Agenda reports pack
Argyll and Bute Council · 11 December 2025
Back to Community Services Committee — 11 December 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Argyll and Bute Council Comhairle Earra-Ghàidheal Agus Bhòid Executive Director: Douglas Hendry Kilmory, Lochgilphead, PA31 8RT Tel: 01546 605522 DX 599700 LOCHGILPHEAD 4 December 2025 NOTICE OF MEETING A meeting of the COMMUNITY SERVICES COMMITTEE will be held ON A HYBRID BASIS IN THE COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD AND BY MICROSOFT TEAM on THURSDAY, 11 DECEMBER 2025 at 10:30 AM, which you are requested to attend. Douglas Hendry Executive Director BUSINESS 1. APOLOGIES FOR ABSENCE 2. DECLARATIONS OF INTEREST 3. MINUTE (Pages 3 - 10) Community Services Committee 28 August 2025 4. POLICE SCOTLAND ARGYLL & BUTE PERFORMANCE SUMMARY REPORT - REPORTING PERIOD: APRIL 2025 - SEPTEMBER 2025 (Pages 11 - 22) Report by Divisional Commander for Argyll and Bute, West Dunbartonshire Division, Police Scotland 5. SCOTTISH FIRE AND RESCUE SERVICE - ARGYLL & BUTE PERFORMANCE SCRUTINY GROUP 2025-26 Q2 SCRUTINY REPORT (Pages 23 - 38) Report by Local Senior Officer, Scottish Fire and Rescue Service 6. ARGYLL & BUTE HEALTH & SOCIAL CARE PARTNERSHIP - PERFORMANCE REPORT - FQ4 2024/25 (Pages 39 - 56) Report by Senior Manager, Performance & Improvement, Argyll & Bute Health & Social Care Partnership 7. ARGYLL & BUTE HEALTH & SOCIAL CARE PARTNERSHIP - PERFORMANCE REPORT - FQ1 2025/26 (Pages 57 - 72) Report by Senior Manager, Performance & Improvement, Argyll & Bute Health & Social Care Partnership Public Document Pack
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8. ARGYLL & BUTE HEALTH & SOCIAL CARE PARTNERSHIP - ANNUAL REPORT 2024/25 (Pages 73 - 154) Report by Business Improvement Manager, Argyll & Bute Health & Social Care Partnership 9. CARE EXPERIENCED CHILDREN AND YOUNG PEOPLE 2024-25 ACADEMIC YEAR REPORT (Pages 155 - 170) Report by Executive Director with responsibility for Education 10. EDUCATION PERFORMANCE DATA ANALYSIS 2024-25 (Pages 171 - 200) Report by Executive Director with responsibility for Education 11. ANNUAL PARTICIPATION MEASURE 2024-25 (Pages 201 - 208) Report by Executive Director with responsibility for Education 12. SCHOOLS (CONSULTATION) (SCOTLAND) ACT 2010 - FURNACE PRIMARY SCHOOL (Pages 209 - 214) Report by Executive Director with responsibility for Education 13. LIVE ARGYLL - MONITORING AND PERFORMANCE REPORTING (Pages 215 - 260) Report by Executive Director with responsibility for Commercial Services 14. CHILDREN & YOUNG PEOPLE SERVICES PROGRESS REPORT 2025 (Pages 261 - 276) Report by Head of Children, Families and Justice Services/Chief Social Work Officer, Argyll & Bute Health & Social Care Partnership REPORTS FOR NOTING 15. EXTERNAL EDUCATION ESTABLISHMENT INSPECTION REPORT (Pages 277 - 288) Report by Executive Director with responsibility for Education 16. COMMUNITY SERVICES COMMITTEE WORK PLAN 2025 - 2026 (Pages 289 - 292) Community Services Committee Councillor Maurice Corry Councillor Audrey Forrest Councillor Amanda Hampsey Councillor Daniel Hampsey Councillor Graham Hardie Councillor Anne Horn Councillor Fiona Howard Councillor Jennifer Kean Councillor Paul Donald Kennedy Councillor Dougie McFadzean (Vice-Chair) Councillor Julie McKenzie Councillor Yvonne McNeilly Councillor Gemma Penfold Councillor Dougie Philand Margaret Anderson Lorna Stewart Daniel Semple Reverend Dorothy Wallace Councillor Jan Brown Councillor Kieron Green (Chair) Contact: Fiona McCallum Tel: 01546 604392
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MINUTES of MEETING of COMMUNITY SERVICES COMMITTEE held ON A HYBRID BASIS IN THE COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD AND BY MICROSOFT TEAMS on THURSDAY, 28 AUGUST 2025 Present: Councillor Audrey Forrest (Chair) Councillor Gordon Blair Councillor Maurice Corry Councillor Amanda Hampsey Councillor Graham Hardie Councillor Anne Horn Councillor Jennifer Kean Councillor Paul Donald Kennedy Councillor Dougie McFadzean Councillor Julie McKenzie Councillor Yvonne McNeilly Councillor Iain Shonny Paterson Councillor Dougie Philand Margaret Anderson, Church Rep Lorna Stewart, Teacher Rep Daniel Semple, Teacher Rep Reverend Dorothy Wallace, Church Rep Attending: Douglas Hendry, Executive Director Jennifer Crocket, Head of Education: Wellbeing, Inclusion and Achievement Wendy Brownlie, Head of Education: Performance and Improvement Jane Fowler, Head of Customer Support Services Stuart McLean, Committee Manager Graeme McMillan, Transformation Programme Manager Simon Easton, Education Manager Rhona Grant, Community Learning and Development Manager Scott McKinnon, Developing the Young Workforce Lead Chief Superintendent Gary I’Anson, Police Scotland Chief Inspector Lee Page, Police Scotland Inspector Bart Simonis, Police Scotland Group Commander, Brian Wardle, Scottish Fire and Rescue Service Watch Commander, Tony McGloin, Scottish Fire and Rescue Service Charlotte Craig, Interim Head of Planning, Performance and Technology, Argyll and Bute HSCP 1. APOLOGIES FOR ABSENCE Apologies for absence were received from Councillors Daniel Hampsey and Fiona Howard. 2. DECLARATIONS OF INTEREST There were no declarations of interest. 3. MINUTE The Minute of the Community Services Committee held on 5 June 2025 was approved as a correct record. 4. POLICE SCOTLAND ARGYLL & BUTE PERFORMANCE SUMMARY REPORT - REPORTING PERIOD: APRIL - JUNE 2025 Chief Superintendent Gary I’Anson presented the Argyll and Bute Performance Summary Report of Police Scotland’s Policing Priorities for April – June 2025. Page 3 Agenda Item 3
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With the aid of power point slides a presentation on localised activities was also given by Chief Inspector Lee Page and Inspector Bart Simonis and thereafter Officers responded questions asked. Decision The Community Services Committee reviewed and noted the contents of the report. (Reference: Report for April – June 2025 by Divisional Commander for Argyll and Bute, West Dunbartonshire Division, Police Scotland, submitted) Councillor Graham Hardie joined the meeting during consideration of the foregoing item. 5. SCOTTISH FIRE AND RESCUE SERVICE - ARGYLL & BUTE PERFORMANCE SCRUTINY GROUP 2025-26 Q1 SCRUTINY REPORT With the aid of power point slides, Group Commander Brian Wardle and Watch Commander Tony McGloin presented a report highlighting Scottish Fire and Rescue Service’s review of local performance and partnership working within Argyll and Bute for Q1 (1 April – 30 June 2025) and responded to a number of questions asked. Decision The Community Services Committee reviewed and noted the contents of the report. (Reference: Q1 2025/26 Report by Local Senior Officer, Scottish Fire and Rescue Service, submitted) 6. ARGYLL & BUTE HEALTH & SOCIAL CARE PARTNERSHIP - PERFORMANCE REPORT FQ3 2024/25 A report detailing performance for FQ3 (October – December) 2024/25 for Argyll & Bute Health & Social Care Partnership along with a presentation on Annual Performance for 2024/25 was before the Committee for consideration. Decision The Community Services Committee: 1. acknowledged performance for FQ3 2024/25 (October - December); 2. acknowledged performance update on the National Health & Wellbeing Outcomes and Ministerial Steering Group Integration Indicators (Appendix 1); and 3. noted Delayed Discharge Sitrep as of 06 January 2025 (Appendix 2) (Reference: Report by Senior Manager, Performance and Improvement, Argyll & Bute HSCP dated 28 August 2025, submitted) Councillor Paul Kennedy joined the meeting during consideration of the foregoing item. Page 4
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7. ARGYLL AND BUTE EDUCATION SERVICE PROGRESS AND IMPACT 2024-2025 AND STRATEGIC PLAN 2024-2026 A report updating the Committee on the progress made by the Education Service in achieving the priorities included in the Argyll and Bute Strategic Plan for 2024/26 (2024/25 update) presented at Community Services Committee in August 2024, and outlining priority actions for 2025-2026, was considered. Decision The Community Services Committee: 1. noted the progress made with respect to priority actions within the 2024-2026 Education Strategic Plan (2024-2025 update) outlined in the Education Service Progress and Impact Report 2024-2026); 2. approved the Education Service Progress and Impact Report 2024-2025 and Strategic Plan 2024-2026 (Appendix 1); 3. approved the publishing of the Education Strategic Plan 2024-2026 and The Education Service Progress and Impact Report 2024-2025 on the Council Website; and 4. approved the submission of the Education Strategic Plan 2024-2026 and The Education Service Progress and Impact Report 2024-2025 to Scottish Government. (Reference: Report by Executive Director with responsibility for Education dated 17 July 2025, submitted) 8. SQA SCHOOL EXAMINATION RESULTS 2025 A report providing and update to the Committee on the initial outcome of the Scottish Qualifications Authority (SQA) 2025 examination diet for young people in Argyll and Bute was considered. Decision The Community Services Committee: 1. noted the guidance from the SQA, detailed below at 4.3 of the report, about qualitative comparisons of data over the last four years, with reference to ‘pre-pandemic’ data in 2018/19; 2. noted the outcome of the initial SQA examination results for pupils in academic year 2024/25, and that the performance of Argyll and Bute Schools in 2025 is above the current national performance of local authority run schools in SQA examinations in one measure at A-C (Adv Higher), and above in two measures at A-D (National 5 and Higher). Within the authority, performance against 2024 improved in four of six pass rate measures (National 5 and Higher at both A-C and A-D). Presentation rates for both National 5 and Higher levels increased. Twinned with increased pass rates, this year’s diet saw an overall increase in the number of awards per presenting pupil; and 3. requested that the Executive Director provide further reports to the Community Services Committee to allow the consideration of updated statistical school and Page 5
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national information, scheduled to be released by Insight (school data analysis tool) in September 2025 and February 2026. (Reference: Report by Executive Director with responsibility for Education dated 28 August 2025, submitted) 9. DEVELOPING THE YOUNG WORKFORCE 2024-25 A report summarising work and progress across Argyll and Bute relating to Developing the Young Workforce (DYW) was considered. The report covered all aspects of DYW work and activities across the local authority and case studies of DYW events, activities and programmes were also provided. Decision The Community Services Committee: 1. noted the scope, variety and impact of DYW initiatives and activities across Argyll and Bute; 2. acknowledged the importance of the Scottish Government’s continued policy commitment to DYW, and associated funding for regional DYW Groups; 3. recognised the contribution of the DYW team and its work towards securing and sustaining Argyll and Bute a position in the leading 10 Scottish Local Authorities with regards to the Annual Participation Measure, in which we place 9th out of 32 in the period April 2023 – March 2024; and 4. accepted the requirement to make the roles of DYW Lead and DYW Coordinators in Argyll and Bute permanent and non-dependent on DYW funding from the Scottish Government. (Reference: Report by Executive Director with responsibility for Education dated 28 August 2025, submitted) The Chair ruled and the Committee agreed to adjourn the meeting at 1.45 pm for lunch. The meeting reconvened at 2.15 pm with all those present as per the sederunt, apart from Lorna Stewart, Teacher representative. 10. STRONE PRIMARY SCHOOL - MOTHBALLING A report updating the Committee on the current situation of Strone Primary School and proposing a number of measures under which the Education Service can monitor the position of the school over the forthcoming year, was considered. Decision The Community Services Committee agreed that: 1. Strone Primary School be mothballed on a temporary basis and that the building be retained for one year on a care and maintenance basis; Page 6
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2. officers would conduct a review of the school’s mothballing ahead of the Committee’s August 2026 meeting, at which members could decide on a continued period of mothballing; or request that officers commence a preliminary exercise to examine the future options for Strone Primary School; and 3. if requested, the community would have pre-arranged access to the building to promote community functions during the period of mothballing. (Reference: Report by Executive Director with responsibility for Education dated 5 August 2025, submitted) At the previous Community Services Committee held on 5 June 2025, the Committee considered a report detailing a draft Proposal to relocate the current Tobermory 2-18 Campus to a new purpose-built Campus on the site that had been previously selected by the Council. After considering that report, the Committee agreed to adopt the draft Proposal as a “relevant proposal” in terms of the 2010 Act, which would proceed to a statutory public consultation exercise – commencing on 18th August 2025 and ending on 26th September 2025. Standing order 16 states that ‘No motion which seeks to alter or revoke a decision of the Council or has that effect will be considered within a period of 6 months of the original decision’. However, it will be competent to review a decision before the end of the 6 month period, provided that notice has been given on the agenda (the report meets that provision) and that a material change of circumstances has occurred. Given that a Petition for Judicial Review in the Court of Session challenging the Council’s decision of 7 March 2025 to locate the new campus on the Tobermory South site has been lodged; the Chair considered this to be a material change of circumstances and therefore under the provision of standing order 16 agreed that this report could be considered at this meeting. 11. TOBERMORY 2-18 CAMPUS - UPDATE AND NEXT STEPS In terms of Standing Order 11.10 the Depute Leader of the SNP Group advised that the Whip had been applied to the Group to vote in favour of an amendment to the recommendations in the report by the Executive Director which the Committee considered at this item. A report providing update on recent decisions and developments in relation to the project for a new 2-18 School Campus in Tobermory was considered. Following questions, the Chair ruled and the Committee agreed to adjourn the meeting from 2.35 pm – 2.55 pm to allow Officers to consider the competency of a proposed amendment to the Chair’s motion. The meeting reconvened with all those present as per the sederunt, apart from Lorna Stewart, Teacher representative. Following consideration, the Executive Director with responsibility for Legal and Regulatory Support advised that the amendment was not competent. The Chair ruled, and the Committee agreed to adjourn the meeting from 3.05 pm – 3.25 pm, to allow a Member of the Committee to seek advice on the preparation of a competent amendment. After consideration, it was confirmed there would be no amendment to the Chair’s motion. Page 7
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Decision The Community Services Committee: 1. considered the information contained within this report; 2. agreed to endorse officers’ actions not to commence the statutory relocation consultation exercise on 18 August 2025, given that the Judicial Review proceedings are ongoing; 3. agreed to endorse the decision of the Strategic Board, dated 4 August 2025, to pause all other work on the Project (including design work and development of the Outline Business Case) whilst the Judicial Review proceedings are ongoing; and 4. agreed that all further reports should be brought to Members whilst the ongoing Court proceedings progress. (Reference: Report by Executive Director with responsibility for Education, Legal and Regulatory Support and Commercial Services dated 1 August 2025, submitted) Councillor Jennifer Kean and Reverend Dorothy Wallace, Church Representative, left the meeting during consideration of the foregoing item. 12. SCOTTISH LANGUAGES ACT 2025 - UPDATE A report advising of the Scottish Languages Act 2025 and reporting on the themes included in this piece of legislation was considered. The Act give the Gaelic and Scots languages official status in Scotland and makes changes to the support for the Gaelic and Scots languages in Scotland, including changes in relation to Gaelic and Scots education. Decision The Community Services Committee: 1. noted the key points contained within the report regarding the Act; 2. recognised the obligations which would be incumbent on the Council in areas of linguistic significance; and 3. agreed that further reports are presented to members in relation to both the general impact on the Council and specifically to the Education Service following statutory guidance and explanatory notes being published by the Scottish Government. (Reference: Report by Executive Director with responsibility for Education and Executive Director with responsibility for Customer Support Services dated 1 August 2025, submitted) Councillor Yvonne McNeilly and Councillor Shonny Paterson left the meeting during consideration of the foregoing item. Page 8
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13. GAELIC LANGUAGE PLAN PROGRESS REPORT DECEMBER 2023 - DECEMBER 2024 A report updating Members on progress that the Council is making on the delivery of its statutory Gaelic Language Plan was considered. Decision The Community Services Committee considered the good progress that was being made in relation to the Council’s Gaelic Language Plan. (Reference: Report by Executive Director with responsibility for Customer Support Services dated June 2025, submitted) 14. LIVE ARGYLL - COMMUNITY LEARNING AND DEVELOPMENT REPORT 2024-2025 A report providing Members with an update on the performance of liveArgyll’s Community Learning Services and specifically the provision of Adult Learning and Youth Services in session 2024/25, was considered. Decision The Community Services Committee recognised: 1. the significant improvements and strengths achieved by Community Learning since the transfer of the service to liveArgyll in 2021, and specifically those outlined by HMIe in the January 2024 HMIe Progress Visit and the subsequent review in February 2025; and 2. the positive outcomes for young people and adult learners in Argyll and Bute resulting from Community Learning’s understanding of the needs of individuals, groups and communities, and its subsequent provision to learners. (Reference: Report by Executive Director with responsibility for Education dated 28 August 2025, submitted) Councillor Julie McKenzie left the meeting during consideration of the foregoing item. 15. EXTERNAL EDUCATION ESTABLISHMENT INSPECTION REPORT A report providing details of all external education establishment inspection reports received across Argyll and Bute Education Service during the period June to August 2025, was before the Committee for information. Decision The Community Services Committee noted: 1. the contents of the report; 2. this quarterly report would be presented on an ongoing basis to the Community Services Committee detailing all establishment inspections conducted and published by Education Scotland within that period, and Page 9
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3. that Ward members would receive copies of school inspection reports for schools within their area as published by Education Scotland. (Reference: Report by Executive Director with responsibility for Education dated July 2025, submitted) 16. COMMUNITY SERVICES COMMITTEE WORK PLAN 2025/2026 The Community Services Committee work plan for 2025/2026 was before the Committee for information. Decision The Community Services Committee noted the contents of the work plan. (Reference: Community Services Committee Work Plan 2025/2026, submitted) Page 10
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OFFICIAL OFFICIAL x Argyll & Bute Performance Summary Report Reporting Period: April to Sep 2025 Total Crime 646 Crimes Incidents 9805 Overall Dishonesty 430 Domestic Abuse Inc 374 +14.3% +2% +4.2% +9.7% +51.8% -42%* Road Deaths & Serious Injuries 22 +5.9%* Sexual Crime 170 -542*PYTD, -1149*5YR AVG +54*PYTD, +121*5YR AVG +9*PYTD, +42*5YR AVG +15*PYTD, +28*5YR AVG +52*PYTD, +142*5YR AVG +58*PYTD, +52*5YR AVG -16*on PYTD +52*PYTD Violent Crime 586 Missing People 86 Counter Terrorism +8*PYTD +10.3%* -11*PYTD, -18*5YR AVG Common Assault 431 -31.4% Housebreaking 24 Disorder Complaints 936 The National Terrorism Threat level is SUBSTANTIAL This means that an attack is likely. *PYTD = Previous Year to Date *5YR = 5-year average +19% -5.2% Page 11 Agenda Item 4
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OFFICIAL OFFICIAL SECTION PAGE NUMBER Introduction 2 Executive Summary 3 Demand Analysis 4 Acquisitive Crime 5 Public Protection 6 Road Safety 7 Serious Organised Crime 8 Violence 9 Antisocial Behaviour 10 Public Confidence - Complaints & Allegations 11 Introduction I am pleased to present this performance summary report to Committee for its information and consideration. The Reporting Period for this report is cumulative for Quarters 1 to 4 of 2024/25, with available figures being shown from 1st April 2025 through to 30th September 2025. Please note that all data included in this report are management information and not official statistics. All data are sourced from Police Scotland internal systems and are correct as of date of publication. Unless stated otherwise numerical comparisons are against the previous year to date and the previous five-year average for the same data period specified. Crimes and offences are grouped under recognised categories for statistical purposes. The Scottish Government defines these categories, as follows: Group 1 - Non-Sexual Crimes of Violence Group 6 – Anti-social offences Group 2 - Sexual Crimes Group 7 – Miscellaneous Offences Group 3 - Crimes of Dishonesty Group 8 – Road traffic offences Group 4 – Damage and reckless behaviour PYTD - Previous Year to Date Group 5 – Crimes against society CYTD - Current Year to Date Page 12
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OFFICIAL OFFICIAL PRIORITY AREA EXECUTIVE SUMMARY Acquisitive Crime At the end of Qtr.2, acquisitive crimes have seen a slight increase of 2% from 421 to 430 crimes. This has largely been driven by an increase in common thefts throughout Argyll and Bute (+26.3%), while shoplifting (-20) and housebreaking offences (-11) have both seen slight reductions year on year. Public Protection Group 2 sexual crimes have also risen by 51.8% from 112 to 170 crimes. Both rape offences and sexual assaults have seen an increase of 8 and 22 crimes respectively year on year while crimes relating to indecent images/communications have also recorded a considerable increase (+36 crimes). Road Safety & Road Crime We continue to record a positive reduction in the number of casualties involved in road traffic collisions within Argyll and Bute compared to last year. The number of fatal road traffic collisions within Argyll and Bute has reduced marginally from 5 to 3 as at the end of Qtr. 2. Road traffic collisions involving serious injuries have also decreased from 33 to 19 and slight injuries reduced from 53 to 42. Serious Organised Crime At the end of Qtr. 2, drug supply offences have reduced marginally with 14 crimes compared to 16 the previous year, whilst possession charges have shown a notable increase of 17.5% from 206 to 242. Across Argyll & West Dunbartonshire 19 crimes linked to persons associated with serious and organised crime have been recorded and £37,109 has been seized under POCA since 1st April 2025. Violence & ASB At the end of Qtr. 2 Group 1 crimes of violence have increased by 9.7% with 586 crimes compared to 534 the previous year to date, while anti-social behaviour (ASB) related crimes have increased by 21.8% from 504 to 614 crimes. 1. Acquisitive Crime 2. Public Protection 3. Road Safety & Road Crime 4. Serious Organised Crime 5. Violence & Anti-social behaviour ARGYLL & BUTE POLICING PRIORITIES 2023-2026 Page 13
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OFFICIAL OFFICIAL CRIME PYTD CYTD INCIDENTS PYTD CYTD Total Crimes & Offences 3381 4027 Total number of incidents 10347 9805 DEMAND ANALYSIS - * PYTD - PREVIOUS YEAR TO DATE CYTD - CURRENT YEAR TO DATE * * * * The total volume of crimes and offences recorded within Argyll and Bute has increased by 19% from the previous year and is currently above the previous 5-year average (3450). All crime types have experienced a rise in figures compared to the position in 2024/25 as at the end of Qtr. 2. Road traffic offences have seen the highest increase (+254) followed by Group 6 anti-social offences (+110) and Group 5 crimes against society (+103). Page 14
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OFFICIAL OFFICIAL ACQUISITIVE CRIME Common thefts have experienced the highest increase in terms of acquisitive crime from 114 to 144 crimes, which is currently above the 5-year average (122). In Argyll various thefts have occurred in/around Oban town centre relating to thefts of used cooking oil, while various thefts of machinery, power tools and construction materials have also been recorded at building sites and boathouses/marinas throughout the local authority. The detection rate for common theft has reduced from 31.6% to 22.9%. Shoplifting crimes have reduced by 11.7% with 68 crimes recorded compared to 77 the previous year. The current figure remains above the previous 5-year average (51) however. The detection rate has increased slightly from 70.6% to 76.4%. Fraud has reduced marginally in Argyll and Bute compared to last year, from 99 to 96 recorded crimes. Most fraud types have seen marginal change compared to the position last year. The detection rate for fraud has increased marginally by 1.7% from 22.2% to 24%. During the reporting period we seen a rise in common thefts from farms and other agricultural places. We continue to look for innovative ways to highlight crime prevention opportunities within this sector. A farm watch started in Helensburgh and Lomond area connecting many of the local farmers who are now able to interact in the same way as a neighbourhood watch scheme. Our preventions team have been visiting our agricultural sites offering advice about securing equipment and handing out specialist DNA marking kits. Through our involvement in the Partners against Rural Crime group (PARC) we attended the agricultural roadshow at Dalmally where we were on hand to discuss concerns and advise. We continue our efforts to target fraud by maximising our online footprint to ensure we are signposting and engaging with our communities. Detecting online fraud can be very challenging usually as a result of the perpetrators residing out with the United Kingdom. Our youth engagement team continue to positively influence the younger generations decision making whilst online. In Oban our PSYV carried out a leaflet drop within the residential areas of the town to raise community awareness around bogus workers and frauds. In partnership with Trading Standards, we were in Oban, Dunoon, Helensburgh with the Shut-Out Scammers Campaign providing information on crime prevention, fraud and scam awareness. Page 15
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OFFICIAL OFFICIAL Public protection investigations are often complex, and we rely on close working with our stakeholders to provide the best service to those affected. By working in partnership, taking a multi-agency approach, increasing public confidence and raising public awareness, we are better placed to identify threat, manage risk and prevent harm The facilities and support we have for child victims and witnesses of serious crime across Argyll & Bute have benefitted from a new unique and safe venue named ‘Bairns Hoose’. A transformative space designed to support children as they recover from trauma and harm. It aims to reduce the trauma children face when navigating the child protection and justice systems by bringing all the support they need together under one roof - the Hoose offers a safe, welcoming environment where children can participate in child protection processes and begin their journey of healing. The Disclosure Scheme for Domestic Abuse Scotland (DSDAS) launched in 2015 continues to be a vital preventative tool in tackling domestic violence. This scheme allows concerned individuals to determine whether their partner has a history of domestic violence. This year across Argyll & Bute we have received over 85 requests this figure is up 50% from last year. At the end of Qtr. 2, Group 2 crimes have increased by 52% with 170 crimes recorded compared to 112 (+58) in the same period last year. Both rape offences and sexual assaults have increased from 20 to 28 (+8) and 42 to 64 (+22) crimes respectively. Crimes relating to indecent images/communications have also more than doubled from 32 to 68 crimes with approx. 82% being committed via online platforms. Approximately 59% of sexual assaults occurred in a private setting and 80% were committed by persons known to the victim. One third of sexual assaults reported related to non-recent crimes. Similarly, approx. 85% of rape offences occurred within a private space and 93% were committed by persons known to the victim with 12 crimes being domestic related. Domestic abuse incidents have seen an increase of 4.2% compared to last year from 359 to 374, while the number of crimes recorded has also reduced from 368 to 351. The detection rate for domestic abuse crimes has increased from 57.3% to 65.2% year on year. A total of 86 missing person reports had been recorded within Argyll and Bute as at end of Qtr. 2, which is an increase of 10.3% from last year (+8). MP reports relating to adults remain unchanged from the position last year, while reports relating to children and children in care have seen an increase from 26 to 38 (+12) year on year. PUBLIC PROTECTION Page 16
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OFFICIAL OFFICIAL At the end of Qtr. 2, the number of fatal RTC’s recorded in Argyll and Bute has seen a marginal reduction from 5 to 3 year on year. RTC’s resulting in both serious and slight injuries have also decreased from 33 to 19 (-14) and 53 to 42 (-11), respectively. Road traffic offences continue to see a considerable increase of 24.2% from 1048 to 1302 (+254). Speeding offences have experienced the highest increase (+132) followed by vehicle defect such as construction and lighting offences (+69) and unlawful use of motor vehicle such as licence, insurance and registration offences (+29). The increase in vehicle offences is largely a testament to proactive policing within Argyll and Bute during the current reporting period. Road Traffic Casualties 2024/25 2025/26 Number of persons killed on our roads 5 3 Number of persons seriously injured 33 19 Number of persons slightly injured 53 42 Number of children seriously injured 0 1 Our traffic detections continue to increase which is testament to the proactive work by our specialist officers and our local policing teams. We continue to target those drivers putting people’s safety at risk as a result of their poor driving standards, decision making or condition of the vehicles being driven on the roads. The circumstances of any fatal road crash are investigated thoroughly by national specialist crash investigation teams. The expertise and understanding of road traffic legislation is shared locally to our local officers to ensure we are upskilling our own officers patrolling our communities. We continue to develop our Road Safety Partnership meetings, which involves stakeholders from the Local Authority, Roads, Transport Scotland and others. We now review all fatal crash scenes to ensure that any contributory factors are assessed and reviewed to reduce the risk of further accidents at the same location. During this reporting period we commenced our Fatal 5 - Young Drivers Campaign. The feedback received from pupils has been very encouraging. We have engaged senior pupils in Rothesay, Dunoon, Helensburgh, Campbeltown, Lochgilphead, Oban, Tobermory & Tarbert. The young driver presentations to S6 pupils consists of a case study involving 4 newly qualified drivers who were racing on a rural road resulting in a double fatality acc. These sessions create open discussions which the generation of young persons who have just reached driving age. These sessions allow us to positively influence decision making and to focus awareness on the fatal 5 campaign which include, driving whilst unfit to do so, speeding, not wearing seat belts and distraction. ROAD SAFETY AND ROAD CRIME Page 17
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OFFICIAL OFFICIAL Across Argyll & West Dunbartonshire, 19 crimes linked to persons associated with serious and organised crime have been recorded and £37,109 has been seized under POCA since 1st April 2025. At the end of Qtr. 2, drugs supply charges show a marginal reduction compared to last year from 16 to 14 crimes, which remains below the previous 5-year average (20). Drug possession charges however have seen a 17.5% increase from 206 to 242 and is also considerably above the previous 5-year average (222). We have been engaging with Crimestoppers Scotland to see how we can promote their vital role within our rural communities. It is vital that we continue to encourage and empower our communities to speak up about crime within their villages and towns. Crimestoppers is a unique anonymous service and more than ever our communities need Crimestoppers unique guarantee of anonymity to report concerns. Serious and Organised crime often harms the most vulnerable in our communities, from drug dealing to exploitation via County Lines. It is vital that our we encourage people to report anonymously and help them on what to do; from spotting the key signs of crimes to being an active bystander. An example of where community intelligence can disrupt serious and organised crime can be evidenced in Dunoon during the reporting period where community information was vital in support of our intelligence gathering which secured a search warrant for three premises linked to drug dealing. Three sperate addresses were targeted at the same time for maximum effect utilising specialist public officers. An individual was arrested and charged with the sale and supply of drugs and a large amount of cash seized. This coordinated day of action was high-profile in the community and sent a strong message regarding Police Scotland’s determination to tackle drug dealing. In Oban local officers stopped a vehicle within the reporting period which had been highlighted via community intelligence, following a proactive search on this vehicle 156 grams of Cannabis was seized. SERIOUS & ORGANISED CRIME Page 18
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OFFICIAL OFFICIAL VIOLENCE We make full use of our analysts to ensure that all operational officers are briefed daily prior to deployment to furnish them with the intelligence and information required to be able to identify those strongly linked to violence and ASB. It is very difficult to prevent sporadic acts of violence particularly indoors in private dwellings however, we continue to engage with housing partners to identify problematic neighbour complaints to assess and target ASB which may escalate into violence. Our officers use analysis and intelligence to make full use of their stop search powers in targeted areas when it is justified and proportionate to do so. We have robust policing plans in place to monitor individuals arrested and thereafter released with specific bail conditions. The Preventions Team are in daily contact with the ASB and Housing Teams to ensure we maximise our response through a partnership approach. Our Oban YEO organised an event within Tesco to raise awareness for the ‘It’ll cost you campaign’ to tackle underage drinking and youth disorder. A stall was staffed within Tesco for awareness with campaign materials distributed to members of the public. Crimes of violence occurring within Argyll and Bute have increased from 534 to 586 (+52) year on year while the current figure remains 32% above the previous 5-year average (445). Crimes were largely spilt 56% public and 44% private space with just over half (51%) of all public space crimes being committed by persons known to the victim. Much of the increase is attributed to a 14.6% rise in common assaults from 377 to 431 crimes (+54), while the majority of other Group 1 crimes of violence have experienced marginal change compared to the position at the end of Qtr. 2 last year. Approx. 56% of common assaults occurred within a public space setting and 44% within a residential premise. In 60% of public space crimes offenders were known to the victim and just over half of all private space crimes were domestic related. Common assaults on police and emergency workers have continued to see a reduction from 74 to 68 crimes year on year. The detection rate for crimes of violence overall has increased marginally by 1.7% from 68.2% in 2024/25 to 69.9%. This equates to an additional 46 crimes in number terms. The detection rate for common assaults has also risen from 63.4% to 66.7%. Page 19
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OFFICIAL OFFICIAL Across the recording period the number of ASB related incidents in Argyll and Bute have seen an increase of approx. 7.4% (+90) compared to last year. Group 6 crimes, which include ASB related offences have also increased by 21.8% with 614 crimes recorded compared to 504 the previous year. This is largely attributable to a rise in breach the peace/threatening and abusive behaviour from 461 to 542 crimes (+81) and alcohol related offences (+23) year on year. ANTI-SOCIAL BEHAVIOUR Over the summer months local policing in Cowal and Bute introduced a community policing pilot to enhance Police Scotland’s visibility, engagement, and proactive policing on the Isle of Bute and Cowal. The overarching aim was to reduce crime and the fear of crime through high- visibility patrols and community engagement, thereby increasing public confidence and the police profile locally. This pilot was a success resulting in tangible enforcement outcomes including an increased detection of crime, intelligence gathering and enforcement action, addressing crime in the community head-on. It also provided in contrast, increased community engagement, public reassurance, and prevention opportunities. We are committed to supporting our nighttime economy. Since 1st April our local policing teams have recorded over 500 visits to licenced premises. Our Divisional Licensing Team provides guidance and support to Local Policing in relation to the sale and supply of alcohol within our communities, ensuring licensed premises operate in accordance with liquor licensing legislation and promote responsible trading aligned with the Licensing Objectives. We have a range of options to assist us with any identified issues. These options form a staged but flexible response, from simply engaging with and advising the staff at licensed premises at the lower end of the scale, to grading premises as being ‘Problematic’ and requesting a review of a premise licence by the Licensing Board in relation to more serious matters. Page 20
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OFFICIAL OFFICIAL PUBLIC CONFIDENCE: COMPLAINTS & USER SATISFACTION Overall satisfaction with Police Scotland User Satisfaction results show that locally, public confidence levels remain high within Argyll and West Dunbartonshire with overall satisfaction levels at 77%, which is above the position as at the end of Qtr. 2 during the 2024/25 reporting period (69%). We have some great engagement work ongoing with young persons across Argyll where our dedicated and passionate officers, often in their own time look for opportunities to break down barriers act as role models and positively influence decision making. Initiatives including golfing, youth clubs, running clubs and youth volunteering. In Oban we have 15 officers who volunteer within the MCR Pathways, a charity which supports care-experienced and disadvantaged young persons in Scotland. These achievements and initiatives highlight our commitment to enhancing public safety, reducing crime, and fostering positive community relationships. Campbeltown’s emergency services day on Saturday, 16 August was a great family-friendly day out to meet the teams who help keep the community safe. Alongside Police Scotland, colleagues from the Scottish Fire and Rescue Service, the Scottish Ambulance Service and the Royal National Lifeboat Institute– to name a few. Over the summer months we were involved in several large-scale policing operations across Argyll & Bute providing a proportionate and professional response in support of many community events. These included the Tiree Music Festival, The Cowal Games, the Highland games in Luss, Bute, Inveraray and Oban and The Islay Festival of Music. We have received great feedback from local community councils and councillors in relation to the friendly policing style adopted. The recruitment and retention of officers across Argyll & Bute remains a local priority for Area Commanders. We continue to work with our national recruitment teams to ensure local policing needs across Argyll & Bute and being actively progressed. From January 2025 we have had 7 new probationers start with a further 2, due to start in the coming period. 77% Satisfied/Very Satisfied Total of 298 responses Page 21
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Scrutiny Report 2025-26 Q2 Argyll & Bute Performance and Scrutiny Group Argyll and Bute Page 23 Agenda Item 5
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202510/11/25 © Scottish Fire & Rescue ServiceReport generated on About the statistics within this report The activity totals and other statistics quoted within this report are published in the interests of transparency and openness. They are provisional in nature and subject to change as a result of ongoing quality assurance and review. Because all statistics quoted are provisional there may be a difference in the period totals quoted in our reports after local publication which result from revisions or additions to the data in our systems. The Scottish Government publishes official statistics each year which allow for comparisons to be made over longer periods of time. Summary Trends Accidental Dwelling Fires (ADFs) Accidental Dwelling Fire Casualties Non-Fire Casualties Deliberate Fires Non-Domestic Fires Unwanted Fire Alarm Signals (UFAS) Road Traffic Collisions (RTCs) Home Fire Safety Visits (HFSVs) Fire Safety Enforcement Community Safety & Engagement Glossary of Terms 1 2 3 4 5 6 7 8 9 10 11 12 13 Contents Scrutiny Report 2025-26 Q2 Argyll & Bute Performance and Scrutiny Group Argyll and Bute Page 24
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2025-26 Q21. Summary 60 Fires 86 183 False Alarms 329 8 0 0 Fire Fatalities 12 3 69 UFAS 202510/11/25 © Scottish Fire & Rescue ServiceReport generated on Non-Fire Incidents People Rescued by Firefighters People Receiving First Aid or Hospital Treatment (Non-Fire) People Receiving First Aid or Hospital Treatment (Fires) Non-Fire Fatalities Top 10 Incident Types False Alarm (Due to Apparatus) False Alarm (UFAS) Inter-Agency False Alarm (Good Intent) Fire (Outdoor) Fire (Building) Humanitarian Flooding / Water Rescue Other Non-Fire Vehicle (Non-fire) 78 69 38 36 29 27 12 10 10 8 Fire Safety AuditsHome Fire Safety Visits Total Incidents (Incl. Incompletes) 8399 In this report, the Scottish Fire and Rescue Service (SFRS) demonstrates a strong commitment to public safety through its response to a wide range of operational incidents, as outlined above. Home fire safety remains a key priority, with updates on our referral pathway provided in section 12 of this report. Fire safety audits and community engagement initiatives continue to be proactive measures that contribute to making our communities safer places to live, work, and visit. The overall trend reflects consistent management of incidents, with seasonal variations influencing activity levels. Accidental dwelling fires are closely monitored, and efforts to reduce deliberate fires and non-fire incidents remain ongoing. The data presented highlights a well coordinated approach to fire prevention and emergency response. Page 25
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2. Trends Previous 16 quarters (4 years) 202510/11/25 © Scottish Fire & Rescue ServiceReport generated on Accidental Dwelling Fires 2021-22 Q3 2021-22 Q4 2022-23 Q1 2022-23 Q2 2022-23 Q3 2022-23 Q4 2023-24 Q1 2023-24 Q2 2023-24 Q3 2023-24 Q4 2024-25 Q1 2024-25 Q2 2024-25 Q3 2024-25 Q4 2025-26 Q1 2025-26 Q2 18 17 24 10 10 24 22 13 13 17 11 1616 12 18 20 Deliberate Fires 2021-22 Q3 2021-22 Q4 2022-23 Q1 2022-23 Q2 2022-23 Q3 2022-23 Q4 2023-24 Q1 2023-24 Q2 2023-24 Q3 2023-24 Q4 2024-25 Q1 2024-25 Q2 2024-25 Q3 2024-25 Q4 2025-26 Q1 2025-26 Q2 11 16 43 5 40 6 22 16 9 812 13 21 18 11 8 Non-Domestic Fires 2021-22 Q3 2021-22 Q4 2022-23 Q1 2022-23 Q2 2022-23 Q3 2022-23 Q4 2023-24 Q1 2023-24 Q2 2023-24 Q3 2023-24 Q4 2024-25 Q1 2024-25 Q2 2024-25 Q3 2024-25 Q4 2025-26 Q1 2025-26 Q2 10 4 11 2 3 10 4 7 6 8 7 5 6 4 8 4 Unwanted Fire Alarm Signals 2021-22 Q3 2021-22 Q4 2022-23 Q1 2022-23 Q2 2022-23 Q3 2022-23 Q4 2023-24 Q1 2023-24 Q2 2023-24 Q3 2023-24 Q4 2024-25 Q1 2024-25 Q2 2024-25 Q3 2024-25 Q4 2025-26 Q1 2025-26 Q2 189 69 209 56 142 75 65 636677 150158 185 6968 168 Road Traffic Collisions 2021-22 Q3 2021-22 Q4 2022-23 Q1 2022-23 Q2 2022-23 Q3 2022-23 Q4 2023-24 Q1 2023-24 Q2 2023-24 Q3 2023-24 Q4 2024-25 Q1 2024-25 Q2 2024-25 Q3 2024-25 Q4 2025-26 Q1 2025-26 Q2 16 11 26 26 13 18 15 17 18 13 15 12 20 20 12 19 Page 26
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2. Trends 202510/11/25 © Scottish Fire & Rescue ServiceReport generated on Previous 16 quarters (4 years) Accidental Dwelling Fire Casualties 2021-22 Q3 2021-22 Q4 2022-23 Q1 2022-23 Q2 2022-23 Q3 2022-23 Q4 2023-24 Q1 2023-24 Q2 2023-24 Q3 2023-24 Q4 2024-25 Q1 2024-25 Q2 2024-25 Q3 2024-25 Q4 2025-26 Q1 2025-26 Q2 1 0 3 0 0 0 2 2 0 1 2 1 1 0 2 1 Non-Fire Casualties 2021-22 Q3 2021-22 Q4 2022-23 Q1 2022-23 Q2 2022-23 Q3 2022-23 Q4 2023-24 Q1 2023-24 Q2 2023-24 Q3 2023-24 Q4 2024-25 Q1 2024-25 Q2 2024-25 Q3 2024-25 Q4 2025-26 Q1 2025-26 Q2 18 15 31 13 24 27 22 15 18 27 14 15 23 20 14 17 Road Traffic Collision Casualties 2021-22 Q3 2021-22 Q4 2022-23 Q1 2022-23 Q2 2022-23 Q3 2022-23 Q4 2023-24 Q1 2023-24 Q2 2023-24 Q3 2023-24 Q4 2024-25 Q1 2024-25 Q2 2024-25 Q3 2024-25 Q4 2025-26 Q1 2025-26 Q2 13 8 20 610 15 10 6 9 99 9 18 12 8 9 Home Fire Safety Visits 2021-22 Q3 2021-22 Q4 2022-23 Q1 2022-23 Q2 2022-23 Q3 2022-23 Q4 2023-24 Q1 2023-24 Q2 2023-24 Q3 2023-24 Q4 2024-25 Q1 2024-25 Q2 2024-25 Q3 2024-25 Q4 2025-26 Q1 2025-26 Q2 311 99 70 198 173 238 221 207239 93 233 183 289 149 237 202 Fire Safety Audits 2021-22 Q3 2021-22 Q4 2022-23 Q1 2022-23 Q2 2022-23 Q3 2022-23 Q4 2023-24 Q1 2023-24 Q2 2023-24 Q3 2023-24 Q4 2024-25 Q1 2024-25 Q2 2024-25 Q3 2024-25 Q4 2025-26 Q1 2025-26 Q2 50 83 151 29 54 100 79 110 142130 138 135 71 111 108 103 Page 27
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202510/11/25 © Scottish Fire & Rescue ServiceReport generated on Accidental Dwelling Fires in this period Extent of Damage Incidents Not applicable 8 Limited to item 1st ignited 5 Limited to room of origin 2 External roof only 1 Whole building 1 Source of Ignition (Top 10) Cooking appliance Electricity supply Electric Lighting Heating equipment Naked flame Other domestic style appliance 9 4 1 1 1 1 Trend by Quarter (4 years) 10 15 20 17 Incidents by Ward Helensburgh Central Kintyre & the Islands Dunoon Oban South & the Isles Cowal Isle of Bute Lomond North Mid Argyll South Kintyre 4 4 2 2 1 1 1 1 1 2025-26 Q23. Accidental Dwelling Fires SFRS is dedicated to reducing accidental dwelling fires in domestic properties across Scotland. This commitment is evident through our proactive, community engagement, and continuous improvement strategies. SFRS employs a range of proactive measures to prevent fires before they start. One of their key initiatives is the HFSV program, where Community Action Teams(CAT) and Operational Crews visit homes to assess fire risks and provide tailored advice on fire prevention in a domestic setting. These visits often include the installation of smoke alarms and heat detectors to comply with Scottish Government legislation thus ensuring that homes are equipped to detect fires early. Over this quarterly reporting period we seen an increase in accidental dwelling fires from 11 to 17 which we will continue to actively monitor. Page 28
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4. Accidental Dwelling Fire Casualties Non-Fatal Casualties Fatal Casualties Nature of Injury/Cause of Death Casualties 202510/11/25 © Scottish Fire & Rescue ServiceReport generated on Casualties by Ward Trend by Quarter (4 years) 0 1 2 3 People Rescued by Firefighters Extent of Harm (Non-Fatal) First Aid Given at Scene Hospital Slight Injuries Hospital Serious Injuries 2025-26 Q2 0 0 0 0 0 0 SFRS is committed to reducing accidental dwelling fire casualties across all communities in Scotland. This dedication is reflected in our comprehensive reduction strategies, community focused initiatives, and continuous efforts to improve fire safety. Through strategic initiatives, community engagement, a data-driven approach, support for vulnerable groups, and continuous improvement, we strive to make every home in Scotland safer. Our efforts not only save lives but also promotes a culture of fire safety awareness and prevention within our communities. Over this reporting period there were no accidental dwelling fire casualties to report. Page 29
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5. Non-Fire Casualties 202510/11/25 © Scottish Fire & Rescue ServiceReport generated on Casualties by Ward Oban North & Lorn Kintyre & the Islands Oban South & the Isles Dunoon Lomond North Mid Argyll 6 4 2 1 1 1 Trend by Quarter (4 years) 10 20 30 Non-Fatal Casualties Fatal Casualties People Rescued by Firefighters Extent of Harm (Non-Fatal) First Aid Given at Scene Hospital Slight Injuries Hospital Serious Injuries Nature of Injury/Cause of Death Casualties Cuts/Lacerations 4 Back / Neck injury (spinal) 3 Not known 3 Fracture 2 Bruising 1 Chest pain / Heart condition / Cardiac arrest 1 Unconscious, fitting or unresponsive (no other evident significant injury) 1 2025-26 Q2 12 3 8 0 12 0 During this reporting period, we responded to a variety of non-fire-related incidents, including road traffic collisions (RTCs), water rescues, and other specialist operations. Sadly, three of these incidents involved fatal casualties. Our crews were mainly mobilised to assist partner agencies, including Police Scotland, HM Coastguard, and the Scottish Ambulance Service. One fatality resulted from an RTC, while the other two were due to out of hospital cardiac arrests. Page 30
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6. Deliberate Fires Property Type Incident Grassland, woodland and crops 5 Other outdoors (including land) 5 Refuse 4 Dwelling 2 202510/11/25 © Scottish Fire & Rescue ServiceReport generated on Incidents by Ward Helensburgh Central Isle of Bute Kintyre & the Islands Lomond North Oban North & Lorn Cowal 4 3 3 3 2 1 Trend by Quarter (4 years) 0 20 40 16 Deliberate Fires in this period 2025-26 Q2 Hour of Day 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 We are committed to reducing deliberate fire-setting due to the risks it poses to people, property, and the environment. These incidents divert resources from real emergencies. To achieve this, we use the following strategies: Community Engagement: Awareness sessions in Argyll and Bute schools, focused on children and young people providing safety focused engagements. Partnerships: Working with Police Scotland, Community Wardens, and local schools. Reporting: Encouraging the public to report suspicious activity or rubbish build-up. Over this recording period we have seen a sharp decline from 43 operational incidents in Q1 to 16 in Q2. Page 31
