have only received an allowance for a period of 1 month.
2. RECOMMENDATION
2.1 The Council is asked to note the publication of the tables of allowances paid to Members during 2003/2004.
NIGEL STEWART Director of Corporate Services 24 May 2004
Reports 2004 members allowances Page 218
This page is intentionally left blank Page 219
ARGYLL & BUTE COUNCIL TABLE 1 MEMBERS BASIC ALLOWANCE 2003/04
MEMBERS AMOUNT NAME PAID R BANKS £5,792.02 T BLAIR £493.28 C CAMERON £493.28 B CHENNEL £5,792.02 P COLESHILL £493.28 R COLVILLE £5,298.75 D C CURRIE £5,792.02 R CURRIE £5,792.02 J FINDLAY £5,792.02 G FREEMAN £5,792.02 I GILLIES £5,792.02 A J HAY £5,792.02 DANIEL KELLY £5,298.75 DONALD KELLY £5,792.02 R KINLOCH £5,792.02 S LATIMER £493.28 A MACASKILL £5,792.02 A MACDOUGALL £5,792.02 S MACDOUGALL £5,298.75 D MACINTYRE £5,792.02 R MACINTYRE £5,792.02 D MACMILLAN £5,792.02 T B MARSHALL £5,792.02 J MCALPINE £5,298.75 D MCINTOSH £5,792.02 A MCKINLAY £5,792.02 D MCKINNON £493.28 G MCKINVEN £5,792.02 J MCQUEEN £5,792.02 E MORTON £5,792.02 G MULVANEY £5,298.75 W PETRIE £5,792.02 A REAY £5,298.75 B ROBERTSON £5,792.02 E ROBERTSON £5,298.75 A L SCOULLAR £5,792.02 M STEWART £5,792.02 J STIRLING £493.28 I STRONG £5,792.02 J TACCHI £5,298.75 F G THOMPSON £5,792.02 D WALSH £5,792.02 D WEBSTER £493.28 S WILSON £493.28 Page 220
ARGYLL & BUTE COUNCIL TABLE 2 MEMBERS SPECIAL RESPONSIBILITY ALLOWANCE 2003/04
MEMBERS AMOUNT NAME PAID R BANKS £11,018.89 T BLAIR £182.03 C CAMERON £182.03 B CHENNEL £4,586.04 P COLESHILL £182.03 R COLVILLE £1,916.65 D C CURRIE £2,098.68 R CURRIE £2,098.68 J FINDLAY £4,722.60 G FREEMAN £9,444.43 I GILLIES £9,444.43 A J HAY £9,444.43 DANIEL KELLY £4,167.43 DONALD KELLY £1,816.47 R KINLOCH £9,444.43 S LATIMER £637.21 A MACASKILL £13,642.82 A MACDOUGALL £8,849.69 S MACDOUGALL £2,875.09 D MACINTYRE £9,444.43 R MACINTYRE £8,807.29 D MACMILLAN £9,444.43 T B MARSHALL £8,807.29 J MCALPINE £1,916.65 D MCINTOSH £2,326.27 A MCKINLAY £9,444.43 D MCKINNON £757.44 G MCKINVEN £6,982.37 J MCQUEEN £9,034.88 E MORTON £2,326.27 G MULVANEY £4,312.98 W PETRIE £13,642.82 A REAY £1,916.65 B ROBERTSON £4,722.60 E ROBERTSON £1,916.65 A L SCOULLAR £2,098.68 M STEWART £2,098.68 J STIRLING £409.62 I STRONG £2,098.68 J TACCHI £1,916.65 F G THOMPSON £2,098.68 D WALSH £9,444.43 D WEBSTER £819.17 S WILSON £182.03 Page 221
ARGYLL & BUTE COUNCIL TABLE 3 MEMBERS TELEPHONE ALLOWANCE 2003/04
MEMBERS AMOUNT NAME PAID R BANKS £364.00 T BLAIR £31.00 C CAMERON £31.00 B CHENNEL £364.00 P COLESHILL £30.99 R COLVILLE £333.00 D C CURRIE £364.00 R CURRIE £364.00 J FINDLAY £363.99 G FREEMAN £364.00 I GILLIES £364.00 A J HAY £364.00 DANIEL KELLY £333.00 DONALD KELLY £364.00 R KINLOCH £364.00 S LATIMER £31.00 A MACASKILL £363.99 A MACDOUGALL £364.00 S MACDOUGALL £333.00 D MACINTYRE £364.00 R MACINTYRE £364.00 D MACMILLAN £364.00 T B MARSHALL £364.00 J MCALPINE £333.00 D MCINTOSH £364.00 A MCKINLAY £364.00 D MCKINNON £31.00 G MCKINVEN £364.00 J MCQUEEN £364.00 E MORTON £364.00 G MULVANEY £333.00 W PETRIE £364.00 A REAY £333.00 B ROBERTSON £364.00 E ROBERTSON £333.00 A L SCOULLAR £364.00 M STEWART £364.00 J STIRLING £31.00 I STRONG £364.00 J TACCHI £333.00 F G THOMPSON £364.00 D WALSH £364.00 D WEBSTER £31.00 S WILSON £31.00 Page 222