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7. Non-Domestic Fires 202510/11/25 © Scottish Fire & Rescue ServiceReport generated on Non-Domestic Fires in this period 2025-26 Q2 Top 15 Property Types Property Type Incidents Industrial Processing 1 Offices and call centres 1 Other holiday residence (cottage, flat, chalet) 1 Public Utilities 1 4 (100.0%) Accidental Deliberate Incidents by Ward Oban North & Lorn Kintyre & the Islands Lomond North 2 1 1 Extent of Damage Not applicable 4 Trend by Quarter (4 years) 5 10 4 We are dedicated to reducing non-domestic fires, recognising the significant impact these incidents can have on local businesses, public buildings, and the wider community. Non-domestic fires can lead to substantial economic losses, disrupt services, and pose serious risks to public safety. Our local Fire Safety Enforcement (FSE) team acts as the enforcing authority for fire safety legislation in non-domestic premises. This includes regular inspections and ensuring compliance with fire safety regulations. The enforcement team also provides support and education to duty holders, including building owners, managers, and staff, to help them comply with current legislation. Over this reporting period, the number of non-domestic fires remained low at four, unchanged from the Q1 report. Page 32
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8. Unwanted Fire Alarm Signals 202510/11/25 © Scottish Fire & Rescue ServiceReport generated on Unwanted Fire Alarm Signals in this period 2025-26 Q2 Top 15 Property Types Property Type Incidents Hotel/motel 18 Residential Home 16 Hospitals and medical care 14 Other Residential Home 5 Boarding House/B&B other 4 Nurses'/Doctors' accommodation 2 Other holiday residence (cottage, flat, chalet) 2 Warehouses and bulk storage 2 Education 1 Entertainment and culture 1 Hostel (e.g. for homeless people) 1 Offices and call centres 1 Retail 1 Sporting venues 1 Incidents by Ward Oban South & the Isles Lomond North Oban North & Lorn Cowal Helensburgh Central Isle of Bute Mid Argyll Dunoon South Kintyre Kintyre & the Islands 13 12 10 6 6 6 6 5 3 2 Trend by Quarter (4 years) 0 100 200 69 SFRS introduced a new policy in 2023 aimed at reducing Unwanted Fire Alarm Signals (UFAS). This forms part of our wider commitment to improving community safety and making better use of resources across Scotland. UFAS are false alarms triggered by automatic fire alarm systems. These can result from accidental activation of manual call points, cooking fumes, dust, or poor maintenance. Each UFAS incident diverts fire crews from genuine emergencies, leading to unnecessary costs and potential delays in responding to real fires. Since the introduction of this revised policy, we have continued to see a reduction in UFAS incidents. This positive trend is reflected in the data presented in this report. Page 33
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9. Road Traffic Collisions 202510/11/25 © Scottish Fire & Rescue ServiceReport generated on Road Traffic Collisions in this period Non-Fatal Casualties Fatal Casualties People Rescued by Firefighters Extent of Harm (Non-Fatal) First Aid Given at Scene Hospital Slight Injuries Hospital Serious Injuries 2025-26 Q2 Incidents by Ward Oban North & Lorn Kintyre & the Islands Mid Argyll Oban South & the Isles South Kintyre 4 2 2 2 1 Trend by Quarter (4 years) 10 15 20 25 30 11 7 1 0 0 7 0 Property Type Incidents Car 6 Motorcycle 3 Lorry/HGV 1 Van 1 Incident Type Incidents Vehicle (Non-fire) 8 Inter-Agency 2 Other Non-Fire 1 The SFRS is committed to reducing the number of Road Traffic Collisions (RTCs) across Scotland’s road network. We recognise the devastating impact these incidents can have on individuals, families, and communities. We have implemented a range of strategies and initiatives focused on prevention and effective response. We work closely with Police Scotland and support the 'L' Division Road Safety Governance Group on a quarterly basis. These meetings bring together key stakeholders to identify new and e xisting risks and coordinate joint road safety strategies across Argyll and Bute. In partnership with Police Scotland, we will be holding a series of road safety hub events at our community fire stations in Campbeltown, Oban, Dunoon, and Lochgilphead Joint Campus. Further details can be found on page 13 of this report. During this reporting period, total incident numbers remain low at 11. Page 34
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10. Home Fire Safety Visits 202510/11/25 © Scottish Fire & Rescue ServiceReport generated on 11. Fire Safety Enforcement Job Type Count Audit 83 Consultation 3 Specific Visit 1 Audits by Ward Oban North & Lorn Lomond North Cowal Helensburgh & Lomond South Helensburgh Central Kintyre & the Islands Isle of Bute Oban South & the Isles Mid Argyll South Kintyre 31 13 9 7 6 6 4 4 2 1 2025-26 Q2 HFSVs by Ward Oban North & Lorn Helensburgh Central Lomond North Oban South & the Isles Dunoon Cowal Helensburgh & Lomond South Mid Argyll Isle of Bute Kintyre & the Islands South Kintyre 17 14 13 13 11 10 10 5 2 2 2 Home Fire Safety Visits 99 The SFRS has recently introduced a new referral pathway for Home Fire Safety Visits (HFSVs), aimed at enhancing community safety and better supporting vulnerable individuals. This initiative is part of our ongoing commitment to reducing fire risks and improving overall safety in homes across Scotland. The revised HFSV programme takes a more targeted approach, prioritising high-risk individuals who meet specific eligibility criteria. These criteria are based on extensive research into factors that increase the likelihood of fire fatalities. The goal is to ensure that those most at risk receive the necessary support and intervention to help prevent fire incidents. Page 35
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12. Community Safety & Engagement 202510/11/25 © Scottish Fire & Rescue ServiceReport generated on 2025-26 Q2 Argyll & Bute Fire Skills In September, Oban Fire Station hosted an Argyll & Bute Fire skills event, delivered in partnership with Argyll & Bute Education Service, the Scottish Ambulance Service, Developing the Young Workforce, and Live Argyll. The event focused on engaging young people in practical learning around fire safety, teamwork, and personal development. Participants took part in a range of hands on activities, including basic firefighting techniques, safe use of equipment, and simulated emergency scenarios. The programme also included sessions on road safety, first aid awareness, and the importance of community responsibility. The initiative aims to build confidence, improve communication skills, and promote safer behaviours among young people. Feedback from attendees and partners was overwhelmingly positive, with many highlighting the value of real-life learning in a supportive environment. Well done to the young people who made the week such a success! Road Safety Hub Events – November 2025 As we approach darker nights, these sessions will offer safety advice on driving at night. In partnership with Police Scotland, SFRS will host Road Safety Hub night driving safety events on 22nd and 25th November at fire stations in Campbeltown, Oban, Dunoon, and Lochgilphead High Joint Campus. These free events aim to raise awareness of road safety and offer practical advice to reduce the risk of collisions. Visitors can speak with emergency services, access safety materials, and learn about local initiatives. 2025 Station Open Days We’d like to extend a heartfelt thank you to everyone who joined us at our summer open days held at Helensburgh, Tobermory, and Oban fire stations. It was a pleasure to welcome so many members of the community through our doors. We’re especially grateful to our partners and volunteers, whose support helped the days run smoothly and ensured everything was well organised. Their time and effort made a real difference. We’d also like to thank everyone who kindly donated to the various charities we support. Your generosity will have a meaningful impact across local communities in Argyll and Bute. Every contribution helps us continue supporting important causes and delivering services that matter. We hope you enjoyed the opportunity to meet our teams, learn more about the work we do, and see the stations in action. We look forward to welcoming you again at future events. World Drowning Prevention Day On Friday, July 25, we attended World Drowning Prevention Day, a national event organised by Water Safety Scotland to raise awareness about drowning risks and promote water safety. The day included a range of engaging activities such as paddleboarding, canoeing, rescue demonstrations, and displays by water rescue dog teams. Various organisations were present with information stalls, including the RNLI, Scottish Fire and Rescue Service, and Police Scotland Home Fire Safety Visit Referral Process This year, we launched a new referral process for Home Fire Safety Visits, designed to better identify and support individuals at higher risk. This update introduces a streamlined digital referral system and enhances collaboration through a new Data Sharing Framework. To support the roll out, SFRS is providing ongoing training and guidance to partner organisations, ensuring they can effectively use the new system. These improvements reflect our continued commitment to enhancing fire safety and reducing fire-related incidents across Scotland. For further information please contact: W.EWDABCommunitySafety@firescotland.gov.uk Page 36
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13. Glossary of Terms Term - What it means ADF Accidental Dwelling Fire. HFSV Home Fire Safety Visit. PDIR Post Domestic Incident Response, a term used to indicate actions taken following attendance at a fire or other incident in the home. PDIRs include amongst things the offer of a free follow up home fire safety visit. RTC Road Traffic Collision. Special Service Calls to incidents which are not fires or false alarms such as RTCs, rescues, flooding, incidents involving hazardous materials or the provision of assistance to other agencies. UFAS Unwanted Fire Alarm Signals. When an automatic fire detection and alarm system is activated as a result of anything other than an actual fire the activation is classed as a false alarm. If an attendance is made to such an event by the Scottish Fire and Rescue Service, then the event is recorded as an UFAS incident. UFAS Policy Change In response to COVID, on the 6th May 2020, the SFRS decided to send 1 pump to UFAS premises that did not have their own Predetermined attendance (PDA). As of 1st July 2023, the COVID interim 1 pump response was ended and a new UFAS policy was implemented. The new policy is to call challenge all UFAS incidents with the intention of non-attendance. Hospitals, care homes, and sleeping risk premises are all exempt and receive either 2 pumps or their premise specific PDA. 202510/11/25 © Scottish Fire & Rescue ServiceReport generated on Page 37
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Design, figures and charts by the Business Intelligence team. Page 38
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1 Community Services Committee Date of Meeting: 11 December 2025 Title of Report: Health & Social Care Partnership - Performance Report – FQ4 2024/25 (January – March) Presented by: Kristin Gillies Head of Strategic Planning, Performance & Technology The committee is asked to: • Acknowledge performance for FQ4 2024/25 (January – March 2025) • Acknowledge performance update on the National Health & Wellbeing Outcomes and Ministerial Steering Group Integration Indicators (Appendix 1) • Note Delayed Discharge Sitrep as of 31 March 2025 (Appendix 2) EXECUTIVE SUMMARY This report details performance for the Financial Quarter (FQ) 4 2024/25 (January - March), the performance outputs are taken from the Integrated Performance Management Framework (IPMF) Reporting Dashboard with the focus on twelve key service areas. Overall performance for FQ4 notes 36 of 84 measures reporting as on target (43%). The report details performance against each of the service areas and the 84 supporting Key Performance Indicators. National Health & Wellbeing Indicators performance is included alongside latest performance from the National Delayed Discharge Sitrep. The use of the new performance Dashboard within SharePoint is designed to offer a more focused approach to the access and analysis of data, offering scope for self-service. The report has been presented to the Clinical and Care Governance Committee and has received feedback and generated further action for this forum in relation to developing the wider context and narrative. The report presented is a factual report noting that there may be a lag in data presentation due to verification and governance. Q4 saw a dip in performance which is monitored on an ongoing basis as this may have multiple contributing factors however this has begun to return to normal levels of performance in Q1 2025- 26. 2. RECOMENDATIONS The committee is asked to acknowledge current FQ4 24/25 performance report noting that it has been considered at Clinical and Care Governance Committee and IJB. 3. DETAIL OF REPORT Page 39 Agenda Item 6
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2 The report details the HSCP (Health and Social Care Partnership) performance for FQ 4 2024/25 (January - March) highlighting key performance trends across the 84 KPIs (Key Performance Indicators). The latest performance against the National Health and Wellbeing Outcomes Indicators is reported (Appendix 1). Also included is the latest national update on Delayed Discharges (Appendix 2). 4. RELEVANT DATA & INDICATORS 4.1 FQ4 2024/25 (January - March) Performance Summary Overall performance for FQ4 notes that 84 KPI’s are scoring against target, with 36 (43%) reporting as on-track. This is a decrease of 7% from FQ3 position, where 42 KPI were on track (50%). The KPI’s report performance against the target and include the target, actual and variance and is a mix of both quantitative and qualitative indicators. The use of the green, amber and red graphics within the Dashboard is used to give an overview of the HSCP’s total performance for each of the twelve services and 84 KPI’s. The use of only green and red for the KPI’s is used to focus delivery with regards to sustaining performance on or above target. 4.2 Analysis of Key Performance This analysis identifies performance across the 12 service reporting categories within the Integrated Performance Management Framework (IPMF). 4.2.1 Children & Families Across 7 KPIs, Children & Families and Justice performance notes 1 (14%) on track, with1 (86%) off track, against the targets set for Q4 24/25. This is a decrease with 57% noted as on track in FQ3. Page 40
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3 Performance on or above target: • FQ4 Number of Public Sector staff who have received at least basic training in how to identify and respond to women and children affected by Violence Against Women & Girls reports cumulative 342 against cumulative target of 120. Performance below target & areas for improvement: • The percentage of Child Protection Register (CPR) cases that have an allocated Social Worker is off target at 93% for FQ4, compared to the 100% FQ3 position. • The number of teams that have delivered 75% or more of the Universal Health Visiting Pathway (UHVP) reports 73% for FQ4, down from 81% FQ3. • Percentage of Criminal Justice social work reports submitted 2 days before court reports is noted at 79% in FQ4, against 90% target and decrease from 90% reported in FQ3 • The percentage of Child Protection Planning Meetings (CPPM's) held within 28 days of the initial referral reports 25% in FQ4 against 90% target and a decrease from 33% noted in FQ3. • Mental Health Services (CAMHS) children and young people seen within 18 weeks of referral reports 57% FQ3 against 90% target. This is an improvement on 39% reported in FQ3. • The number of statutory individual Health Assessments commenced within four weeks of coming into care in FQ4 reports 67% down from 75% for FQ3 4.2.2 Telecare and Digital Performance across 13 Key Performance Indicators (KPIs) for Strategic Planning, Performance & Technology Services shows 3 KPIs (23%) on track, with 10 KPIs (77%) reported as off track against the targets set for FQ3 24/25.4 Performance on or above target: • E-health department successfully resolved 100% of IT support requests. • Digital blood pressure monitoring in Primary Care continues to expand, with 79 unique patients now utilizing the service. • Telecare services saw an 18% increase in new clients, with 199 individuals joining in the latest quarter. Performance below target & areas for improvement: • Near-Me consultations increased by 7% compared to FQ3; however, the target remains unmet. • Telecare digital device adoption reached 74%, below the 90% target set for the end of 2024/25. • Enhanced telecare packages are currently utilized by 45% of clients, below the expected target. Additional work is required to improve tracking accuracy for this metric. • Annual reviews for telecare clients overdue for completion decreased to 51%, missing the 50% target. • Just Checking activity monitoring equipment was successfully implemented in four homes. Page 41
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4 • Silvercloud referrals have declined by 38% from FQ3, with 48 referrals recorded. • FOI requests—96% were completed within the statutory timescale, below the 100% target. • Cancer waiting times at 31 and 62 days recorded 13 cases against a target of zero; however, this represents a 13% improvement from FQ3. • New outpatient waiting time breaches (over 12 weeks) were reported at 4.9%, slightly above the 4.6% target. • Outpatient long waiting times (over 52 weeks) were recorded at 6.9%, exceeding the 2.8% target. 4.2.3 Primary Care Performance across 10 Key Performance Indicators (KPIs) for Primary Care shows 6 KPIs (60%) on track, with 4 KPIs (40%) reported as off track against the targets set for FQ3 24/25. This is a reported decrease of 10% from 70% on track in FQ2 24/25. Performance on or above target: • 81% of children who received Fluoride Varnish treatment did not require further dental treatment, consistent with FQ2 levels. • 54% of eligible residents have so far received their Winter Covid 19 booster. This is 7% higher than the national average and up from 4% noted at FQ2 end. • Across the HSCP GP practices operated the duration of FQ3 without resorting to contingency measures. Decease from 55 instances noted in FQ2. • GP practices remained at level zero during FQ3 resulting in no reduction in services provided. • 4.5% of consultations by GPs and other HSCW within the primary care setting were done digitally, meeting the target set (4.5%) • Primary Care Out-of-Hours Services covered 50% of all recorded out of hour consultations during FQ3, an increase from 46% in FQ 2 and exceeding their 45% target. Performance below target & areas for improvement: • 2 GP practices were returned to HSCP Control during FQ3, above a zero target and an increase from FQ2 (0). • 93% of children at 12 months of age received their 6 in 1 vaccination missing the 95% national target, down from 96% reported at FQ2. (data for this indicator is 1 quarter behind due to availability of statistics) • The Oral Health Improvement Team only managed to deliver 94% of their planned activity, down from 95% in FQ2 and against a target of 100%. • HSCP Dental services utilised 61% of clinic appointments, missing their 90% target. This is an improved position from 48% noted in FQ2. 4.2.4 Public Health Performance across 5 Key Performance Indicators (KPIs) for Public Health shows 3 KPIs (60%) on track against the targets set for FQ4 24/25. Performance on track reports a decrease of 20% from the reported FQ3 24/25 position (80%). Page 42
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5 Performance on or above target: • Increase the monthly number of quit dates set, supported by NHS smoking cessation advisors or jointly through shared care with pharmacy, by people in the most deprived 40% areas in Argyll. In FQ4, we significantly exceeded the target, achieving 43 against a target of 10. As reported in FQ3 there has been a change in the methodology for counting measure. • Increase the number of referrals to community link workers supported by “We Are with You”. Performance in FQ4 was significantly above target achieving approximately 90.1% above the target - 192 against a target of 101. • FQ4 noted 7 instances of working with Scottish Government or National Agencies on National Strategy and Policy development. Examples of instances include meeting with Scottish Government to discuss Community Link Working, National CLW advisory group response to SG poverty consultation and participation in the Physical Activity Special Interest Group. Performance below target & areas for improvement: • Increase the number of engagement activities delivered in communities and supported through Living Well Networks. Performance has fallen off track in FQ4 for the first time during FY24/25 with a decrease of approximately 52% from FQ3 – 14 against a target of 20. It was noted that there was a delay in data submission due to staff leave, which could have affected the number of recorded activities. • Increase the number of people in Argyll and Bute attending training in the following areas, Money Counts, Behaviour Change, Mental Health and Suicide Prevention. The rolling target from FY23/24 continues into FY24/25, with the expectation of 17 additional clients each quarter. In FQ4 we fell approximately 27.9% short of our target with 98 attendances, against a target of 136. 4.2.5 Finance Across 6 KPIs, Financial services performance notes 1 (17%) on track, with 5 (83%) off track against the targets set for Q4 24/25. This matches the reported performance for Q3. Performance on or above target: • Older People External Residential actual spend reports 100%, this matches the projected target for FQ4, with variance of 4% from the FQ3 position. Performance below target & areas for improvement: • Costs for Hospital Delayed Discharges in FQ4 reports £445,500 (%) over the target of £317,000 and an increase from £ in FQ3. • GP prescribing expenditure notes actual spend being £248,000 (1%) over the projected spend target in FQ4. Page 43
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6 • Agency and Locum staffing expenditure reports a reduction of 0%, failing to meet the target reduction of 10%. However, this is an improvement on the FQ2 position, where a 6% increase was recorded. 4.2.6 Carers Performance across 4 Key Performance Indicators (KPIs) for Carers shows 3 KPIs (75%) on track, with 1 KPI (25%) reported as off track against the targets set for FQ4 24/25. Performance on track is consistent with the reported FQ3 24/25 position. Performance on or above target: • The number of Unpaid Carers Supported across A&B’s Carers Centres continues to be over the target of 3000 per quarter, with an increase to 3804 (+9%) from 3483 in FQ3. • The ACSP reviews, which now include welfare contacts, are well above target of 700 per quarter with 2137 (+23%) achieved in FQ4 compared to 1739 in FQ3. • Young Carer Statements completed in FQ4 notes 41, down from 53 (-23%) recorded in FQ3 and remains above the target of 4. Performance below target & areas for improvement: • The number of Adult Carer Support Plans completed decreased this quarter (-12%), from 127 to 112, however the number of plans reviewed over the quarter increased. 4.2.7 Allied Health Professionals Performance across 7 Key Performance Indicators (KPIs) for Allied Health Professionals shows 4 KPIs (57%) on track, with 3 KPIs (43%) reported as off track against the targets set for FQ4 24/25. Performance on track is consistent with the reported FQ3 24/25 position. It should be acknowledged that nationally waiting time breaches are measured against a zero target. Local targets have been set to monitor progress and improvements to reduce the number of patients on waiting lists across varied health specialties Performance on or above target: • MSK Outpatient Referral waits breaching >4 weeks are significantly down in FQ4 to 765 (-26%) from 1029 in FQ3 and meeting target of 1120. • Outpatients waiting over 12 weeks for AHP services continue their trend downwards in FQ4 – with a reported total of 425 (-9%) down from 467 in FQ3 against the target of 500. • Community Patient Discharges saw a slight decline in FQ4, dropping from 2,027 in FQ3 to 1,991 (-2%), while still exceeding the target of 1,632. • The percentage of New versus Return Outpatient Physio AHP Referrals remains above the 30% target, with 32% noted in FQ4. Performance below target & areas for improvement: Page 44
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7 • FQ4 AHP Priority 1&2 referrals breaching > 4 weeks reported 62 against a target of 48. • Priority 3 and 4 Community Patient Referrals breaching over 12 weeks have increased quarter on quarter, with FQ4 reporting 809 against a target of 400, up 5% from 770 noted in FQ3. • AHP Outpatient Completed Waits decreased by 5% in FQ4, with 882 reported against a target of 945. 4.2.8 Delayed Discharges Performance across 6 Key Performance Indicators (KPIs) for Delayed Discharges shows 2 KPI (33%) on track, with 4 KPIs (67%) reported as off track against the targets set for FQ3 24/25. Performance on track reports a decrease of 50% from the reported FQ2 24/25 position (83%) For FY 2024/25 Delayed Discharges KPIs, we use a count at the end of quarter census point instead of full month data, as this aligns better with national reporting. It should be acknowledged nationally Delayed Discharges are measured against a zero target. Local targets have been set to monitor progress and improvements to reduce the number of patients showing as a Delayed Discharge. Performance on or above target: • Reduce the Number of people delayed in hospital with AWI code at Monthly Census Point. Performance was above target having achieved actual of 4 against a maximum target of 6. In this quarter, the number of people delayed with AWI code recorded remained at 3 in October and November and increased to 4 in December. • At the end of Q3, the number of people delayed in hospital awaiting assessment (Codes 11A and 11B) was 5, which is 14% of census clients, against a target of 10. The target was based on the average for the previous four quarters of 23/24, which ranged from 9 to 11. This is a noted reduction of 29% from FQ2 position which reported 7. Performance below target & areas for improvement: • The overall number of people delayed in hospital at Monthly Census Point as at the end of Q3 was 35, against the target of 31. This reflects an increase of 13% compared to FQ2 position (31). The target was set based on the average over the last four quarters of 23/24, where client numbers ranged between 29 and 34. • At the end of Q3 census point, the overall length of stay in a hospital (Delayed Discharge Bed Days) at Monthly Census Point was 907 against the target of 634. This represents an increase of 48% with 613 recorded in FQ2. The target was set based on the average bed days over the past four quarters of 23/24, which ranged from 598 to 695. • The number of people delayed awaiting a Care Home Placement was 10, compared to a target of 4, 150% over the target. The actual number of people waiting has increased by 900% (1 to 10) from FQ2 to FQ3. The target was set based on the average from the previous four quarters of 23/24, which ranged from 0-5. Page 45
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8 • At the end of FQ3, the number of people delayed in hospital awaiting care at home availability was 15, representing 43% of census clients, compared to a target of 12. The target was based on the average of the last four quarters of 23/24, which ranged from 8 to 14. This has decreased by 25% compared to FQ2 position (20). 4.2.9 Adult Social Care Performance across 4 Key Performance Indicators (KPIs) for Adult Social Care shows 3 KPIs (75%) on track, with 1 KPI (25%) reported as off track against the targets set for FQ4 24/25. Performance on track reports an increase of 25% from the reported FQ3 24/25 position (50%). Performance on or above target: • Increasing the % of Older People who had their homecare monitoring review completed within 6 months was noted at 52% for FQ4, against a target of 49%, which is approximately 6.12% above target. This reflects a 12% improvement from FQ3 where actual was 40%. FQ4 is the first quarter in which we have been on track with our target. • Increasing the occupancy rates across A&B Care Homes has remained consistently on target across all four quarters of 2024/25, with a slight 1% decrease compared to FQ3. Occupancy rate is now measured against available places (previously all empty beds). • In FQ4, our focus was to stay on target following the improvements made in FQ3. We successfully achieved this by reducing the actual figure to £8,711.82 – a reduction of approximately 40.8% from FQ3 and well below the FQ4 target. Performance below target & areas for improvement: • Unplanned Admissions to A&B hospitals directly from a care home in FQ4 is off track, with an actual of 40 against a target of 36 – approximately 11.1% over target. It was recognised that previous FQ3 appeared low, prompting further investigation and as a result, the FQ3 figures have been updated. 4.2.10 Community Hospitals Performance across 5 Key Performance Indicators (KPIs) for Community Hospitals shows 5 KPIs (100%) on track in FQ4 2024/25. Performance on track reports a 20% increase from the reported FQ3 position. Performance on or above target: • Reduce the rate of unplanned admissions to Community Hospitals for 65+ population. This KPI is on track reporting 442 admissions, slightly below the target of 452 (2.21%). This represents 10% improvement compared to FQ3. • The average length of stay for inpatients in A&B Community Hospitals was reduced to 6.9 days across the quarter, against the target of 7.8 days. This represents a 7% improvement compared to FQ3, where the average length of stay was 7.4 days. Page 46
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9 • A&E attendances meeting the 4 hrs wait target reached 96.8%, exceeding the 95% target. This KPI has a national target and has maintained on track position throughout each quarter of 24/25 financial year. • Maintain A&B Community Hospitals Bed occupancy rates below 80% target. Bed occupancy rates remained below target at 74.6% for FQ4, marking a slight increase of 4% from 70.6% in FQ3. This KPI has maintained on track position throughout each quarter of 24/25 financial year. • Reduce the number of falls being reported in a Community Hospital setting in A&B. In FQ4, we reported 21 falls, well below the target of 54. This was a slight increase of 5 falls from 16 reported in FQ3. Performance below target & areas for improvement: No indicators were reported as off track for FQ4. 4.2.11 Adults with Long Term Conditions / Adult Support & Protection / Alcohol Drugs Partnership Performance across 8 Key Performance Indicators (KPIs) for Adults with Long Term Conditions Services shows 3 KPIs (38%) on track, with 5 KPIs (62%) reported as off track against the targets set for FQ3 24/25. There is no change from FQ2 24/25. It should be acknowledged that nationally waiting time breaches for New Mental Health Outpatients (12 weeks) and Psychological Therapy (18 Weeks) are measured against a zero target. Local targets have been set to monitor progress and improvements to reduce the number of patients on waiting lists across varied health specialties Performance on or above target: • 10 Adults are on the dynamic support register with a category red or amber status, in line with Q3 target of 10, and down from 12 reported in FQ2. • FQ3 noted 30 Adults waiting for a psychological therapy service against the target of 175 or fewer, and a reduction from 40 in the previous quarter. • 90.8% of individuals referred to Alcohol and Drug treatment services were seen within the target waiting period, above the 90% target and an increase from 89.6% at FQ2. Performance below target & areas for improvement: • 12% of Adults with a Learning Disability were reported as overdue their annual review, up from 7% in FQ2 and above the 3% target. • 502 Adults were waiting for a Mental Health outpatient service, missing the target of 390 or less. And in increase of 13% from FQ2 position (446) • FQ3 noted 30% of Adult Support and Protection 'duty to inquire' procedures were completed within the 5 working day target, below 70% target and no change from FQ2. Page 47
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10 • Only 30% of Adult Support and Protection inquiries requiring investigative powers were completed within the 15 working day target (70%), down from 55% reported in FQ2 • 79% of Case Conferences began within 20 days of referral or within 12 weeks of the initial conference for review, an improvement on previous FQ2 (53%), but below the 100% target. 4.2.12 Rural General Hospitals (Lorn & Island Hospital) Performance across 9 Key Performance Indicators (KPIs) for Rural General Hospitals (LIH) shows 5 KPIs (56%) on track, with 4 KPIs (44%) reported as off track against the targets set for FQ4 24/25. Performance on track reports an improvement of 11% from FQ3. Performance on or above target: • Reduce the rate of unplanned admissions to LIH 65+ population. FQ4 performance noted the actual number of unplanned admissions was 295, down 8% from 322 in FQ3, meeting the target set of 345. • Reduce the total number of unplanned bed days in LIH. The actual number of unplanned bed days reported was 3268 against a target of 3323. This has shown a reduction in bed days of 2% from FQ3 when we were off track with 3327. • Maintain LIH Bed Occupancy Rates below 90% target. FQ4 performance noted an improvement with actual rate of 85.8%, approximately 6.6% reduction from FQ3 which was off track at 92.4%. • Reduce the number of falls being reported in a hospital setting in LIH. FQ4 performance noted the actual number of falls was 13 against a target of 26. This reflects an increase of 1 fall (8%) from FQ3, where 12 Falls were reported. 7 of these falls have been closed whilst 6 are awaiting review. All falls were patient related. • Reduce number of instances of tissue viability in Lorn & Islands Hospital. The target was to reduce the number of tissue viability instances to no more than 4. FQ4 performance continues to be on track reporting 4 incidents, an increase of 2 (100%) from FQ3. All 4 incidents have been closed and are related to Pressure Ulcer Grade 2 incidents. Performance below target & areas for improvement: • Reduce the Average Length of Stay for inpatients in LIH. FQ4 Performance noted we achieved an actual rate of 5.0, against the target of 4.8. This is 6% variance from FQ3 where average LOS was 5.3 and off track. • Reduce the number of LIH A&E Attendances that result in an unplanned admission. The FQ4 performance for reducing unplanned admission from A&E attendances fell slightly off track this quarter at 19.4%, just below the target 19.2%. This is slight increase of 0.2% from FQ3, where we were exactly on track at the target of 19.2% • This KPI has a national target of 95% of A&E attendances to meet the 4-hour target. Actual FQ4 performance was noted at 90.7%, a 4.5% improvement from FQ3 at 86.2% but still below the national target. Page 48
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11 • Reduce the number of medication errors in LIH. Quarterly indicative target was set at no more than 6 per reporting period, 6 based on 23/24 average. In FQ4 we noted an actual of 16. An increase of 1 incident (7%) from FQ3. 13 incidents have been closed and 3 are awaiting review. 4.2.13 National Health & Wellbeing Outcome Indicators & Ministerial Steering Group Integration Indicators The National Health and Wellbeing Outcomes provide a strategic framework for the planning and delivery of health and social care services. This suite of outcomes serves to focus on improving the experiences and quality of services for people using those services, carers, and their families. These indicators form the basis of the annual reporting requirement for Health and Social Care Partnerships across Scotland. The national indicators will be updated and reported within A&B HSCP’s Integrated Performance Management Framework to provide the national performance position alongside the local service Key Performance Indicators suite. The latest data in relation to 26 HWBOI and MSG Indicators reports 50% on track, with 13 on track and 13 off track. An overview of A&B HSCP’s latest performance against the 26 measures is reported in Appendix 1. It should be noted that reporting periods vary across the suite of national indicator measures, with some measures reported quarterly affected by national reporting data lag. 5. CONTRIBUTION TO STRATEGIC PRIORITIES The monitoring and reporting against Key Performance Indicators using the Integrated Performance Management Framework and Dashboard ensures the HSCP is able to deliver against key strategic priorities. This in-turn is aligned with the Strategic Plan and key objectives. 6. GOVERNANCE IMPLICATIONS 6.1 Financial Impact Financial performance is evidenced within the IPMF Dashboard ensuring best value as well as evidencing the impact and performance against organisational budget savings. 6.2 Staff Governance Key performance indicators within the IPMF ensure that staff governance requirements continue to be progressed and developed include health and safety, wellbeing and new service redesign and working practices. 6.3 Care and Clinical Governance Clinical Governance and patient safety remain at the core of prioritised service delivery against the new IPMF Dashboard and National Health & Wellbeing Outcomes Indicators. The new governance structure supporting the IPMF ensures that the Clinical & Care Governance Committee remain central to performance improvement. The development of the IPMF is focussed on moving away from previous traditional styles of reporting to a fully collaborative approach with Head of Service and Service Lead commentary. 7. PROFESSIONAL ADVISORY Page 49
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12 Data used within the performance dashboard is fully accessible in SharePoint with data trends and forecasting are identified to give wider strategic context. This provides the HSCP professional advisors with self –service performance information to inform their role in maintaining professional standards and outcomes. 8. EQUALITY & DIVERSITY IMPLICATIONS The Integrated Performance Management Framework captures relevant indictors used to inform the HSCP E&D work. 8.1 PROTECTED CHARACTERISTICS Performance detailed within this report acknowledges the rights of the Child (UNCRC), Islands. Fairer Scotland, Socio-economic Duty, Equalities - protected characteristics. 9. GENERAL DATA PROTECTION PRINCIPLES COMPLIANCE Data use and sharing within this report and IPMF performance dashboard is covered within the Argyll and Bute Council & NHS Highland Data Sharing Agreement 10. RISK ASSESSMENT Risks and mitigations associated with performance data sources and reporting are managed and identified within the monthly Performance & Improvement Team- Work Plan. 10.1 STRATEGIC, OPERATIONAL OR CLIMATE RISK Performance reports are used by operational management to identify service delivery risk and to inform mitigation action accordingly. 11. PUBLIC & USER INVOLVEMENT & ENGAGEMENT Performance reporting is available for the public via Argyll and Bute Council and NHS Highland websites. The IPMF dashboard utilises SharePoint to support manager and staff access across the HSCP. 12. CONCLUSION The committee is asked to consider and acknowledge FQ4 2024/25 performance as detailed in the IPMF Dashboard 13. DIRECTIONS Directions required to Council, NHS Board or both. Directions to: tick No Directions required x Argyll & Bute Council NHS Highland Health Board Argyll & Bute Council and NHS Highland Health Board Page 50
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13 14. PREVIOUS REVIEW OF THE REPORT Meeting Title of report Date Output (if relevant) Clinical and Care Governance Committee Q4 Performance Report 14 August 2025 Review format, narrative and targeted scrutiny Integration Joint Board Q4 Performance Report 17 September 2025 Considered and acknowledge REPORT AUTHOR AND CONTACT Author Name: Douglas Hunter- Senior Manager Performance & Improvement Email: douglas.hunter@argyll-bute.gov.uk Page 51
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14 Appendix 1 – HWBOI & MSG Integration Indicators. Core Suite of Integration Indicators HWBOI-Outcomes Data notes 55.5% (5 of 9) HWBOI Outcomes measures reporting as above the national Scotland Rate. It is worth noting that performance will be influenced and vary in line with the total number of respondents participating in this voluntary survey. As such, caution should be noted with regards to previous comparison and trends. Benchmarking performance against 7 comparator HSCPs is noted below. HWBOI – Outcomes - Benchmarking Page 52
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15 HWBOI- Performance Data Data notes 66.7% (6 of 9) HWBOI Performance measures reporting as above the national Scotland Rate. Note Indicators 17 and 19 are reported at FY 24/25 with measures 11, 12, 13, 14, 15, 16, 18 reported as at Calendar year 2024 as a proxy for 2024/25 due to the national data for 2024/25 being incomplete. This is in line with guidance issued by Public Health Scotland which was communicated to all Health and Social Care Partnerships. Using more complete calendar year data for 2024 should improve the consistency of reporting between Health and Social Care Partnerships. HWBOI- Performance Data – Benchmarking Page 53
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16 Ministerial Steering Group Indicators MSG Indicators 1.1, 1.2 and 2.1 are reported at Calendar Year 2024 as a proxy form 2024/25. This is in line with guidance issues by Public Health Scotland which was communicated to all Health and Social Care Partnerships/ MSG Indicators data notes that all MSG measures have sustained higher activity or have increased in the last reporting year. Activity around Emergency Admissions, Unplanned Bed Days, A&E attendances and Delayed Discharge Bed Days all noted performance exceeding pre –Covid levels. This highlights the necessity to consider approaches to alleviate systems pressures around Urgent and Unscheduled Care and expedite hospital flow, particularly around A&E Admissions and Delayed Discharges. Ministerial Steering Group Indicators 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 MSG 1.1 - Number of emergency admissions* CY 8,374 8,231 6,917 7,820 7,928 8,933 8,879 MSG 1.2 - Number of Admissions from A&E* CY 5,244 4,945 3,668 5,040 4,957 5,097 5,502 MSG 2.1 - Number of unplanned bed days acute specialties* CY 65,794 64,008 53,390 67,255 77,094 77,882 80.655 MSG 2.2 - Number of unplanned bed days MH specialties 13,747 13,204 11,208 9,049 9,212 11,575 11.380 MSG 3.1 - Number of A&E attendances 13,985 14,171 10,091 15,646 16,774 17,740 22,456 MSG 3.2 - % A&E attendances seen within 4 hours 93.4% 91.7% 93.1% 88.9% 83.9% 83.0% 83.0% MSG 4.1 - Number of DD bed days occupied 9,530 7,863 5,354 7,742 11,929 12,757 14,042 MSG 5.1 - % of last six months of life by setting community & hospital 90.0% 89.6 90.80% 90.80% 89.60% 89.40% N/A MSG 6.1 - % of 65+ population at Home (unsupported) 92.1% 92.1% 92.5% 92.6% 93.2% 93.4% N/A Data notes 67% (6 of 9) HWBOI Outcomes measures reporting as above the national Scotland Rate. It is worth noting that performance will be influenced and vary in line with the total number of respondents participating in this voluntary survey. As such, caution should be noted with regards to previous comparison and trends Page 54
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17 Appendix 2 - Delayed Discharge Sitrep – 31st March 2025 Page 55
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1 Community Services Committee Date of Meeting: 11 December 2025 Title of Report: Health & Social Care Partnership - Performance Report – FQ1 2025/26 (April – June) Presented by: Kristin Gillies Head of Strategic Planning, Performance & Technology The committee is asked to: • Note revised suite of 77 Key Performance Indicators within the Integrated Performance Management Framework for 2025/26 • Consider performance for FQ1 2025/26 (April – June 2025) • Note Delayed Discharge Sitrep as of 30 Jun 2025 (Appendix 1) • Acknowledge latest performance against the National Health & Wellbeing Outcomes and Ministerial Steering Group Integration Indicators (Appendix 2) EXECUTIVE SUMMARY This report details performance for the Financial Quarter (FQ) 1 2025/26 (April - June), the performance outputs are taken from the Integrated Performance Management Framework (IPMF) Reporting Dashboard with the focus on twelve key service areas, with a revised set of KPI being implemented after annual review, ahead of the 2025/26 reporting year. Overall performance for FQ1 notes of 77 measures reported as on target (53%). The report details performance against each of the service areas and the 77 supporting IPMF Key Performance Indicators. Latest HSCP Activity Summary Dashboard and trajectory analysis across current reporting year is included, as is the latest performance from the National Delayed Discharge Sitrep and the National Health & Wellbeing Indicators performance. The use of the new performance Dashboard within SharePoint is designed to offer a more focused approach to the access and analysis of data, offering scope for self-service. 2. RECOMENDATIONS The committee are asked to note and consider FQ1 25/26 performance. 3. DETAIL OF REPORT The report details the HSCP (Health and Social Care Partnership) performance for FQ 1 2025/26 Page 57 Agenda Item 7
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2 (April - June), highlighting key performance trends across the 77 KPIs (Key Performance Indicators). For 2025/26, the quarter 1 snapshot national update on Delayed Discharges (Appendix 1), alongside the latest performance on the National Health and Wellbeing Outcomes Indicators (Appendix 2). 4. RELEVANT DATA & INDICATORS 4.1 FQ1 2025/26 (April – June) Performance Summary Overall performance for FQ1 notes that 77 KPI’s are scoring against target, with 41 (53%) reporting as on-track. The KPI’s report performance against the target and include the target, actual and variance and is a mix of both quantitative and qualitative indicators. The use of the green, amber and red graphics within the Dashboard is used to give an overview of the HSCP’s total performance for each of the twelve services and 77 KPI’s. The use of only green and red for the KPI’s is used to focus delivery with regards to sustaining performance on or above target. 4.2 Analysis of Key Performance This analysis identifies performance across the 12 service reporting categories within the Integrated Performance Management Framework (IPMF). 4.2.1 Children & Families Across 5 KPIs, Children & Families and Justice performance notes 4 (80%) on track, with1 (20%) off track, against the targets set for Q1 25/26. Performance on or above target: • Improve the percentage of Child Protection Register (CPR) cases that have an allocated Social Worker met the 100% target this FQ1 Page 58
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3 • Children & Adolescent Mental Health Services (CAMHS) tier 3 seen within 18 weeks of referral, 90% target was met in FQ1. • Improve the number of teams that have delivered 85% or more of the Universal Health Visiting Pathway (UHVP) met the target this quarter. • Health assessments started within 4 weeks of coming into care-exceeded the target of 96% (100%) Performance below target & areas for improvement: • Percentage of Justice Social Work reports submitted by 12 noon, 2 days before court was below the target of 90%, reported at 80% this quarter. 4.2.2 Strategy, planning, performance and digital Performance across 11 Key Performance Indicators (KPIs) for Strategic Planning, Performance & Technology Services shows 5 KPIs (45%) on track, with 6 KPIs (55%) reported as off track against the targets set for FQ1 25/26. Performance on or above target: • Increase the number of new clients to Telecare services – exceeded the target of 200 (215). • Increase the number of Telecare service reviews completed – exceeded the target of 85 (125). • Increase the number of patients utilising ‘Near Me’ clinics – exceeded the target of 800 (972). • Increase the utilisation of ‘Connect Me’ for blood pressure monitoring within primary care – exceeded the target of 42 patients (124). • Percentage of Transformation & Improvement projects on track – exceeded the target of 85% (100%). Performance below target & areas for improvement: • Increase in new referrals to Silvercloud – below the target of 70 (32). • Waiting times for cancer appointments at the 31 and 62 day targets – above the target of 0 breaches (7). • Reduce new outpatient waiting times breaches >12 weeks – above the target of 46% (47%). • Reduce outpatient waiting list long waits >52 weeks – above the target of 0.0% (7.2%). • HSCP FOI requests responded to within 20 working days – below the target of 100% (94%). • IT support requests resolved – below the target of 100% (34%). Scottish government has an acute focus on planned care, unscheduled care and CAMHS and this is being addressed by a weekly high level huddle board wide with direct reporting to the minister and sign off locally by management supporting an increased focus on booking and waiting list management. 4.2.3 Primary Care Page 59
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4 Performance across 6 Key Performance Indicators (KPIs) for Primary Care shows 3 KPIs (50%) on track, with 3 KPIs (50%) reported as off track against the targets set for FQ1 25/26. Performance on or above target: • 80% of children who received Fluoride Varnish treatment did not require referral for further dental treatment – exceeded the target of 80% (84%). • Vaccination delivery against National trends during autumn, winter and spring booster programmes – met the target of 61% (Scotland wide percentage) • Percentage of HSCP run GP practices enacting contingency measures – no practices enacted contingency measures, actual 0 against a threshold of 14 Performance below target & areas for improvement: • Percentage of planned activity carried out to deliver National Oral Health Improvement Programmes against Service Plan – below the target of 100% (85%). • Utilisation of HSCP Dental Clinic appointments – below the target of 75% (58%). • Minimum 95% uptake for 6 in 1 vaccination in children by age 1 – below the WHO target of 95% (94%). 4.2.4 Public Health Performance across 6 Key Performance Indicators (KPIs) for Public Health shows 1 KPIs (17%) on track, with 5 KPIs (83%) reported as offtrack against the targets set for FQ1 25/26. Performance on or above target: • Mitigate health inequalities through increasing the number of referrals to community link workers supported by “With You” ensuring health and wellbeing support is targeted to areas of rural and socio-economic need. The target was set at 150, and we increased the number of referrals to 174, exceeding the target by 24 (16%) above target. Performance below target & areas for improvement: • Increase number of successful quits, supported by NHS smoking cessation advisors or jointly through shared care with Pharmacy, by people in the 40% most deprived areas in Argyll and Bute, reporting undertaken a quarter in arrears – We set a target of 20, and we achieved 14 (30%) below target. • Report on the number of people in A&B attending training to deliver Community Reinforcement and Family Training (CRAFT) to families – We set a target of 15 and the actual reported in FQ1 was 0. • Increase the number of people in Argyll and Bute attending training in the following areas, Money Counts, Behaviour Change, Speakeasy, Mental Health and Suicide Prevention - We set a target of 120 and the actual was 39, approximately 67.5% below target. • Number of instances working with Scottish Government or National Agencies on National Strategy and Policy Development. The target was set at 13, and we achieved 8, falling short of the target by approximately 38.5%. • Report on the number of engagements relating to planning with people with lived or living experience of alcohol/or drugs – We set a target of 4, and we achieved 2 engagements, falling short of the target by 2 (50%). 4.2.5 Finance Page 60
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5 Across 7 KPIs, Financial services performance notes 3 (43%) on track, with 4 (57%) off track against the targets set for Q1 25/26. Performance on or above target: • Monitor Older People (OP) - Internal Residential Budget Spend % variance reported at 95% against 100% target • Monitor Older People (OP) - External Residential Budget Spend % Variance reported at 95% against 100% target • Monitor Older People (OP) - Homecare Budget Spend was noted at 92% against 100% target Performance below target & areas for improvement: • Monitor Lorn & Islands Hospital overall budget is noted as off track and 7.9% over budget at FQ1. • Monitor NHS saving recovery to ensure this remains on track. For Q1 the actual spend is 35% of the annual budget, which suggests as the financial year progresses this may go off track. • Monitor Social Work savings recovery to ensure this remains on track. For Q1 the actual spend is 49% of the annual budget, which suggests as the financial year progresses this may go off track. • Monitor the HSCP total budget to ensure this remains on track currently off track as at quarter end by £2m (0.3%) 4.2.6 Carers Performance across 5 Key Performance Indicators (KPIs) for Carers shows 4 KPIs (80%) on track, with 1 KPI (20%) reported as off track against the targets set for FQ1 25/26. Performance on or above target: • Increase the number of Adult Carer Support Plans completed across A&B Carers Centres exceeded the target of 120 (127). • Increase the number of Unpaid Adult Carers supported across A&B Carers Centres exceeded the target of 2700 (3107). • Increase the number of Unpaid Young Carers supported across A&B Carers Centres exceeded the target of 783 (812). • Increase the number of ACSP reviews completed by the various Carers Centres exceeded the target of 1800 (1839). Performance below target & areas for improvement: • Increase the number of Young Carer Statements completed across A&B Carers Centres below the target of 39 (29). 4.2.7 Allied Health Professionals Page 61
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6 Performance across 5 Key Performance Indicators (KPIs) for Allied Health Professionals shows 1 KPIs (20%) on track, with 4 KPIs (80%) reported as off track against the targets set for FQ1 25/26. It should be acknowledged that nationally waiting time breaches are measured against a zero target and it is a clear indicator of how many actual people are waiting. Local trajectory reporting allows monitoring of progress and improvements to reduce the number of patients on waiting lists across varied health specialties. Performance on or above target: • Increase the number of monthly AHP Outpatient Completed Waits exceeded the target of 945 (1017). Performance below target & areas for improvement: • Reduce New Outpatient Referral waits breaching > 4 weeks for Musculoskeletal (MSK) reported above the target of 0 (812). • Reduce New Outpatient Referral waits breaching >12 week waits for AHP services reported above the target of 0 (477). • Reduce P1 and P2 Community Patient Referral waits breaching > 4 weeks for AHP Services noted above the target of 0 (60). • Reduce P3 and P4 Community Patient Referral waits breaching >12 week waits for AHP services shows above the target of 0 (970). 4.2.8 Delayed Discharges Performance across 6 Key Performance Indicators (KPIs) for Delayed Discharges shows 3 KPI (50%) on track, with 3 KPIs (50%) reported as off track against the targets set for FQ1 25/26. It should be acknowledged nationally Delayed Discharges are measured against a zero target. Local targets have been set to monitor progress and improvements to reduce the number of patients showing as a Delayed Discharge. Performance on or above target: • The target to reduce the number of people delayed at monthly census point was 34, and we achieved 32, exceeding the target by 2. • The target to reduce the number of delays in hospital awaiting a care home placement at monthly census point was 10, and we achieved 8, exceeding the target by 2. • The target to reduce the number of people delayed with assessment code at monthly census point was 10, and we had an actual of 7, exceeding the target by 3. Performance below target & areas for improvement: • The target to reduce the overall length of stay in hospital at monthly census point was 634, and our actual was 644, approximately 1.58% over the target. • The target to reduce the number of people delayed in hospital with AWI code at monthly census point was 4, and our actual was 5, just slightly missing the target by 1. Page 62
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7 • The target to reduce the number of people delayed in hospital at monthly census point due to care at home availability was 10, and our actual performance was 15, exceeding the target by 50%. 4.2.9 Adult Social Care Performance across 4 Key Performance Indicators (KPIs) for Adult Social Care shows 3 KPIs (75%) on track, with 1 KPI (25%) reported as off track against the targets set for FQ1 25/26. Performance on or above target: • Increase the percentage of Older People who had their homecare monitoring review completed within 6 months - Performance surpassed the target with an actual of 84%, against a target of 60%. • Increase the occupancy rates across A&B Care Homes – We achieved 95%, exactly matching the target. • Reduce the number of hours of unmet need for care at home - The target was to reduce hours to 500, and we achieved 417 hours, exceeding the reduction goal by approximately 16.6%. Performance below target & areas for improvement: • Reduce unplanned admissions to A&B hospitals directly from a care home - The new target set for this KPI was 18. Our actual was 24, exceeding the target by 33%. 4.2.10 Community Hospitals Performance across 5 Key Performance Indicators (KPIs) for Community Hospitals shows 5 KPIs (100%) on track in FQ1 2025/26. Performance on or above target: • Reduce the rate of unplanned admissions to Community Hospitals for 65+ population - The target was to reduce admissions to 450, and we achieved 449. • Reduce the average length of stay for inpatients in A&B Community Hospitals – We aimed to reduce the average LOS to 7.5 days and achieved 6.9, exceeding the target. • A&E attendances meeting the 4 hrs wait target. The national target for attendances meeting the 4 hours target is 95%, we achieved 96%. • Maintain A&B Community Hospitals Bed occupancy rates below 80% target – The target was to maintain bed occupancy below 80%, and actual occupancy was 61.8%. • Reduce the number of falls being reported in a Community Hospital setting in A&B – The target was to reduce falls to 38, and the actual number was 12. Performance below target & areas for improvement: None 4.2.11 Adults with Long Term Conditions / Adult Support & Protection / Alcohol Drugs Partnership Page 63
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8 Performance across 8 Key Performance Indicators (KPIs) for Adults with Long Term Conditions Services shows 3 KPIs (38%) on track, with 5 KPIs (62%) reported as off track against the targets set for FQ1 25/26. It should be acknowledged that nationally waiting time breaches for New Mental Health Outpatients (12 weeks) and Psychological Therapy (18 Weeks) are measured against a zero target. Local targets have been set to monitor progress and improvements to reduce the number of patients on waiting lists across varied health specialties Performance on or above target: • Reduce the number of people monthly waiting for psychological therapy services (>18 weeks) – exceeded the target of 175 (34). • Mental Health urgent care referrals response timescales <2 hours – met the target of 90% (100%). • Mental Health social circumstances report overdue – met the target of 33% (33%). Performance below target & areas for improvement: • Reduce the number of clients on the Dynamic Support Register with category Amber/Red – above the target of 10 (18). • Reduce the number of people waiting for a new Mental Health outpatient service (>12 weeks) – above the target of 390 (757). • Increase the % of Adult Support Protection screening duty to inquire assessments completed within 5 working days – below the target of 70% (40%). • Increase the % of Adult Support Protection investigations completed within 15 working days – below the target of 70% (32%). • Drug & Alcohol completed waiting times from referral to first treatment (LDP) – below the target of 90.0% (83.3%). 4.2.12 Rural General Hospitals (Lorn & Island Hospital) Performance across 9 Key Performance Indicators (KPIs) for Rural General Hospitals (LIH) shows 6 KPIs (67%) on track, with 3 KPIs (33%) reported as off track against the targets set for FQ1 25/26. Performance on or above target: • Reduce the rate of unplanned admissions to LIH 65+ population. We aimed to reduce unplanned admissions to 345. We achieved 315, approximately 9% under the target. • Reduce the total number of unplanned bed days in LIH. We aimed to reduce the total days to 3323 and successfully achieved 2810, 15.4% below the target. • Maintain LIH Bed Occupancy Rates below 90% target. We set a target to maintain bed occupancy below 90% and we maintained performance at 74.6%, 17.1% below the target. • Reduce the number of LIH A&E Attendances that result in an unplanned admission. We set a target to reduce attendances to 19.2%, and we achieved 16.8%. • Reduce the number of falls being reported in a hospital setting in LIH. We set a target to reduce falls to 26, and only 7 were reported this quarter. • Reduce the number of instances of tissue viability in Lorn & Islands Hospital. We set a target to reduce the number of instances to 4, with only 1 being reported this FQ. Page 64
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9 Performance below target & areas for improvement: • Reduce the Average Length of Stay for inpatients in LIH – Target is to reduce the average LOS to 5 days and we reported 7 day this quarter. • 95% of A&E attendances to meet the 4-hour wait target. This KPI has a national target of 95% and we achieved 92% in FQ1. 4.2.13 National Health & Wellbeing Outcome Indicators & Ministerial Steering Group Integration Indicators The National Health and Wellbeing Outcomes provide a strategic framework for the planning and delivery of health and social care services. This suite of outcomes serves to focus on improving the experiences and quality of services for people using those services, carers, and their families. These indicators form the basis of the annual reporting requirement for Health and Social Care Partnerships across Scotland. The national indicators will be updated and reported within A&B HSCP’s Integrated Performance Management Framework to provide the national performance position alongside the local service Key Performance Indicators suite. The latest data in relation to 26 HWBOI and MSG Indicators reports 50% on track, with 13 on track and 13 off track. An overview of A&B HSCP’s latest performance against the 26 measures is reported in Appendix 1. It should be noted that reporting periods vary across the suite of national indicator measures, with some measures reported quarterly affected by national reporting data lag. 5. CONTRIBUTION TO STRATEGIC PRIORITIES The monitoring and reporting against Key Performance Indicators using the Integrated Performance Management Framework and Dashboard ensures the HSCP is able to deliver against key strategic priorities. This in-turn is aligned with the Strategic Plan and key objectives. 6. GOVERNANCE IMPLICATIONS 6.1 Financial Impact Financial performance is evidenced within the IPMF Dashboard ensuring best value as well as evidencing the impact and performance against organisational budget savings. 6.2 Staff Governance Key performance indicators within the IPMF ensure that staff governance requirements continue to be progressed and developed include health and safety, wellbeing and new service redesign and working practices. 6.3 Care and Clinical Governance Clinical Governance and patient safety remain at the core of prioritised service delivery against the new IPMF Dashboard and National Health & Wellbeing Outcomes Indicators. The new governance structure supporting the IPMF ensures that the Clinical & Care Governance Committee remain central to performance improvement. The development of the IPMF is focussed on moving away from previous traditional styles of reporting to a fully collaborative approach with Head of Service and Service Lead commentary. Page 65
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10 7. PROFESSIONAL ADVISORY Data used within the performance dashboard is fully accessible in SharePoint with data trends and forecasting are identified to give wider strategic context. This provides the HSCP professional advisors with self –service performance information to inform their role in maintaining professional standards and outcomes. 8. EQUALITY & DIVERSITY IMPLICATIONS The Integrated Performance Management Framework captures relevant indictors used to inform the HSCP E&D work. 8.1 PROTECTED CHARACTERISTICS Performance detailed within this report acknowledges the rights of the Child (UNCRC), Islands. Fairer Scotland, Socio-economic Duty, Equalities - protected characteristics. 9. GENERAL DATA PROTECTION PRINCIPLES COMPLIANCE Data use and sharing within this report and IPMF performance dashboard is covered within the Argyll and Bute Council & NHS Highland Data Sharing Agreement 10. RISK ASSESSMENT Risks and mitigations associated with performance data sources and reporting are managed and identified within the monthly Performance & Improvement Team- Work Plan. 10.1 STRATEGIC, OPERATIONAL OR CLIMATE RISK Performance reports are used by operational management to identify service delivery risk and to inform mitigation action accordingly. 11. PUBLIC & USER INVOLVEMENT & ENGAGEMENT Performance reporting is available for the public via Argyll and Bute Council and NHS Highland websites. The IPMF dashboard utilises SharePoint to support manager and staff access across the HSCP. 12. CONCLUSION The committee is asked to consider and note FQ1 2025/26 (Apr - June) performance as detailed in the IPMF Dashboard 13. DIRECTIONS Directions required to Council, NHS Board or both. Directions to: tick No Directions required x Argyll & Bute Council NHS Highland Health Board Argyll & Bute Council and NHS Highland Health Board Page 66
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11 14. PREVIOUS REVIEW OF THE REPORT Meeting Title of report Date Output (if relevant) REPORT AUTHOR AND CONTACT Author Name: Douglas Hunter- Senior Manager Performance & Improvement Email: douglas.hunter@argyll-bute.gov.uk Page 67
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12 Appendix 1 - Delayed Discharge Sitrep – 30th June 2025 Page 68
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13 Appendix 2 – HWBOI & MSG Integration Indicators. Core Suite of Integration Indicators HWBOI-Outcomes Data notes 55.5% (5 of 9) HWBOI Outcomes measures reporting as above the national Scotland Rate. It is worth noting that performance will be influenced and vary in line with the total number of respondents participating in this voluntary survey. As such, caution should be noted with regards to previous comparison and trends. Benchmarking performance against 7 comparator HSCPs is noted below. HWBOI – Outcomes - Benchmarking HWBOI- Performance Data Page 69
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14 Data notes 66.7% (6 of 9) HWBOI Performance measures reporting as above the national Scotland Rate. Note Indicators 17 and 19 are reported at FY 24/25 with measures 11, 12, 13, 14, 15, 16, 18 reported as at Calendar year 2024 as a proxy for 2024/25 due to the national data for 2024/25 being incomplete. This is in line with guidance issued by Public Health Scotland which was communicated to all Health and Social Care Partnerships. Using more complete calendar year data for 2024 should improve the consistency of reporting between Health and Social Care Partnerships. HWBOI- Performance Data – Benchmarking Page 70
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15 Ministerial Steering Group Indicators MSG Indicators 1.1, 1.2 and 2.1 are reported at Calendar Year 2024 as a proxy form 2024/25. This is in line with guidance issues by Public Health Scotland which was communicated to all Health and Social Care Partnerships/ MSG Indicators data notes that all MSG measures have sustained higher activity or have increased in the last reporting year. Activity around Emergency Admissions, Unplanned Bed Days, A&E attendances and Delayed Discharge Bed Days all noted performance exceeding pre –Covid levels. This highlights the necessity to consider approaches to alleviate systems pressures around Urgent and Unscheduled Care and expedite hospital flow, particularly around A&E Admissions and Delayed Discharges. Ministerial Steering Group Indicators 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 MSG 1.1 - Number of emergency admissions* CY 8,374 8,231 6,917 7,820 7,928 8,933 8,879 MSG 1.2 - Number of Admissions from A&E* CY 5,244 4,945 3,668 5,040 4,957 5,097 5,502 MSG 2.1 - Number of unplanned bed days acute specialties* CY 65,794 64,008 53,390 67,255 77,094 77,882 80.655 MSG 2.2 - Number of unplanned bed days MH specialties 13,747 13,204 11,208 9,049 9,212 11,575 11.380 MSG 3.1 - Number of A&E attendances 13,985 14,171 10,091 15,646 16,774 17,740 22,456 MSG 3.2 - % A&E attendances seen within 4 hours 93.4% 91.7% 93.1% 88.9% 83.9% 83.0% 83.0% MSG 4.1 - Number of DD bed days occupied 9,530 7,863 5,354 7,742 11,929 12,757 14,042 MSG 5.1 - % of last six months of life by setting community & hospital 90.0% 89.6 90.80% 90.80% 89.60% 89.40% N/A MSG 6.1 - % of 65+ population at Home (unsupported) 92.1% 92.1% 92.5% 92.6% 93.2% 93.4% N/A Data notes 67% (6 of 9) HWBOI Outcomes measures reporting as above the national Scotland Rate. It is worth noting that performance will be influenced and vary in line with the total number of respondents participating in this voluntary survey. As such, caution should be noted with regards to previous comparison and trends Page 71
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1 Community Services Committee Date of Meeting: 11 December 2025 Title of Report: A&B HSCP Annual Performance Report 2024/25 Presented by: Kristin Gillies, Head of Strategic Planning, Performance and Technology The Committee is asked to: ▪ Note and consider the Annual Performance Report for the Health and Social Care Partnership for the year 2024/25. 1. EXECUTIVE SUMMARY 1.1 Each HSCP is responsible for publishing an Annual Performance Report (APR) which sets out how they are improving on the National Health and Wellbeing Outcomes (NHWBO). The APR also includes a core suite of national indicators which contextualises the data and provides a comparative and broader picture of local performance. 1.2 The IJB have previously agreed that the Annual Performance Report would be presented to them each year. There have been seven Annual Performance Reports to date. Required content of the report is set out in The Public Bodies (Joint Working) (Content of Performance Reports) (Scotland) Regulations 2014. http://www.legislation.gov.uk/ssi/2014/326/contents/made 1.3 A draft version of this report was reviewed by the IJB in August. The data for the Health and Social Wellbeing Indictors was not finalised until early July which means that the final report could not be approved by the IJB before submission to Scottish Government. SLT signed off the final report in July 2024 ahead of submission of the draft. 1.4 Argyll and Bute HSCP - Annual Performance Report 2024-25 2. RECOMMENDATIONS 2.1 Committee is asked to note and consider the approved Annual Performance Report for 2024-25. 3. DETAIL OF REPORT Page 73 Agenda Item 8
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2 3.1 The main body of the APR utilises the Integrated Performance Management Framework (IPMF). 3.2 The data used in this report focuses on two Key Performance Indicators (KPI’s) against each of the service areas identified within the IPMF, the data used utilises the financial year 2024-25 and defines the quarter data using Financial Year as the benchmark. The data used is reflective of the wider integrated performance agenda encapsulated within the IPMF and includes service delivery and performance monitoring from all services. 3.3 The report also covers: • financial performance and best value • public engagement • performance monitoring against joint strategic plan (year 3) – Appendix 1 • Health & Wellbeing Outcome Indicators (HWBOI’s) & Ministerial Steering Group Indicators (MSG) – Appendix 2 4. RELEVANT DATA AND INDICATORS 4.2 The APR utilises the National Health and Wellbeing Outcomes (NHWBO) and the Children and Young People Outcomes as well as the IPMF indicators. 5. CONTRIBUTION TO STRATEGIC PRIORITIES The APR monitors performance against all A&B HSCP Strategic Priorities. 6. GOVERNANCE IMPLICATIONS 6.1 Financial Impact No financial impact 6.2 Staff Governance No staff governance impact 6.3 Clinical and Care Governance The IPMF is reported quarterly to C&CG and subsequently to the IJB. 7. PROFESSIONAL ADVISORY Performance is considered for scrutiny at the clinical and care governance committee noting required actions and further scrutiny for update to the IJB. 8. EQUALITY & DIVERSITY IMPLICATIONS No specific items directly from this report 9. GENERAL DATA PROTECTION PRINCIPLES COMPLIANCE No impact on GDPR or current data sharing agreements Page 74
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3 10. RISK ASSESSMENT Quarter 4 reflected a dip in performance and this is monitored to ensure if is not a progressive trend. It is not unusual as this is typically the most pressurised period over the annual cycle however we do not take for granted and this was monitored into quarter 1 and the performance has improved in line with expectation. 11. PUBLIC & USER INVOLVEMENT & ENGAGEMENT The APR does not require public engagement however performance is presented at Council Community Services Committee within council constitution and at area committees after presentation at the IJB. 12. CONCLUSIONS Committee is asked to note and consider performance. 13. DIRECTIONS Directions required to Council, NHS Board or both. Directions to: tick No Directions required Argyll & Bute Council NHS Highland Health Board Argyll & Bute Council and NHS Highland Health Board x 14. PREVIOUS REVIEW OF THE REPORT Meeting Title of report Date Output (if relevant) Senior Leadership Team Draft A&B HSCP Annual Performance Report 2024/25 6 August approved Integration Joint Board Development Session Draft A&B HSCP Annual Performance Report 2024/25 27 August approved Integration Joint Board Draft A&B HSCP Annual Performance Report 2024/25 17 September 2025 approved REPORT AUTHOR AND CONTACT Author Name: Charlotte Craig Email: charlotte.craig@argyll-bute.gov.uk Page 75
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1 Argyll & Bute Health & Social Care Partnership Annual Performance Report 2024 – 2025 Page 77
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2 Contents 1. Foreword....................................................................................... 4 2. Introduction ................................................................................... 5 3. A&B HSCP Performance Management and Governance .............. 5 3.1 Overview .......................................................................................................... 5 4. Integrated Performance Management Framework 2024/25 ........... 6 5. Financial Performance and Best Value ....................................... 19 5.1 Financial Performance.....................................................................................19 5.1.1 Financial Performance 2024-25 .......................................................... 19 5.1.2 Savings Delivery ................................................................................. 20 5.1.3 Financial Outlook, Risks and Plans for the Future ............................... 20 5.2 Principles of Best Value ..................................................................................21 6. Engagement ............................................................................... 23 Appendix 1................................................................................................................24 Health & Wellbeing Outcome Indicators (HWBOI’s) & Ministerial Steering Group Indicators (MSG) ................................................................................. 24 Appendix 2: Joint Strategic Plan 2022-25 Progress Update Report ...........................28 Children and Young People ............................................................................ 30 Child poverty .................................................................................................. 31 Child Protection .............................................................................................. 33 Violence Against Women and Girls ................................................................ 36 Adult Protection .............................................................................................. 38 Community Justice ......................................................................................... 41 Public Health .................................................................................................. 45 Right Care Right Time .................................................................................... 52 Adult Care –Older Adults/Adults and Hospitals ............................................... 53 Learning Disability & Neurodiversity Services ................................................. 55 Mental Health ................................................................................................. 57 Primary Care (General Practice) .................................................................... 59 Dentistry ......................................................................................................... 62 Alcohol and Drug Partnership ......................................................................... 65 Allied Health Professionals (AHP) .................................................................. 70 Page 78
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3 Carers ............................................................................................................ 72 Prevention Programme .................................................................................. 74 Digital Health and Care Strategy .................................................................... 76 Technology Enabled Care (TEC) .................................................................... 77 Corporate Services ........................................................................................ 78 Page 79
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4 1. Foreword We are pleased to publish the Annual Performance Report for the past year, covering 1 April 2024 to 31 March 2025. This document sets out how the Argyll & Bute Health and Social Care Partnership (HSCP) has performed using internal management information, national indicators and performance against our year three priorities for the Joint Strategic Plan. It builds on the information published within previous reports to provide an overview on how we have improved, adapted and reshaped services during the reporting period. The partnership is responsible for meeting local and national objectives and it is therefore important that we publicly report on how we are performing against the agreed outcomes. The Annual Performance Report provides an opportunity to reflect on the past year, noting successes like the Bairn’s Hoose and reflecting on its challenges. We thank all colleagues and partners for their ongoing efforts to deliver the vision for health and social care services and hope we can all share in the aim of delivering longer, healthier and independent lives. Graham Bell Evan Beswick Chair of Argyll & Bute Chief Officer Integration Joint Board Argyll & Bute HSCP Page 80
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5 2. Introduction Welcome to Argyll and Bute’s Annual Performance Report (APR) for the year from 1 April 2024 to 31 March 2025 as required by Public Bodies (Joint Working) (Scotland) Act of 2014. Each HSCP is responsible for publishing an Annual Performance Report (APR) which sets out how they are improving on the National Health and Wellbeing Outcomes (NHWBO).The APR also includes a core suite of national indicators which contextualises the data and provides a comparative and broader picture of local performance (see appendix . Our internal management information reporting notes a dip in performance after a steady build over the course of the year. While not a significant drop the trajectory is being monitored as to whether the impact was an anomaly or related to winter pressure, or if other variables such as workforce availability had an impact. Performance is monitored quarterly as noted within the report. A minimum of two data points are provided for each area. Due to the high number of variables monitored these are rotated within the annual submission. 3. A&B HSCP Performance Management and Governance 3.1 Overview Performance management for the HSCP is underpinned by the Integrated Performance Management Framework (IPMF) and an associated Performance Dashboard. These were collaboratively developed with the HSCP’s Strategic Leadership Team. The IPMF includes quality and performance measures for each service area and also includes an overview of the HSCP’s performance against Health & Wellbeing Outcome Indicators and Ministerial Steering Group Integration measures. A quarterly report is provided to the Clinical and Care Governance Group and includes narrative from Heads of Service and Service Leads to highlight key actions to address performance, embed ownership, and identify key performance risks. Each service area receives support from a data analyst. This has been successful in helping the IPMF evolve, through the revision of performance goals and targets and development of new more appropriate measures. The annual review of all the Key Performance Indicators (KPI’s) in 2023-24 led to an increase in the number of specified service areas from 8 to 12 being monitored across 2024/25. The monitoring and reporting of performance using the IPMF ensures the HSCP is able to measure delivery against national indicators and the objectives of the current Joint Strategic Plan which are: Page 81
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Page 6 of 78 1. Choice, Control and Innovation 2. Early Intervention & Enablement 3. Living Well & Active Citizenship 4. Community Coproduction The HSCP is currently working on a new Joint Strategic Plan, including its strategic priorities and objectives. As a result the IPMF will be reviewed too. 4. Integrated Performance Management Framework 2024/25 The data used in this report focusses on two Key Performance Indicators (KPI’s) against each of the 12 service areas identified within the IPMF, the data used utilises FQ1 to FQ4 (2024/25) and defines the quarter data using Financial Year as the benchmark. The data used is reflective of the wider integrated performance agenda encapsulated within the IPMF and includes service delivery and performance monitoring from all services. The Performance & Improvement Team have developed an annual review cycle which begins at Quarter 3 each year and forms the basis of an annual review of all the Key Performance Indicators (KPI’s), with a view to explore new targets, improved performance and the development of new service KPI’s. This review resulted in an improved alignment across 12 service specified areas being monitored over 2024/25, an increase from 8 service specified areas monitored in 2023/24. 4.1 Analysis of Key Performance Overall performance against the 84 KPI has been broadly consistent with FQ1 and FQ3 reporting 49% and 50% KPIs on track respectively. FQ2 24/25 recording a peak of 58% on track however performance noted a fall to its lowest recorded in FQ4 at 43%. This is explored further in the narrative. FY Q1 24/25 FY Q2 24/25 FY Q3 24/25 FY Q4 24/25 Service performance for FQ4 24/25 identifies performance against the 12 service reporting categories as below: Page 82
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Page 7 of 78 The performance narrative attached to each of the KPI’s is used to demonstrate key areas of continued improvement for the HSCP and is supported by an Annual Performance & Improvement Review Cycle, this ensure that all KPI’s are revisited yearly, and updates and improvement made to ensure performance objectives remain both relevant and supportive. This analysis identifies performance across the 12 service reporting categories within the Integrated Performance Management Framework (IPMF) and performance commentary is provided by Heads of Service and Service Leads as part of their one-to-one sessions with analysts. 4.2 Children & Families Children & Adolescent Mental Health Services (CAHMS) will increase the proportion of children and young people seen within 18 weeks of referral CAHMS services performance is reported nationally with the 18-week target of 90% set at a national level. Trend analysis indicates that for 2024/25, the CAHMS services have not met the target of 18 weeks across all four quarters. Quarterly performance peaked at 72.7% in Q2, and Q3 recorded the lowest at 39.4 being 46% off target. Over the year period 114 young people were seen by the service with 62 of those being seen within the 18 weeks from referral target resulting in 54% being seen within the timeframe. Page 83
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Page 8 of 78 Improve the number of teams that have delivered 75% or more of the Universal Health Visiting Pathway (UHVP) Performance has been stable across the year, with trend analysis indicating that performance improved through the year with both Q2 and Q3 achieving above target. There were 2260 UHPV’s due during the year with 1683 being delivered. Teams averaged a 73% delivery rate across the year 4.3 Strategic Planning & Performance, Telecare & Digital Increase the percentage of Telecare users with a digital device as a percentage of all Telecare users. The proportion of telecare clients with a digital device has increased steadily throughout the year, rising from 52.5% in Q1 to 73.9% in Q4. This demonstrates consistent progress, however the rolling target of 90% digital adoption by year end was not achieved, with 73.9% recorded at FQ4, 16.1% below target. Page 84
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Page 9 of 78 Increase the number of patients being seen by ‘Near Me’ Clinics The number of digital clinic appointments delivered via the Near Me platform for Argyll and Bute residents varied across the quarters compared to the target of 1,025 appointments per quarter. The year began close to target with 1,014 appointments in Q1 and 999 in Q2, both marginally below the target Health and Social Care Partnership Freedom of Information (FOI) requests are responded to within statutory timescale of 20 working days The proportion of Freedom of Information (FOI) responses submitted within statutory timescales showed high compliance but did not consistently meet the 100% target. Quarterly target of 100% was met in FQ2. Q3 and Q4 each recorded 96%, while Q1 was the lowest at 93% Page 85
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Page 10 of 78 4.4 Primary Care Achieve a minimum 95 percent uptake for the 6 in 1 vaccination in children by the time they reach 1 year old. Uptake of the 6-in-1 vaccination in children by age one remained close to the 95% target across all quarters. The target was met in Q2 with a recorded uptake of 96%. In Q1, Q3, and Q4, uptake was slightly below target at 93%, 93%, and 94% respectively. All GP practices operating at ‘level 0’ resulting in no reduction of services GP practices consistently operated at 'Level 0', indicating no reduction in service delivery across all four quarters. The target of 100% in every period was met, demonstrating full service availability and no reported service constraints within general practice during the year. Add locum usage Page 86
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Page 11 of 78 4.5 Public Health Increase the monthly number of smoking quit dates, supported by NHS smoking cessation advisors or jointly through shared care with pharmacy, by people in the most deprived 40% areas in Argyll. Over the past year, performance has consistently exceeded the target of 10 each quarter. Overall, the number of quit dates set reflected an upward trend in performance, with quit dates rising from 11 in Q1 to a year end peak of 43 in Q4. Increase the number of referrals to community link workers supported by the “We are with you” service. Performance has consistently exceeded the target of 101 throughout the year, demonstrating a strong upward trend across all four quarters of 2024/25. Q2 recorded the highest number of referrals at 212 against a target of 101, representing a 107.8% increase. above target. Page 87
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Page 12 of 78 4.6 Hospital Care & Delayed Discharge Reduce the number of people delayed in hospital at Monthly Census Point Over the past year, our target was to sustain our performance in relation to the overall number of people delayed in hospital to no more than 31 at census point. This was achieved in Q2 only, and the number of delayed people spiking at 43 by Q4. The fluctuation in performance highlights the systems pressures faced. There is a significant ongoing effort to manage delayed discharges. A&E Attendances in A&B hospitals meet the 4 hrs wait target Hospital attendances are represented as part of the nationally reported A&E activity recorded within the Lorn & Islands General Hospital against the four hour national target. The data notes an average of 91 % across all four quarters of 2024/25, remaining just below the 95% target. Overall increases in A&E admissions across 2024/25 will be a contributing factor. Page 88
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Page 13 of 78 4.7 Finance Reduce the cost of hospital stays as a result of a Delayed Discharge This indicator utilises an indicative cost model which is linked to Delayed Discharge performance across the HSCP. The target set for this year was only achieved in Q2 (29% below target) with FQ3 reporting 43% above target. Overall, there was an increasing cost trend over the year, linked to increase hospital bed stays activity across 2024/25 Monitor Older People External Residential Placement Budget Spend (% Variance) The 2024/25 the older people external budget spend met its target by Q4 with actual spend just below the forecast spend for the financial year. Q2 was the lowest spend against forecast with the quarter spend being 28% below the forecast. At no point did the actual spend exceed the forecast spend. The key target to ensure that spend did not exceed the preceding year. Page 89
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Page 14 of 78 Unpaid Carers across A&B Carers Centres 4000 3500 3000 2500 2000 1500 1000 500 0 The number of carers across the Carers Centres has shown a sustained upward trend, consistently exceeding the target of 3000. On average, around 3485 carers were engaged each quarter throughout the year. This reflects ongoing work to engage and support carers across the area. Increase the number of Unpaid Carers across A&B Carers Centres Young Carer Statements completed across A&B Carers Centres 60 50 40 30 20 10 0 Although there was a small drop to 41 in the final quarter, overall activity remained strong, with an average of 39 Young Carer Statements completed each quarter. Over the past year, the number of Young Carer Statements completed by Carers Centres increased steadily, from 26 in the first quarter to a high of 53 in the third quarter. The preceding year target of 4 notes the commencement of activity and the forthcoming years target will build on the 2024-25 performance. Increase the number of Young Carer Statements completed across A&B Carers Centres 4.8 Carers Q1 2024/25 Q2 2024/25 Q3 2024/25 Q4 2024/25 Unpaid Carers supported 3296 3359 3483 3804 Target 3000 3000 3000 3000 Q1 2024/25 Q2 2024/25 Q3 2024/25 Q4 2024/25 Young Carer Statements completed 26 35 53 41 Target 4 4 4 4 Page 90
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Page 15 of 78 AHP Community Patient Discharges 2400 2000 1600 1200 800 400 0 Discharges of AHP Community Patients have largely increased over the year, with only a small recent decline. All quarterly figures remained above the set target of 1632 per quarter. Discharge monitoring supports capacity within our teams with an whole system impact is flow is not achieved. Increase the number of AHP Community Patient Discharges New Outpatient Referral waits breaching >12 weeks for AHP services 600 500 400 300 200 100 0 Referral waits breaching the >12-week threshold have steadily declined over the year, now falling below the set target of 500. An average of 487 waits were recorded across the year per quarter. Reduce the number of New Outpatient Referral waits breaching >12 week waits for AHP services 4.9 Allied Health Professionals Q1 2024/25 Q2 2024/25 Q3 2024/25 Q4 2024/25 OP referral wait breaching 12 weeks AHP 552 504 467 425 Target 500 500 500 500 Q1 2024/25 Q2 2024/25 Q3 2024/25 Q4 2024/25 Community Patient Discharges 1878 2034 2027 1991 Target 1632 1632 1632 1632 Page 91
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Page 16 of 78 4.10 Care at Home / Care Homes Increase the percentage of older people who had their homecare monitoring review completed within 6 months. Performance showed gradual improvement per quarter across the year, against a target of 49%. FQ1 noted 31%, with a steady upward trend, reaching 52% in Q4. This demonstrates a positive, consistent trend with steady progress. The variation reflects successful efforts to not only meet but surpass the target by the end of the year. Reduce unplanned admissions to A&B hospitals directly from a care home The target to reduce the number of unplanned admissions directly from a care home was 36. This was achieved in only one quarter (FQ2), with the average over four quarters being 42. Q3 had the highest number of admissions at 47, approximately 31% over the target. Overall, the trend was inconsistent, showing brief improvement/on target position in Q2, followed by a rise in Q3 and a slight decline in Q4. Page 92
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Page 17 of 78 4.11 Adults with Long Term Conditions Reduce the number of people waiting for a new mental health outpatient service more than 12 weeks The number of people waiting more than 12 weeks for a new Mental Health Outpatient service remained above the target of 390 in all four quarters. The number of waits increased steadily over the year, from 383 in Q1 to 549 in Q4. This represents a year-on- year rise in long waits compared to 2023/24, when performance was consistently below the target. The data suggests growing pressure on service capacity during 2024/25. Page 93
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Page 18 of 78 Increase the Percentage of Adult Support and Protection Screening Duty to Inquire Assessments completed with 5 working days. Performance against the target of 70% for completing Adult Support Protection Screening Duty to Inquire Assessments within 5 working days remained below target in all quarters. The highest performance was recorded in Q1 (56.0%) and Q4 (55.0%), with lower levels seen in Q2 and Q3 (both 30.0%). While there was some improvement compared to the lower results seen in parts of 2023/24, the target was not achieved in 2024/25. This data is now recorded in Eclipse and we would expect to see performance increase on the basis of better measurement. Page 94
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Page 19 of 78 5. Financial Performance and Best Value 5.1 Financial Performance The IJB is committed to the highest standards of financial management and governance. It is required to set a balanced budget and seeks to deliver Health and Social Care Services to the communities it serves within the envelope of resources available to it. Financial performance is reported in detail to the IJB at each of its meetings and to its Finance and Policy Committee. It also publishes its Annual Report and Accounts which are subject to independent external audit. 5.1.1 Financial Performance 2024-25 The 2024/25 financial year has been a particularly challenging one for the IJB. As planned, it has used a substantial element of its general reserves (£4.2m) to fund health and social care activity during the year beyond its recurring budget. However, the IJB additionally overspent on its Social Work / Social Care budget by £2m or 2%. This was as a result of increasing demand for older adult services, unfunded inflationary pressure and increased use of agency staff to provide services due to staffing shortages. The overspend was funded through the utilisation of non-recurring savings relating to a temporary reduction in pension fund contributions due to the Strathclyde Pension Fund. Reserves increased slightly as a result of additional funding, largely to pay for expected future costs relating to NHS pay arrangements, however General Reserves, which are available to the IJB to spend at its discretion, reduced from £7.8m to £2.6m. The overall financial resilience of the IJB has therefore reduced and reliance upon non-recurring savings is not sustainable beyond the 2025/26 year. As a result of the small overall increase in total reserves the accounts present a positive summary of financial performance despite the overspending on adult social care. Whilst any overspending is of concern, the HSCP has been able to fund its activities without reliance on extra support from either partner that it is required to repay. The broader context within which the HSCP is currently operating is extremely challenging with increasing financial pressures being experienced across health and care services in Scotland. The HSCP is managing its financial position and is taking action to bring spend back into alignment with funding. This will have an impact on how services are being planned and delivered in the context of: • on-going inflationary pressure (pay costs and commissioned service costs); • increasing demand as a consequence of demographic change and social factors; and • persistent recruitment and retention (workforce availability) challenges. These factors are having an impact on financial performance as funding has not kept pace. The HSCP has been able to operate at a level that is in excess of funding due to the financial resilience it had built up in prior years, unfortunately this is no longer possible. Page 95
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Page 20 of 78 The overall financial position of the IJB is reported in detail in the annual accounts, the table below summarises overall spend against the funding totals: Service Spend £000 Funding £000 Funds Transfer £000 (Surplus) / Deficit £000 Social Work Services 96,754 80,875 15,879 - Health Services 284,529 301,276 (15,879) (868) GRAND TOTAL 381,283 382,151 - (868) A more detailed analysis of financial performance is available from the published accounts and from IJB reports which are publicly available. 5.1.2 Savings Delivery The budget for 2024/25 included a savings target of £6.6m. As at the year end, £5.1m or 77% of the target was delivered. The HSCP needs to continue to improve its efficiency and deliver best value. It manages its savings programme rigorously and recognises that this is critical to longer term financial sustainability. 5.1.3 Financial Outlook, Risks and Plans for the Future The IJB has a responsibility to make decisions and direct service delivery in a way which ensure it operates on a financially sustainable basis within the finite resources available to it. There are significant on-going cost and demand pressures across health and social care services as a consequence of demographic change, new treatments, increasing service expectations and on-going high inflation. Managing these pressures and funding uncertainty is becoming increasingly difficult, the real value of budgets continues to be eroded by price and cost increases. There is on- going requirement to improve efficiency, deliver savings and transformation plans. Due to the worsening financial context facing health and social care the HSCP anticipates that it will be seeking to identify ways in which it can deliver substantial savings in the coming years, it is likely that this will have some impact on the delivery of care. The priority will be to continue to support the most vulnerable within the communities we serve. The HSCP continually updates its forward financial plans to recognise and plan for the impact of new policy priorities, emerging cost pressures and funding allocations. Additionally, robust risk management processes are in place which seek to identify and quantify the financial risks facing the HSCP. Key risks currently facing the partnership include the sustainability of service providers, the impact of inflation, staff availability and costs, and increasing demand for services. The Annual Report and Accounts for the year provide further detail and analysis in respect of financial performance, financial risks and governance arrangements and improvement plans. Page 96
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Page 21 of 78 5.2 Principles of Best Value The IJB has a statutory duty to provide best value as a designated body under section 106 of the Local Government (Scotland) Act 1973. The Annual Performance Report sets out how the IJB fulfilled its obligations for best value in that year. The Annual Performance Report is publicly available. A short summary against the 8 best value themes is given below: Vision and Leadership The IJB and Senior Leadership team set clear direction and strategy as expressed in the Strategic Plan and Commissioning Strategy. There are strong mechanisms for contributions from the Locality Planning Groups and the Strategic Planning Group into these documents. The IJB has approved its budget and Savings Plan for the 2025/26 financial year. Governance and Accountability The IJB has an open and transparent governance system in place. It seeks to continually develop and improve in response to emerging good practice and independent audit review. Support for the system of governance is provided by Argyll and Bute Council, this ensures that it is properly administered. Comprehensive and clear Board minutes and papers continue to be published and meetings are open to the public. Effective use of resources The Finance & Policy Committee meet regularly to scrutinise performance against budget, the delivery of savings and the Transformation Programme. Improving financial management and governance has been a priority for a number of years, steps taken have contributed to the improved financial performance and resilience of the HSCP. It continues to seek to identify ways of improving efficiency and has been able to invest in longer term service transformation. The financial and demographic challenges facing the health and social care sector are resulting in increasing financial pressure and renewed focus on efficiency, savings and service reductions. Partnership and Collaborative Working Effective partnership working is a core element of the way in which the IJB has been established. The IJB works closely with NHS Highland and Argyll and Bute Council. The Chief Officer is a member of both Strategic Management Teams. In addition the HSCP works closely with third sector partners and its commissioned service providers by holding regular meetings with strategic partners and stakeholders. This has continued throughout 2024/25 and illustrates an ethos of partnership working. Community Responsiveness The Locality Planning Groups ensure that local concerns are considered and feed into the Strategic Plan. A review of these groups has taken place in 2025. The Engagement Strategy ensures that consultation and engagement is carried out before policy changes are agreed. A Page 97