ARGYLL & BUTE COUNCIL TABLE 4 MEMBERS SUBSISTENCE 2003/04
MEMBERS AMOUNT NAME PAID R BANKS £254.63 T BLAIR £0.00 C CAMERON £12.00 B CHENNEL £427.32 P COLESHILL £0.00 R COLVILLE £596.80 D C CURRIE £226.82 R CURRIE £2,721.72 J FINDLAY £4,082.00 G FREEMAN £315.36 I GILLIES £4,202.47 A J HAY £508.80 DANIEL KELLY £292.93 DONALD KELLY £314.35 R KINLOCH £41.94 S LATIMER £32.42 A MACASKILL £1,244.72 A MACDOUGALL £2,111.55 S MACDOUGALL £282.25 D MACINTYRE £1,323.76 R MACINTYRE £407.57 D MACMILLAN £639.30 T B MARSHALL £460.47 J MCALPINE £814.77 D MCINTOSH £229.41 A MCKINLAY £418.90 D MCKINNON £62.62 G MCKINVEN £186.25 J MCQUEEN £207.25 E MORTON £94.95 G MULVANEY £0.00 W PETRIE £301.45 A REAY £401.17 B ROBERTSON £588.17 E ROBERTSON £262.65 A L SCOULLAR £155.33 M STEWART £449.06 J STIRLING £2.20 I STRONG £126.94 J TACCHI £260.74 F G THOMPSON £382.26 D WALSH £374.82 D WEBSTER £0.00 S WILSON £0.00 Page 223
ARGYLL & BUTE COUNCIL TABLE 5 MEMBERS FERRY FARES 2003/04
MEMBERS AMOUNT NAME PAID R BANKS £0.00 T BLAIR £10.20 C CAMERON £0.00 B CHENNEL £58.35 P COLESHILL £0.00 R COLVILLE £0.00 D C CURRIE £42.00 R CURRIE £2,387.20 J FINDLAY £1,296.00 G FREEMAN £0.00 I GILLIES £2,269.75 A J HAY £25.50 DANIEL KELLY £13.70 DONALD KELLY £0.00 R KINLOCH £0.00 S LATIMER £0.00 A MACASKILL £5.80 A MACDOUGALL £1,509.70 S MACDOUGALL £0.00 D MACINTYRE £14.10 R MACINTYRE £516.60 D MACMILLAN £94.70 T B MARSHALL £102.85 J MCALPINE £99.75 D MCINTOSH £0.00 A MCKINLAY £0.00 D MCKINNON £5.00 G MCKINVEN £9.90 J MCQUEEN £57.00 E MORTON £13.70 G MULVANEY £0.00 W PETRIE £0.00 A REAY £0.00 B ROBERTSON £0.00 E ROBERTSON £16.45 A L SCOULLAR £224.15 M STEWART £0.00 J STIRLING £0.00 I STRONG £559.90 J TACCHI £0.00 F G THOMPSON £0.00 D WALSH £115.95 D WEBSTER £0.00 S WILSON £0.00 Page 224
ARGYLL & BUTE COUNCIL TABLE 6 MEMBERS OTHER TRAVEL 2003/04
MEMBERS AMOUNT NAME PAID R BANKS £2,658.19 T BLAIR £85.09 C CAMERON £175.51 B CHENNEL £1,638.01 P COLESHILL £0.00 R COLVILLE £4,025.80 D C CURRIE £1,780.72 R CURRIE £3,425.49 J FINDLAY £1,634.72 G FREEMAN £6,733.77 I GILLIES £3,361.68 A J HAY £6,262.56 DANIEL KELLY £3,344.49 DONALD KELLY £2,885.05 R KINLOCH £2,276.95 S LATIMER £230.78 A MACASKILL £5,081.02 A MACDOUGALL £4,832.94 S MACDOUGALL £2,581.84 D MACINTYRE £5,444.23 R MACINTYRE £3,986.40 D MACMILLAN £3,551.37 T B MARSHALL £4,522.33 J MCALPINE £3,198.83 D MCINTOSH £1,922.20 A MCKINLAY £0.00 D MCKINNON £164.66 G MCKINVEN £1,642.68 J MCQUEEN £2,407.79 E MORTON £1,309.41 G MULVANEY £1,533.72 W PETRIE £3,919.52 A REAY £1,570.14 B ROBERTSON £2,111.44 E ROBERTSON £3,050.99 A L SCOULLAR £4,483.60 M STEWART £723.09 J STIRLING £8.98 I STRONG £3,613.70 J TACCHI £1,323.92 F G THOMPSON £1,877.70 D WALSH £6,989.49 D WEBSTER £0.00 S WILSON £0.00 Page 225 Agenda Item 8