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Page 22 of 78 commitment to co-production is an underlying theme and work is now underway to develop new models of service delivery with community based partners. Fairness and Equality A commitment to fairness and equality is at the core of the IJBs purpose, strategy and vision. The HSCP provides a wide range of essential and critical services to the most vulnerable in society. Equality Impact Assessments on new projects plans and strategies include an assessment of socio-economic impacts and islands impacts. Sustainability & Carbon Reduction Carbon reduction is an important objective for all public bodies. There are a number of strands to the IJB approach which are detailed within Appendix One; JSP Monitoring Report. Performance, Outcomes & Improvement The HSCP reports performance in a holistic way and it has implemented its Integrated Performance Management Framework. It continues to work to increase activity levels and address the backlog of treatment and diagnosis. Addressing the backlog and long waits are a priority for NHS services across Scotland. A further priority remains the management of delayed discharges from the acute sector, within Argyll & Bute and from Greater Glasgow & Clyde. The HSCP continues to perform well by this measure despite the service challenges it has faced throughout the year. Page 98
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Page 23 of 78 6. Engagement HSCP Engagement Strategy In September 2023 the HSCP published a new Engagement Framework to set out our strategic intentions to effectively engage with staff, partners, carers, people who use services and the wider population. This strategy, which was ratified by the IJB, ensures the HSCP meets the requirements of Healthcare Improvement Scotland's national guidance, Planning with People. Across the organisation, there is recognition that gathering a range of views can help us to deliver more effective health and social care services. The Engagement Framework was developed by a working group made up of HSCP officers and partners including the Third Sector Interface, Healthcare Improvement Scotland and community representatives. This group has now formally constituted as a subgroup of the Strategic Planning Group and will meet quarterly. Ongoing activity since September has focussed on quality assurance of the Framework in line with national standards on Planning with People. The Engagement Framework includes the following four quality standards: • Engagement is planned, proportionate and meaningful and effective • Representatives are supported in their role • Engagement of people in service planning • Positive culture where staff feel valued and engaged A report on progress against these standards was presented to the IJB and this is available to view here: Argyll and Bute HSCP Engagement Quality Standards (scot.nhs.uk) The HSCP collated an action plan of engagement activity to be conducted over 2024-2025. This included 35 separate projects where engagement would be carried out. The outputs of this activity are reported within the body of this report. Link to the 2024-25 Engagement Plan Full details of the HSCP's approach to engagement can be viewed here: Public engagement | NHS Highland (scot.nhs.uk) This report below links to a self-evaluation process undertaken by the Health and Social Care Partnership (HSCP) in the summer of 2024 to review our engagement strategy and processes. This process was in-line with Healthcare Improvement Scotland’s Quality Standards for engagement . Link to Self-assessment report September 2024. The Equality Outcomes and Mainstreaming report was presented to the IJB in May 2025 with the outcome for 2025-29 with the survey results. Argyll and Bute HSCP Integration Joint Board (IJB) on Wednesday, 28 May 2025 Page 99
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Page 24 of 78 Appendix 1 Health & Wellbeing Outcome Indicators (HWBOI’s) & Ministerial Steering Group Indicators (MSG) It is worth noting that the indicators for both the HWBOI’s and MSG are currently being updated nationally. Public Health Scotland has indicated that a full up to date data set for the 2024/25 Financial Year will not be available until July 2025. The tables below are based on the most recent published and available data set. The HSCPs overall performance against the Scotland-wide baseline is noted as below. HWBOI – Survey Results The below table shows that for 55.5% (5 of 9) of HWBOI measures A&B HSCP has values that are above all-Scotland baseline. It is worth noting that performance will be influenced by and vary in line with the total number of respondents participating in this voluntary survey. As such, comparisons between different years may not represent true trends. Benchmarking performance against 7 comparator HSCPs is noted below. HWBOI Survey Results – Comparison to similar HSCPs Note Indicators 17 and 19 are reported at FY 24/25 with measures 11, 12, 13, 14, 15, 16, 18 reported as at Calendar year 2024 as a proxy for 2024/25 due to the national data for 2024/25 being incomplete. This is in line with guidance issued by Public Health Scotland which was communicated to all Health and Social Care Partnerships. Using more complete calendar year data for 2024 should improve the consistency of reporting between Health and Social Care Partnerships Page 100
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Page 25 of 78 HWBOI Performance Indicators from service data Looking at the core HWBOI indicators that are based on service data, the HSCP’s performance is above the all Scotland baseline for 6 out of 9 indicators. Note Indicators 17 and 19 are reported at FY 24/25 with measures 11, 12, 13, 14, 15, 16, 18 reported as at Calendar year 2024 as a proxy for 2024/25 due to the national data for 2024/25 being incomplete. This is in line with guidance issued by Public Health Scotland which was communicated to all Health and Social Care Partnerships. Using more complete calendar year data for 2024 should improve the consistency of reporting between Health and Social Care. Page 101
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Page 27 of 78 Ministerial Steering Group Indicators MSG Indicators 1.1, 1.2 and 2.1 are reported at Calendar Year 2024 as a proxy form 2024/25. This is in line with guidance issues by Public Health Scotland which was communicated to all Health and Social Care Partnerships/ MSG Indicators data notes that all MSG measures have sustained higher activity or have increased in the last reporting year. Activity around Emergency Admissions, Unplanned Bed Days, A&E attendances and Delayed Discharge Bed Days all noted performance exceeding pre-Covid levels. This highlights the necessity to consider approaches to alleviate systems pressures around Urgent and Unscheduled Care and expedite hospital flow, particularly around A&E Admissions and Delayed Discharges. Ministerial Steering Group Indicators 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 MSG 1.1 - Number of emergency admissions* CY 8,374 8,231 6,917 7,820 7,928 8,933 8,879 MSG 1.2 - Number of Admissions from A&E* CY 5,244 4,945 3,668 5,040 4,957 5,097 5,502 MSG 2.1 - Number of unplanned bed days acute specialties* CY 65,794 64,008 53,390 67,255 77,094 77,882 80.655 MSG 2.2 - Number of unplanned bed days MH specialties 13,747 13,204 11,208 9,049 9,212 11,575 11.380 MSG 3.1 - Number of A&E attendances 13,985 14,171 10,091 15,646 16,774 17,740 22,456 MSG 3.2 - % A&E attendances seen within 4 hours 93.4% 91.7% 93.1% 88.9% 83.9% 83.0% 83.0% MSG 4.1 - Number of DD bed days occupied 9,530 7,863 5,354 7,742 11,929 12,757 14,042 MSG 5.1 - % of last six months of life by setting community & hospital 90.0% 89.6 90.80% 90.80% 89.60% 89.40% N/A MSG 6.1 - % of 65+ population at Home (unsupported) 92.1% 92.1% 92.5% 92.6% 93.2% 93.4% N/A Page 103
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Year Three Progress Report Appendix 2:Joint Strategic Plan 2022 -25 Progress Update Report Page 104
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Page 29 of 78 Digital Health and Care Strategy ....................................................................... 76 Technology Enabled Care (TEC) ........................................................................ 77 Corporate Services ........................................................................................... 78 Page 105
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Page 30 of 78 Children and Young People Priorities Year 3 Progress Update Carried over 2025/26 Yes/No Continue to deliver on the priorities within the Children and Young Peoples Service Plan (CYPSP). No update provided, however CYPSP priorities continue to be delivered. Yes Continue to monitor and evaluate progress in all our service plans. No update provided, however all service plans continue to be monitored and evaluated. Yes Continue to deliver on the Corporate Parenting Plan. No update provided, however the Corporate Parenting Plan continues to be delivered. Yes Develop programme of change in relation to the Children’s Promise Change programme. No update provided, however the programme of change continues to be delivered. Yes Continue to engage with Children and staff on transformation agenda. Engagement continues, a good example is: Child-friendly Reporting in Argyll & Bute Council | Improvement Service Yes Please outline any activity in relation to service commissioning, i.e. revisions to specifications, new services, reviews of existing contracts. Terminations of contracts. (previous updates below) Previous Service Update The Children’s Services commission services on an as needed basis. The services which are commissioned are dominated by external specialist placements costing up to £500k a year. Despite tight governance these placements are increasing in number. It is clear that the damage down by public health lockdowns is now showing through increasing need. This is does not feel like a ‘blip’ in the level of need but the new norm. This need will have to be met as often the issues are coming through at the level of child protection. Through the Whole Family Wellbeing Fund in conjunction with education & police colleagues we have commissioned the TSI to consider how we facilitate and mobilise the third sector in A&B. It is clear that funding streams for children come via Social Work, Education, Health, CPP and other routes. This can lead to a piecemeal approach. There is an imperative to look at how we consider commissioning and budgeting beyond professional or organisational boundaries. We need to be acting as a unitary children’s authority no matter where the organisational boundaries land. There is now a requirement for all funding to ensure it is child based. Children should not be disadvantaged by budgetary processes. Page 106
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Page 31 of 78 Current Update from Commissioning There is currently a mapping of children and young people services being undertaken by A&B TSI as well as a review of all external placements. This will involve capacity building in the third and community sector. Engagement Activities Taken Place in 2024/2025 Engagement continues, a good example is: Child-friendly Reporting in Argyll & Bute Council | Improvement Service Child poverty Priorities Year 3 Progress Update Carried over 2025/26 Yes/No Look at how best to utilise progress we have achieved in data analysis in order to target those in not fully claiming benefit entitlement and advise them accordingly. Considerable progress has been made with improving ways of identifying those not in full receipt of benefit entitlement, enabling the benefits service and advice services to focus on them. Argyll & Bute has made an important contribution to data work on child poverty at the national level and continues to do so, helping to identify and work towards achieving legal gateways as well as improved use of data sets. Yes Employability Partnership to employ a Poverty Coordinator to work with those experiencing poverty and look at ways to improve their access to employment. This action was completed, and the Poverty Coordinator has contributed to improving access to employment, including producing a leaflet to support understanding, choice and decision making in this area. Yes Financial Advice and Inclusion Group and Child Poverty Action Group to continue to work together to identify and tackle factors that contribute to local cost of living concerns. This has continued to happen, and this working relationship is proving effective in identifying need, encouraging joint working, and monitoring change. Yes Review and revise the Communications and Engagement Plan and use to improve community engagement with child poverty work in Argyll and Bute. This has not progressed as was hoped in terms of direct work by the Child Poverty Action Group and this needs to go forward in the coming year. However, the Poverty Alliance have worked with the group on their project “Taking Action on Rural Poverty”. This project has set up a lived experience group that is now actively engaged, giving opinions and advocating actions. Yes Review staff training and development needs in the area of child poverty and begin to roll out poverty awareness training to staff. Money Counts Training has continued to be rolled out. However, funds have not been available to roll out other training, such as awareness raising etc. that would contribute to service improvement. Yes Look at changes in Argyll and Bute over the last three years, in terms of demographics and the Considerable challenges to economies worldwide and continued instability has made it difficult to meet targets nationally. In Argyll and Bute transport Yes Page 107
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Page 32 of 78 economy / employability. How do these changes impact on the work and actions of the Child Poverty Action Group and its members? and childcare provision remain key issues when addressing both the cost of living and employability, particularly in remote, rural and island places. Demographic issues, including an aging and reducing population, combined with housing shortages in some areas, to produce key worker shortages. The Child Poverty Action Group and its members continue to work together to address employment, benefit and cost of living challenges whilst identifying ways to tackle the impacts of child poverty. Further develop the role and purpose of the Child Poverty Action Group and consider resource issues. The Child Poverty Action Group has welcomed new members. It has also played a key role on a national basis, with improving the use of data analysis in tackling child poverty. It has also partnered with the Poverty Alliance to establish a lived experience group to directly hear their views. On a national level, group members have taken part in important consultations and given evidence to government committees. Resource issues are currently being looked at as it is recognised that areas like training and coproduction require a budget. Yes Review the Child Poverty Action Plan and consider what is required to meet the Scottish Government final targets in 2030. Child poverty reduction targets in 2023. This took place and key areas identified, such as transport, housing, childcare provision and the islands premium were looked at. There are external factors that mean that child poverty has risen slightly in nearly every region of Scotland and the Scottish Government will not reach its interim targets. However, Scotland is doing significantly better than England and Wales in this respect. Yes Begin to develop a Data Base to improve monitoring and focus of resources locally. Begin to use it to improve the work of the Child Poverty Action Group and services locally. It has not been possible to progress this target this year and it requires to be carried forward. Yes Engagement Activities Taken Place in 2024/2025 Group members worked with the Poverty Alliance to forward the “Taking Action in Rural Poverty Project” and create and engage with a lived experience group. Children and young people were also asked their views on what would help to tackle child poverty for the 2023 – 2024 Child Poverty Action Plan Review. In addition, a graphic version of the Children’s Rights Plan and a graphic Early Years Plan were coproduced, both giving relevant visual information and pointing to advice / resource websites via QR codes. For the 2024 – 2025 review, the graphic Plan on a Page version of the review will be coproduced with children and young people. Page 108
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Page 33 of 78 Child Protection Priorities Year 3 Progress Update Carried over 2025/26 Yes/No Local Initial Case Review / Significant Case Review guidance will be updated to reflect changes in national practice and to provide practitioners with clear learning pathways (this work will be undertaken with APC colleagues. The guidance was updated and shared with relevant agencies to reflect any changes. This included a 7minute briefing paper. Further changes were announced last month when considering the interface between ASP and CP; including a change to reporting instructions to the care inspectorate. The guidance will need further amendments to reflect this. Yes Receive, evaluate and act on Child Protection Committee (CPC) & Performance, Quality and Assurance reports. Quarterly CPC will have a framework to implement good practice and develop QI approaches to improvement based on existing good practice. Multi agency dataset developed based on national minimum dataset and used by CPC to analyse data. Use improvement methodology and test of change to dig deeper into the data. There has been agreement to migrate to version 2 of the National minimum dataset, a report has been completed and will be shared with CPC next week (8/5). Managers have met collectively to create an additional analytic list of data that would be helpful when considering the data to inform local priorities and inform of key trends within CP activity. Further meetings are arranged to implement version 2 of NMDS. Following an audit of inter-agency child protection standards in March 2024 we established a senior leadership group to identify and improve standards. This also led to the development of a inter-agency front line managers group. Yes All new CPC members will receive a CPC induction pack and will meet with Lead Officer to discuss the role of the CP and expectations of CPC members All CPC members will attend CPC development sessions to contribute to the role and function of the CPC members will be required to demonstrate through the delivery of the CPC improvement plan that information is This is complete and all CPC members have met with the Lead Officer. There is a newly appointed CP Lead Officer in place who will continue with this role of supporting new members of the CPC and their induction. No Page 109
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Page 34 of 78 being disseminated within their organisation and that actions attributed to their organisation are progressed and reported to CPC. Produce and implement a biennial strategic improvement plan which will be monitored by the Performance, Quality and Assurance using a RAG system. Red actions will be reviewed by Performance, Quality and Assurance and reported to CPC. The Strategic Leadership Plan and the CPC Improvement Plan have been merged. Mechanisms to monitor the progress of the plan (RAG system) has not yet been put in place but incomplete actions are discussed directly with CPC quarterly. Further considerations are needed to put a system in place to record this visually within the plan to report on and measure outcomes in a quantitative way. Yes Multi agency training will be delivered using a tiered approach to learning which will include: General contact workforce, Specific contact workforce and Specialist contact workforce. Level 1 and Level 2 CP training is in place and available on the training calendar. This is being provided in person in various locations across the partnership with all agencies/services encouraged to attend Yes Develop and implement training framework which supports practitioner knowledge and confidence in working with Child Sexual Abuse which includes Child Sexual Exploitation and child trafficking . Input has been provided to the management group to raise awareness of CSE and CSA but this has not been extended to practitioner training. The YPSP processes are currently being updated and this will inform future briefings and training sessions. This is an active plan for implementation. Yes Domestic Abuse Guidance and Flowchart implementation to be evaluated and regular audits of referrals to be carried out. DA guidance has been implemented, and full CP audit undertaken in March included cases chosen because of DA. Yes Improved interface between children & adult services particularly where parental mental health substance misuse and domestic abuse are present. Multi-Agency practitioner events are arranged, and all services are encouraged to come along to the training provided by CPC Training Coordinator. The CPC and APC have joint meetings every year. Further sessions and development required to align the child protection and adult protection processes, including updating the transitions procedures for children moving from children services to adult services. Yes Page 110
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Page 35 of 78 Advocacy services will engage with children on the Child Protection register to understand their experience and to provide the CPC with recommendations as to how things can be improved. Advocacy remains in place with feedback from young people, families and agencies being very positive. Children are receiving a timeously service and building positive relationships with the advocate to ensure their views are represented within the CP process. Reports to CPC via report biannually. Yes Engagement Activities Taken Place in 2024/2025 CPC Practitioner Forums arranged to take place: 30th April 25 at 12.30pm – Oban 13th May 25 at 12.30pm – Lochgilphead 22nd May 25 at 9.30am – Helensburgh 28th May 25 at 9.30am – Dunoon Bimonthly First Line Managers Meetings Bimonthly Strategic Leadership Meetings CPC Online Training Calendar – multiagency Multi agency briefing sessions were put in place to update on the IRD and Pre-Birth Processes Page 111
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Page 36 of 78 Violence Against Women and Girls Priorities Year 3 Progress Update Carried over 2025/26 Yes/No Completion of the Transforming Responses to Violence Against Women and Girls Project. Project Board to carry out the Domestic Abuse-Informed Practice and Systems: Self- Assessment Tool and evaluate progress. The Transforming Responses to Violence Against Women and Girls Project was not concluded because Developing Equally Safe Funding was continued for another year. Project board did not carry out the Domestic Abuse-Informed Practice and Systems: Self- Assessment Tool and evaluate progress. Initial survey parts of the assessment process were completed. However, staff issues meant that the board was unable to meet to complete the process. Yes Completion of the Research Project. This is to be published and add to the evaluation process relating to the Transforming Responses to Violence Against Women and Girls Project. The research was completed in 2023, but decisions were made not to publish at that point. It will be published in 2025. No Consider the funding needs of the Violence Against Women and Girls Partnership in relation to key work areas and develop and submit a further bid to the next round of the Developing Equally Safe Fund. This process has not been possible or necessary. The Scottish Government did not make a final decision on the funding of the Violence Against Women sector and continued Developing Equally Safe Funding for another year. No Review the Argyll and Bute Equally Safe Plan. The Equally Safe Plan was reviewed and a new one completed; this is awaiting sign off by Chief Officers Group Public Protection. No Deliver Annual Return from Argyll and Bute to the Improvement Service / National Violence Against Women Forum. This was completed and delivered on time. No Roll out of the Safe and Together Model to continue and this to include 2 in-house Trainers to be trained. An in-house trainer did complete the trainer’s course but has subsequently left the Council. The roll out of Safe and Together has stalled due to unavoidable staffing issues. Yes Other training areas to be delivered including: Awareness Raising; Routine Enquiry; Harmful Traditional Practices; The Impact of Domestic Violence on Children and Working with Men. 2024 – 2025 saw the delivery of a very full and active Training Calendar. Between 1/04/2024 and 31/3/2025 a total of 20 training events took place, with 319 attendances. Yes Achieve improvement in services and pathways relating Whilst national training and awareness raising events were attended and information from these Yes Page 112
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Page 37 of 78 to women and girls with a Learning Disability experiencing or, at risk of experiencing domestic abuse. passed onto relevant staff, it is felt that sufficient progress has not been made in this area. Further work remains to be done. Review progress of the transformation project and the delivery of the Equally Safe Plan. The Transformation Project was not formally reviewed but continued forward with Developing Equally Safe Funding. It was noted that the Safe and Together roll out was not able to move forward and this point due to staffing issues. The Delivery of the Equally Safe Plan was reviewed in the Annual Reporting process and the completion of an updated Argyll and Bute Equally Safe Plan and Strategy. Yes Have in place a Communications and engagement plan. This has not been properly developed, and work is required here. Staffing issues have been the main delaying factor. Yes Use the Domestic Abuse- Informed Practice and Systems: Self-Assessment Tool to establish a baseline for services prior to training and service change measures. This still requires to be done Yes Research to assess the impact of the Transforming Responses to Violence Against Women and Girls Project, to begin. Some research has been done with regards to the wider training delivery. More requires to be done but the project is to continue for another year. Yes Review the Argyll and Bute Equally Safe Plan. This is completed. No Development of Data Base that will assist us to monitor trends in Domestic Violence and other gendered violence. A Data Group has been created but has yet to meet. Yes Deliver Annual Return from Argyll and Bute to the Improvement Service / National Violence Against Women Forum. This has been completed, annual process that will continue. Yes Engagement Activities Taken Place in 2024/2025 Whilst engaging with a broader range of staff in terms of domestic abuse awareness raising did take place, engagement / coproduction with lived experience women did not, beyond the activity of individual partnership members. This needs to happen in the coming year. It is hampered by the absence of any budget for this process. Page 113
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Page 38 of 78 Adult Protection Priorities Year 3 Progress Update Carried over 2025/26 Yes/No Monitor likely impact of national developments, mental health law review, national care service and other safety activity in trafficking etc. The Chair of the Adult protection Committee and Lead Officer continue to monitor national developments impacting Adult Support and Protection services in Argyll and Bute via their membership of the Adult Support and Protection Scotland Convenors group, The National Implementation Groups (resulting from the Revised Code of Practice), Social Work Scotland, Adult Support and Protection Subgroup and the National ASP Minimum Dataset sessions. Yes Develop enhanced service user/citizen involvement in processes and policy. The revised Code of Practice for Adult Support and Protection together with the recently developed Care Inspectorate Quality Improvement Framework (QIF) for Adult Support and Protection documents have guided us in developing enhanced service user, carer and citizen involvement in processes and policy. Ensuring meaningful involvement in adult protection case conferences remains a priority activity working with our colleagues in Advocacy services to ensure their voices are heard. The QIF has identified for the Adult Protection Committee what ‘very good’ involvement of adult at risk and their unpaid carers should look like. Ensuring meaningful involvement is a significant APC agenda item running through 2025/26 Yes Continue process of review and audit. We are currently undertaking a substantial review of our ASP service. Staffing challenges across social work have required us to evaluate our processes and develop new way of working. The QIF again is serving as an excellent tool to identify where improvements can be made in our activity. We are now preparing for our next substantial audit planned for May. We will be using the Care Inspectorate audit tool which we have revised, together with our method of file reading, to enable us to analyse particular areas of activity. Yes Develop improved data collection based on national dataset activity. The Scottish Government has continued to develop the ASP minimum dataset, via the Institute for Research and Innovation in Social Services (IRISS), with the aim of having a shared understanding of information. To generate more robust meaningful and comparative data. Collecting our data remains challenging as we adjust to the national dataset requirements as modifications are required to our File Recording system – Eclipse. The Lead Officer, Yes Page 114
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Page 39 of 78 colleagues from our Performance and Data Team and The Eclipse IT team all contribute to strive to meet these challenges, recognising the value of improved understanding of our services activity, and the ability to plan future services. Review Significant Case Review (SCR) guidance and Code of Practice changes. We have now ratified and adopted Joint Child Protection and Adult Protection Guidance on Learning Reviews which have replaced Significant Case Reviews. We have received several notifications requesting consideration of a Learning Review and have been able to effectively use the guidance. No Develop protection links with Child Protection, Alcohol and Drug Partnership and Violence to Women. The Adult Protection Committee Chair and The Lead Officer maintain vital links with the Lead Professionals for Child Protection, Alcohol and Drug Partnership and Violence against Women and Girls. The Lead Officer is a member of their committees and contributes to events and activities. Yes Continue staff support and contact programme. Staff support and contact has become more important than ever as we tackle the staffing shortages within social work, particularly the challenges this presents in ensuring safe and effective adult support and protection action. Team Manager, Council Officer Forums and the recent introduction of a daily ASP huddle are all designed to support staff in the completion of adult protection activities. Yes Meet the Improvement Plan targets arising from Inspection. We continue to strive to meet our Improvement Plan targets. Improvement in ASP is not a single step activity, rather an ongoing process. We have successfully introduced the requirement for Chronology and Risk Assessments however ensuring their quality will require continuous monitoring via regular review and audit. The Lead Officer is undertaking an overhaul of the original Improvement Plan to include the key guidance now addressed within the QIF. It is recognised that this document was prepared reflecting potential next stages for Inspection. Yes Implement Code of Practice changes. The Code of Practice changes continue to be addressed on a daily basis via 1-1 worker consults, social work supervision, specific ‘bitesize’ staff training sessions and at the quarterly ASP Forums. The changes have been substantial and have required significant re-evaluation of the way in which ASP activities have been historically undertaken. Yes Implement guidance for Primary Care and GP’s. The Adult Support and Protection Guidance for General Practitioners and Primary Care Teams continue to be promoted throughout primary care. Planned promotion of this guidance through direct Yes Page 115
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Page 40 of 78 contact with surgeries has been limited owing to competing priorities and further work in this area is required. Progress audit activity, case files. We continue to request that SW Teams undertake monthly single agency case audit on a single ASP intervention and we are committed to ongoing annual case file auditing after our internal audit completed in March 2024. Yes Develop issues arising from Initial Case Reviews, Large Scale Investigation findings. We continue to use the findings from nationally reported Learning Reviews to inform our ASP practice through our ASP Forums, training sessions and supervision activities. We have focused particularly on ensuring most effective interagency communication and improving case recording, not least evidencing defensible decision making. Yes Develop ‘escalation’ policy. We regularly escalate concerns through the formal ASP Inquiry process as required. A draft escalation policy is currently being developed which will need to be adopted by a number of services, all having significant roles in the support and protection of adults at risk of harm. Yes Engagement Activities Taken Place in 2024/2025 National Implementation Group Chronologies - 10/04/2024 Joint Child Protection (CPC) Scotland and Adult Support and Protection (ASP) Convenors Scotland Group Meeting - 17/04/2024 ASP Quality improvement Framework Self Evaluation Guidance Workshop – 07/05/2024 Joint APC/CPC Meeting – 09/05/2024 Community Justice Partnership consultation and Engagement Session - 21/04/2024 Page 116
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Page 41 of 78 Community Justice Priorities Year 3 Progress Update Carried over 2025/26 Yes/No Implement and monitor our local Community Justice Improvement Plan and performance framework. The publication of the Community Justice Improvement Plan has been delayed, expected May/June 2025. However, the Community Justice Partnership has been continuing to focus on progression of 10 national outcomes, 4 national aims and 13 priority actions. Multi- agency activity is ongoing across all the Community Justice Pathways: Point of Arrest, Through Prosecution (including Bail, Electronic Monitoring), At Court, Community Sentences and Liberation from Prison (including Remand). Production of the Argyll & Bute Community Justice Annual Report 24/25, submitted to Community Justice Scotland, is underway. The CJ Annual Report for 2023/2024 can be found here, page 104. (Public Pack)Agenda Document for Argyll and Bute Community Planning Partnership - Management Committee, 16/04/2025 10:00 Future reporting will be formatted around the Community Justice Pathways Yes Review the progress of the Justice Social Work (Community Justice) Service Plan, support future developments. The JSW service plan 2025 – 28 is being developed to establish new priorities and areas for development in line with Scottish Government policy and revised national guidance. The service plan will be linked into a wider overarching Performance and Quality Assurance Framework for the service. The need for an overarching framework was identified as a need following the self evaluation of JSW by Care Inspectorate in the latter months of 2024. We are still awaiting formal feedback from the Care Inspectorate on this. In relation to the JSW Service Plan 2022 – 25, I can report that most areas were achieved including • Improvements in Diversion from Prosecution practice, • Successful Implementation of new national Justice Social Work report template • Successful Implementation of new national Throughcare and Aftercare Release Licence Reports and protocols. Yes Page 117
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Page 42 of 78 • Continued rollout of Bail Supervision Scheme and use of Structured Deferred Sentences as per national policy direction • All Justice Social Work Staff trained in Schema Therapy and DBT to improve interventions and trauma responsive services • Implementation of Justice Eclipse system • Monthly Audit Programme ensuring regular audits across all areas of JSW activity • Completion of the LAAS pilot project to deliver voluntary throughcare service Notable areas of focus for the 2025 – 28 Service Plan include Pilot of Advance-D Domestic Abuse Perpetrator Programme Implementation of the suite of new/revised national guidance which will be introduced throughout 2025: Diversion from Prosecution, Bail Supervision, Home Detention Curfews, National Outcomes and Standards for Community Sentences Development of Unpaid Work Joint work with Recovery services Continuation of audit programme and focus on quality assurance Page 118
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Page 43 of 78 Implement and monitor the improvements related to the jointly commissioned Violence Against Women & Girls research. There has been a delay in publishing the study, due in part to wanting to demonstrate progress on some of the recommendations so that this could be seen alongside the study. In the interim progress has been made in: • Awareness Raising and understanding of the Safe and Together model. • Developing a trauma informed workforce. • Informing staff skills base and understanding of the lived experience of women and children through a range of training events in key areas; these include: Trauma Impacts of domestic abuse on women and children and how to work with these. Routine Enquiry; asking the question. How the Police Deal with Domestic Abuse and support victims. Domestic Abuse and Child Contact Issues. Domestic Abuse in Single Sex, Female Relationships. Dealing with Disclosure of Sexual Assault. Animal Abuse as a Form of Coercive Control. Human Trafficking. Commercial Sexual Exploitation. Harmful Traditional Practices. Working with Perpetrators Towards Change. Working with Men; working with Fathers. Other things that have happened to improve staff awareness and skills and, hence, improve services to lived experience women, have included: • The increase in the number of key agencies who are members of the Violence Against Women and Girls Partnership. This supports better communication and joint working. • Information / leaflets for both staff and lived experience women are currently being developed. No refer to VAWG Section Carry out a validated self-evaluation of our Community Justice Partnership in line with the Care Inspectorate guidance. Ongoing. Prioritising of Legal Compliance; Leadership, Engagement & Partnership Planning; and Public Protection sections. Justice Social Work carried out a self-evaluation for the service during 2024/2025, awaiting feedback from the Care Inspectorate. No included as part of implementation of CJ Plan Review the learning from the first phase jointly commissioned research report for Refer to update above No Page 119
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Page 44 of 78 During 2024/2025 engagement continued the wide range of organisations and services included national and local public and third sector, this was based around the four aims, thirteen priority actions and ten national outcomes for community justice. Engagement with a range of representatives from the following: The activity focused on reviewing the requirements within the national documentation, creating baselines for where we are and identifying where there is capacity for improvement within current resources and what requires additional national resources. Engagement Activities Taken Place in 2024/2025 Violence Against Women & Girls and implement key recommendations. Children, Families & Justice Social Work Employability Partnership Housing Community Planning Area Planning Groups Police Scotland We Are With You Scottish Fire & Rescue Service Carr Gomm Skills Development Scotland Hope Kitchen Third Sector Interface Lomond and Argyll Advocacy Service Drug & Alcohol Recovery Service Blue Triangle Mental Health Service Inspiralba Health & Social Care Partnership Bute Advice Alcohol & Drugs Partnership Community Justice Scotland Violence Against Women Partnership Scottish Prison Service Scottish Government Scottish Violence Reduction Unit Page 120
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Page 45 of 78 Public Health Priorities Year 3 Progress Update Carried over 2025/26 Yes/No Continuation of previous year’s activity and new activity to be agreed in partnership. Argyll and Bute HSCP Public Health team continued to work on the below activities, agreed according to national priorities, assessment of local need and through joint working with a range of partners. Yes Deliver on joint Health Improvement plan between Argyll and Bute and north Highland. A joint Health Improvement plan has been developed between Argyll and Bute and Highland, with a view to delivering some activity NHS Highland-wide. The aim is to share learning and streamline pieces of work where relevant. In year three of this workplan, joint training continues to be delivered as follows: • Money Counts – virtual training opportunity which is available for any staff and partner organisations across NHS Highland and Argyll and Bute. This is delivered by Health Improvement staff and in year 3 was also supported by Argyll and Bute Council staff. It aims to raise awareness of poverty, how to raise the issue of money worries, and where to signpost/direct people for additional support. It also raises awareness of the Argyll and Bute Worrying About Money leaflet. In 24/25, 4 courses were delivered across NHS Highland, with 27 attendees. MAP of Health Behaviour Change – The aim of this course is to give practitioners skills and confidence to notice, discuss and support opportunities for patients to make and maintain behaviour changes. The course focuses on person-centred communication skills. In 24/25 3 courses were delivered to 27 attendees. The course continues to be delivered quarterly across NHS Highland and in 25/26 will be complemented by skills coaching sessions and training additional trainers. Yes Addressing inequalities: child poverty; poverty; children’s rights; equalities; The Public Health team have continued to undertake work addressing inequalities. This is threaded throughout all our work, and includes specific action as detailed below: • In partnership with Scottish Government Screening Inequalities Fund, we were able to increase capacity dedicated to reducing Yes Page 121
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Page 46 of 78 inequalities in screening programmes. A Health Improvement Officer worked with 3rd sector organisations in Argyll and Bute to build capacity for promotion of screening programmes using a £7500 grant fund. Projects included Wellbeing Walks, a community wellbeing festival, an art- based community engagement programme and producing culturally appropriate screening information for Gypsy/Traveller community. • The team has led on developing new Equality Outcomes for Argyll and Bute HSCP and completing an equalities mainstreaming report. This involved aligning to NHS Highland & Argyll and Bute Council equality outcomes, consulting with staff, services and public. These will be published in June 2025 with the Equalities Mainstreaming report 2021-2025, which details how the HSCP has mainstreamed equalities over this time period. • The team support the Welfare Advice and Health Partnership (WAHP) in Argyll and Bute. This initiative aims to address financial insecurity for individuals who may not seek support from other means of welfare advice and in doing so contribute to improvements in health and reduce demands on Primary Care services. Funding was allocated to Argyll and Bute Council for additional resource for welfare advice specialists, for a 2-year remote and rural pilot for five GP practices.57% of clients had a long-term condition. Total client financial gain from Welfare Rights intervention from the start of the project is £315,560.50. The team play a role in supporting the HSCP with their statutory duties under the United Convention for the Rights of the Child (UNCRC). In 24/25 this has involved supporting the Argyll and Bute UNCRC group. The team have led a project on integrating ‘child rights and wellbeing impact assessments’ (CRWIA) into the existing impact assessments. This integrated impact assessment will be available to HSCP staff from 2025 onwards. Support the strategic direction and delivery of the Living Well Programme board and initiate implementation of the refreshed Living Well The Public Health team continue to support the Living Well programme board with strategic direction and operational delivery. This programme board uses the background of the Living Well strategy to inform a 5-year plan of prevention, by focusing on wellness, not illness, empowering and enabling those within Argyll and Bute to live well. Specific detail on activities is provided below: Yes Page 122
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Page 47 of 78 Strategy. Within this programme of work, projects include workforce development; self- management; community link working; physical activity; mental wellbeing. • Supporting Living Well Programme by providing Health Behaviour Change training to new Wellbeing Practitioners. • Supporting ‘Community Assets for Living Well’ workstream, which includes development of a new Walking Development Officer Post, rolling out Art of Hosting methodology across Argyll and Bute, and exploring opportunities for ‘single point of access’ to statutory and community services. • Evaluation of the 2019-2024 Living Well Strategy through focus groups with key stakeholders • Development of a strategy refresh plan for the Living Well Strategy 2025-2030. • Leading the tender process for the new Community Link Worker contract 2024-2028. This was informed by evaluation of the previous service and engagement with CLW and primary care staff. During 24-25, the service was available in 121 GP practices. Between March 2022 and December 2024, the service received 1224 referrals & 90% of those who received the service and completed an outcome questionnaire reported an increase in their wellbeing. In addition, the Public Health team worked with Living Well partners to draw in external funding for the service. This has resulted in a remote and rural service expansion from 2024 onwards and resource for evaluating CLW in island communities. • Work has continued to embed RSPB Nature prescriptions across Argyll and Bute. RSPB Nature Prescriptions are a free, non-medical approach based on accessible connections to nature that will improve wellbeing by engaging with nature in a personal and meaningful way. In 24/25 these were used by Community Link Workers to connect people to nature and increase their wellbeing. • Living Well Community Capacity fund awarded Living Well grants to community projects and services which met the aims and outcomes of the Living Well strategy. In 2024-2025, the grants focused on improving health and wellbeing in rural island communities through ‘connecting people to community activities’. £23,000 of grants were awarded 1 Note that some practices merged in 24/25, hence the change in GP practice number from 14 to 12. There was no reduction in service. Page 123
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Page 48 of 78 • Support the delivery of the local suicide prevention action plan working with Argyll and Bute Strategic Suicide Prevention Group. In 24/25, capacity to support this work was increased via a new dedicated Health Improvement Senior post. Since September 2024, a range of suicide prevention and mental health training opportunities have been delivered across Argyll and Bute. These include 115 people trained in ASIST (Applied Suicide Intervention Skills Training), 41 in Scotland’s Mental Health First Aid (SMHFA), and 53 in Youth Mental Health First Aid (YMHFA). In addition, a group of 12 frontline staff took part in an "Ask, Tell" workshop – a training programme developed by NES and Public Health Scotland to improve understanding of suicide, self-harm, mental health, and compassionate conversations. • On World Suicide Prevention Day (10 September), council buildings were lit up in purple and a social media campaign helped raise awareness of available support. By the festive period in December, the Argyll and Bute Mental Health Hub had been developed to provide a centralised online resource for those experiencing distress or needing crisis support: https://www.ablivingwell.org/mental-health- hub. Recognising that not everyone has internet access, printed leaflets were also produced and distributed through third sector partners to ensure wider reach and inclusion. • The Public Health team continues to take an evidence-informed approach to all actions, and is committed to using timely and relevant data to support decision-making. With this in mind, links have been strengthened with Police Scotland, and more detailed data is now being received regularly to help us monitor local trends and shape targeted prevention activity. • The Smoking Cessation team within Public Health continue to deliver a service across A&B that targets the 40% most deprived communities but is available to all residents. There are 4 smoking cessation advisors within the team and during 24-25, they supported 76 people in their efforts to stop smoking. The team also promoted their service and highlighted the dangers of smoking at a number of community events. Work undertaken to scope sexual health promotion needs across Argyll and Bute including small focus Page 124
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Page 49 of 78 groups with young people. A new Condoms by Post scheme has been developed in conjunction with NHS Highland and delivered by Health Information Resources Service (HIRS). ‘Speakeasy’ training for trainers has been commissioned from NHS Tayside. Speakeasy is a preventative community education programme which helps parents and carers tackle issues around children growing up, including body changes, safety, relationships & sexual health. The course helps parents to build on what they already know about growing up relationships and sex. Fifteen individuals representing a diverse range of professions which work with families and young people attended the initial training sessions and we are currently developing a plan for roll out. Building capacity for health improvement: education; community planning; locality planning; encouraging and supporting cross sectoral collaboration and community empowerment; engagement; place-based work. The Public Health team continued to build capacity for health improvement in partners and our communities. Our Living Well networks held quarterly meetings within their local areas and coordinators also attended Locality Planning Groups. In addition, communications, surveys, consultations etc from various sources (e.g. Public Health team, Locality Planning Groups, Third Sector) were sent out by email and social media via the Networks. The Public Health team regularly attended Area Community Planning Groups, relevant thematic Community Planning groups and Locality Planning groups to build capacity for health improvement and coproduction The Public Health team arrange webinar sessions open to HSCP staff and Third Sector. These have included webinars on: suicide prevention services by Breathing Space. The team have also built capacity through training delivery and commissioning for a range of topics including health behaviour change, suicide prevention, financial inclusion and sexual health. Further engagement activity is described below. Yes Please outline any activity in relation to service commissioning, i.e. revisions to specifications, new services, reviews of existing contracts. Terminations of contracts. In 24/25, the Public Health team supported several contracts, and further detail is provided below: Heartstart: SLA with Greater Glasgow and Clyde - continues Living Well Network Coordinators: contracts ended in March 2025 following a review. In 25/26 team are exploring new ways of working with communities. Community Link Workers: 21-24 contract with We Are With You came to an end in December 2024. New tender process undertaken with revised specification. We Are With You were the successful organisation and now delivering the service from December 24. Page 125
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Page 50 of 78 Cool2Talk: annual grant payment to Mid Argyll Youth Development Services and SLA with NHS Tayside ended in March 2025 following a review. Waverley Care: note that this contract was commissioned and managed by NHS Highland and was a pan-Highland service which ended in December 2024. Distress Brief Interventions: Due to operational reasons, the Public Health team have temporarily taken on oversight and support of the Distress Brief Intervention contract. This has included evaluation of the 25/25 contract and appropriate contracting process for the 25/26 contract. Engagement Activities Taken Place in 2024/2025 The Smoking cessation team continue to undertake engagement and awareness raising events throughout the year. This includes engagement with various professions to raise awareness of the service and increase referrals – including local pharmacies, AHPs, Social Work, Specialist Nurses, Primary Care, Community Link Workers, Midwifery, disability employment officers etc…The team also undertake community engagement, attending community events such as wellbeing festivals and engaging with Children and Young People during the S2 Drama productions. Every March there is a No Smoking Week, which sees awareness raising events of the service and the benefits of quitting across Argyll and Bute. This year smoking cessation advisors attended events in each community hospital, local shops and supermarkets and worked with Oral Health Improvement colleagues. There are four Living Well Networks throughout Argyll and Bute, with a dedicated LWN Coordinator for each Locality funded by the Public Health Team. The purpose of the Networks is to develop local partnership working and planning for health improvement activity. Although these networks came to an end in March 2025, they undertook a number of community events in 24/25 including partnering with Helensburgh Community Hub for a wellbeing festival and hosting a health and wellbeing day in Tiree. Engagement has driven the suicide prevention work delivered by the team. In 24/25 suicide prevention training was refreshed across Argyll and Bute and was informed by community and staff engagement which sought to find out training needs and preferred locations. Engagement also drove the development and launch of a new Mental Health Hub — Living Well in Argyll and Bute, a dedicated space on the Living Well in Argyll and Bute website to find support and resources for mental wellbeing and suicide prevention. This was developed following a needs assessment and is continuously updated following feedback from engagement. As part of the engagement work for the new Community Link Working contract, information sessions have been held for remote and rural GP practices. This is part of ongoing engagement with GP practices to scope and ensure the service best meets the needs of remote and rural communities. Three drop-in information sessions have been set up to provide an overview of the current service, discuss what the future remote and rural service will look like, and gather feedback from GPs about aspects of the service. In order to reduce inequalities in accessing screening programmes and following a request from Public Health Scotland, engagement was undertaken with the Gypsy/Traveller community via 3rd sector organisation MECOPP. This feedback will be fed back to PHS and used to tailor screening literature and identify new initiatives. Work has continued in 24/25 to engage on lessons learned from the Living well strategy and to inform the next iteration of the strategy. To-date relevant stakeholders have been invited to provide their view on what worked well, lessons learned and what could have been better. Previous health and Page 126
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Page 51 of 78 wellbeing-related engagement has also been reviewed, in order to identify where there are gaps in ‘what we know’. Sexual health focus groups were carried out in an Argyll & Bute secondary school with a total of 11 young people in secondary 4 & 5. This was a lively discussion in order to understand their experiences of sex education, sexual health promotion and issues someone their age might have accessing contraception, condoms, emergency contraception and other sexual health related services. The feedback from this was used to inform initiatives. Page 127
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Page 52 of 78 Right Care Right Time Priorities Year 3 Progress Update Carried over 2025/26 Yes/No Consider models for community services with the aim of minimising different services/staff visiting people in community and improving flow through hospital. Assessment and care coordination reform. Focussed work around the review and redesign of extended community care teams, with re- ablement. Review and redesign of systems and processes for assessment and care coordination, including assessment and care review. TEC and Digital care. Introduction of reviewing officers and Discharge Flow coordinator role (whole system). Yes Plan and progress spend on the recurring funding from Scottish Government. All funding linked to KPIs and strategic older adult work. Sitting within a finance group. SG whole system action plan and funding bid has been progressed which is liked to ongoing CfSD leverage points and strategic drivers. No Enhancing multi-disciplinary community teams to be responsive, flexible, highly skilled, continually assessing with a re-abling and rehabilitation ethos and high quality end of life care with the skills to provide simple care that currently involves a hospital admission. Part of integrated processes and community standards work. Good progress in terms of mapping barriers and areas of change. Also considered above in terms of ‘’models for community services’’. Yes Enhance clinical education for all staff, develop skill mix, apprenticeships and health care support worker skilled roles. Sitting under any service change/governance. No Provide enabling care at home that is effectively commissioned and planned for those who need it, with enough capacity to be provided following assessment at home and at the point of need. These needs to link to the wider issue of the strategic approach to care at home (see below) and integrated approaches of how assessment and review of care is carried out. Discharge to Assess, focussed remodelling of reablement, TeC and digital are all key factors. Link with Care at Home below. Yes Engagement Activities Taken Place in 2024/2025 Noted below in older adults/adults and hospitals. Page 128
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Page 53 of 78 Adult Care –Older Adults/Adults and Hospitals Priorities Year 3 Progress Update Carried over 2025/26 Yes/No Extend the Community Hospitals into the community and provide a greater range of health related skills and services at home. Urgent Community Response and Hospital at Home ongoing development. Ambulatory Care. Virtual ward, OPAT and near patient testing. Yes Develop a community assets approach and identify a way in which people can be supported as much as possible within their own community before needing statutory services. Single Point of Contact review and redesign. Links with Living Well Programme and TSI. Ongoing work round the development of a ‘one front door approach’ which will be co- produced across all sectors. Standardisation of materials and processes currently in use. Assessment ethos to be enabling, with strengths and assets based approaches. Yes Developing a meaningful conversation with islands around our health and care services. Specific island work has been carried out on Mull and Tiree in relation to specific service developments. These needs widened to our overall island approaches. Link with overall islands approach No Set up a Self-Directed Support Steering Group in order to embed Self- Directed Support Improvement Standards. Standards are being reviewed but no steering group has been established. Consider integration of SDS across all areas of assessment and care coordination. Yes Support care at home through a challenging winter, linking unscheduled care elements to limit duplication and make best use of the total resource available. Link all these care at home actions into one key action for care at home. Links with Care at Home strategic development and community services redesign. Yes Develop a care at home strategy to agree and monitor key developments to build a flexible and sustainable service. Strategy developed and 4 sub-groups linked to organisational redesign; financial sustainability; training; digital. Pathways in and out of the service underway and the integrated processes work reducing duplication. Yes Develop an Older Adult Strategy. Completed and agreed. One year action plan to be completed. Review process to review and refocus actions has been developed to support the delivery of the strategy for its whole lifespan. Yes Develop a robust plan around winter planning, Completed – reviewed annually. No Page 129
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Page 54 of 78 mapping out all elements of service delivery, what the pressures are and how they impact on each other. Work in partnership with providers, supporting elements such as recruitment, training to ensure best use of resources. Continuous, would see this as part of ongoing good governance work rather than a development in its own right. No Review the use of Extended Community Care Teams and link them to other community services. Underway, again linking with care at home and community developments. Yes Complete a building appraisal for internal care homes and develop an overarching care home and housing strategy. This will include the position of intermediate care within Argyll and Bute. The strategic work on care homes and housing is well underway with a demographic modelling and the development (underway) of options appraisal to inform future models. Closely linked with housing under the Care Homes and Housing Programme Board. The work on intermediate care has not yet begun in terms of its scope. Yes Please outline any activity in relation to service commissioning, i.e. revisions to specifications, new services, reviews of existing contracts. Terminations of contracts. (previous update below) Current Update from Commissioning Care at Home There is a lot of agency use in OLI care at home due to issues with recruitment and retention. Options to resolve this are being looked at. Review of Community Resources Group (CRG) process to ensure equity of services and ensure that there are links to community assets Link to discharge protocol and establishment of single point of access; responder; enablement & re- ablement; palliative care model Ensure these services are part of a continuum of service Engagement Activities Taken Place in 2024/2025 Specific engagement with staff groups across the HSCP as part of the older adult strategy. This included a locality webinar for all LPGs; staff and professional leads workshops; work with the Older Adult Reference Group. Two provider forums were established for care at home and care homes. Page 130
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Page 55 of 78 Learning Disability & Neurodiversity Services Priorities Year 3 Progress Update Carried over 2025/26 Yes/No Further development of specialist Core and Cluster housing to support individuals with complex needs and reduce the requirement for individuals to be placed out with the area. Core and cluster for 6 has been developed in Dunbeg and is at full occupancy. 4 person individual supported adapted tenancies, new build properties at the Sawmill site Helensburgh as a replacement for the Campbell St. service now operational in Partnership with Scottish Autism and Loretto Housing. 6 person individual supported tenancies in Rothesay currently being developed in partnership with ACAH and Affinity Trust. Direct replacement of the Morningside service with increased capacity. Other options for new build in Argyll and Bute also currently under consideration. Yes Development of short, medium and long term housing strategy to ensure appropriate accommodation models for services users and affordable housing for H&SC staff. Involved with Corporate Services and other A&B and NHSH Departments to promote available and affordable housing options in a range of localities. No great movement to date but reasonable prospect of small scale limited success in 2 localities. Yes Sustain and further improve on the positive feedback from external regulators regarding the quality of service provision (both internal and external). All internal services, the 5 day Services in Oban, Lochgilphead, Campbeltown, Rothesay and Dunoon, and the HMO, Greenwood in Campeltown have all been inspected with improvements across the grades in all. Further work being undertaken aligned to the priorities of the Services 3 year Improvement Plan. Yes Reduce stigma in relation to learning disability and autism through delivery of joint training and/or awareness raising for staff across the HSCP. Limited training has been undertaken however a more comprehensive set of objectives are currently being worked up in respect of the Strategy developments referenced in the following section below. Yes Development of A&B specific Learning Disability and Autism Strategies, in line with the A&B HSCP Engagement Framework. The Learning Disability and Neurodiversity Strategies are currently being refreshed with representation and support from Service users, families, carers, individuals with lived experience, NAIT, NHSH, A&B, 3rd and Independent Sector partners. Timescale for completion January 2026. Yes Page 131
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Page 56 of 78 Continue to utilise technology and telecare where appropriate to increase independence, whilst ensuring the safety and wellbeing of service users. The use of technology for individuals and service support providers is a central essential consideration in all our Service User focussed activity. The commitment is to maximise Independence, independence and safety within all situations, models of care and to recognise the financial challenges across the Partnership in relation to economies and budget considerations. In particular the use of Tech can help build confidence for individuals and their carers/families as we work in partnership to develop new models of care. Yes Please outline any activity in relation to service commissioning, i.e. revisions to specifications, new services, reviews of existing contracts. Terminations of contracts. (previous update below) Current Update from Commissioning Increased need for specialist neurodiversity services within Argyll and Bute in order to prevent requirement for out of area placements and support the repatriation of individuals back to the area, where appropriate Review of Day Service provision across A&BHSCP to ensure equity, sustainability and services are fit for the future. Review all pre-placements residential care contracts for out-of-area placements, if not covered by SXL. Review all supported living contracts. Lead update: There have been no contract terminations. All services whether internal or contracted are subject to a programme of review/refreshment as required. Engagement Activities Taken Place in 2024/2025 Contract/service reviews with all commissioned providers. Development of new Respite opportunities with Key Housing and Enable. Development of new outreach Autism support service in H&L Scoping activities undertaken with HSCP Departments and 3rd/Independent sector providers for Supported Living, personal care and all the aforementioned. Page 132
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Page 57 of 78 Mental Health Priorities Year 3 Progress Update Carried over 2025/26 Yes/No Consider and consolidate standardisation of processes; roles and responsibilities; care and support co- ordination and utilisation of effective training and delivery models (i.e. specialist / generic). Community guidelines are progressing well and will examine interface with other services across the mental health landscape. Team are progressing with scoping variance and impact of same Yes Further scoping of leadership and management of teams have enabled operations managers across the service. Full embedded No Establish clear pathways to keep patients in local hospitals before transferring to acute units and further develop community supports and strategies. A oversight looking at inpatient IPCU and inpatient dementia beds has been progressed, although at an early stage Yes Progress planned developments associated with Transforming Together agenda for mental health. Core and cluster not progressed – requires dedicated support to develop Yes Community Mental Health Services review and outcomes. Completed – this is several years on, the majority of outcomes have been met and those now not relevant noted No Psychological Therapies – we are working with the Scottish government to develop a business case to enhance and develop our PT services across A&B and to assist us to meet the expectations and demand for services in a timely and effective manner. The teams are now realigning to make an A&B wide service under one management structure to ensure better oversight of waitlist and service delivery at tier 3 and 4. Psychological therapies is now 1 team and managed by Consultant Psychologist, we have developed a successful partnership with Xyla to assist in wait times across A&B No The primary care mental health team have also realigned to work across GP surgeries and to support This is fully embedded No Page 133
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Page 58 of 78 those presenting with mild and moderate mental health concerns. This team have a Multidisciplinary Team approach and have a wellbeing nurse, Occupational Therapy , guided self-help worker and primary mental health worker in each locality. Care Reviews. Required resource to support, scoping commenced Yes Inpatient services – addition of a consultant psychiatrist for the inpatient unit 3 days per week. Recruitment of Registered Mental Health Nurses remains fragile due to the national shortage and the inpatient environment holds large vacancies, support around recruitment and retention is well under way across NHS Highland. No progress in Consultant recruitment, currently sector consultants in reach to the ward. Recruitment in Mental health remains fragile and challenging across disciplines. We have the privilege to welcome International nursing colleagues over the last 2 years which has positively impacted and are supporting 4 earn to learn students. Retention premium is in situ until 2026. Yes Standardisation of processes; roles and responsibilities; care and support coordination and utilisation of effective training and delivery models (i.e., specialist / generic), as appropriate to support mental health and dementia services locally Dementia team are offering inreach, training and support, variation will continue to be monitored and assessed by Clinical service managers No Please outline any activity in relation to service commissioning, i.e. revisions to specifications, new services, reviews of existing contracts. Terminations of contracts. New contract with Xyla for primary and secondary psychological interventions Page 134
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Page 59 of 78 Primary Care (General Practice) Priorities Year 3 Progress Update Carried over 2025/26 Yes/No Assess the impact on GP practices following the service redesign of Pharmacotherapy using a remote hub model. The hub is now fully staffed from March 2025 and a new skill mix has been introduced to provide input into the practices remotely. Systems and processes are still in development and referrals into the pharmacotherapy service are being looked at to identify which team member is the most appropriate to undertake the task. Once this is completed there will be consultation with the GP practices. There are also 2 development posts for pharmacy technicians in the hub and these reduce the input to practices. Yes Delivery of a strategy for island health and social care provision specifically for out of hours and urgent care. The draft Island Strategy has been completed and fully engaged on and awaiting decision on governance and accountability for actions prior to full publication. Yes Actions within strategy Establish a sustainable GP out of hours service for Jura, linking it with Islay and building community resilience. The Jura Out-of-Hours (OOH) working group has successfully reached a consensus on a new model for service delivery. This agreement marks a significant milestone since last years update, allowing the project to transition into the design and implementation phase. In this next phase, an implementation group composed of key stakeholders has been established. This group is tasked with the responsibility of taking the new model forward. Their role involves detailed planning, designing the operational aspects, and overseeing the implementation to ensure the model meets its intended goals of providing a sustainable primary care out of hour’s model of care. This phase will involve continuous engagement with all relevant parties to address any challenges and make necessary adjustments, ensuring the model's sustainability and effectiveness in improving out-of-hours services. Yes Implement transitional arrangements where practices continue to provide some services. In 2022, the National GMS Oversight Group approved a Rural Flexibility options appraisal submitted by the HSCP. The business case focused on 18 of our more remote and rural practices where it was clear that an HSCP delivered Community Treatment and Yes Page 135
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Page 60 of 78 Care(CTAC) and Vaccination service was neither cost effective or sustainable. 12 practices now receive a rural flexibility payment and claim reimbursement for vaccinations under an Item of Service arrangement. The HSCP agreed with NHS Highland Local Medical Committee (LMC) to regularly review these arrangements with all 18 practices. This process commenced in February 2025 and is ongoing with the full report to be submitted to the Primary Care Modernisation Programme Board and NHSH LMC in June 2025. The HSCP is committed to delivery of the other workstream services agreed under the 2018 GMS contract ( Pharmacotherapy, First Contact Practitioner Physiotherapy, Primary Care Mental Health and Community Link Workers) across urban and rural practices. Geographical and resource challenges have seen ongoing development of locally designed solutions including hub and digital infrastructure across the multi disciplinary teams. Where possible, measures have been implemented to improve equity between remote and rural and urban GP practices. Contribute to review of sustainable services on the island of Coll. We have recently appointed new independent General Practitioners for the Coll General Medical Services contract, which took effect on 1st April 2025. This new contract introduces a change from the previous model, with three GPs rotating to cover both in-hours and out-of-hours care on the island. This new approach offers a more robust and sustainable healthcare model compared to the previous system, where a single GP was responsible for delivering services year-round, often with limited time off and little reprieve from the demands of the role. The rotation system ensures that the GPs can better manage their workload, reduce the risk of burnout, and maintain a healthy work-life balance, ultimately improving the quality of care provided to the community. With this model, we anticipate increased stability in healthcare provision, offering residents and visitors to Coll a reliable and accessible service. Yes Co-location of Cowal Medical Practice and Church St Surgery Due to the funding freeze on Premises Improvements last year, the original plans for Yes Page 136
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Page 61 of 78 in the Cowal Community Hospital, Dunoon. moving GP practices into Cowal Community Hospital was paused. However, alternative plans are currently being considered. Engagement Activities Taken Place in 2024/2025 • Jura Out of Hours Public Engagement event in September 2024 with follow up article inviting further feedback from Island residents in Jura Jottings following the event • Patient engagement done in both Inveraray and Furnace in 2024 • Coll and Colonsay Engagement for GP Interviews in 2024 Page 137
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Page 62 of 78 Dentistry Priorities Year 3 Progress Update Carried over 2025/26 Yes/No Identification of service needs and associated development. Senior Dental Officer post fixed term recruited part time. Remainder of post reallocated to fixed term DO post Oban, 0.4WTE due to go to advert imminently. Work to increase service provision to Oban, Mid Argyll areas continues. DHT post recruited, NDIP provision now shared between DHT and DO which allows for more clinical availability. Yes Development of current services for Island communities and priority groups Shared mobile dental unit with Highland HSCP refurbished. Working with Estates team to ensure water safety and electrical safety compliance between HSCP areas. Joint project. Direct collaboration between Coll and Colonsay to identify services connections for MDU continues. Tiree – Regular visits from Dental Officer and DHT (Dental Hygienist Therapist), subject to flights and ferries timetable. Dental chair identified for refurbishment/replacement. Working with Estates colleagues to enable installation. Mull – Tobermory clinic remains extremely busy. Again, Estates Team input required to improve fabric of building. Dental Chairs in both surgeries and x-ray unit in one surgery replaced in 2024. IT/Network connection remains challenging, other items listed require Estates team input to progress (staff changing and kitchen/handwashing facilities, x-ray machine wall support). Bute – PDS clinic remains busy. General Dental Practitioner with enhanced ability to provide care for residents of care homes on Bute. Priority Groups/Secondary care options –GA or IV sedation services for complex care cases/anxiety cases: Currently no provision for this within A&B staffing cohort. External referral to NHSH North or GGC is only route for these patients. SLA and boundaries are unclear. Discussion and informal agreement with NHSH North, who will provide this service for Oban and will accept referrals to Inverness. Discussion with GGC on a case by case basis. Will accept from geographical area near to GGC but boundaries not set and SLA is unclear. Board input required to determine SLA with GGC and NHSH North. Collaboration with NHSH N SCP staff and A&B SDO and DO in Oban to assist with these cases locally in Oban, and provide robust referral pathway. Orthodontics: service is maintained within Primary Care, unlike other board areas where this service is delivered in secondary care setting. Currently supported by two Consultants (one GG&C and one Highland) on a rolling 6- monthly commitment basis. Service development includes up skilling of SDO to move into orthodontic care. Appropriate PG course identified and SDO enrolled in PGDip Yes Page 138
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Page 63 of 78 programme. Up skilling of one Dental nurse to Orthodontic Therapist underway (NES course) and expected completion Spring 2026 Oral Health Improvement: Looking to recruit to vacant post to cover Oban, recruited to cover Islay vacancy from Mid Argyll Increasing access for patients in assisted and looked after accommodation settings. Domiciliary dental care has resumed. Caring for Smiles Programme for Care Home staff has resumed and is now expanding to include the ‘care at home’ sector. Oral health care shop to provide oral healthcare items at cost price to care homes piloted and successful. Expanded to other PDS locations in A&B. Feedback remains good. Yes Increase skill mix in association with in- house training and also NES partners. Three Dentists and one Dental Hygienist Therapist are now providing Inhalation Sedation in PDS settings. All Dentists have the opportunity to complete AWI training. One clinician on waiting list for this. Clinician’s peer group meetings provide PDS focused CPD and learning. Child Was not Brought protocol developed in collaboration with A&B Child Protection Services, cascaded out to all team members, local familiarisation sessions to all team members. Yes Team building. Regular Team meetings and one to one meetings continue. SMT in person site visits occurring regularly. Monthly whole team cascade brief/PDS team brief via Teams to increase team cohesion. Face to face annual clinician meetings adopted to reduce professional isolation, along with virtual clinician meetings bi-monthly. SMT have established connections with other Primary Care Teams Leads via Primary Care meetings. Yes Standardising processes. SOP development continues across service to continue to improve service provision and ensure best practice is consistent across the service. Use of Datix incident reporting tool has been encouraged and is well used by the Team. This assists with learning and identification of SOP projects. Yes Fixed term recruitment in Orthodontic services. Weekend Consultant led clinics continue. Local service development and virtual consultation in progress to allow more non-Consultant activity during weekdays – end goal to have a weekday service led remotely by Consultant with regular but less frequent in-person visits, and staffed by Orthodontic Therapist and SDO with interest in Orthodontics. Yes In- house development of SDO for Orthodontic services. Enrolled in PGDip course. Currently Year one – PGCert on satisfactory completion. University of Plymouth course provider. Increased Orthodontic case mix locally available. Yes Page 139
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Page 64 of 78 Move to baseline funding Baseline funding in operation Work underway to align SDS and CDS pays templates to reflect current staffing compliment. Yes Capital funding application for service improvements Capital Funding bids active currently: Autoclave replacement across all sites. LDU facilities failing. Ageing stock at end of lifespan. Dental Chair, Lochgoilhead clinic. Catastrophic failure necessitates replacement. Yes Engagement Activities Taken Place in 2024/2025 Collaborative working with General Dental Services in co-located sites and the associated Bodies Corporate to assist with pressures around delivery of care. Continued engagement with Pharmacy team and Child Protection services to ensure robust policies are in place which are aligned with wider HSCP policy. Oral Health Improvement Team: Continue to be at the forefront of engagement throughout different sectors – Education, Health Partners, Social Work colleagues, Care Home Teams, Care at Home Teams, Addictions Teams, Forces Families Federation, Refugee and displaced persons population, Service providers for Adults with Additional Care Needs & third sector colleagues and families associated with the above groups locally over Argyll and Bute. The Oral Health Improvement team provides accredited training in oral healthcare in the Care Home setting and for those who Care at Home. Page 140
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Page 65 of 78 Alcohol and Drug Partnership Priorities Year 3 Progress Update Carried over 2025/26 Yes/No Develop the ADP strategy. The final draft of the ADP Strategy Refresh 2025 until 2027 was presented at the ADP Strategy Group in March 2025 and the final version will be published after the ADP Strategy meeting in May 2025. The refresh work was lead by a steering group to who met 3 times during the project, at beginning, mid-point and end of the process. 11 national strategies and policy documents were identified of relevance to alcohol and drugs partnerships. 13 local (Argyll and Bute) strategy and planning documents were identified which showed clear connections to ADP current priorities. A wide range of engagement detailed below was conducted including semi structured interviews with ADP members, people with lived experience and engagement workshops. The areas of priority are Strengthening the Partnership, Prevention, Strengthening Recovery Orientated Systems of Care and A Public Health Approach to Justice. A Health Needs Assessment has been carried out in 2024 until 2025 and on track to be finalised by May 2025. Identification of the key areas will be progressed with the partnership aligning which the partnerships strategy and development of short to long term delivery plans. · Any specific findings highlighted in the HNA or focus groups in relation to JSP will be aligned and incorporated into this work. No Develop community hubs throughout Argyll and Bute. Recovery Café’s and Hubs have been supported by grant funding, enabling them to develop a wide range of work to support people in recovery. The Service Level Agreement with Community Learning Development 2024 until 2025 has enabled dedicated support to recovery communities in Helensburgh and Dunoon whilst supporting a test of change in Oban and an Argyll and Bute wide network. Yes Expand on the whole families approach. Scottish Families Affected by Alcohol and Drugs (SFAD) were commissioned in 2024 until 2025 to raise awareness and engage with families and services in Argyll and Bute. The high level goal of this work is to grow a model of family support that is connected and effective, utilises community assets, sustains, strengthens and upskills communities to create a cohesive and effective Whole Family Approach. SFAD in collaboration with stakeholders have developed a partnership plan informed by the gathering of evidence from families and those in services and supported by grant funding. SFAD have listened directly to people personally impacted and to professionals working within the community to reduce alcohol and drug harms, have held many conversations, 4 shorter hybrid workshops, and a conference. Through engagement, they identified priorities to support the development of a Whole Families Approach. A Whole Families Group has been re-established to continue to take forward this approach in Argyll and Bute. Yes Page 141
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Page 66 of 78 Community Reinforcement and Family Training (CRAFT) was commissioned by the ADP, and to date 20 attendees participated in the two day training course. Continue to deliver to the requirements of the National Mission. The ADP continues to work towards delivering the requirements of the National Mission, primarily through a range of sub groups identified to take forward the ADP action plan and progress MAT standards, ADP grant funding have supported activity in relation to the sub groups and work streams. Yes Commissioned Community Alcohol and Drug Recovery WithYou commissioned work continues to deliver a wide range of outreach, training, support and services throughout Argyll and Bute. With You contribute to prevention, recovery, supporting those preparing, going through and coming out of residential rehabilitation accommodation, as well as the delivery of MAT services. A new “Recovery Skills” structured 10 week group work programme in 4 localities was provided and introduced some group work evaluation that will be gathered at week 1 and week 10. This will enable attendees to see progression and also help us to look at the content and see if there is anything that perhaps is not working well. So far verbal feedback has been very positive. A showing of Outrun was provided in collaboration with Campbeltown Cinema and provided an opportunity for celebration and With You supported people with Lived Experience of Alcohol and Drugs from each locality attend the Recovery Walk in Glasgow. This year With You celebrated their 20 year birthday with a heart warming event in Lochgilphead. Recovery groups attended with some confident enough to stand up and talk about their Recovery journeys, the event also enabled them to meet people from other recovery communities in A&B. Drug Death Reviews - A review of the Drug Death Review Group are meeting monthly to review drug related deaths. A pathway is being developed to ensure governance and utilisation of existing structures, the review had identified existing good practise and areas requiring improvement. The altered pathway will address some of the findings from the review. The terms of reference for the meetings are also under review. Twenty cases have been reviewed and concluded since 2022. Four reviews are in progress; while nineteen cases are awaiting review. Drug Alerts and Harm Reduction The local multi-agency group for Local Early Warning Systems has continued to meet monthly. Improvements to the groups communication has been implemented including a system of recording drug related incidents. This group links with Public Health Scotland’s Rapid Action and Drug Alerts Response (RADAR) team to develop local Page 142
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Page 67 of 78 processes for drug alerts. Increased Naloxone supplies were purchased alongside increased Naloxone Training as part of a plan to mitigate against potential overdoses from drugs containing nitazenes. Planet Youth The ADP agreed to support the Planet Youth Icelandic programme with five secondary schools currently involved in the pilot. The Icelandic prevention model aims to keep young people safe, healthy and happy. Within the five schools, S3 and S4 pupils have completed a questionnaire and the results have been sent back for the local coalition groups to review and discuss how to make this a community wide programme. This work is supported by a full time health improvement officer and a Health Improvement advisor. Daniel Spargo Mabbs (DSM) Productions The DSM Foundation is a drug education organisation. Their drama production entitled “I love you mum – I promise I won’t die” was piloted in the Oban and Helensburgh communities. The hard hitting drama tells the story of Daniel with the aim to help other young people learn the lessons he sadly no longer could, and make choices that can keep them safe. The title takes Daniel’s joking last words to his mum, before he left home for what turned out to be the last time. Further planning is underway on how to develop this work to introduce it to other audiences and areas within Argyll and Bute. The School Drama Productions Programmes The ADP continues to contribute funding to the school Drama programme “You Are Not Alone” which is delivered across seven secondary schools. The performances provide an opportunity for young people to engage in questions with service providers, understand support that is available and connect with other services. The production for 2024 was performed for S2 and S3 and the feedback from the S2’s was much more informative. Following this review future delivery of this programme is aimed at the S2 cohort. Alcohol Brief Interventions Recordings of Alcohol Brief Interventions (ABIs) have been increasing in Argyll and Bute. The publication of new guidelines ceased reporting of ABI number to the Scottish Government. Argyll and Bute will continue to develop and raise profile of ABI’s in the wider settings. Developing Recovery Communities The recovery communities have been supported by the Argyll and Bute Council, Community Learning Development team in Cowal, Helensburgh and Oban. This has given dedicated local support to each of the groups and helping establish more of a Recovery Community. We have also been supporting a test of change in Oban to scope what each of the services do to support drug and alcohol recovery and how we can bring that together. With the support from Scottish Recovery Consortium we are supporting people with lived experience to be more involved in the Page 143
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Page 68 of 78 work of the ADP and provide feedback on the work we are doing in Argyll and Bute. Residential Rehabilitation For the period of 2024 to 2025, 19 placements for drugs and alcohol were funded by the multi-agency and multidisciplinary Residential Rehab Steering Group totalling £164,557. The ADP has also been working alongside Health Improvement Scotland to develop an action plan for the group. Bespoke training for GPs and Prescribers Training was commissioned from the Scottish Drugs Forum following the identification of learning needs by the Drug Related Deaths Review Group, and in consultation with GP colleagues. The three training sessions were held in February and March on the topics of Gabapentin, Ketamine and Benzodiazepines. Implement the revised approach to children and families. Following a review of the School Support Services a new specification which was developed in partnership with Education, Education Psychology, and the ADT Support Team. The contracts commenced for all council secondary schools in Argyll and Bute in August 2024 and data and contract monitoring is ongoing. The contracts provide specialist educational support, supporting young people engage with services, the Planet Youth project and the Violence Prevention Programme. This test of change is commissioned until August 2026. Yes Initiate MAT standards. Progress towards MAT Standards 1 to 10 continued in 2024-2025. The MAT Standards Steering Group had oversight of this progress and fed into Scottish Government reporting as required. Grants were provided to ADP sub groups associated with the ADP Strategy priorities and MAT to support them progress actions plan. Remote and rural issues and sufficient resourcing to meet all the standards remains a challenge. Yes Please outline any activity in relation to service commissioning, i.e. revisions to specifications, new services, reviews of existing contracts. Terminations of contracts. • Community Addictions Recovery Contract with With You extended until March 2026 • New SLA with Argyll and Bute Council, Community Learning and Development for a Test of Change • New contract for the Delivery of Community Reinforcement and Family Training Programme • New contract for the Delivery of School Support Services until September 2026 with a range of local services • New contract for the MAT Experiential Programme with Scottish Drugs Forum • New contract for developing the Whole Family Approach with Scottish Families Affected by Alcohol and Drugs Page 144
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Page 69 of 78 Engagement Activities Taken Place in 2024/2025 ADP Strategy Engagement Stakeholder interviews: A rolling interview programme was established, building from the ADP support team out to key partner representatives and including other stakeholders. Interviews began in August 2024 and ran to November 2024. Overall, 23 representatives were interviewed. Lived experience input was included through partners’ existing links at key points in the process. A focus group was held in Helensburgh recovery café and interviews were held at Dunoon recovery café and Inverary Whole Family Approach conference. Lived experience/frontline worker input was also sought through third sector partners With You (in Dunoon) and LAAS (online). The priorities of the emerging strategy were refined through 3 workshops which took place online in October-November 2024. All partners were invited, plus a range of wider public and third sector stakeholders. 10-14 people attended each one. Health Needs Assessment A HNA was carried out in 2024 to 2025. The surveys were distributed through the HSCP networks and the ADP networks resulting in 98 online surveys being submitted from Argyll and Bute. The survey consisted of 7 questions and were also used in focus group discussions which were held in the communities across Argyll and Bute, those who participated did so with lived experience of substance use. The aim of the focus groups was to understand community concerns, identify priorities, and determine indicators of progress in reducing substance-related harm. There were 9 Focus Groups with 94 participants of which one group of 8 high school children, 15 years old and over with lived experience of substance use in the home. Whole Families Approach SFAD have held 24 engagement meetings with service providers and families affected by alcohol and drugs to raise awareness of the Whole Family Approach and scope priorities for Argyll and Bute. An engagement event was held in Inveraray in July with 10 participants, following which a survey was distributed. In September SFAD hosted a Whole Families Approach Conference in Inveraray with 37 participants, thereafter two design events were held on the days following the conference. The priorities have been consulted upon and a group has been established to drive these forward. Addictions Recovery Bill Consultation The ADP hosted a consultation which was done in an online event on 16th December 2024, with 17 attendees present. Attendees were a wide range of partners from the ADP and HSCP. Following the consultation event and circulation of draft response, the final response as attached was submitted to the Scottish Government. Charter of Rights Consultation Consultation was done by the Independent ADP Chair and LAAS at the ADP Meeting on 20th May 2024. This was an in person meeting at Lochgilphead with 13 attendees. The consultation provided information and background on the Charter of Rights for People Affected by Substance Use and Ailsa provided a presentation on her involvement in the process nationally. The meeting noted that: MATSIN would be focussed on the Charter of Rights; That the Draft Charter was currently out for consultation, and AM / TM did a consultation exercise to seek the views of the ADP Members present on this. Following this consultation exercise, which asked specific questions, the responses were collated and fed back to the national group. Planet Youth Page 145
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Page 70 of 78 Allied Health Professionals (AHP) Priorities Year 3 Progress Update Carried over 2025/26 Yes/No Establish DCAQ or establishment setting cycles (as per the Health Care Staffing Act implementation).including development and high- level data quality for AHP dashboard. There is an established AHP dashboard based on a minimum dataset, taken from multiple systems and paper records. This has been made available to team leads, professional leads and managers and it is collated into a set of KPI’s that report to the IJB. These measures are currently being evaluated with a move towards a mixture of quantitative and qualitative data. As part of the boards implementation of the health & Care Staffing act five teams, one per large profession, have carried out a annual tool-run and establishment report. Findings and learning are currently being collated. Yes Deliver remote and rural MSK triage offer through PHIO App. Agreement has been achieved to fund the PHIO App for the next year to test its use as the front door to all MSK services across Argyll and Bute which ensures there is a self-management option for all patients, not just those in rural smaller practices. This will improve access to first contact physio and mainstream physio due to a large % of patients being managed with early self-management. This roll-out will be robustly evaluated. Yes Primary Care-increase of first contact to other professions.eg Dietetics. Our Dietetics service are involved in national discussions about expansion of primary care to other professions as part of the MDT. National negotiations for the next GP contract are underway; any expansion of the MDT will be dependent on the outcome of this. Yes New priority-develop Safe Quality Care structure to demonstrate quality metrics to support professional assurance. This programme is underway with an agreed annual audit cycle to gather relevant quality metrics and share across managers and professional leads. Yes Agree service specifications for all AHP Services and roll-out Job planning within teams. Service specifications are being drafted. Job Planning tool developed and is being rolled-out informally. Yes Address long waits-all over 52 weeks become priority 1. Establish Due to service pressures and recruitment issues it has not been possible to reduce all waits over one year. Yes The Planet Youth team held an event in Dunoon in September 2024 where we had over 20 stall holders show casing when activities they had to offer for Children and Young people in the local area. The day was well attended by 25 families. We also held a similar event in Lochgilphead where all the sports and clubs came along to give people taster sessions on what they had to offer and they also presented the volunteers with a certificate of thanks for all their hard work over the years. 15 families attend the event with most clubs getting new members signing up. Page 146
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Page 71 of 78 rigorous triage in all AHP teams. Build in capacity for universal and targeted intervention with groups e.g. Aging adults, nursery children – whole population approaches to healthy living. The Living well programme has been implemented in each locality offering adults a physical-activity based prevention programme. Robust evaluation is in progress with consideration of longer-term service sustainability models. Work is developing with partners like Live Argyll to consider this type of offer for children and young adults. All professions are considering universal approaches but the system pressures described above mean it is difficult to change focus from reactive to preventative work. Yes Delivery of actions e.g. Guest lecturing, increase in student placement offers, progress of therapy apprenticeships. National discussions progressing about work-based training offers. We have robust practice placement support and coordination in place. Yes Continue to develop standard tools and process for establishment setting ready for cycle three. Agree establishments for A&B teams. As part of the boards implementation of the Health & Care Staffing act five teams, one per large profession, have carried out a annual tool-run and establishment report. Findings and learning are currently being collated. Yes Develop a dashboard for visible demand and activity data for AHP teams. There is an established AHP dashboard based on a minimum dataset, taken from multiple systems and paper records. This has been made available to team leads, professional leads and managers and it is collated into a set of KPI’s that report to the IJB. These measures are currently being evaluated with a move towards a mixture of quantitative and qualitative data. Yes All AHP staff to do Health Behaviour Change training and review the professions offer to prevention. 4 courses have been offered. Yes Engagement Activities Taken Place in 2024/2025 There has been a focussed exercise, as part of the Safe Quality Care programme, to increase patient feedback through a Forms Survey. Most professions are now collecting feedback routinely. Outputs are being evaluated. Page 147