ARGYLL AND BUTE COUNCIL COUNCIL MEETING 23 JUNE 2004
ISOLUS PROJECT – PROPOSED ON-LAND STORAGE OF FORMER SUBMARINE REACTOR COMPARTMENTS REPORT BY DIRECTOR OF CORPORATE SERVICES
1. SUMMARY
1.1 This report provides members with an update on proposals for the storage of the reactor compartments of former nuclear submarines on land in Argyll and Bute, and discusses elements of interest in the Final Report of the University of Lancaster on the public consultation on the ISOLUS Outline Proposals.
2. BACKGROUND
2.1 The Warship Support Agency (WSA) of the Ministry of Defence is undertaking a long-term review - Project ISOLUS - which will determine the optimum means of managing radioactive wastes from nuclear- powered submarines, which are dismantled on removal from service.
2.2 The latest phase of the ISOLUS Project involved a public consultation on the Outline Proposals presented by five consortia, four of which remain under consideration. Two of these proposals have the potential to involve one or more sites in Argyll and Bute for the storage of radioactive and maybe the processing of radioactive wastes.
2.3 Whereas the public consultation exercise ended on 24 December 2003, the consultation gave rise to a number of issues, which are recorded as Recommendations in the (Project ISOLUS) Consultation on Outline Proposals - Final Report. One of these (Rec.46) recommended that the MOD conduct a full and open identification and review of additional sites including, amongst others, MOD sites.
3. REVIEW OF COASTAL SITES
3.1 In an exercise, separate from ISOLUS, the Warship Support Agency (WSA) is currently undertaking a review, as to the suitability of MOD- owned coastal sites for the land storage of the reactor compartments of those submarines removed from service. This exercise focuses on coastal sites, because of the logistics of moving the reactor compartments (which, on removal, will initially remain intact and weigh some 750 tonnes, and are the size of two double-decker buses) on the road for any distance.
3.2 One of the consortia, SERCO Assurance, seeks use of an MOD site for the location of the intermediate level waste produced from the cutting up of the reactor compartments.
3.3 The WSA review of coastal sites will include those MOD sites in Argyll and Bute at Coulport, Faslane and Machrihanish, notwithstanding the proposed use of Coulport, described in the Babcock – MBD outline proposal.
Page 226
4. EXPRESSED ANTIPATHY AND RESISTANCE TO PLANNING DEVELOPMENT
4.1 In keeping with the public consultation exercise, the Council expressed its rejection of the proposal. (This is recorded in the Final Report.)