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Page 72 of 78 Carers Priorities Year 3 Progress Update Carried over 2025/26 Yes/No Implementation of the Caring together Strategy. The Caring Together Strategy was published in 2024 . We are currently in the 2nd year of implementing the actions and commitments No Review of our Short breaks statement. Section 38 of the NCS (Scotland) Bill introduces significant changes to the current Carers (Scotland) Act 2016. It introduces a new legal entitlement: the right to personalised short breaks for unpaid carers. Nationally work has started to address this new piece of legislation. Whilst this is being carried out, we will not go out to review and engage on our SBS, we will wait the new regulations and guidance and ensure Carers from within A&B are involved in the national engagement. Our current SBS remains in use. Yes We will work with educational, cultural and leisure organisations to improve access for Carers to programmes and establishments across Argyll and Bute and beyond. Carer Organisations have expanded services across all areas of A&B and Carer number have increase by 19%. Education services now have a Young Carers policy and there are a growing number of schools involved in the Carers Trust Young Carers Challenge. No Review of the current Eligibility Criteria for Adults and Young People. This will be aligned with the new regulations and guidance that will be releases with NCS Bill- Right to a break. Yes Please outline any activity in relation to service commissioning, i.e. revisions to specifications, new services, reviews of existing contracts. Terminations of contracts. (previous update below) Current update from Commissioning A new contract was developed and commenced in March 2023; the contract ends on 31st March 2026. This contract introduced a new service specification, updated terms and a clear and robust framework for contract monitoring. Planning for March 26 will commence in 2025. A new contract following feedback from unpaid carers was awarded for Money, Welfare and Related Advice for Unpaid Carers, delivered by ABCAB (2 year contract, ending January 2027) A contract is under development for additional Parent Carer Support and expected to be in 2025/26. Update Current contracts which provide Carer Services, remain in place until 31st March 2026. The current contracts provide the provision of support to individuals identified as unpaid carers, and in line with Page 148
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Page 73 of 78 the statutory obligation as set out in the Carers (Scotland) Act 2016. During 2025, we will engage in contract discussions. Following feedback from the unpaid carers consultation in 2023, ABCAB have been awarded a contract to provide Unpaid Carers with Money, Welfare and Related Advice for Unpaid Carers. This is a 2-year contract and will run until 2027 Work has started to look at an information provision for A&B Parent Carers, who support Children and Young People with Additional needs in early years and schools. This work will conclude during 2025, with a contract being awarded to support parent carers. This piece of work follows on from a number of Parent Carers, who advised us of their need for accessible advice, information, and advocacy appropriate for their needs as parent carers Page 149
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Page 74 of 78 Prevention Programme Priorities Year 3 Progress Update Carried over 2025/26 Yes/No Establish evaluation framework. An evaluation subgroup was established to deliver on the priority of an evaluation framework. The work in the Community Rehab and Wellbeing stream has robust evaluation plans in place both Qualitative and Quantitative. The Evaluation group will continue to develop an evaluation framework for the whole Prevention/Living Well Programme. Yes Work in parallel on delivery of community rehab and wellbeing service and developing sustainable model eg. Social enterprise. The delivery of the community rehab and wellbeing service commenced in January 2025 with good feedback already. Work is ongoing to develop the long term sustainable model for the programme with a Sustainability group meeting to be held in June 2025 to establish options and ensure cohesion between the community rehab and wellbeing stream and the community assets stream. Yes Continue Health Behaviour Training and consider workforce development of prevention /public health agenda. The Public Health team continues to deliver MAP of Health Behaviour Change training across NHS Highland/Argyll and Bute. Training is available quarterly and a number of new trainers have been trained in late 24/25. In 24/25, 4 courses were delivered. Yes Continue work outlined in two subgroups To enable the delivery of the rehab and wellbeing stream, Tier 1 and 2 were merged and these are being delivered by HSCP staff in liveArgyll facilities with support from liveArgyll staff. The Tier 3 continues to be carried out in the community assets for Living Well stream. Progress update relating to the Community Assets for Living Well includes: • Walking Development Officer Post – A Walking Development Post has been developed to promote walking initiatives as a means of improving health, social cohesion, and climate awareness in Argyll and Bute. The post will coordinate health walk initiatives at a regional level, develop communities of practice and provide overarching guidance and support for health walks and related activities across Argyll and Bute. This post is in the process of being recruited to. Yes Page 150
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Page 75 of 78 • One Front Door – The 'One Front Door to Wellbeing for All' project aims to improve how individuals in Argyll and Bute access health and wellbeing services. The current landscape of services, while diverse and comprehensive, can be difficult to navigate due to the region's geography and the number of service providers working across various sectors. People often find it challenging to know where to turn for the support they need, leading to confusion, duplication of efforts, and gaps in service provision. We are currently building a business case and engaging with HSCP groups to determine whether to move forward as a distinct third-sector health and wellbeing initiative or explore a broader, multi-agency, cross-sector approach. The latter would significantly widen the project’s reach but also require a much larger-scale effort • Working with Communities - Art of Hosting is a participatory leadership method designed to empower community leaders. This project aims to cascade the training across Argyll and Bute, enabling local leaders to host workshops that strengthen community resilience. Art of Hosting training has been delivered to a range of partners, and work is ongoing to expand this ‘working with communities’ approach locally. Engagement Activities Taken Place in 2024/2025 The AHP Prevention Lead engaged with several key groups prior to the launch of the community rehab and wellbeing physical activity programme. Most notable were the Health Professional forums, as they would be providing the referrals into the programme. Ongoing engagement is required with GPs to ensure they are informed about the programme and are supported with making referrals. Engagement has also taken place on some of the islands to support delivery of physical activity programmes on Islay and develop delivery of community rehab and wellbeing physical activity on Coll. There will continue to be engagement with island groups to further progress delivery options in these remote and rural areas. Page 151
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Page 76 of 78 Digital Health and Care Strategy Priorities Year 3 Progress Update Carried over 2025/26 Yes/No Complete the digital modernisation transformation projects within our records and appointment services within the NHS and social care. Roll-out of CIVICA electronic document management system continues with scheduled completion of adult social care for June 2025. The next phase will be Children & families. Trak EPR programme in progress. Oban site due to go live summer 2025. Yes Complete our digital transformation where more is accomplished with less because of new ways of working by enhancing the Digital literacy and skills of our workforce - “Our people will need to train in new skills and adopt working in different ways- collaboration”. eHealth continue to provide up to date training around established IT systems, and future new systems to support the ongoing development of digital skills for our workforce. Yes Join up our HSCP teams by improving NHS systems and Council systems for easier data sharing. Enhance communication and collaboration using MS Teams federation. New and innovative ways to increase sharing of information is ongoing. Use of MS365 power apps. Yes Complete the final phase of our “Drone” beta service for clinical logistics in the West of Argyll leading national innovation in the use of this technology in the Scottish Health service. The drone trial using the Speedbird DLV2 drone delivered by Skyports between Islay and Jura has now been completed. Data from the trial has been thoroughly analysed, and feedback has been provided. This initiative, funded by the Regulatory Pioneering Fund, aimed to demonstrate the safe integration of drones in shared airspace and their potential for transporting school meals, Royal Mail goods, and NHS medical supplies. Our part in the Trial focussed on analysis of temperature control of selected medication and medical supplies during flight. The analysis and feedback will inform future decisions on the broader use of drones in healthcare logistics, enhancing service delivery and community resilience in Argyll & Bute. No Page 152
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Page 77 of 78 Technology Enabled Care (TEC) Priorities Year 3 Progress Update Carried over 2025/26 Yes/No Ensure all Telecare clients have a digital solution in place. We are continuing to ensure Technology Enables Care (TEC) is a core service embedded in all aspects of delivery of care, which involves the promotion of all available services throughout patients/clients' journey and supporting colleagues to feel more comfortable using TEC available as a resource to support their delivery of care and free up time for direct patient care Yes Continue to develop NHS Near Me clinics to support clinicians in delivering remote clinics and supporting patients to attend appointments without the need to travel. • Continued promotion of NHS Near Me clinics to support clinicians in delivering remote clinics and supporting patients to attend appointments without the need to travel • Supporting roll out of further Silvercloud pathways • Trial and evaluation of digital homecare solutions including remote medication prompts and digital hydration kits. • Work with GP practices to promote further uptake of remote health monitoring for blood pressure. • Scope utilisation of remote health monitoring for asthma and heart in A&B HSCP and develop plans for subsequent years. • Ensure all telecare clients have a digital solution in place in time for switch-over from analogue to digital telephone lines Yes Page 153
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Corporate Services Priorities Year 3 Progress Update Carried over 2025/26 Yes/No Progress the achievement of net zero carbon emissions across NHS commercial fleet, working in partnership with Argyll & Bute Council and NHS Highland. Progress towards net zero carbon emissions across HSCP services continues albeit there is limited funding to improve the efficiency of properties in any meaningful way. Yes Complete our digital transformation where more is accomplished with less because new ways of working with or without technology. Digital transformation is not about technology only – Our people will need to train and adopt working in different ways- collaboration. eHealth continue to provide up to date training around established IT systems, and future new systems to support the ongoing development of digital skills for our workforce. Yes Implement the new ECLIPSE IT system and increase the number of health staff using the single health and social care IT system. Eclipse Phase 2 implementation- OLM have provided a project plan for discussion at April Eclipse Board. Discovery session are being set-up to support MH and Child Health Teams as the last stage of the Eclipse roll-out across community health teams. This will mean that all community health teams will be using Eclipse by June 2026. Yes Join up our HSCP teams by improving NHS systems and Council systems for easier data sharing. Enhance communication and collaboration using Microsoft Teams federation. Awaiting future update from digital services on second phase of federation. Yes Page 78 of 78 Page 154
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ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 11 DECEMBER 2025 CARE EXPERIENCED CHILDREN AND YOUNG PEOPLE 2024-25 ACADEMIC YEAR REPORT 1.0 EXECUTIVE SUMMARY 1.1 The main purpose of this report is to provide the Community Services Committee with an update on actions being taken within the Education Service to support Care Experienced Children and Young People to achieve the best possible educational outcomes. 1.2 The report also details the expenditure against the grant allocated by Scottish Government to Argyll and Bute for session 2024 - 25 from the Scottish Attainment Challenge Care Experienced Children and Young People Fund. 1.3 Recommendations It is recommended that Community Services Committee: a) Continues to endorse the work undertaken by Argyll and Bute Education Services as part of the Corporate Parenting Board to improve the educational attainment and life chances of Care Experienced Children and Young People. b) Notes that the spending plan for the grant allocated by Scottish Government to Argyll and Bute for session 2024- 25 from the Scottish Attainment Challenge Care Experienced Children and Young People Fund has been produced and monitored by the Education Lead for Care Experienced Children and Young People, in consultation with key partners and specifically the Social Work Lead for Care Experience, the Chief Education Officer and Chief Social Worker. c) Note the significant progress made in reducing the attainment gap between CE and all learners. d) Note the continued progress made across key indicators including sustained reduction in exclusions, increased staff awareness and confidence in supporting our CE learners and partnership working to drive positive change. e) Agree the attainment funding for Care Experienced Children and Young People will support the continued input from the Care Experienced Education Team (Virtual Head Teacher and Health and Wellbeing Liaison Officers). Page 155 Agenda Item 9
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f) Agree that the Chief Education Officer continues to provide updates on the improved outcomes for Care Experienced Children and Young People to the Corporate Parenting Board and /Community Services Committee. Page 156
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ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 11 DECEMBER 2025 CARE EXPERIENCED CHILDREN AND YOUNG PEOPLE 2024-25 ACADEMIC YEAR REPORT 2.0 INTRODUCTION 2.1 Corporate Parenting is the responsibility that all local authority bodies in Scotland have for children and young people who are Care experienced under the Children (Scotland) Act 1995 and this cohort are known as Care Experienced Children and Young People (CECYP). 2.2 The establishment of Argyll and Bute’s Corporate Parenting Board was central to the Council response to improving outcomes for Care Experienced Children and Young People and care leavers. It was also a key element of the Getting it Right for our Care experienced Children’s Improvement Plan alongside our Education Strategic Plan 2024 - 2026. 2.3 As employees of the local authority, education staff are Corporate Parents and have a clearly defined role to play alongside the other 23 Corporate Parents defined in Schedule 4 of the Act. Staff working in education require to be aware of the unique role which they play in ensuring that care experienced children and young people experience a positive learning environment, strong, nurturing relationships and are supported to achieve positive destinations as they move into adulthood. Senior leaders require to ensure support and ongoing professional learning opportunities for education staff to allow them to fulfil this crucial role. 2.4 During session 2024/25 we have continued to build on the significant developments during the previous sessions to further support the educational experiences and outcomes for our children and young people in Argyll and Bute. The Care Experience Education Team (CEET) comprises of a Virtual Head Teacher (VHT) and four Health and Wellbeing Family Liaison Officers. 3.0 RECOMMENDATIONS It is recommended that Community Services Committee: a) Continues to endorse the work undertaken by Argyll and Bute Education Services as part of the Corporate Parenting Board to improve the educational attainment and life chances of Care Experienced Children and Young People. Page 157
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b) Notes that the spending plan for the grant allocated by Scottish Government to Argyll and Bute for session 2024/25 from the Scottish Attainment Challenge Care Experienced Children and Young People Fund has been produced and monitored by the Education Lead for Care Experienced Children and Young People, in consultation with key partners and specifically the Social Work Lead for Care Experience, the Chief Education Officer and Chief Social Worker. c) Note the significant progress made in reducing the attainment gap between CE and all learners. d) Note the continued progress made across key indicators including sustained reduction in exclusions, increased staff awareness and confidence in supporting our CE learners and partnership working to drive positive change. e) Agree the attainment funding for Care Experienced Children and Young People will support the continued input from the Care Experienced Education Team (Virtual Head Teacher and Health and Wellbeing Liaison Officers). f) Agree that the Chief Education Officer continues to provide updates on the improved outcomes for Care Experienced Children and Young People to the Corporate Parenting Board and Business Continuity Committee/Community Services Committee. 4.0 DETAIL 4.1 In 2018, as part of the National Improvement Framework for Scottish Education and Attainment Scotland Fund (a targeted initiative focused on supporting young people affected by poverty and deprivation across Scotland), specific funding was directed towards supporting Care Experienced Children and Young People (CECYP). The term 'care experienced' is now a widely used term within the sector to describe any person who has experience of being in care, regardless of their placement length or type, or their age; this term is used (as opposed to the statutory term ‘Looked After Children') to ensure that our practice is inclusive and provides for all groups of young people who experience care. Our work aligns to ‘The Promise’ – a cross party commitment to ensure that Scotland’s children grow up loved, safe and respected (The Promise Scotland | Transforming how Scotland cares for children, families, and care-experienced adults). 4.2 As at September 2025, we have 283 Care Experienced pupils in our education settings (2-18). 145 are “Currently Looked After”. Of those, 107 are looked after by Argyll and Bute and 38 children have been placed in Argyll and Bute from other Authorities. The additional 138 Care Experienced children and young people in our settings have a status of “Previously Looked After”. These figures refer to pupils in Early Years, Primary, Special and Secondary settings. Argyll and Bute Education Service also connects to education Page 158
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providers in relation to any young person placed in other authorities through residential, kinship or foster placements. 4.3 Argyll and Bute Council was awarded a specific grant of up to £131,075 payable over the academic year 2024/25. As previously agreed with the Scottish Government, the Council has used earmarked reserves to supplement the 2024/25 specific grant. Below is a breakdown of the spend for session 2024/25: ITEM AMOUNT Staffing £146,903 Support Activities/Resources £5196 Travel and Subsistence £1998 Total expenditure £154,097 Funded by: 2024/25 Scottish Government specific grant £131,075 Earmarked Reserves £21,732 Funded from Other Grants £1290 Total funding £154,097 4.4 Data on attendance, progress and achievement and exclusions has been provided throughout the last session to the Corporate Parenting Board. The Community Services Committee summary outline is found below: 4.4.1 EXCLUSIONS Argyll and Bute continue to prioritise inclusion for our CECYP and align to upholding the rights of children and ending exclusions. This commitment is a key area of focus in The Promise. In line with the draft Scottish Government ‘Improving Educational Outcomes for CECYP’ framework, we used exclusion data to set a 2024 – 25 baseline target which was to have less than 2 exclusions across the academic year. Due to a range of strategic and operational approaches, we are delighted to have exceeded our target. For the second academic year in a row, zero CECYP were excluded from our settings. Senior Leader commitment to Keeping the Promise has ensured that our settings have high aspirations for our CECYP and are supported to meet the needs of each CECYP. Page 159
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The Virtual School has seen an increase in early intervention calls for support. This has allowed us to work in partnership with young people, their parents/carers, Corporate Parents and wider agencies to offer bespoke supports. These have included Firefighter Experience Days, work experience, enhanced nurture provision and HWBFLO input. 4.4.2 ATTENDANCE Subject to census checks, CECYP Primary attendance was 92.5% compared to 93.7% of all primary children. CECYP secondary attendance was 80.9% compared to 87.6% of all secondary children. Overall attendance of our CECYP was 86.2% compared to an authority overall figure of 90.9%. The difference between our CE and all pupil attendance is similar to last year. Argyll and Bute have been trialling the draft Scottish Government ‘Improving Educational Outcomes for CECYP’ framework. Using baseline attendance data from session 2020/21 to date, we set a target of 86.4% which matched the national aspiration for a 0.66% increase in the attendance of CECYP. Based on the 2023-24 overall attendance figure of 85.8%, our target was 86.4%. Our actual overall attendance was 86.2%. The Education Outcomes for Looked After Children 2023-24 statistics notes that attendance continues to be an area of focus and notes a national gap between looked atter learners and all pupils has increased in both primary and secondary with an overall gap of 6.6%. For comparison our authority gap for the same period was 4.8% The Education Outcomes for Looked After Children 2023-24 show an increase attendance gap compared to 2022-23 for secondary pupils as 9.3%. In 2023 - 24, the gap between our authority young people cared for at home and away compared to all pupils was 7.6%. In primary, the national gap was 3.3% and our authority comparative figure was 1.3%. 0 50 100 150 200 250 300 350 2020/21 2021/22 2022/23 2023/24 2024/25 CECYP Exclusion Data No of CECYP in session (incl ELC) No of CECYP Excluded Page 160
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Our 2024 – 25 secondary attendance date for CECYP shows a 0.1% increase for all CECYP on the previous year and primary showing an increase of 1%, shown in the charts below. PRIMARY SECONDARY Please note these figures are subject to change due to the Attendance, Absence and Exclusions census. Attendance of our CECYP remains a priority, particularly for those children cared for at home. As an authority, Argyll and Bute are continually working to support our learners attend school. The Addressing Non-Attencace (ANA) programme continues to focus on improving pupil attendance and engagement. To date, 70% of secondary schools have engaged with this training. Across the whole authority for all young people, the overall rate of persistent absence has fallen 4 percentage points against 2023 -24. A new data dashboard and CECYP database application are enhancing attendance data scrutiny, enabling deeper tracking and real-time monitoring. 4.4.3 PROGRESS AND ACHIEVEMENT DATA 2024-25 CECYP, P1 – S3, BROAD GENERAL EDUCATION Progress and Achievement data is uplifted at three points across the school year. Care Experience Data is then extracted and used in focused attainment meets between the Virtual School and Designated Manager for CECYP in each education setting. By combining cohorts, we can compare Care Experienced (CE) and non- Care Experienced pupils at an authority level. The table below evidences the four-year positive progress for our CE learners in P1, 4, 7 and S3. This is a positive picture with attainment for CE pupils showing an increase in every area in the 2024 – 25 session, and, illustrating a closing of the gap between Page 161
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CE and non-CE pupils in every area with CE pupils, who themselves have also improved. For information: to achieve the level in Literacy 3 components must be achieved at that level – listening and talking/reading/writing. We continue to identify and address themes, ensuring required interventions are specific and personalised to individual children and young people. This includes attendance, alternative to exclusion and transition supports, which all impact on attainment. SCOTTISH QUALIFICATION AUTHORITY ATTAINMENT DATA 2024- 25 ALL COURSES Please note this attainment data is prior to the appeals process and to full attainment data being published by Insight. Attainment data for CECYP was shared within the SQA Examination Results paper, presented to Committee on 28th August 2025 in Section 4.13. We include these again in this CECYP focused paper. The table below provides an overview of presentations for our CEYP by stage: Number of Presentations Stage Number of Pupils National 2 National 3 National 4 National 5 Higher Grand Total S3 2 5 1 6 S4 29 1 28 48 40 1 118 S5 15 1 6 22 13 42 S6 9 3 4 11 18 Totals 55 1 34 58 66 25 184 Page 162
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The table below shows the number of CEYP pupils who presented for National Qualifications from each CE type: Care Experience Type Number of Pupils Number of Awards Awards per Pupils Away 28 88 3.1 Home 3 9 3.0 Previously 24 87 3.6 Grand Total 55 184 3.3 • In 2025 there were 93 completed awards from National 2 to National 4. These 93 awards came from 36 different pupils, meaning that on average each CEYP who sat one of these awards completed 2.6 awards. • In 2025, there were 91 presentations at the graded National 5 and Higher courses. These presentations came from 33 different pupils, meaning that on average each CEYP who sat one of these awards completed 2.8 awards. Pass rates for the National 5 and Higher awards are provided in the table below: Presentation Type A-C Pass Rate D Awards No Award A-D Pass Rate National 5 62.1% 19.7% 18.2% 81.8% Higher 72.0% 4.0% 24.0% 76.0% The table below provides the underlying numbers of pupils and presentations as well as a comparison of pass rates against 2024 data: National 5 Year Number of Pupils Number of Presentations Presentations per Pupil A-C Pass Rate A-D Pass Rate 2025 27 66 2.44 62.10% 81.80% 2024 29 70 2.41 45.70% 74.30% Change: 0.03 16.40% 7.50% Higher Year Number of Pupils Number of Presentations Presentations per Pupil A-C Pass Rate A-D Pass Rate 2025 12 25 2.08 72.00% 76.00% 2024 12 24 2.00 33.30% 70.80% Change: 0.08 38.70% 5.20% • The number of pupils presenting for National 5 and Higher awards has remained similar across the two-year period. The presentation per pupil rate has increased very slightly across both measures. • The A-C pass rate at National 5 has increased by 16.4% points against 2024. This means in 2025, 27 pupils achieved 41 A-C awards compared to 29 pupils achieving 32 awards in 2024. As such, the National 5 awards per pupil increased from 1.1 in 2024 to 1.5 in 2025. Page 163
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• The A-C pass rate at Higher has increased by 38.7% points against 2024. This means in 2025, 12 pupils achieved 18 A-C awards compared to 12 pupils achieving 8 A-C awards in 2024. As such, the Higher awards per pupil increased from 0.66 in 2024 to 1.50 in 2025. • The A-D pass rate at National 5 has increased by 7.5% points, whilst an increase of 5.2% points also occurred at Higher level. ACHIEVEMENT IN LITERACY / NUMERACY - NATIONAL COMPARISON The tables below evidence a national comparison of ‘looked after’ learners in S5 in relation to literacy and numeracy at SCQF levels 4 and 5, cumulative attainment by the end of S5 based on original S4 roll. They present a positive picture for most years, rather than a singular year. Caution should be given due to the extremely small cohort numbers in the authority. Page 164
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The tables below show a national comparison of ‘looked after’ school leavers in S5 in relation to achievement of SCQF Level 6 (Higher) and Level 7 (Advanced Higher) Awards. Level 6 shows an improvement against 2023 leavers cohort and is now ahead of the national figure for all looked after leavers. Page 165
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Level 7 shows a small decline but remains ahead of the national figure for the fifth year in a row. Across our settings, we aim to support each CECYP to achieve their potential and access learning in a way which works for them. Some of our young people experience significant transitions during their senior phases and we support them to celebrate success, however that looks for them. Some examples of learner success: • A learner facing significant challenges in their home environment demonstrated consistent engagement with their education, supported by a tailored package of pastoral and academic interventions. Daily attendance was sustained through access to safe spaces, structured routines, and therapeutic support provided by the school’s Pupil Support and Guidance teams. These measures were instrumental in supporting both wellbeing and attainment. The transition from temporary care arrangements into the stability of the school setting was managed with sensitivity and care. The learner’s academic outcomes and continued progress reflect the impact of effective multi-agency support and their own resilience in overcoming adversity. • Learner who experienced significant transitions was supported to regain confidence and build positive relationships in school – with staff and friends. This resulted in increased attendance, in turn, leading to increased attainment, self-belief and sense of belonging. The young person has gone on to a positive destination and is able to share her views confidently. • Young person who could not access school due to a situation change was supported to engage with learning in way that worked for them. A bespoke timetable and a dedicated hand-picked staff team worked alongside the young person to ensure they achieved the necessary qualifications to enter further education. • Guidance Team connected with Virtual School to upskill their knowledge in how best to support a young person in their care. Their commitment resulted in the young person remaining in school for longer. Whilst this Page 166
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did not lead to increased national qualifications, the young person gained a wide range of holistic skills and increased their resilience. This additional time in education helped them remain safe, included and enter the world of work. • Young person left authority school mid-way through final study year. School were able to maintain a connection, leading to achievement of a national qualification, robust transition and continued sense of belonging. They are now supported by their new authority and have qualifications to build on. • Many of our young people continue their journey in education. We are very proud of all our CECYP and are delighted to have a pupil from one of our school’s Senior Pupil Leadership Team’s join us today. This pupil was appointed as Depute Head Girl following a rigorous and competitive interview process. Pupil Voice on how the Education Service has supported their learning journey. 4.5 The profile of our CECYP continues to be actively promoted and elevated across the Education Service and wider colleagues in the authority. This includes the voice of this cohort being reflected in our refreshed Education Service vision ‘Our Children, Their Future – Thriving Together.’ Our Care Experience Education Team continue to deliver Keeping the Promise training and the VHT participates in the Keeping the Promise Awards Steering Group, strengthening strategic leadership for care experienced learners. We continue to deliver ‘Raising Awareness of our CECYP’ to partners and now have an established relationship with the University of the Highlands and Islands to provide this training as part of their Initial Teacher Education Programme. Care Experience information has been integrated into mandatory Child Protection training. The CEET continues to respond to the increased requests from settings for support and training, reflecting the growing awareness and commitment to CECYP. 4.6 The Virtual School continues to build and strengthen partnership work, particularly with Health and Social Work. This helps to ensure that our young people and their families feel heard and supported, particularly during time of challenge. Wider links with Skills Development Scotland, Developing the Young Workforce and MCR Pathways are helping to ensure our CECYP are accessing bespoke supports throughout their learning journey. 63 CECYP are supported by the mentoring programme with pupil voice evidencing the positive impacts of this relational support. This programme is expanding across our secondary schools and the number of CECYP receiving support will increase. The Virtual School were supported via Argyll Community Housing Association (ACHA) and the Communities Partnership Team to create ‘Always Belong’ welcome bags. CECYP voice directed this project and we now have bags Page 167
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across the authority to be shared as appropriate with our young people ages 2 – 18. Feedback on this to date has been wholly positive. The Virtual Head Teacher represents the Education Service/Care Experience Education Team by reporting and participating in working groups directly related to CECYP or the services around them. This includes the Corporate Parenting Board, Regional Promise Group, Kinship Panel, and CELCIS Virtual Head Teacher Network. 4.7 The Care Experienced Education Team consists of the VHT and four Health and Wellbeing Family Liaison Officers (HWBFLO). The HWBFLO work operationally across the authority on a referral basis, working directly with our CECYP. The team continually show their commitment and dedication to Keeping the Promise and are highly adaptive whilst working towards defined outcomes. During this academic year over 33 CECYP have benefited from the Care Experienced Education Team input. Our referral process has been refreshed to ensure we are supporting young people at the right time, for the appropriate length of time. Increased awareness of the positive impact of the HWBFLO’s has led to an increase in referrals. We work closely with both the Education and NHS Wellbeing Teams, aiming to ensure each young person receives bespoke support. Intervention themes include transition support, wellbeing and whole family support, emotional regulation, positive role modelling and connection to school community. The positive impact of this service is evidenced through increased school attendance, greater sense of inclusion and increased self-esteem amongst wider impacts. Recognising the need for consistency around transitions, particularly in times of crisis, we have reprioritised resourcing to facilitate greater support in this area across the 2025 – 26 academic year. 4.8 Feedback from our young people, their parents/carers, education colleagues, and partnerships continues to shape how the CEET executes their support. Our CECYP voice tells us the importance of positive relationships and being able to access a range of supports in a way which works for them. Learners tell us they feel heard and supported by their HWBFLO and describe the impacts on learning and social connections. Families reflect on feeling heard and supported, particularly during periods of challenge. o “I feel good, good, good!” P3 pupil o “I get it, you are just trying to help me.” S2 pupil o “I cannot believe I just done that! Thanks!” S4 pupil o “Supporting X with her learning has made a massive difference. We can see her confidence grow and she is now happy about going to school.” Carer. Education colleagues surveyed at the end of the 2024 – 25 academic year identified the following Virtual School impacts: Page 168
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A survey shared with partner agencies evidenced an increased range of partnership working to support young people and their families, including family support, cross-border working and bespoke approaches for individual young people. The survey also evidenced an increased awareness of the role of the Virtual School across a range of partners. Argyll and Bute Education Service have demonstrated their continued commitment to Keeping the Promise through creation and continued support of the Virtual School. The Virtual School continues to evolve and adapt to the needs of our young people, both operationally and strategically. 5.0 CONCLUSION 5.1 The Education Service continues to maintain momentum and make significant improvements for our Care Experienced Children and Young People across Argyll and Bute in line with our Corporate Parenting Board and Education Service targets. Our commitment to ensuring all our CECYP have what they need to thrive is unwavering. We will continue to address raising attainment and closing the gap for Care Experienced Children and Young People in session 2025/26. Page 169
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6.0 IMPLICATIONS 6.1 Policy – None 6.2 Financial – Appropriate allocation of the Care Experienced Children and Young People Fund Grant 6.3 Legal – The statutory duties of the Children (Scotland) Act 2020 and all previous relevant acts will be met. 6.4 HR – None 6.5 Customer Services – Improvements in service to meet individual needs are being sought 6.6 Risk – Ongoing scrutiny and audit will provide better outcomes for Care Experience Children and Young People. Sustainability and future-planning will mitigate future risk. 6.7 Climate Change – None 6.8 Fairer Scotland Duty: Providing equity and inclusion to meet the needs of all young people. 6.9 Equalities - protected characteristics – All legislative requirements will be met 6.10 Consumer Duty – None 6.11 Islands – No differentiated impact. 6.12 Children’s Rights and Wellbeing – This report links to Article 29 (goals of education). Douglas Hendry - Executive Director with responsibility for Education Councillor Kieron Green - Policy Lead for Education Jen Crocket, Head of Education: Lifelong Learning and Support (Chief Education Officer) For further information contact: Jen Crocket, Chief Education Officer/ Head of Education- Wellbeing, Inclusion and Achievement jennifer.crocket@argyll-bute.gov.uk Page 170
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ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 11 DECEMBER 2025 EDUCATION PERFORMANCE DATA ANALYSIS 2024-25 1.0 EXECUTIVE SUMMARY 1.1 This report aims to give an overview of essential performance data and outcomes for all students in Argyll and Bute's ten secondary schools for the 2024-2025 academic session. It utilises local authority attainment data along with information provided by the Scottish Government's Insight tool. 1.2 The Insight tool is designed to allow fair comparison of a group of pupils in Argyll and Bute with larger groups of pupils with similar backgrounds (gender, additional support needs, stage, and SIMD band) taken from the remaining 31 local authorities. It should be noted that the current Virtual Comparator methodology does not incorporate any measure of rurality. The Virtual Comparator (VC) is a key feature of Insight and allows for both school and authority level comparison. Insight also allows for the comparison of attainment in Argyll and Bute with national performance. 1.3 As well as presenting performance data relating to presentations for certificated subject awards in schools, the report also highlights the broad range of Wider Achievement awards gained by pupils across the authority, both in schools and through work with partners. 1.4 It should be noted that a further update of Insight will occur in February 2026. Included in this update will be all post-appeal results, further wider achievement attainment and specific information on the attainment of young people who left school in 2024-2025. A paper outlining key content of the update will be presented to committee thereafter. 1.5 It is recommended that the Community Services Committee: a) Considers the information contained in this report. b) Commends the hard work and commitment of pupils and staff in securing these levels of attainment and achievement and recognises the crucial role in such success played by parents and carers in partnership with our schools. Page 171 Agenda Item 10
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c) Notes the SQA directive that, because of the different assessment arrangements in place each year over the period 2020-2023, meaningful comparison is limited between current results and performance in recent previous sessions. d) Notes that a further report will come to a future meeting of the Committee once final Insight data for session 2024-2025 is made available in the February 2026 Insight update. Page 172
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ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 11 DECEMBER 2025 EDUCATION PERFORMANCE DATA ANALYSIS 2024-2025 2.0 INTRODUCTION 2.1 In August 2025, the Council received notification of SQA awards for all pupils in Argyll and Bute entered for National Qualifications in session 2024/25. 2.2 The 2024/25 academic session was the fourth successive year in which pupil attainment has been determined through a diet of examinations. In 2020 and 2021, examinations were cancelled because of Covid-19, and attainment was determined through the submission of provisional results to the SQA, based on teacher professional judgement which considered a wide range of candidate assessment evidence. 2.3 The 2022 SQA examination diet was characterised by Covid-related modifications. The arrangement whereby internal and external assessment elements of some courses were reduced was continued into the 2023 diet. However, unlike 2022, the 2023 diet did not include SQA advice to candidates on the range of topics to be assessed in examinations for some courses, to support their studying and revision activities. 2.4 The 2024 diet saw a return to established awarding procedures for most courses, which was again repeated in 2025. As a result of these modifications, the SQA has advised that comparison to 2019, the last pre- pandemic diet, is most appropriate for comparative purposes. The SQA has advised that caution should be applied in comparing 2024 and 2025 attainment data to results produced between 2020 and 2023. 3.0 RECOMMENDATIONS 3.1 It is recommended that the Community Services Committee: a) Considers the information contained in this report. Page 173
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b) Commends the hard work and commitment of pupils and staff in securing these levels of attainment and achievement and recognises the crucial role in such success played by parents and carers in partnership with our schools. e) Notes the SQA directive that, because of the different assessment arrangements in place each year over the period 2020-2023, meaningful comparison between results in 2024 and 2025 and the other years in this period, specifically 2020 and 2021, is limited. c) Notes that a further report will come to a future meeting of the Committee once final Insight data for session 2024-2025 is made available in the February 2026 Insight update. This update will provide an overview of the 2025 leavers cohort. 4.0 PRESENTATIONS AND PASSES 4.1 Presentation rates measure the average volume of presentations per pupil across award types and stages. This is important contextualising information for pass rates and necessary to holistically assess performance. For example, pass rates could increase at the expense of presentations if we deterred pupils who were estimated to get a D grade. On the other hand, if the average presentation per pupil rate increases then a fall in pass rates may not necessarily be a negative thing if the number of awards per pupil increases. Presentation rates by stage and commonly presented award types are provided below. 4.2 The table below shows the number of S4 pupils who were presented for National 5 qualifications in each of the last 5 sessions: Table 1 – S4 and National 5 Presentations S4 Presentations Year Number of pupils presented Number of Nat 5 Presentations Nat 5 Presentations per pupil 2021 738 3229 4.38 2022 783 3614 4.62 2023 771 3449 4.47 2024 830 3595 4.33 2025 814 3817 4.69 • The Nat 5 presentations per pupil rate has increased meaningfully against 2024 and is the highest in the last five sessions. The final session prior to the pandemic, 2018/19, saw a S4 Nat 5 presentation rate of 4.01. Page 174
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• In relation to the 2023/24 cohort, the 2024/25 S4 cohort had 16 pupils fewer present for national qualifications yet presented for 222 extra National 5 awards. 4.3 The table below shows the number of S5 pupils who were presented for National 5 and Higher qualifications in each of the last 5 sessions: Table 2 – S5 and National 5/Higher Presentations S5 Presentations Year Number of pupils presented Number of Nat 5 Presentations Number of Higher Presentations Nat 5 Presentations per pupil Higher Presentations per pupil 2021 659 532 1847 0.81 2.80 2022 563 523 1639 0.93 2.91 2023 593 478 1747 0.81 2.95 2024 588 550 1573 0.94 2.68 2025 634 518 1779 0.82 2.81 • The Nat 5 presentations per pupil rate has decreased against the 2024 rate but remains in line with 2023 and 2021. • The Higher presentation rate has risen to 2.81 from 2.68 in 2024. • The overall presentation rate (combining both Nat 5 and Higher presentations) is in line with 2024. However, there has been a small swing away from Nat 5 presentations towards Higher presentations. 4.4 The table below shows the number of S6 pupils who were presented for Higher and Advanced Higher qualifications in each of the last 5 sessions: Table 3 – S6 and Higher/Advanced Higher Presentations S6 Presentations Year Number of pupils presented Number of Higher Presentations Number of Adv Higher Presentations Higher presentations per pupil Adv Higher presentations per pupil 2021 448 713 316 1.59 0.71 2022 431 604 339 1.40 0.79 2023 391 556 281 1.42 0.72 2024 410 565 314 1.38 0.77 2025 413 621 248 1.50 0.60 • The Higher presentations per pupil rate has increased against 2025 and is the highest it has been since 2020/21. • The Advanced Higher presentation rate has decreased against the figure of 2023 and remains in line with 19/20 figures. Page 175
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4.5 Pupils in each of the ten secondary schools in Argyll and Bute were presented for a range of SQA external examination qualifications in April, May and June of 2025. Following the release of results, Education Services conducted an initial analysis of the attainment data to support the preparation of a summary report for presentation to and consideration by Elected Members at Committee in August 2025. This can be accessed via the following link: August 2025 Community Services Committee - SQA Update Additionally, all secondary schools have engaged in analysis of their own SQA attainment, and will present data and conclusions, following the February 2026 Insight update, at the relevant Area Committees. An initial overview will be presented in January/February during Elected Members’ visits to schools. 4.6 The pre-appeal A-C SQA attainment results for pupils in academic year 2024- 2025 are outlined in the following table: Table 4 – A-C Awards 2025 – A&B/National – National 4, National 5, Higher, Advanced Higher 2024 - 2025 A&B Attainment A-C % (pre-appeal) National Attainment A-C % LA Schools only (pre-appeal) Difference A&B 23/24 to National A-C (pre-appeal) Nat 5 77.2% 77.4% -0.2pp Higher 73.4% 74.8% -1.5pp Adv H 74.5% 73.8% +0.7pp To maintain the integrity of comparison with the national data, the following analysis reflects on pre-appeal data, as national post-appeal data has not yet been released. • National 5 results are below the national pass rate by 0.2% points. • Higher results are below the national pass rate by 1.5% points. • Advanced Higher results are above the national pass rate by 0.7% points. Page 176
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4.7 The pre-appeal A-D SQA attainment results for pupils in academic year 2024- 2025 are outlined in the following table: Table 5 – A-D Awards 2025 – A&B/National – National 5, Higher, Advanced Higher • National 5 results are above the national pass rate by 0.7% points. • Higher results are above the national pass rate by 0.4% points. • Advanced Higher results are below the national pass rate by 0.6% points. 4.8 The following graphs illustrate A-C and A-D presentation pass rates at school level across our secondary schools in 2025. Figures for Argyll and Bute and Scotland are also provided. Figure 1: A-C Pass Rates by School, Argyll and Bute and Scotland * It should be noted that, because of low presentation numbers, statistical variance at Advanced Higher level must be carefully interpreted. For example, 100% pass rate can be because of a single pupil presentation resulting in a pass. 2024 - 2025 A&B Attainment A-D % (pre- appeal) National Attainment A-D % LA schools only (pre- appeal) Difference A&B 23/24 to National A-D (pre-appeal) Nat 5 89.9% 89.2% +0.7pp Higher 89.9% 89.5% +0.4pp Adv H 88.2% 88.9% -0.7pp Page 177
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A-C by School Analysis: • Three of our secondary schools were equal to or above the 2025 A-C national average for National 5 (77.4%). • Six schools improved their National 5 A-C pass rates against 2024. • Five of our secondary schools were above the 2025 A-C national average for Higher (74.8%). • Six schools improved their Higher A-C pass rates against 2024. • Seven of our secondary schools were above the 2025 A-C national average for Advanced Higher (73.8%). • Four schools improved their Advanced Higher A-C pass rate against 2024, with 1 school matching their figure from 2024 and another having 100% against no presentations last session. Figure 2 - A-D Pass Rates by School, Argyll and Bute and Scotland * It should be noted that, because of low presentation numbers, statistical variance at Advanced Higher level must be carefully interpreted. For example, 100% pass rate can be because of a single pupil presentation resulting in a pass. A-D by School Analysis • Five of our secondary schools were equal to or above the 2025 A-D national average for National 5 (89.2%). • Six schools improved their National 5 A-D pass rates against 2024. Page 178
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• Seven of our secondary schools were above the 2025 A-D national average for Higher (89.5%). • Six schools improved their Higher A-C pass rates against 2024. • Six of our secondary schools were above the 2025 A-D national average for Advanced Higher (88.9%). It should be noted that statistical variance at Advanced Higher level must be carefully interpreted. For example, 100% pass rate can be because of a single pupil presentation resulting in a pass. • Four schools improved their Advanced Higher A-D pass rate against 2024, with 1 school matching their figure from 2024 and another having 100% against no presentations last session. 4.9 The following graphs detail 2025 attainment for the whole of Argyll and Bute across National 5, Higher and Advanced Higher against national figures. There are separate charts for attainment at grades A-C and attainment at Grades A-D. For comparison, data from previous years have also been supplied: this includes 2019 as the final ‘pre-pandemic session’ and 2022 and 2023 as ‘post-pandemic’ sessions. In 2020 and 2021, there were no examinations due to COVID-19, rendering comparisons with these years invalid. Figure 3 - National 5 Pass Rates Trend • At National 5 level, Argyll and Bute attainment followed the national trend at both A-C and A-D grades, with both increasing against 2024. Page 179
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• Argyll and Bute performance for A-C is slightly below the national average, while A-D performance is slightly above the national average. • Argyll and Bute performance at A-C is the highest it has been in the last three sessions. Figure 4 – Higher Pass Rates Trend • At Higher level, Argyll and Bute attainment followed the national trend at both A-C and A-D grades, with both increasing against 2024. • Argyll and Bute performance for A-C is below the national average, while A-D performance is slightly above the national average. • Argyll and Bute performance at A-C is in line with pre-pandemic performance. • Argyll and Bute A-D pass rates have exceeded the national figure in five consecutive sessions. Page 180
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Figure 5 - Advanced Higher Pass Rate Trend • At Advanced Higher level, Argyll and Bute attainment went against the national trend at both A-C and A-D grades. Nationally, pass rates at both levels increased, whilst in Argyll and Bute pass rates decreased. It should be noted that there are a relatively small number of Advanced Higher presentations compared to National 5 and Higher awards. This means variation in pass rates is more likely to occur. • Argyll and Bute performance for A-C is above the national average for the fourth session in a row. • Argyll and Bute performance at A-D is ahead of pre-pandemic performance, but has fallen behind the national figure for the first time in five sessions. 5.0 Insight Analysis 5.0.1 The Scottish Government’s Insight tool provides valuable analysis of attainment from a multitude of perspectives. Below, attainment analysis is provided from three such perspectives: 1. attainment in Literacy and Numeracy – a key element of the Scottish Government’s National Improvement Framework; 2. average attainment of young people in the context of the top 20%, middle 60%, and the lowest 20% of attainers within each cohort; Page 181
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3. attainment in the context of the Scottish Index of Multiple Deprivation (SIMD). In line with the Scottish Government’s conditions on the use of Insight, data presented here is being used both to inform members of key aspects of attainment in Argyll and Bute and as part of the Education Service’s self-evaluation and professional reflection. As mentioned above, the Virtual Comparator is a key feature of Insight which allows comparison of Argyll and Bute pupils with a larger group of pupils with similar backgrounds (gender, additional support needs, stage, and SIMD band) taken from all the other 31 local authorities. Nevertheless, rurality of pupil is not included in the virtual comparator methodology and may have a limiting impact on the comparison. 5.1 Attainment in Literacy and Numeracy 5.1.1. SCQF levels 4 and 5 Literacy and Numeracy are achieved via the passing of National 4 or 5 English or Maths, or through the completion of separate Literacy and Numeracy units at levels 4 and 5 which do not require an examination. It should be noted that attainment is only included in the S4-S6 senior phase. Any attainment achieved in S3 is not included in these figures, so a pupil who ends their Numeracy attainment with a National 5 in S3 will be presented as not having any numeracy attainment in senior phase. The same occurs with English/Gàidhlig attainment, which has an impact on Literacy figures. 5.1.2. To assess performance in Literacy and Numeracy, two different measures have been used. The first measure below (Figure 6) looks at the performance of S4 cohorts in Literacy and Numeracy. Performance at the end of S4 is a marker of early senior phase performance. Measures at the end of S4 reflect the entirety of a cohort as no pupil can have left before this point. The second measure below (Figure 7), looks at performance of S6 cohorts as a percentage of S6 pupils. This measure reflects attainment of those pupils who have accumulated achievement over three years of senior phase. 5.1.3 Previous board reports had reported on S6 performance as a percentage of S4 cohort rolls. The limitation of this measure is that performance is impacted by early leaving (S4 and S5 leavers) as opposed to attainment in English, Gaelic and Maths. An increase in S4 and S5 leaving rates has occurred within Argyll and Bute and nationally. This directly impacts S6 performance as a percentage of S4 original roll as the cohort overall has had relatively less time to accumulate awards. Measuring S6 by S6 allows us to compare performance of cohorts who have each had 3 complete years of senior phase attainment. Page 182
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Figure 6 - 2025 Attainment in Literacy and Numeracy at the end of S4 • In 2025, Literacy attainment at SCQF Level 4 decreased by 1.6% points to 83.2%, and the gap with the virtual comparator has also grown from 6.2% points to 9.0% points. • Literacy attainment at SCQF Level 5 increased by 2.1% points against 2024 to 69.6%. The gap with the virtual comparator has remained at 8.5%. • In 2025, Numeracy attainment at SCQF Level 4 increased by 2.5% points to 85.7%, and the gap with the virtual comparator has decreased to 4.4% points from 5.0% points. • Numeracy attainment at SCQF Level 5 significantly increased by 6.3% points against 2024 to 63.2%. The gap with the virtual comparator has decreased from 8.2% points to 5.4% points • Of these four measures, attainment of our latest S4 cohort improved in three. Furthermore, Level 4 and 5 Numeracy figures were the highest they have been in the last 5 sessions. • As part of Attainment Meetings with individual secondary Head Teachers, key steps are being discussed to improve Literacy and Numeracy attainment in Page 183
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all secondary schools. Principal considerations relate to four key principles of raising attainment: o a culture of high expectations underpinning aspirational presentation policies within schools; o rigorous tracking and monitoring of pupils’ attainment in Literacy and Numeracy at frequent, regular intervals; o frameworks of supportive intervention for pupils achieving below their potential in Literacy and Numeracy; o and high-quality, learner-centred learning, teaching and assessment experiences in literacy across the curriculum continuing into the Senior Phase. Figure 7 2025 Attainment in Numeracy (cumulative attainment by the end of S6, based on S6 roll) • In 2025, Literacy attainment at SCQF Level 4 increased by 0.2% points to 96.4%, and the gap with the virtual comparator has decreased from 1.8% points to 1.3% points. • Literacy attainment at SCQF Level 5 increased by 1.1% points against 2024 to 93.6%. The gap with the virtual comparator has decreased from 3.4% points to 1.8% points. Page 184
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• In 2025, Numeracy attainment at SCQF Level 4 increased by 2.5% points to 95.6%, and the gap with the virtual comparator has decreased from 3.9% points to 1.4% points. • Numeracy attainment at SCQF Level 5 increased by 2.0% points against 2024 to 86.0%. The gap with the virtual comparator has decreased from 5.9% points to 3.7% points. • Of these four measures, attainment of our latest S6 cohort improved in all areas. Furthermore, gaps to the virtual comparator closed in each measure. 5.2 Improving Attainment for All 5.2.1 This measure details the average attainment of pupils in three attainment cohorts – the highest 20% of attainers, the middle 60% of attainers and the lowest 20% of attainers – using as the key measure tariff points gained for the passing of courses at different levels. As mentioned in the Literacy and Numeracy section above, any attainment achieved in S3 is discounted from these figures, which has a small detrimental impact on Argyll and Bute figures. The two tables below demonstrate performance over the last 5 years and provides comparison to the Virtual Comparator and National figures. 5.2.2 As in the Literacy and Numeracy analysis above, the Improving Attainment for All data below has been split into two; 1) attainment at the end of S4 as a marker of early senior phase performance and 2) attainment at the end of S6 for those who completed three years of senior phase. 5.2.3 The Insight tool measures attainment in tariff points using two separate methods. Total tariff points measure all possible attainment achieved by pupils. Complementary tariff points measure the best 120 SCQF credit points of each pupil. This, for most pupils, equates to five National 5 or Higher awards and prioritises the highest tariff point awarding courses. Total Tariff Points measures the quantity of achievement a pupil accumulates with an emphasis on breadth, whilst Complementary Tariff Points measures the quality of achievement and prioritises depth. In the tables below, Complementary Tariff Points are used to emphasise our prioritisation of quality over quantity. 5.2.4 Caution should be applied to data in the 2021 and 2022 sessions as these were achieved under irregular assessment models. This is especially important in Table 7 which looks at S6 attainment cumulatively. Some of these cohorts had multiple sessions of attainment under alternative models which makes their data incomparable with the latest cohort. For example, S6 pupils in 2022 had accumulated attainment from two years (2020 as S4 pupils and 2021 as S5 pupils) with alternative assessment models. Page 185
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Table 7 - Average complementary tariff points by the end of S4, against Virtual Comparator and Scotland Lowest 20% Middle 60% Highest 20% Argyll and Bute Virtual Comparator Scotland Argyll and Bute Virtual Comparator Scotland Argyll and Bute Virtual Comparator Scotland 2021 106 119 105 331 338 330 430 432 429 2022 105 118 106 325 331 324 429 426 426 2023 99 118 105 310 327 321 429 426 426 2024 62 96 89 295 324 318 437 426 426 2025 66 108 99 313 328 326 428 428 428 The table above shows that in 2025: a. Argyll and Bute pupils in the lowest 20% of attainment performed slightly better than the previous year’s cohort but remains behind the Virtual Comparator and National figures. b. Argyll and Bute pupils in the Middle 60% of attainment performed better than the cohort in 2024 and 2023. Argyll and Bute pupils in the Middle 60% remain slightly behind the Virtual Comparator and National figures. c. Argyll and Bute pupils in the Highest 20% of attainment performed marginally below the previous year’s cohort but remain in line with Virtual Comparator and National performance. d. Longer term declines, as seen in the lowest 20% and middle 60%, have been seen nationally and in the Virtual Comparator. This likely reflects the alternative assessment models used in 2021 and 2022. Table 8 - Average cumulative complementary tariff points by the end of S6 (by S6 cohort), against Virtual Comparator and Scotland Lowest 20% Middle 60% Highest 20% Argyll and Bute Virtual Comparator Scotland Argyll and Bute Virtual Comparator Scotland Argyll and Bute Virtual Comparator Scotland 2021 305 377 380 903 937 936 1397 1429 1431 2022 305 341 353 879 910 917 1395 1395 1404 2023 277 364 354 840 897 906 1349 1389 1402 2024 302 370 352 854 908 900 1347 1385 1383 2025 271 349 360 769 884 895 1306 1373 1387 The table above shows that in 2025: a. Argyll and Bute pupils in the lowest 20% had a slightly lower average tariff point score than the previous year’s cohort and performance remains behind the Virtual Comparator and National figures. Performance amongst the Virtual Comparator also fell against 2024. Page 186
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b. Argyll and Bute pupils in the Middle 60% had a lower average tariff point score than the previous year’s cohort and performance remain behind the Virtual Comparator and National figures. Performance amongst the Virtual Comparator and National also fell against 2024. c. Argyll and Bute pupils in the Highest 20% had a slightly lower average tariff point score than the previous year’s cohort and performance remain behind the Virtual Comparator and National figures. d. Longer term decline seen in all attainment cohorts have been seen nationally and in the Virtual Comparator. This reflects the alternative assessment models used in 2021 and 2022. • As well as implementing the clear strategies to raise attainment referenced in 5.1 above, Head Teachers in all secondary schools are being challenged and supported to continually examine their curriculum structures and options frameworks to ensure that they allow all young people to attain and achieve to their maximum potential. This includes planning future learning and attainment pathways with pupils and their families at the earliest opportunity, to ensure that, as well as the required breadth of the S1-S3 Broad General Education, there is also the focus on depth of learning, specialisation and coherent progression in S1-S3 which reflects each young person’s aspirations and interests and prepares them for high levels of Senior Phase attainment. • Secondary Head Teachers are also being challenged and supported to ensure their Senior Phase curricula are wide and dynamic. Head Teachers are also ensuring that the curriculum offer in their schools meets the needs, interests and aspirations of all pupils. The range of accredited wider achievement opportunities for young people is expanding, supported by partnership with UHI Argyll and Community Learning. This will ensure that there are meaningful attainment and achievement opportunities for all young people – not only in the traditional academic context, but also in terms of vocational and skill-focused courses and certification. In line with national policy, schools are also working to develop the culture where there is parity of esteem between academic and vocational attainment, and all young people have access to relevant, stimulating courses which take them towards their preferred post-school positive destinations. • Schools are also implementing personalised curriculum arrangements for individual young people – particularly those who are disengaged – which involve an element of work-based vocational learning through regular placement with employers. These Flexible Learning Plans (FLPs) are supporting not only attainment and achievement, but also engagement with school, the development of key skills for life and work, and emotional health and wellbeing in young people. • By ensuring such wide, accessible and equitable senior-phase curricula are in place in our schools, the attainment and achievement of all young people Page 187
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will increase, regardless of their academic ability or to which percentage of attainers they belong. 5.3 Attainment in Context of the Scottish Index of Multiple Deprivation (SIMD) 5.3.1 In interpreting the graphs below, it is helpful for members to acknowledge that the mechanism nationally for defining the SIMD status of young people from decile 1 (the most disadvantaged) to decile 10 (the least disadvantaged), based as it is on post codes, is not always helpful in categorising families in this way. In a predominantly rural area region such as Argyll and Bute, such a mechanism may not be effective in defining the actual level of poverty experienced by a young person, as the rural environment and large areas covered by a single post code can lead to many different levels of advantage and disadvantage existing side by side. Schools in Argyll and Bute ensure they know every young person’s situation individually, regardless of SIMD level ascribed by post code, and work to meet their individual needs on that basis. 5.3.2 One limitation of exploring attainment via SIMD data is that the SIMD profile of Argyll and Bute is skewed to the middle deciles. For example, last year’s secondary census found that 10% of all pupils were living in SIMD Quintile 1 (20% most deprived), and a further 6% from Quintile 5 (20% least deprived). Therefore, 84% of all pupils came from SIMD Quintiles 2-4. The use of SIMD to report attainment gap statistics frequently uses Quintile 1 (20% most deprived) versus Quintile 5 (20% least deprived). Whilst this undoubtedly has statistical value at a national level, for Argyll and Bute this essentially compares the performance of one small group (Quintile 1), with an even smaller group (Quintile 5). Small sample sizes are open to natural variation as the under/overperformance of a small number of pupils can skew significantly the performance of the entire group. 5.3.3 To overcome the limitation detailed above, the visual below looks at Argyll and Bute performance using an alternate SIMD grouping split. To better capture the relationship between SIMD and attainment, the data has been split into three groups; 1) 30% most deprived, 2) 40% middle and 3) 30% least deprived. Whereas Quintile 1 and 5 covered only 16% of last year’s secondary population, comparing the least and most deprived 30% covers 34% of all pupils. This limits the impact of year-on-year natural variation through increasing the size of each sample group. 5.3.4 Tariff point averages are used in this measure of performance. Tariff points are accumulated through gaining attainment at difference levels and across subjects. Wider achievement awards which operate out with the SQA national awards also contribute tariff points. As in the two previous measures, it should be noted that any attainment achieved in S3 is not included in these figures. Therefore, a pupil with 5 National 5 passes at Grade A in S3 will be missing 420 tariff points from their Insight profile. Page 188
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Understandably this can have a significant impact on those schools who present at S3 and a smaller impact for the local authority overall. 5.3.5 As in the previous Insight measures, two data points are presented below. Figure 8 highlights attainment versus deprivation at the end of S4 when all possibly pupils are included. Figure 9 highlights attainment versus deprivation at the end of S6. We should be cautious about the data provided at the end of S6 as pupils, especially from Quintile 1, have left after S4 or S5 making the sample size even smaller. Figure 8 – Average Complementary Tariff Points (at the end of S4) trend and comparison to Scotland and Virtual Comparator The data in Figure 8 shows: • The average complementary tariff points of S4 pupils in the 30% Most Deprived SIMD zones increased by 16 points from 231 to 247. • The gap to the National figure for SIMD 30% Most Deprived pupils closed from 17 points to 10 points. • The gap to the Virtual Comparator figure for SIMD 30% Most Deprived pupils closed to 30 points to 25. • The gap between the 30% Most Deprived and 30% Least Deprived pupils in Argyll and Bute closed from 93 points to 90 points. Performance in both groups improved, with the increase amongst the 30% Most Deprived slightly greater than that achieved by the 30% Least Deprived. Page 189
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• Performance in the 40% Middle also improved against 2024 and was in line with 2023. • Performance in the 30% Least Deprived was the highest it had been in three sessions and only exceeded by 2021 and 2022 which operated under alternative assessment models. Figure 9 – Average Complementary Tariff Points (at the end of S6 as of S6 roll) trend and comparison to Scotland and Virtual Comparator The data in Figure 9 shows: • The average complementary tariff points of S6 pupils in the 30% Most Deprived SIMD zones decreased by 29 points from 657 to 628. The National figure increased by 5 points in 2025. • The gap to the National figure for SIMD 1-3 pupils grew from 86 points to 120 points. • The gap to the Virtual Comparator figure for SIMD 1-3 pupils grew from 103 points to 140 points. • The gap between the 30% Most Deprived and 30% Least Deprived pupils in Argyll and Bute closed from 329 points to 247 points. Performance in both groups declined, with the decrease amongst the 30% Most Deprived less than that achieved by the 30% Least Deprived. • Performance in the 40% Middle also declined against 2024. Page 190
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• As part of the annual school improvement planning process, in their Standards and Quality Reports all secondary schools now complete detailed analysis of the impact their Pupil Equity Fund (PEF) allocation has had on identified groups of the least advantaged young people. In their School Improvement Plans, Head Teachers also present detailed planning of how their PEF allocation will be spent in the coming year to reduce inequality and support the wellbeing and progress of pupils from the most deprived backgrounds. In their Standards and Quality Reports, schools have provided numerous examples of PEF funding being used to ensure our most vulnerable young people reach their potential: o PEF-funded Family Liaison Officers (FLOs) support targeted young people’s attendance, with positive recorded impact. High attendance is a fundamental requirement for progress and attainment. o FLOs are also working successfully to reduce late coming and the associated missed learning in targeted groups of young people. o FLOs are establishing positive family-school relationships with the parents of vulnerable young people, enabling better support for learning at home. o FLOs also are supporting learning at home for young people who struggle to attend school regularly or full-time, thus allowing learner progress while they work to re-engage young people with school. Again, significant progress has been recorded. o PEF has been successfully invested in employing trained staff, or to train existing staff, to help young people with dysregulated and disruptive behaviours which are barriers to their own progress. o PEF has funded Principal Teachers of Nurture to support young people with social, emotional and behavioural needs in their engagement with learning, and to improve their wellbeing. o PEF has allowed our schools to successfully employ and resource MCR Pathways Co-ordinators, providing our most vulnerable young people with adult mentors to support and advise them towards successful pathways and destinations. o PEF has facilitated extra in-class support in schools for the young people who most need it. o PEF has allowed schools to run extra learning sessions for young people after school. o Young people and their families have been supported financially through PEF with the cost of the school day, regular meals, school equipment and financing school trips and visits. • Through these and other PEF-funded interventions across our secondary schools, we have been able to support and improve wellbeing, attendance and the quality of learning experiences for identified young people, all three of which are central to attainment and achievement in education. • Additionally, Head Teachers must account for the attainment and achievement of the most disadvantaged pupils in their schools as part of the Page 191
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annual Attainment Meeting with the Executive Director, Heads of Service, Education Manager and Education Lead. In 2023, two additional sections were added to the Attainment Meeting template, requiring schools to analyse both S3 attainment in the Broad General Education phase of Curriculum for Excellence, and Senior Phase attainment, in the context of SIMD. This is in line with the Argyll and Bute Council’s Stretch Aims, as required by the Scottish Government, in which the gaps between the lowest and highest SIMD quintiles in achieving one qualification at SCQF levels 5 and 6 are measured. From 2024 we have also added a section on presentation rates, which influence all the Insight measures covered in this report. From 2025 we have added a specific section on Component Marks which asks Head Teachers to reflect on areas of improvement on specific components of subjects from the previous year’s exam diet. • Central to achieving such targets is teachers’ understanding of assessment standards and progression at both Broad General Education and the Senior Phase, which is being addressed through programmes of in-school and cross school moderation of assessment. • Equally important in maximising attainment and achievement is high-quality learning, teaching and assessment, which is a focus on every secondary School Improvement Plan and is supported by Argyll and Bute’s internally developed and Education Scotland accredited Guided Approaches to Pedagogical Enquiry (GAPE) programme. 6 Wider Achievement of Young People in Argyll and Bute • Alongside National Qualifications, Argyll and Bute’s secondary schools offer a wide and ever-increasing range of opportunities for wider achievement. Such opportunities develop skills for life and work, broaden young people’s range of experiences, and are recognised by employers and further and higher education establishments as valuable indicators of young people’s attributes and capabilities. • The report by Professor Ken Muir on the next steps for Scottish education (2022), the associated review of secondary assessment in Scottish education, led by Professor Louise Hayward (2023), and the Independent Review of the skills delivery landscape by James Withers (2023) all emphasise the importance of wider achievement and building skills for young people, and stress the importance of parity of esteem between such qualifications and the more traditionally academic range of qualifications. • The table below summarises Wider Achievement across the authority’s secondary schools in the last two sessions, which is broken down in greater detail by the subsequent graphs. Page 192
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Table 10: Summary of Wider Achievement Awards 2023-2024 and 2024-25 SCQF Level Awards 23/24 Awards 24/25 Level 4 285 300 Level 5 645 725 Level 6 377 328 Level 7 8 44 All Awards 1251 1397 Summary: • At SCQF Level 4, 300 Wider Achievement awards were gained in 2025 – an increase of 15 (5%) on 2024. • At SCQF Level 5, 725 Wider Achievement awards were gained in 2025 – an increase of 75 (12%) on 2024. • At SCQF Level 6, 328 Wider Achievement awards were gained in 2025 – a decrease of 49 (-13%) on 2024. • At SCQF Level 7, 44 Wider Achievement awards were gained in 2025 – a decrease of 36 (450%) on 2024. • Young people across Argyll and Bute gained a total of 1397 awards, up from 1251 in 2024 and 1167 Wider Achievement Awards in 2023. This marks an increase of 11.6% in the last session and 19.7% over two years The types of Wider Achievement awards gained by SCQF level are illustrated below. These are split into SQA and non-SQA based Wider Achievement: Page 193
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6.1 Non-SQA Wider Achievement: SCQF Level Provider and Course 5 6 7 Grand Total Open University (OU) 6 6 Engineering: origins, methods, context 1 1 English for academic purposes online 1 1 Law making in Scotland 2 2 Making your learning count 1 1 Spanish Studies 1 (intermediate) 1 1 Royal Environmental Health Institute of Scotland (REHIS) 16 16 Elementary Food Hygiene Course (SCQF 5) 16 16 Sports Leaders UK (SLUK) 31 31 Qualification in Community Sports Leadership 31 31 Young Enterprise Scotland (YES) 20 20 Unit 1 – Setting Up A Company 6 6 Unit 2 - Developing a Business Idea and Launching the Company 6 6 Unit 3 – Running the Company 5 5 Unit 4 - Winding Up The Company 3 3 Grand Total 47 20 6 73 • Wider Achievement Awards were achieved from four separate providers. • Eleven different awards were achieved from these providers, with the majority (64%) being offered at the SCQF Level 5. Page 194
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6.2 SQA Wider Achievement SCQF Level 4 • Young people achieved 300 awards from 21 separate courses, with the Employability Award being the most popular SCQF Level 4 wider achievement. Page 195
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6.3 SQA SCQF Level 5 Awards • Young people achieved 678 awards from 40 separate courses, with the Mental Health and Wellbeing Award being the most popular SCQF Level 5 wider achievement. Page 196
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6.4 SQA SCQF Level 6 Awards • Young people achieved 308 awards from 25 separate courses, with the Leadership Award being the most popular SCQF Level 6 wider achievement. Page 197
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6.5 SCQF Level 7 Awards • Young people achieved 38 awards from 3 separate courses, with the Scottish FA: Referring award being the most popular SCQF Level 7 wider achievement. 7.0 CONCLUSION 7.1 This report presents an overview of the key attainment performance data, and details outcomes for all pupils across the ten secondary schools for session 2024-2025, incorporating the authority’s perspective on both data received from SQA in August 2025, and data from the Scottish Government’s Insight tool. The Education Service will continue to take forward its programme of challenge and support with schools across the authority to secure further improvement in attainment and achievement outcomes for young people. 7.2 Heads of Service, the Education Manager and the Education Lead are taking forward a programme of challenge and support with secondary schools across the authority involving a range of actions and measures to support schools to secure further improvement in examination outcomes and Wider Achievement for young people. These include formal School Reviews and detailed analysis and evaluation on attainment and achievement at Secondary Attainment Meetings. Increasing attainment and achievement and ensuring that all young people achieve to their potential, regardless of location, circumstance or potential barriers, is at the heart of the work of the Education Service. Page 198
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7.3 Heads of Service and Area Managers continue to meet regularly with Head Teachers to ensure appropriate levels of both scrutiny and collaboration are in place in relation to performance and securing positive outcomes for young people. This work is reinforced and enhanced by Central Team staff through their involvement with national performance networks which allows them to share best practice with wider Local Authority colleagues. 7.4 Additionally, as referred to above, the Education Service has overhauled the process for analysis and evaluation of attainment data. Attainment Meetings with individual secondary Head Teachers take place in November/December, at which all aspects of attainment from S1-S6 are analysed and key improvement strategies to raise attainment are discussed and agreed. 7.5 Head Teachers will present individual school performance analysis using the data currently available, along with a wider holistic update at Local Area Committees in March 2025. 8.0 IMPLICATIONS 8.1 Policy: This report links directly to Education in the Argyll and Bute Corporate Plan 2023-2027 (Attaining and achieving at all stages). NIF: Priorities 3 and 5 8.2 Financial: None 8.3 Legal: None 8.4 HR: None 8.5 Customer Service: None 8.6 Risk: The performance of Argyll and Bute schools in national examinations can significantly enhance or detract from the Council’s reputation and attractiveness as an area to work and live in. 8.7 Climate Change – None 8.8 Fairer Scotland Duty: None 8.9 Equalities – This report links directly to NIF Priority 3: Closing the attainment gap between the most and least disadvantaged children and young people. 8.10 Consumer Duty – None 8.11 Islands Communities – None Page 199
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8.12 Children’s Rights and Wellbeing – This report links to Article 29 (goals of education) Douglas Hendry - Executive Director with responsibility for Education Councillor Kieron Green - Policy Lead for Education Wendy Brownlie - Head of Education – Performance and Improvement Jennifer Crocket - Chief Education Officer/ Head of Education – Wellbeing, Inclusion and Achievement Brendan Docherty - Education Manager – Secondary Performance and Improvement James Bowness - Education Lead – Benchmarking, Data and Performance December 2025 Page 200
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ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 11 DECEMBER 2025 ANNUAL PARTICIPATION MEASURE 2024-25 1.0 EXECUTIVE SUMMARY 1.1 The purpose of this report is to provide members with information on the most recent Annual Participation Measure published by Skills Development Scotland (SDS) in August 2025, covering the period April 2024-March 2025. 1.2 The Annual Participation Measure (APM) reports nationally on the economic and employment activity of the 16-19 year old cohort in Argyll and Bute, including those at school. The measure is used to inform policy, planning and service delivery and to determine the impact of the Opportunities for All commitment. 1.3 The APM was incorporated into the Scottish Government’s National Performance Framework from August 2017 as the data source for the indicator, “increase the proportion of young people in learning, training or work”, replacing the School Leaver Destination Reports. 1.4 The previous measure, School Leaver Destination Reports, collected data on young people in the senior phase of school (S4-S6) who had left school during the school year and essentially offered a snapshot at the time of reporting (October and February). The APM takes account of the status of all 16–19-year- olds in Scotland over a full calendar year (1st April – 31st March) and assigns to each young person the status which applied to them for the greatest part of the year in question. Page 201 Agenda Item 11
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ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 11 DECEMBER 2025 ANNUAL PARTICIPATION MEASURE 2024-25 2.0 INTRODUCTION 2.1 The Annual Participation Measure (APM) is published in August each year and is used to inform policy, planning and service delivery, and to assess progress in the delivery of the Scottish Government’s commitment to offer a place in learning or training to every 16 to 19 year-old in Scotland not already in employment, education or training. 2.2 The 2025 APM marks the 11th annual release of statistics detailing the participation of 16–19-year-olds at a national and local authority level. The report takes account of the status for 16–19-year-olds from 1st April 2024 to 31st March 2025. 2.3 The statistics are produced using data collected by Skills Development Scotland (SDS) and a range of partners, which is shared through the 16+ Participation Portal. 2.4 The report is based on a cohort of 228,163 young people in Scotland aged between 16 and 19 (an increase of 6038 on 2023-2024), of whom 3,187 are from Argyll and Bute (an increase of 84 on 2023-24). 3.0 RECOMMENDATIONS It is recommended that the Community Services Committee: 3.1 Consider the information in relation to the 2024-2025 Annual Participation Measure. 3.2 Note the increase in Participation in Argyll and Bute from 2023-24 to 2024-25, and the narrowing of the poverty-related attainment gap in Participation during the same period. 3.3 Note the consistently strong performance of Argyll and Bute as a council area in facilitating the participation of 16-19 year-olds. Page 202
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4.0 DETAIL 4.1 The APM is compiled from data collected from the 16+ Participation Portal, a multi-partner secure data sharing gateway managed by Skills Development Scotland (SDS). Data input is provided from Local Authorities, Colleges, the Department of Work and Pensions, the Students Awards Agency Scotland and the Scottish Funding Council. 4.2 The participation status of each young person is identified by combining the number of days spent in each status (participating, not participating or unknown) between 1st April 2023 and 31st March 2024. Their overall headline classification is then defined as the heading under which they have spent the most days over that year. 4.3 The classifications are defined as: Participating – school pupil, higher education, further education, employment, modern/graduate apprenticeship, training and voluntary work. Not Participating – unemployed and seeking employment or training, unemployed and not seeking employment or training. Unconfirmed Status – information on individual not available for reporting. Some of these young people may be in employment but not in contact with partner agencies. 4.4 The 2025 APM headline figures confirm that 94.6% of 16–19-year-olds in Argyll and Bute (3,271 young people) were participating in education training or employment between April 2024 and March 2025, which represents an increase of 0.3% on 2024’s measure, and is 1.3% above the national participation figure of 93.3%. Of Scotland’s 32 local authorities, Argyll and Bute is placed tenth for participation levels. 2024-25 is the eighth year in succession Argyll and Bute Council has ranked in the top ten local authorities for participation. 3.7% of 16-19 year-olds in Argyll and Bute (122 young people) were not participating, which is an increase of 0.5% on 2024’s measure, and 0.2% below the national figure for non-participation of 3.9%. 1.6% of 16-19 year-olds in Argyll and Bute (53 young people) have an unconfirmed status, which is an decrease of 0.9% on 2024, and 1.2% below the national figure for Unconfirmed status of 2.8%. Page 203
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The table below summarises participation in Argyll and Bute over time: 4.5 The 2025 APM figures for Argyll and Bute exceed the Scottish average in all three classifications (noting that for non-participating and unconfirmed status, the lower percentage is desirable). Nationally, between 2023-24 and 2024-25, the Participation rate rose in 24 of the 32 local authorities by an average of 0.9% and fell in 8 authorities by an average of 0.2%. 4.6 Participation – Employment and Education • In 2024-25 there was a decrease in the number of 16-19 year-olds in employment in Argyll and Bute from 28.2% in 2023-24 to 28.0% in 2024-25. Nationally, 20.7% of 16-19 year-olds are in employment, which is an increase of 1.1% on 2023-24. The figure for 16-19 year-olds in employment in Argyll and Bute is 7.3% above the national average. • Between 2023-24 and 2024-25, the number of 16-19 year-olds in Argyll and Bute in education has increased from 64.8% to 65.4%. The national figure for 16-19 year olds in education is 70.4%, a fall of 0.8% from 2023-24. The figure for 16-19 year-olds in education in Argyll and Bute is 5% below the national average. • It can be seen from the above data that the number of 16-19 year-olds in Argyll and Bute in employment is significantly higher than the national figure, and that there are correspondingly fewer 16-19 year-olds in Argyll and Bute in education – specifically further and higher education – than nationally. 4.7 Non-Participation - Unemployment • In 2024-25, 1.2% of 16-19 year-olds in Argyll and Bute were classed as unemployed and seeking employment, an increase of 0.3% on 2023-24 and 0.8% below the national figure of 2.0%. 2018-2019 Argyll and Bute 2019-2020 Argyll and Bute 2020-2021 Argyll and Bute 2021-2022 Argyll and Bute 2022-2023 Argyll and Bute 2023-2024 Argyll and Bute 2024-2025 Argyll and Bute 2024-2025 Scotland Participating 94.8% 94.1% 93.5% 93.9% 94.4% 94.3% 94.6% 93.3% Not Participating 2.2% 2.4% 3.2% 3.8% 3.1% 3.2% 3.7% 3.9% Unconfirmed 3.0% 3.5% 3.3% 2.3% 2.4% 2.5% 1.6% 2.8% Page 204
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• 2.5% of 16-19 year-olds were defined as unemployed and not seeking employment, an increase again of 0.3% on 2023-24 and 0.5% above the national figure of 2.0%. 4.8 Equality Characteristics: Gender • In Argyll and Bute in 2024-25, females (94.6%) were slightly less likely to participate than males (94.7%). The percentage of females participating rose by 0.5% from 2023-24, while the percentage of males participating rose by 0.2 % in the same period • In Argyll and Bute, 59.4% of 16-19 year-old males were in education (an increase of 0.8% on 2023-24 and 5.9% below the national figure), compared with 71.9% of females (an increase of 0.3% on 2023-24 and 4.0% below the national figure) • 33.7% of Argyll and Bute 16-19 year-old males were in employment (a 0.7% decrease on 2024-24 and 8.8% above the national figure), compared with 21.9% of equivalent females (an increase of 0.5% on 2023-24 and 5.7% above the national figure). • The above figures show the continuing trend in Argyll and Bute among 16-19 year-olds for a significantly higher number of females than males to remain in education, while substantially more 16-19 year-old males than females are in employment, although both gaps have reduced slightly in the last year. Figures for both genders in education are below the national level, males particularly so, while figures for both genders in employment are well above the national average, again, more so for males. 4.9 Equality Characteristics – Scottish Index of Multiple Deprivation (SIMD) • In Argyll and Bute, participation rates for young people from the most deprived backgrounds are lower than those of less deprived young people. 92.2% of 16-19 year-olds in the lowest SIMD quintile were participating – a 0.7% increase on the figure for the same SIMD quintile in 2023-24. 98.8% of 16- 19-year-olds in the highest SIMD quintile – the least deprived – were participating, an increase of 1.7% on 2023-24. The participation gap between SIMD quintile 1 (most deprived) and SIMD quintile 5 (least deprived) is 4.6%, a reduction of 1.0% on the 2023-24 gap figure. • The addressing of the poverty-related gap in participation levels is one of Argyll and Bute Council’s “stretch aims”, in the context of the Scottish Government’s Scottish Attainment Challenge and National Improvement Framework, and planning and intervention around reducing this gap are ongoing. DYW will continue its work to further reduce the poverty-related gap as it applies to participation for 16-19 year-olds. Page 205
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4.9 Equality Characteristics – Disability • In Argyll and Bute, the Participation figure for those identified as disabled is 90.7% - the same figure as in 2023-24 - compared to 95.2% for those not identified as disabled – an increase of 0.3% on 2023-24. 4.11 Link to Skills Development Scotland Annual Participation Measure 2024-2025: https://www.skillsdevelopmentscotland.co.uk/publications- statistics/statistics/annual-participation-measure 5.0 CONCLUSION 5.1 The Annual Participation Measure provides data on the economic and employment activity of 16 to 19 year-olds and enables local authorities to measure progress against the National Improvement Framework priority “Improvement in skills and sustained, positive school-leaver destinations for all young people.” 5.2 There was a 0.3% increase in the percentage of young people from Argyll and Bute participating in education, training or employment in 2024-25 (94.6%). Participation rates in Argyll and Bute are above the national average, and the measures for young people not participating (3.7%) and classified as unconfirmed (1.6%) are below the national averages. Argyll and Bute Council ranks tenth of Scotland’s 32 local authorities for participation. 5.3 Education, Developing the Young Workforce (DYW), Skills Development Scotland (SDS), Community Learning and Development (CLD), local colleges, the Third Sector and other partners are working coherently to ensure participation rates in Argyll and Bute increase, and that all young people move into their chosen, sustained positive destination post-school. 5.4 Young people in schools who are at risk of entering a negative, non- participating destination are being positively targeted for supportive intervention, and young people are tracked having left school in order that interventions can be put in place to address any failure to sustain positive, participating destinations. Through such practice, Education, SDS, DYW and their partners seek to continue to increase the number of young people in Argyll and Bute participating productively and meaningfully in society. 5.5 The robust, current information provided by the Annual Participation Measure and the SDS Data Hub will continue to be used to identify potential issues and inform work with partner agencies. This will enable all agencies to be proactive in providing the necessary targeted and tailored intervention to support young people in achieving and sustaining their chosen area of participation in society. Page 206
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6.0 IMPLICATIONS 6.1 Policy - This report links directly to Priority 1 in the Argyll and Bute Corporate Plan 2023-2027: Improving educational attainment, achievement and outcomes for young people within Argyll and Bute to Scotland’s upper-quartile. 6.2 Financial – None 6.3 Legal – None 6.4 HR – None 6.5 Customer Service – None 6.6 Risk - Failure to support young people into positive destinations will impact on the life chances of young people across the Local Authority area and may result in outward migration of young people. A reduction in the number of young people securing positive destinations post-school risks reputational damage to the local authority, and detracts from its appeal as a place to live and work. 6.7 Climate Change – None 6.8 Fairer Scotland Duty – To ensure maximum Participation for 16-19 year-olds, the Education Service, Developing the Young Workforce (DYW) and partners are working to maximise the readiness for employment or continuing education of all young people in Argyll and Bute’s secondary schools. Through such partnership working to support individualised pathways for all young people, regardless of situation or place, the Council seeks to address inequalities of outcome caused by socioeconomic disadvantage. 6.9 Equalities - Protected Characteristics – All work relating to increasing Participation seeks to address inequalities in employment, training and education, and to provide support to those who most require it. 6.10 Consumer Duty – None 6.11 Island Communities – Young people in island and remote mainland communities often require extra support to ensure they are prepared for the personal, geographical, social and cultural changes which can accompany moving to a positive post-school destination. As such, the Council and its partners understand the need to assess such needs, and to work with schools to ensure young people are able to enter and sustain such positive destinations. 6.12 Children’s Rights and Wellbeing – The work to increase Participation aligns directly with Article 29 of the United Nations Convention on the Rights of the Child: Education must develop every child’s personality, talents and abilities to the full. Page 207
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Douglas Hendry - Executive Director with responsibility for Education Councillor Kieron Green - Policy Lead for Education For further information contact: Simon Easton, Education Manager Telephone: 01436 657681 Email: simon.easton@argyll-bute.gov.uk 11th December 2025 Page 208
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Page 1 ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 11 DECEMBER 2025 SCHOOLS (CONSULTATION) (SCOTLAND) ACT 2010 – FURNACE PRIMARY SCHOOL 1.0 EXECUTIVE SUMMARY 1.1 The purpose of this report is to update the Community Services Committee on the current status of Furnace Primary School and invite Members to agree to the recommendations outlined. 1.2 Furnace Primary School was mothballed by the Committee in December 2024, with agreement that a review of the school’s mothballing would be prepared for the Committee’s December 2025 meeting at which Members will decide on a continued period of mothballing, or request officers to begin the formal preliminary engagement process to consider the future options for Furnace Primary School. 1.3 It is recommended that the Community Services Committee: a) Note the decision of the Committee in December 2024, and the updated position of the school as set out within this report. b) Agree that Furnace Primary School continues to be mothballed on a temporary basis and the school premises be retained on a care and maintenance basis. c) Note that since December 2024 there have been requests for school lets and should any further let requests be made, they would be considered in light of the current condition of the building and any existing lets. d) Agree that the Education Service will undertake the required preliminary engagement for Furnace Primary School, in compliance with the preliminary requirements as set out in the Schools (Consultation) (Scotland) Act 2010 and thereafter prepare an Options Appraisal for Members’ consideration at the June 2026 meeting of the Community Services Committee. Page 209 Agenda Item 12
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Page 2 ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 11 DECEMBER 2025 SCHOOLS (CONSULTATION) (SCOTLAND) ACT 2010 – FURNACE PRIMARY SCHOOL 2.0 INTRODUCTION 2.1 Furnace Primary School has been subject to a shared Headship arrangement with Inveraray Primary School since August 2022. The decision on a Shared Headship was informed by strong parental support for this approach following engagement which took place in March 2022, facilitated by the Education Service. 2.2 A Principal Teacher was recruited for Furnace Primary School to support the Shared Headship model from August 2022. In June 2023, the Service was unable to recruit a temporary Principal Teacher at Furnace Primary School when the current Principal Teacher commenced Maternity Leave. Due to challenges with staffing cover at Furnace Primary School pupils attended Inveraray Primary School, as part of an agreement with parents, to ensure consistency of educational provision. Following further engagement with parents in the summer of 2023, the decision was made for the pupils at Furnace Primary School to temporarily attend Inveraray Primary School until such time that the Principal Teacher returned from Maternity Leave, and the arrangement could be reviewed. In April 2024, further engagement took place with parents. At this point, the school had three pupils enrolled from the Furnace catchment, one of whom was progressing to Lochgilphead Joint Campus at the end of that school session. One parent of the remaining pupils expressed their desire that the Education Service proceed with recruiting a 0.4PT to allow their child to return to Furnace Primary School. The other parent felt strongly that a return to Furnace Primary School was not in the best interests of their child and was clear that their child had expressed their desire to remain at Inveraray Primary School. 2.3 In June 2024, further engagement included a new family who had only just moved into the catchment area. Initially, engagement indicated that the parents had no preference. However, after taking time to review all of the information available to them, the parents of this new family indicated their preference for their four children (one of whom was about to progress to Lochgilphead High Page 210