4.2 In response to the reported consideration of the RAF Machrihanish site, the Director of Corporate Services wrote to the Secretary of State for Defence expressing, in the strongest terms, the negative impact of even the possible storage of nuclear waste in the areas of Campbeltown and South Kintyre, drawing attention to the Council’s pre-disposition in terms of Planning Development, against “the importation into and subsequent storage of toxic, radioactive and other noxious waste products” at any site in Argyll & Bute.
5. MOD RESPONSE
5.1 A series of subsequent responses from the Mod dated 6, 17 and 19 May confirm that the WSA has identified some 117 coastal sites, many of which have already been excluded as unsuitable. This correspondence expresses the WSA’s commitment, should any of the sites be found to be suitable in principle, to undertake public consultation similar to that conducted for the sites described in the various consortia outline proposals. Beyond that the WSA undertake to discuss the arrangements for public consultation with the Council, should Machrihanish or other sites, not yet considered, be identified as a potential site for the interim on-land storage of this radioactive waste.
5.2 The WSA is unwilling to develop the public’s understanding of this process meantime, other than to say that the sites in question have been identified by the Defence Estates Agency, and are currently being considered by officials of the WSA. It is envisaged that this process will produce a short list of sites which will be deemed suitable in principle, and that these sites will be the subject of a public consultation exercise similar to that undertaken last year for the sites identified in the consortia bids, employing an external contractor (e.g. the University of Lancaster).
5.3 Members should note that given the time-scale for this process, new consortia proposals could be accepted by the WSA at any point up to the start of the final, detailed evaluation of bids, with a view to confirming the chosen contractor at some time in 2007.
5.4 The WSA envisage that the short list of sites (suitable in principle) will be published within the next few weeks. The WSA are unwilling to divulge the criteria used to determine the “suitability in principle” of the coastal sites under consideration. Perusal of the ISOLUS site and the findings of the public consultation exercises and consortia proposals, however, gives an insight into some of the criteria which these groups would consider as pre-requisites of favoured locations, that is, where sites: -
a. can be developed on/near an existing nuclear operation; b. are accessible from the sea with good marine infrastructure; c. have good transport links;
2 Page 227
d. are located at a publicly acceptable distance from centres of population; e. are not in an area of outstanding beauty, scientific interest or exceptional value to the community.
5. CONCLUSION
5.1 There appears to be no further action open to the Council pending the publication of a list of MOD coastal sites deemed suitable in principle for the interim storage of radioactive wastes, which will be the subject of a new public consultation process.
SUSAN MAIR HEAD OF LEGAL AND PROTECTIVE SERVICES 15 JUNE 2004
Enc.
For further information contact: Sandy Taylor, Chief Protective Services Officer, Tel: 01546 604131
3 Page 228
This page is intentionally left blank Page 229 Agenda Item 9
ARGYLL AND BUTE COUNCIL COUNCIL CORPORATE SERVICES 23 JUNE 2004
VACANCY ON THE EDUCATION NPDO PROJECT MANAGEMENT BOARD AND SPECIAL COMMITTEE
1. SUMMARY
1.1 Councillor Thompson has tendered his resignation from both the Education NPDO Project Management Board and Special Committee and the Council is now invited to fill the vacancies.
2. RECOMMENDATIONS
2.1 The Council is invited to appoint a replacement to fill the vacancies which have arisen as a result of the resignation of Councillor Thompson.
3. BACKGROUND
3.1 The Council previously agreed, on 8 May 2003, to re-appoint the Special Committee comprising 8 Members being Councillors Banks, Freeman, Kinloch, Macaskill, Strong, Scoullar, Thompson and Walsh (Chair) and appointed the same Members to be members of the Project Management Board along with the other “non-councillor” members of the PMB previously appointed.
3.2 Councillor Thompson has intimated by letter dated 7 June 2004 his resignation from both the Special Committee and the Project Management Board thereby creating vacancies that require to be filled.
4. IMPLICATIONS
Policy None. Finance Normal travel and subsistence costs Legal None. Personnel None Equal Opportunities None.
Nigel Stewart Director of Corporate Services
7 June 2004
NPDO Project Board and Special Committee vacancy (Reports 2004) Page 230
This page is intentionally left blank Page 231 Agenda Item 10
ARGYLL AND BUTE COUNCIL COUNCIL CORPORATE SERVICES 23 JUNE 2004 VACANCY ON CAMPBELTOWN LEGALISED POLICE CELLS VISITING COMMITTEE
1. SUMMARY
1.1 The Prisons (Scotland) Act 1989 provides for the constitution of prison visiting committees and the Prison and Young Offenders Institution (Scotland) Rules 1994 prescribes the functions for visiting committees and, amongst other things: -
- requires the members of prison visiting committees to pay frequent visits to the prison - hear any complaints which may be made by prisoners - report to the Secretary of State on any matters where they consider it appropriate.
The Council appoints Members to the Dunoon, Oban and Campbeltown Visiting Committees. Once appointed (which the Council did following public advertisement of the vacancies) Members remain in office without the need for re-apointment.
1.2 Irene O’Neill has tendered her resignation from the Campbeltown Visiting Committee therefore creating a vacancy which requires to be filled.
1.3 The vacancy has been advertised in the Campbeltown Courier (which follows the previous practice adopted by the Council) and has attracted one expression of interest from Mrs Joyce Gardiner who has 23 years experience of serving on the Children’s Panel (4 of those as Area Chair), 4 years as Divisional Commissioner of Guides and 5 years as Non- Executive Director of Argyll and Bute NHS Trust. In addition Mrs Gardiner carries out voluntary work with the local lifeboat and is a Red Cross Exam Invigilator.
2. RECOMMENDATION
2.1 That the Council consider the filling of the vacancy created on the Campbeltown Legalised Police Cells Visiting Committee by appointing Mrs Gardiner.
3. BACKGROUND
3.1 The general duty of the visiting committee is to co-operate with the Scottish Ministers and the Governor in the case of Prison Visiting Committees or in the case of legalised police cells, the constable in charge.
3.2 Members of visiting committees are appointed by the Council, although they need not be Members of the Council.
Page 232
4. GENERAL DUTIES OF VISITNG COMMITTEES
4.1 The general duty of a visiting committee is to co-operate with the Scottish Ministers and Governor (or in case of legalised police cells the constable in charge) in promoting the efficiency of the prison. The duties include-
- bringing to the notice of the Governor any circumstances relating to the administration of the prison or the condition of any prisoner, which appear to the committee to be necessary to report.
- bring such circumstances to the notice of the Scottish Ministers if it appears to the Committee that the Governor has not remedied any matter
- inspect, in particular, the food and drink provided to the prisoners
- hear and investigate any complaint which a prisoner makes to a visiting committee member.
- on a rota basis visit the prison at least fortnightly, and in the case of a visiting committee for legalised police cells on at least one occasion in any month if any prisoners have been detained there within the preceding month
5. DETAIL
5.1 The council has in the past taken the conscious decision not to appoint Councillors to be members of Visiting Committees.
5.2 The duties of a member of a Visiting Committee are onerous involving not simply attendance at meetings, but also regular visits to establishments and contacts with staff and prisoners. A range of skills are required.
6. IMPLICATIONS
Policy In keeping with previous practice
Personnel None affecting Council staff
Financial Travelling and subsistence expenses are payable by the Council if Councillors are appointed, and otherwise these expenses, plus those of the Clerk, are borne by Scottish Ministers
Legal Compliance with the Prison Scotland Act 1989
Equal None Opportunities
Nigel Stewart Director of Corporate Services 9 June 2004 Page 233 Agenda Item 11
ARGYLL & BUTE COUNCIL COUNCIL
CORPORATE SERVICES 23 JUNE 2004
CHARLES AND BARBARA TYRE TRUST – APPOINTMENT OF GOVERNORS
1. SUMMARY
This report advises that two Governors of the Charles and Barbara Tyre Trust have completed their second terms of office and one has completed their first and the Council is therefore asked to make appointments to these vacancies. The Council is required to make appointments in terms of the Charles & Barbara Tyre Trust Scheme which is a statutory scheme.
2. RECOMMENDATIONS
The Council should appoint three Governors to the Charles and Barbara Tyre Trust.
3. BACKGROUND
3.1 The Charles and Barbara Tyre Trust is operated in terms of a Statutory Scheme made in 1979 under the relevant Education (Scotland) Act. The Statutory Scheme provides for a governing body of 10 Governors to be appointed by the Council. The Governors need not be Members of the Council.
3.2 The periods of office of Governor run for three years from the date of their appointment. The Scheme also provides that a Governor may be re-appointed but can only serve for a maximum of two successive terms and thereafter must vacate office for a period of one year before becoming eligible for further re- appointment.
3.3 The current Governors are as follows:-
Name Expiry of First Term Expiry of Second Term
Mr D Walsh (Dunoon) August 2004 Mr J McKerrall (Campbeltown) August 2004 Mrs M Smyth (Oban) August 2004 Mrs Norma Ross (Lochgilphead) March 2006 Mr J Findlay (Islay) August 2005 Mr A MacDougall (Oban) August 2005 Mr D MacMillan (Lochgilphead) August 2006 Mr J McAlpine (Tarbert) August 2006 Mr J Milligan (Southend) August 2006 Reverend A Spears August 2006 (Kinlochleven)
Reports 2004 – C&B T Trust) Page 234
4. DETAIL
4.1 The situation is therefore, that the following Governors have completed their first or second term of office on August 2004.
(a) Mr J McKerral. Mr J McKerral is not eligible for re-appointment.
(b) Mrs M Smyth. Mrs M Smyth is not eligible for re-appointment.
(c) Mr D Walsh. Mr Walsh is eligible for re-appointment.
4.2 There is not a requirement to appoint Councillors to fill these vacancies. In the event of no Councillors expressing an interest to serve as Governors, the Trust may then wish to advertise and make a recommendation to the Council.
5. CONCLUSION
5.1 The Committee is accordingly invited to make three Governors appointments, all of these to take effect from August 2004.
Nigel Stewart Director of Corporate Services
24 May 2004
Reports 2004 – C&B T Trust) Page 235 Agenda Item 12 Page 236 Page 237 Page 238
This page is intentionally left blank Page 239 Agenda Item 13
ARGYLL & BUTE COUNCIL COUNCIL MEETING
LEADERS OFFICE 23 JUNE 2004
ERSKINE BRIDGE TOLLS AND FERRY FARES
1. SUMMARY
1.1 The Council has been asked by Councillor Jim Harkins, Leader of Renfrewshire Council to lobby the Transport Minister, Nicol Stephen, and relevant others, to remove tolls from the Erskine Bridge. Carrying forward this principle of equitable pricing members are invited to extend this lobbying position to include a call for the removal of ferry fares for island residents.
2. RECOMMENDATION
2.1 That the Council agree to lobby the relevant Ministers to remove tolls from the Erskine Bridge. 2.2 That the Council agree to lobby the relevant Ministers to remove ferry fares for island residents.
3. BACKGROUND
3.1 The Skye Bridge was opened in October 1995 and was privately built. The tolls were set up so that the bridge company could recoup its investment. Jim Wallace, on 3rd June 2004 confirmed that the “Executive is committed to ending the discredited tolling regime on the Skye bridge”. The tolls may be abolished before the end of 2005, though the PFI toll regime still has a substantial period to run.
3.1.1 The Erskine bridge tolls are set under current legislation until July 2006. Renfrewshire Council Leader has written to the Minster for Transport, Nicol Stephen MSP requesting assurance that the Erskine Bridge tolls will also be revisited prior to July 2006 and will be removed.
3.1.2 An argument made for the construction of the Skye Bridge was to provide residents with 24 hour access. Residents of our islands served by ferries only continue to have both restricted access and ferry fares to contend with. The extension of the ‘equitable’ argument should then extend to ferry fares.
4. IMPLICATIONS
4.1 Policy – None; Financial – None; Personnel – None; Legal: None; Equal Opportunities: None
For further information please contact Alison Debling, Leadership Support Officer (01546 604234)
14 June 2004
F:\moderngov\Data\AgendaItemDocs\8\3\3\AI00017338\ERSKINEBRIDGETOOLS23JUNE040.doc 1 of 1 16 June 2004 Page 240
This page is intentionally left blank