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Page 3 School in August 2024) to attend Inveraray Primary School. Following the indication that a placing request would be made to that effect, all parents in the catchment area were again contacted. The one parent who wanted their child to return to Furnace updated the Education Service that they were now in the process of moving away from the area. The remainder of the parents (two families) believed that it was in the best interest of their children to attend Inveraray Primary School. Accordingly, there are currently no children attending Furnace Primary School. 2.4 Additionally, with effect from 31st May 2024, Minard Primary School was formally closed. As part of that decision, the catchment area of Furnace Primary School was extended to include the former Minard Primary School catchment area. To date, this has not yet had, and is currently not projected to have, any material impact on the projected School roll for Furnace Primary School. Officers will continue to monitor the projected School roll over the forthcoming months. 2.5 In December 2024, it was agreed by the Committee that Furnace Primary School be mothballed, pending a further decision in December 2025 by the Committee: either to continue the period of mothballing or to begin a preliminary engagement process to consider the future options for Furnace Primary School. 2.6 Since December 2024, there have been school lets requested by; a local parent and toddler group, Social Work (in relation to fostering and family placements) and a play therapist. Currently, only the play therapist continues to have a school let. 2.7 The statutory process for the closure of a rural school is laid out in the Schools (Consultation) (Scotland) Act 2010 (the 2010 Act), as amended by the Children and Young People (Scotland) Act 2014. The 2010 Act as amended introduces a presumption against the closure of rural schools and a requirement to carry out additional steps, before and during the statutory consultation exercise. 3.0 RECOMMENDATIONS 3.1 It is recommended that the Community Services Committee: a) Note the decision of the Committee in December 2024, and the updated position of the school as set out within this report. b) Agree that Furnace Primary School continues to be mothballed on a temporary basis and the school premises be retained on a care and maintenance basis. c) Note that since December 2024 there have been requests for school lets and should any further let requests be made, they would be considered in light of the current condition of the building and any existing lets. Page 211
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Page 4 d) Agree that the Education Service will undertake the required preliminary engagement for Furnace Primary School, in compliance with the preliminary requirements as set out in the Schools (Consultation) (Scotland) Act 2010 and thereafter prepare an Options Appraisal for Members’ consideration at the June 2026 meeting of Community Services Committee. 4.0 DETAIL 4.1 There are presently no registered pupils at Furnace Primary School. Registration for August 2025 enrolment at the school closed at the end of January 2025, with no pupils registered. A small number of pupils registering would not in itself alter the viability of the school. All members of staff from the school were redeployed into other posts within the Authority. 4.2 It was agreed by the Committee in December 2024 that Furnace Primary be mothballed and the premises be retained on a care and maintenance basis. 4.3 The mothballing of a school is a temporary closure. It does not require a statutory consultation to be carried out as it is an informal non-statutory measure. It is appropriate where the Authority considers that a school is not presently viable, but do not wish to close it immediately in order to assess the prospects of the number of pupils in the area increasing to the extent that the school should be re-opened in the future. 4.4 The Scottish Government’s Statutory Guidance on the 2010 Act1 stresses that this flexibility to close a school for a temporary period is not used to undermine the requirements of the 2010 Act to consult on all closure proposals. Mothballing is only appropriate for a temporary period, should be subject to at least annual review and, in most cases, should last no more than three years in total. 4.5 Registration for new Primary 1 pupils enrolling in August 2026 will be open from 17th to 21st November 2025. A small number of pupils registering for Furnace Primary School by 21st November 2025, for entry in August 2026, would not in itself necessarily alter the viability of the school. However, if a sufficient level of demand for the re-opening of the school was to be demonstrated, the Education Service would keep this under review, and present further reports to the Committee on this matter as appropriate. 4.6 It is proposed that a preliminary assessment of options regarding the future of the school be undertaken by way of a preliminary engagement exercise and Options Appraisal report, in accordance with the preliminary requirements of the 2010 Act. It is proposed that the findings of the Options Appraisal will be presented to the Committee in June 2026 for Members to consider and determine next steps. 1 Schools (Consultation) (Scotland) Act 2010: guidance - gov.scot Page 212
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Page 5 5.0 CONCLUSION 5.1 Should Members agree, the Education Service will undertake the required preliminary engagement for Furnace Primary School, in compliance with the preliminary requirements as set out in the 2010 Act and prepare an Options Appraisal for Members’ consideration at the June 2026 meeting of the Community Services Committee. 6.0 IMPLICATIONS 6.1 Policy - none 6.2 Financial - The preliminary engagement work, if agreed, will accrue a small cost for the Education Service. Should it be decided the mothballing of the school is to continue, there will be costs associated with the upkeep and maintenance of the school premises. 6.3 Legal - The provisions of the Schools (Consultation) (Scotland) Act 2010 will subsequently apply if the Authority later decide to formulate a proposal under that Act in order to determine the future of Furnace Primary School. 6.4 HR- none 6.5 Customer Service – none at present 6.6 Risk – none at present 6.7 Climate Change – none 6.8 Fairer Scotland Duty – none at present 6.9 Equalities - protected characteristics – none at present 6.10 Consumer Duty – none at present 6.11 Island Communities - none 6.12 Children’s Rights and Wellbeing – UNCRC: Article 3 – Adults must do what’s best for me, Article 28 – I have the right to an education, Article 29 – I have the right to an education which develops my personality, talents and abilities. Douglas Hendry - Executive Director with responsibility for Education Councillor Kieron Green - Policy Lead for Education 7th November 2025 For further information contact: Jennifer Crocket Chief Education Officer/Head of Education – Wellbeing, Inclusion and Achievement Jennifer.Crocket@argyll-bute.gov.uk Page 213
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Page 6 Wendy Brownlie Head of Education – Performance and Improvement Wendy.Brownlie@argyll-bute.gov.uk Simone McAdam Education Manager Simone.McAdam@argyll-bute.gov.uk Graeme McMillan Transformation Programme Manager Graeme.Mcmillan2@argyll-bute.gov.uk Page 214
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1 ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE COMMERCIAL SERVICES 11 DECEMBER 2025 LIVE ARGYLL – MONITORING AND PERFORMANCE REPORTING 1.0 EXECUTIVE SUMMARY 1.1 The purpose of this report is to provide the Community Services Committee with the annual update on the performance and monitoring arrangements between Live Argyll (LA) and the Council as set out in the various agreements between the Council and the Trust. 1.2 Based on the 2025 Annual Report (Appendix 1), LA demonstrated resilience and adaptability despite challenges such as the Helensburgh Leisure Centre closure and economic pressures. Key achievements include strong community engagement and innovative service delivery. Membership remains robust at 11,000 (16% of population), with over 234,800 fitness class visits and 128,000 gym visits. Financially, income reached £7.8m. 2.0 RECOMMENDATIONS It is recommended that: 2.1 The Community Services Committee consider the contents of this report together with the Live Argyll Annual Report 2024/25 attached at Appendix 1; and 2.2 Note that the Live Argyll Business Plan 2026/27 is currently under production following initial consideration at Council on 26th November 2025 and will be brought back to Budget Meeting in February 2026 3.0 DETAIL 3.1 The Council approved the implementation of a Leisure and Libraries Trust on 24 November 2016, following a recommendation by the Community Services Committee of 21 November 2016. 3.2 Thereafter, LA was constituted on 29 September 2017 and the Council entered into a Transfer Agreement, Service Agreement, Support Services Agreement and Facility Licence. These set out a number of reporting and monitoring requirements. Page 215 Agenda Item 13
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2 SERVICES AGREEMENT 3.3 There is a Services Agreement in place between LA and the Council in respect of the culture, leisure and library services to be delivered by LA on behalf of the Council. BUSINESS PLAN 3.4 The Council in constituting LA was mindful of the code of guidance on funding external bodies and following the public pound. In exercising its business plan and delivering the services LA reports that it continues to adhere to those principles. The overarching business plan, as with previous plans references 3 key themes set out below, each of which LA advises is: • Growth: Leisure and Library type services continue to perform well. LA advises that performance information is in line with expectations and comparable sector data. Income levels have seen considerable growth which has allowed for an agreed reduction to annual services payments as well as absorbing significant unfunded cost pressures and importantly has allowed the continuation of full service specification obligations. • Participation: LA report that Leisure participation rates are strong in the context of national and sector averages. Leisure membership levels are above pre-pandemic levels across all areas in which facilities are located. Helensburgh leisure centre is showing sustained membership and usage rates and is performing in the top quartile in terms of penetration rates. Across all demographics the programme of activities in place is deemed to be addressing local needs. • Library performance information indicates small growth across the board however more specifically Digital usage of library type services has seen sustained growth with increases in on-line borrowing. LA previously reported that event type activity and associated audience participation rates was significantly reduced. Whilst this year has seen a moderate improvement, the overall position remains flat which unfortunately is reflective of the wider event market. • Active Schools, Community Learning and Community letting services are also showing strong participation levels in line with forecast, target and where appropriate comparable indicators. • Quality: LA continue to place a significant amount of emphasis on the quality of product and service on offer and introduced a range of measures and protocols identified and aimed at ensuring a consistent quality offering across all their services. BUSINESS PLANNING: SECTOR PLANS 3.5 Members will be aware LA are currently updating their 2026/27 onwards Business Plan with a copy having been provided to the 26th November Council Page 216
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3 Meeting. This Business Plan will be more fully considered as part of the Council Budget process in February 2026. LA report that they continue with implementing proposals and priorities for change. As with the vast majority of services, plans continue to be reviewed and where appropriate updated to ensure priorities support key objectives. It is understood that good progress is being made and the plans are on track to deliver or contribute to their proposed outcomes. The following are examples of current work sector plans: • Maintain focus on operational resilience and service continuity. • Prioritise reopening Helensburgh Leisure Centre and monitor recovery. • Explore alternative delivery models and partnerships to offset financial pressures. • Continue investment in energy efficiency and sustainability projects. • Enhance digital engagement and community outreach initiatives. THE SERVICES / PERFORMANCE MANAGEMENT SERVICE SPECIFICATION 3.6 LA is responsible for delivering leisure, library, halls, community centres, community learning services, community lettings, museum, archives, active schools services across Argyll and Bute. The service specification sets out the specific services LA have committed to deliver and that they are required to ensure they adhere to those commitments. PERFORMANCE MANAGEMENT 3.7 In order to establish if and to what extent they have complied in the provision of the services, the Services Agreement requires LA to provide operational performance information to the Council with a Performance Report on its operational performance in the second and fourth quarter of each financial year (namely June and December). LA are also required to provide a complete set of relevant accounts to the Council no later than 5 months from the end of each financial year. LA advised draft accounts have been submitted in accordance with requirements. PERFORMANCE REPORT 3.8 Performance information shows positive trends across a range of services and overall LA is deemed to be performing well above current sector average rates. More details are contained within the draft 2026 Business Plan. Facility upgrades and new programmes have been introduced despite challenges and now provide 11,000 members, 234,800 fitness class visits, 128,000 gym visits, 141,171 library visits. Leisure Memberships rates and associated income level have seen sustained growth in no small part due to their underlying pricing model. Libraries, Active Schools and Community Learning services are performing well. The 2023/24 annual report clearly highlights the positive Page 217
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4 impact of services and LA’s commitment to continuous performance improvement. It should be noted that in some specific circumstances changing customer behaviour and user trends may result in alternative performance measures being introduced and / or proposals for amendments to service specification obligations. FINANCIAL POSITION 3.9 LA continue to actively manage their financial position. LA annual services payments have reduced year on year and the greater portion of their costs are now covered by self-generated income. This has allowed the company to absorb significant payroll inflationary pressures and also re-invest in facilities and equipment without placing any additional requests on the Council. Self- generated income has suffered significantly due to the enforced closure of Helensburgh Leisure Centre in January 2025 and relevant reporting on the overall Financial Position has been provided to Council in June and November 2025. The overall financial position of LA will be considered in the context of Council Budget in February 2025. SCHEDULED DEVIATIONS 3.10 LA have fulfilled the significant majority of service specification obligations. Where deviations exist, these have been ad-hoc and primarily due to unavoidable or extraordinary circumstances out-with their control. The most notable deviation being enforced closure and service amendments in Helensburgh caused by Storm Eowyn in January 2025. It is therefore considered that LA have fulfilled their service delivery obligations. Like many organisations, where maintenance is required, this can result in short term service disruption however it is deemed that this did not materially impact overall service delivery. SUPPORT SERVICES AGREEMENT 3.11 There is a Support Services Agreement in place between LA and the Council in respect of central support services delivered by the Council to the Trust. As part of the requirements of the agreement, the operation of the support services is kept under annual review by the Council and LA. LA has advised that from their perspective, arrangements continue to operate satisfactorily with effective working partnerships in place. 4.0 CONCLUSION 4.1 LA continues to deliver significant social value and community impact despite financial and operational challenges. Strategic focus for 2026 will be stability, resource optimisation, and partnership development to ensure resilience and growth. Page 218
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5 4.2 The current arrangements between the Council and LA are working well and will be subject to detailed review as part of the 2026 Business Plan process which has been initially discussed at Council on 26th November 2025 and will be further considered in February 2026. 5.0 IMPLICATIONS 5.1 Policy - In line with Council policy in relation to Leisure and Libraries Trust 5.2 Financial – Agreement constituting LA provides for Council part funding LA. Review of Business Plan for 2026 is material to Council Budget and will be reported in February 2026 5.3 Legal - In line with relevant contractual agreements between Council and LA. 5.4 HR – None 5.5 Customer Service - None 5.6 Risk – as outlined in body or report above 5.7 Climate Change - None 5.8 Fairer Scotland Duty - None 5.9 Equalities - protected characteristics – None 5.10 Consumer Duty -None 5.11 Islands Communities – None 5.12 Children’s Rights and Wellbeing - None Douglas Hendry - Executive Director with responsibility for Commercial Services Ross Moreland – Policy Lead for Finance and Commercial Services December 2025 For further information contact: Ross McLaughlin, Head of Commercial Services, 01436 658 914 Kevin Anderson, Chief Officer, LiveArgyll 01369 708505 APPENDICES Appendix 1 – Live Argyll Annual Report 2024-2025 Page 219
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Annual Report 2024/25 Appendix 1 Page 221
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Welcome to our Annual Report 3-4 Our facilities & services 5 Our values & organisation 6-7 Leisure and Library Trusts matter 8-9 Facility developments 10-12 A year in numbers 13 Case studies 14-32 Digital marketing 33 Looking ahead 34 Financial statement 35-39 Thanks to our partners 40 CONTENTS liveArgyll.co.uk 2 Page 222
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Welcome to our annual report 2024/2025 Welcome from Kevin Anderson liveArgyll Chief Officer liveArgyll.co.uk As we reflect on 2024/25, it is clear that this has been a year which has tested liveArgyll’s resilience, adaptability, and commitment to the communities we serve. We faced profound challenges, yet we also saw outstanding examples of dedication, innovation, and community impact across Argyll and Bute. The closure of Helensburgh Leisure Centre was a significant event in our year, presenting unexpected hurdles for our operations and significantly affecting local patrons. Despite this major setback, our dedicated team remained steadfast in our mission to deliver high-quality leisure and cultural services. This was reflected in the quick response to set up alternative service offerings in the Helensburgh area immediately after the storm. These have been well-received and continue to grow in usage. Adding to the complexities of the year was the difficult economic climate. Rising costs and shifting consumer behaviours demanded a dynamic approach to service delivery, whilst endeavouring to continue to provide accessible and engaging programs. Despite these pressures, liveArgyll has showcased excellent performance and innovative solutions, not only sustaining but strengthening our offer by introducing new programmes, optimising resources and fostering partnerships that have bolstered our contributions to the health and well-being of our residents. The “Year in Numbers” featured in this report demonstrates just how much has been achieved. Beyond the data, our case studies highlight the human stories - the individuals and groups whose lives are healthier, richer, and more connected because of what we do. liveArgyll is a major contributor to the physical and mental health and well-being agenda. The social value we create is immense, although often underestimated, undervalued, and overlooked. We play a key role in both intervention and preventative health strategic, actively making a positive difference each and every day to our communities. 3 Page 223
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We continue to make this difference by delivering a range of services and utilising a skilled, experienced, and dedicated workforce. Our continued success is due to their diligence, hard work, and determination. This report encapsulates not just the trials of the past year, but also our determination to emerge stronger, as we pave the way for a brighter and more resilient future for liveArgyll and the communities of Argyll and Bute. liveArgyll.co.uk 4 Page 224
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OUR FACILITIES & SERVICES liveArgyll.co.uk 5 LEISURE Aqualibrium Leisure Centre Helensburgh Leisure Centre Mid Argyll Sports Centre Rothesay Leisure Centre The Queen’s Hall Gym Riverside Leisure Centre HALLS & COMMUNITY CENTRES Queen’s Hall, Dunoon Victoria Hall, Campbeltown Victoria Halls, Helensburgh Ramsay Hall, Isle of Islay The Corran Halls, Oban Kintyre Community Centre Lochgilphead Community Education Centre Moat Centre, Rothesay LIBRARIES Campbeltown Cardross Dunoon Helensburgh Lochgilphead Oban Rosneath Rothesay Tarbert Tiree Tobermory Sandbank Office (including Library Headquarters and Local Studies) Islay Mobile Library ARCHIVES PITCHES COMMUNITY LETS CAMPBELTOWN MUSEUM SERVICES Active Schools and Sports Community Learning Page 225
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“Our communities and visitors lead richer and more active lives.” We have 6 Trustees, all of whom are volunteers and support the strategic direction and governance of the company led by Kevin Anderson, Chief Officer. liveArgyll is a not-for-profit charitable company, limited by guarantee. (Charity No SC047545) liveArgyll was launched on 2nd October 2017 and provides sport, leisure, recreation and cultural opportunities for the communities of Argyll and Bute. THE ORGANISATION OUR VISION liveArgyll.co.uk 6 Customer Feedback “I began my fitness journey after I had been struggling with my physical and mental health. Since starting my journey, I have gained more confidence in myself and found a real passion for fitness. My goals were to lose fat and gain muscle, and in addition, make long-term lifestyle changes. During this journey, I have lost over 2 stone and seen major changes in my physique. The instructors at liveArgyll’s Lochgilphead facilities made such a significant difference to my fitness by offering great classes, advice and their time, which pushed me and motivated me on days when I wasn’t feeling like getting it done. I now attend the gym 4-5 times a week, and I enjoy seeing such a difference in myself as well as enjoying what I’m doing in the gym.” Rhys Williams Mid Argyll Sports Centre Customer Feedback “Before I joined the gym, all I did was eat, sleep and work. I rarely left the house, rarely spoke to people outside of work, and my anxiety, depression and stress levels were at an all-time high. Joining liveArgyll has changed that for me. I’m not saying it’s fixed everything - that I’m the perfect weight, that I’m confident and socialising all the time, or that my mental health issues have vanished - that would be a lie. But what it has done is give me a routine, a reason to get up in the morning and to eat better.” Chloe McNeill Rothesay Leisure Centre Page 226
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liveArgyll.co.uk 7 OUR VALUES EMPLOYEES The trust values all employees. Through investment we will maximise their potential, helping them to achieve their career aspirations and deliver high quality customer service that exceeds expectations INCLUSIVE Continuing to adopt an inclusive approach, recognising and respecting the needs of all within our communities A continuous cycle of improving and introducing new products, services or processes DEVELOPMENT EXPERTISE The trust will continuously build and enhance the knowledge and expertise of its workforce and strategic partners to deliver high quality services that respond to our customers’ needs CUSTOMER SERVICE We are passionate about delivering the highest level of customer service INNOVATION Understanding the need to be innovative across all areas of the business to reach and deliver new benchmarks in service delivery SAFETY Ensuring the health and safety of employees and customers, going above and beyond legal requirements to provide a safe environment for all EQUALITY ASPIRATION Maintaining in depth policies and procedures to ensure equality in the workplace and for customers alike The trust has a culture of being aspirational and will strive to challenge its status and align itself with continuous improvement and examples of best practice Page 227
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liveArgyll.co.uk 8 LEISURE AND LIBRARY TRUSTS MATTER… Why Charitable Trusts are great! Why do Trusts do what they do? Because all 113 Trusts across the UK share a passion to improve social, mental and physical wellbeing and the difference they make together is remarkable. Improving people’s health and wellbeing means reducing the cost of treatment and care later in life. It can help reduce crime and improve educational outcomes as well as increasing personal happiness. That carries a social value of £1.5 billion. This figure is from the Social Value calculator developed by Sheffield Hallam University in partnership with 4global and Experian. The social value calculator measures 15 outcomes grouped under 4 categories: • Physical and mental health • Mental wellbeing • Individual development • Social and Community development This is an impressive figure but it is hard to convey or even imagine the thousands of individual lives changed for the better each year. From people now living healthier lives after embarking on their fitness journey to those living happier lives being part of a creative programme. Charitable Trusts come in all shapes and sizes but they all have two things in common; to do good and make things better, and liveArgyll is no different as a local charity operating within Argyll and Bute. Every penny made is reinvested back into local facilities and programmes. This cross-subsidy approach distinguishes the model from other public leisure services because profit generating activities subsidise non-profit generating activities such as health and wellbeing, libraries and outreach programmes. With a combined turnover of £2 billion a year, that’s a lot of money going back into the local economy. It also enables income from users who can afford to pay to be ring-fenced to subsidise access to activities. Importantly, Trusts don’t have shareholders and they are not private businesses. liveArgyll is run by board members from the local community. liveArgyll work in partnership with the Council, we listen to communities and are fully transparent. Each trust delivers slightly different programmes which reflect the need within the community. It’s not just councils our members partner with however. Partnership working is part of our DNA and we work with health and social care partners and other third sector organisations and charities both at local and national level. How do Charitable Trusts make a difference? Page 228
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liveArgyll.co.uk 9 LEISURE AND LIBRARY TRUSTS MATTER… Page 229
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liveArgyll.co.uk 10 Aqualibrium: The health suite within the leisure centre was completely refurbished and modernised with new lighting, suspended ceiling, wall covering and both the sauna and steam rooms replaced. £95,300 Essential water quality improvement work was undertaken. £10,600 £40,000 invested by liveArgyll to replace all cardiovascular gym equipment with new state-of-the-art Technogym equipment. Kintyre Community Centre: Improvement work to the internal gutter system of the building. £5,700 Kintyre During 2024/2025, several property projects were undertaken to improve our facilities’ sustainability and longevity. These projects, to the value of £954,000, were delivered under the council-funded Priority Investment Plan (PIP). An additional £66,000 worth of projects were also delivered through payment by liveArgyll. All projects contributed to enhancing the sustainability of our facilities and ensuring they are safe and fit for purpose. The following projects were successfully completed; FACILITY DEVELOPMENTS Page 230
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liveArgyll.co.uk 11 Lochgilphead Community Centre: A major roof refurbishment, which required replacing rotten roof trusses and re-slating the roof entirely, was undertaken. As part of this project, solar panels were installed, which, together with the installation of a new air source heat recovery system, enhanced the building’s energy sustainability credentials. £514,000 Mid Argyll FACILITY DEVELOPMENTS The Moat Centre: A full-building re-wire was completed to ensure regulatory electrical compliance. £262,000 A water heating upgrade was completed. £13,700 Bute Victoria Halls: The fire alarm system was upgraded. £24,000 Lomond Page 231
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liveArgyll.co.uk 12 Queen’s Hall: liveArgyll invested £26,000 to create a new enclosed reception area within the entrance lobby, and to design and install new functional lighting in both studios. Essential water quality improvement work was undertaken. £28,700 Riverside Leisure Centre: Refurbishment work commenced within the health suite and uncovered some remedial work that needed to be undertaken. This has resulted in the commissioning of some structural work to be completed in late 2025, but more pertinently, Argyll and Bute Council has made money available for the feasibility assessment and planning of a new leisure and well-being centre - this project is now underway. Cowal FACILITY DEVELOPMENTS Page 232
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liveArgyll.co.uk 13 A YEAR IN NUMBERS young people completed Bikeability Training Active Schools Volunteers Visits to Active Schools Sessions 679 689 92,221 PressReader issues opened Visits to Libraries Library-led Bookbug sessions 141,171 76,000 123,000 609 young people took part in learn to swim programme. 1,550 Children attended6,682 Adults attended5,783 Leisure Members 11,000 (16% of the Argyll and Bute Population) 2,540 Adults engaged in Community Learning 2,423 Young People engaged in Community Learning visits to Campbeltown Museum 2,000 Accredited learning qualifications/ Awards achieved by Adult Learners and Young People 402 Wider Achievement awards achieved by Young People 396 A monthly average of visits to fitness classes 234,800 128,000 visits to a gym visits to a swimming pool Books issued 110,000 Borrowbox issued 31,000 2,106 followers 6,473 followers 331 followers Archive Enquiries 278 people attended an event at a hall or community centre 123,000 Page 233
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liveArgyll.co.uk 14 This is our first year of undertaking Bikeability sessions. We have worked through Level 1 and will be supported with a Level 2 session by an instructor before summer. We will continue our journey onto Level 2 after summer. Children are loving this new aspect to the curriculum and personally, as an instructor who trained in the city, bringing this to a rural island setting has presented new challenges in terms of teaching about different risks on our rural roads and also preparing children for more built up areas. Very pleased I am able to continue my journey as a Bikeability instructor in this new setting! - Keills Primary, Islay It was good getting to go out onto the road with our bikes. I liked going for a longer cycle at the end. I learned how to be safe on the road, by doing things like signalling and looking for hazards. I enjoyed working with Nicola the instructor because she explained things in an easy way to understand. - P7 Pupil, Ulva Primary School All of the children enjoyed the course. At least half had not been on the road, so this was extremely useful to them, while helping them gain confidence. Some P7 still continue to cycle to school. - Dunoon Primary School CASE STUDIES Active Schools: Bikeability in Their Words Page 234
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liveArgyll.co.uk 15 Can you please pass on my thanks to (BSI trained teacher) for Teaching my son how to ride his bike. He insisted he wasn’t interested but is delighted now he has learned and I am very grateful. (Pupil went on to do L2 training). - Parent of pupil at Hermitage Primary School From BSI Teacher: It has been fantastic to be able to equip learners with skills that can keep them safe outside of school and also build coordination. All of our children’s life skills, risk assessment skills and confidence cycling has grown as a result of their participation in these courses. - BSI Teacher, Dunbeg Primary School One of our pupils, at the beginning of the course was unable to ride a bike at all, but really persevered to pass level one. After more practice with help of staff at school, she became confident on the bike, enough to join another course to then pass level two also. We also have a video in Gaelic from this pupil. Watch it here: https://youtu.be/vSuLNozf92A or scan the QR code - Sandbank Primary School CASE STUDIES Active Schools: Bikeability in Their Words Page 235
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liveArgyll.co.uk 16 Active Schools: Healthy Me Programme collaboration gets Girls Active! CASE STUDIES The Active Schools and Sport Team relies on working in partnership to ensure that extra- curricular sport and physical programmes in schools provide opportunities to all young people across Argyll and Bute. The Oban Healthy Me programme has been running for many years and is for P7 girls at Rockfield Primary School who are transitioning to First Year in High School. The programme aims to address the huge drop off in girls participating in sport between primary and secondary school. In partnership with liveArgyll Community Learning and the Oban Youth Café, the sessions offer a three-week rolling programme of activities that are available locally. This year the sessions consisted of physical activity, cooking and arts and crafts all delivered throughout Oban High School. This year 24 girls signed up to the programme and were all very enthusiastic to try different activities, including some they hadn’t tried before. Active Schools coordinator, Charlotte Forbes is involved in organising and running the Physical Activity programme. Charlotte organised the Oban High School sport leaders to deliver the first session, which included a warm-up game of dodgeball and then a circuit training session in groups. This was also a great chance for the Sport Leaders to take the lead on delivering sessions. The girls worked hard and put in a lot of effort. For the second session, Charlotte invited a local Kids Club Coordinator to deliver a Born to Move programme. This was a dance and Thai Chi- inspired workout routine. The girls enjoyed the variety of routines and had a giggle along the way. Two gymnastic coaches delivered the final sports session. Using Oban High School’s equipment, the girls loved getting a taster of many gymnastic activities and accomplishing rolls and balances they thought they were unable to achieve. The girls’ feedback was that they enjoyed the variety of sessions, that it was fun getting a chance to try activities that may be on offer as after-school clubs in the high school, and that it was a chance to familiarise themselves with the school building. The girls came away feeling inspired by the facilities they used, especially the gymnastics rings. These taster sessions got them interested in what is being offered as after-school clubs in the High School, and what clubs they could look forward to joining. From the confidence they have gained through the programme, there is the hope that all of the girls will be participating in at least one club per week. The collaborative work was key to the success of the project. It taught the girls to make positive health and well-being choices, while learning valuable skills for their personal development. - Charlotte Forbes, Active Schools Coordinator Page 236
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liveArgyll.co.uk 17 CASE STUDIES Active Schools: Kilmartin Primary Young Leaders The liveArgyll Active Schools team prides itself on the work it does supporting young people in gaining confidence and experience in leadership skills. Kilmartin Primary School is a small school in Mid Argyll comprising a school roll of 31 pupils. The pupils realise the importance of sport and physical activity to support their physical and emotional health, and the value it can add to their learning in school. With the support of liveArgyll Active Schools coordinator, Erin Downie, the school has ten amazing Primary Young Leaders who don’t let the fact that they are a remote rural school stop them from trying to create equal opportunities for their school to participate in physical activity. In Term 1 of 2024, Erin supported eager Primary 7 pupils through Young Leader training, allowing them to gain skills to lead extra-curricular activities for their younger peers. Erin worked through a range of techniques and competencies to provide guidance in organising and running sports and activities, providing the whole school with more opportunities to participate in physical activity. The young leaders were keen to get the whole school involved in physical activity, especially the younger children, and came up with the paralympic sport of Boccia. Boccia is a wholly inclusive sport that anyone can play. It can be played anywhere, by anyone, individually or in a team, and it is easy to deliver and learn. Every match is different, every ball thrown can change a match. - Stephen McGuire MBE, Scottish and GB Paralympian Erin worked closely with the young leaders over a couple of weeks to help them set up a Boccia club. To entice people to join their club, the young leaders decided to run a competition for the whole school to join in at the end of the five-week club. The young leaders took this role seriously, making sure to create posters and sign-up sheets. They also adapted Boccia to help teach the younger ones how to aim and throw the Boccia ball accurately. The young leaders worked in groups and led themed weeks to ensure all the pupils would have fun. Week 1 - Boccia Rainbow, Week 2 - Boccia Ring, Week 3 - Hoop It, Week 4 - Boccia Surprise, and Week 5 - Boccia Competition. Each week was different, interesting and challenging. The Boccia Club was a massive success, with the majority of the school joining in at lunchtime. The whole school participated in the Boccia Competition, with the young leaders supporting the younger pupils who were a little apprehensive. The young leaders were encouraging, enthusiastic, and inspiring to the rest of their peers throughout the whole project and excelled in their roles. The message was clear – to promote the importance of physical activity and to show that young people can inspire to make changes and make a difference through good leadership and enthusiasm. Well done Kilmartin Young Leaders! Page 237
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liveArgyll.co.uk 18 Campbeltown: Ampa PT CASE STUDIES I started my PT journey with Ampa in November 2024 and can honestly say it’s the best decision I’ve ever made. I’d got to the stage where all my clothes were too tight, I looked absolutely massive in my work clothes and was embarrassed to go up another size in clothes. I had just decided enough was enough when I saw the advert that liveArgyll were going to be starting personal training and decided it was a sign. I’ve now lost two stone in weight, 16cm from my hips and 20cm from my waist. It took me a long time to notice the difference in myself, despite others telling me how well I was doing, but can now see how much my body, attitude and life has changed. It’s the small things like old clothes now fitting again and seeing my fitness increase in other areas. I have far more energy and feel so much more confident!! Not only do I attend the gym but I now also go to Indoor Cycling regularly (although I say I hate it, I secretly love it) and I have begun running at least once a week. This has all been down to the constant support and encouragement given to me by Ampa week in week out, with him pushing me out of my comfort zone and showing me what is possible. Don’t get me wrong there are weeks where I still find going to the gym a struggle, especially if things don’t always go to plan when I get there but I always tell myself to look back at how I was in October and how far I have come since then. That being said I will always dread turning up for a PT session to be told ‘I have something special in mind for today’s session’. I am now halfway to the target that I set at the start of this journey and know that with Ampa’s continued support, encouragement and motivation, this will be achievable. I honestly recommend to anyone who will listen to me that they need to get some sessions in with Ampa, especially if they are nervous about going to a gym. Page 238
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liveArgyll.co.uk 19 Need for the project/activity Having worked together to explore UNCRC article 12 and the need for a ‘youth led’ voice structure that supports young people to empower themselves by having a say and influence over issues that affect them locally, Kintyre and Bute Youth Action Groups created and developed their own youth voice model based on positive examples from other areas, and what they thought would work at their own local levels. In further developing these models, the Action Group decided they wanted to visit the award winning Aberdeen Youth Movement to learn from their experiences, and gain advice and insights to progress their own models moving forward. Description Eight young people from each area who had led on the development of their own models travelled to Aberdeen for a two-night stay during the Easter holidays in 2025. The young people spent time doing fun leisure activities with members of Aberdeen Youth Movement to get to know them and begin developing networking relationships, whilst supporting their social and mental health and wellbeing. Aberdeen Youth Movement led a full day of workshops, educating the others about their movement and how it works, obstacles and challenges they face, how they bring about positive change, how they promote their work and utilise social media, and other important elements which have helped drive the Aberdeen movement forward. There were also opportunities for the young people to have social time together while staying at the self-catering accommodation, letting them experience some independent living, being responsible for themselves and each other while developing friendships. Impact Both groups learned that the work they are carrying out is not being done in the isolation of their local areas, but that it is in fact part of a wider social and democratic movement towards the development of genuinely youth-led structures for positive change in support of UNCRC article 12. They learnt that their model is quite unique in that they have developed it themselves and at a very young age, given the difference in ages and experiences between local Argyll and Bute Youth Action Groups and their Aberdeen counterparts. This knowledge has proved to be a motivator for some who are more proud of what they have achieved at such an early stage. They gained valuable insights into the opportunities and challenges they will likely face moving forward, and how they can better develop their plans and overcome obstacles when they appear. Including how to utilise social media channels to further develop their skills, confidence, and raise the profile of their work to engage more local young people in democratic processes. Each group has now identified Youth Social Media Leads who will undergo training before taking control of their social media channels. Those who took part also noted improvements in their general confidence, mental health and well- being, their core/transferable skills, social and teamwork skills, ability to make new friends, their self-esteem, their knowledge and understanding of youth voice, and are now more motivated to take part in other similar projects and activities to develop their group’s work further. CASE STUDIES Community Learning Services: Kintyre and Bute Youth Action Group Visit to Aberdeen Youth Voice Movement Page 239
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liveArgyll.co.uk 20 CASE STUDIES Community Learning Services: Kintyre and Bute Youth Action Group Visit to Aberdeen Youth Voice Movement I loved meeting new people from other groups. It was really good learning about how we can use social media to reach and influence other young people. I learned about how they created their model and have new ideas to make our youth voice movement better. I learned how important it is for young people to be heard and get their points across collectively. It was great to see how young people can help so much when they come together and make their voices heard. Page 240
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liveArgyll.co.uk 21 Community Learning Services: Adult Learning Lochgilphead – Learners Achieving SQA Volunteers Awards April 2025 CASE STUDIES Need for the project/activity All three learners attended Adult Learning’s health and wellbeing Give back Group at the MS Argyll- Snowdrop centre in Lochgilphead to help them cope with and manage their long-term health conditions. All of the women involved face many challenges in their day-to-day life so also attend the group to reduce feelings of social isolation and to improve their mental health. Description Originally they volunteered with Adult Learning as part of the Give Back Group and enjoyed the challenge of learning new skills alongside the sense of achievement as they gave back to their local community. Volunteering included raising funds for the MS Argyll-Snowdrop Centre through creating homemade crafts and selling them at their pop-up shop, helping regularly at centre events and with the local Food Share. The group agreed that participating in volunteering helped improve their wellbeing, confidence and self- esteem while giving them meaning and purpose in their life. As a result of participation in the Give Back Group all three learners felt confident enough to progress and improve their learning and skills further by undertaking an SQA Volunteer Award Level 4 through Community Learning in Lochgilphead. The learners worked hard to complete their Volunteer Award and this was a challenge for each as they apprehensively and nervously returned to study and learning, alongside managing their long- term health conditions. Each learner/volunteer demonstrated determination and commitment as they volunteered in various capacities and completed their SQA Award early 2025 with flying colours! Impact Completing their SQA Volunteer Award Level 4 has equipped the women with further confidence, learning and skills; giving them the courage to develop a new group with Adult Learning called ‘Women Coming Together.’ They identified a need for this type of group through interaction and discussion with individuals in their local area, and have now created a safe, non-judgemental space for women who are feeling socially isolated to connect, improve their well-being, engage, learn and importantly, laugh and have fun together. Page 241
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liveArgyll.co.uk 22 Community Learning Services: Adult Learning Lochgilphead – Learners Achieving SQA Volunteers Awards April 2025 CASE STUDIES Evidence In relation to liveArgyll Outcomes learners reported the following within their evaluation: • I achieved a recognised award or qualification. • I improved my core skills; communication, numeracy, ICT, working with others & problem solving. • I improved my confidence and self-esteem. • Improve my physical and mental health and wellbeing • I gained a positive experience through regular attendance on learning programme • I have improved my aspirations and motivation • I have re-engaged with education / lifelong learning • I have improved my employability skills and experience. • I have started to do voluntary work regularly • I understand my own progress and development • I have been involved in consultation, feel listened to • I feel I have been supported to express my views. • I feel I have a safe inclusive space to express my views freely I have a better understanding of volunteering in general, I am a more confident volunteer. The course has helped me to understand more aspects of volunteering but more than anything it has supported my mental health and well-being through meeting, socialising and working with the group every week. Confidence Boost - In my SWOT analysis I originally felt very shy and insecure but with help from the peer support of the rest of the group and my assessor I feel I have improved my confidence. I also didn’t like to speak in front of people about the things I was learning in case I got the wrong answer, I have been able to talk in front of the group with more confidence since this course has progressed. Page 242
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liveArgyll.co.uk 23 CASE STUDIES Corran Halls Royal National Mod 2024 The Royal National Mod made its long-awaited return to Oban in October 2024, with the Corran Halls serving as the main venue. Manran kicked off the week with a sell-out opening night performance. Over the course of the week, the Corran Halls welcomed more than 3,000 attendees who came to watch the competitions. Each medal performance was sold out from Wednesday through to the closing competition on Friday. Oban Gaelic Choir walked away with the highly contested for Lovat and Tullibardine Sheild. liveArgyll teamed up with An Comunn Gàidhealach and Scottish trad royalty Trail West to bring the Mod to a close. The fully sold-out show—sold out three months in advance—provided an incredible finale to a fantastic Royal National Mod. That evening also saw a new bar takings record set at the Corran Halls. Clipper Round the World Yacht Race Oban was the homecoming destination for the Clipper Around the World race. We welcomed the crew and organisers to the Corran Halls for an incredible, sold-out prize-giving award ceremony, which was followed by a lively ceilidh organised by liveArgyll. Page 243
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liveArgyll.co.uk 24 CASE STUDIES Corran Halls The organisers and crew absolutely loved their time here and have since confirmed they will be returning to Oban in the summer of 2026. liveArgyll reached out to one of Scotland’s most successful and beloved bands, Skerryvore, to perform and give the boats a memorable send- off before their final voyage home. The sold-out night, filled with incredible music and a fantastic atmosphere, saw the crew and organisers off in style. Skerryvore Video 1: https://www.youtube.com/ shorts/T80jANwn_Lo Skerryvore Video 2: https://www.youtube.com/ shorts/4Dx5uEkS3KI SAMS Challenger Conference The Corran Halls proudly hosted the 2024 Challenger Society Conference, welcoming over 400 international delegates to Oban in early September. This renowned event brought together marine scientists, researchers, and advocates from around the world to share ground breaking work in eco-friendly sea practices and advancements in marine science. Throughout the four-day conference, stalls and exhibitions showcased an impressive array of participant posters, each highlighting innovative research and sustainability efforts in marine environments. The Corran Halls also served as the venue for the evening celebrations, which included a film premiere presented by one of the participating groups and a drinks reception for all attendees. The event was an outstanding success, reinforcing Oban’s status as a hub for marine science and community engagement. Page 244
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liveArgyll.co.uk 25 CASE STUDIES Corran Halls Argyll Food Festival Launched in 2023 by Food From Argyll, the Argyll Food Festival quickly established itself as a highlight in the local events calendar. Designed to celebrate and support small businesses across Argyll and Bute, the festival gives local sellers and producers the chance to showcase their incredible food and drink offerings. The Corran Halls proudly hosted the inaugural event, which was a resounding success - attracting over 2,200 attendees over the weekend. Building on that momentum, the 2024 festival saw an even greater turnout, with a staggering 3,500 visitors enjoying the vibrant atmosphere across two days. Festival-goers were treated to a wide array of stalls featuring everything from homemade cakes, fresh shellfish, and artisanal ice cream to delicatessen meats, specialty coffee and tea, and much more. Adding to the welcoming, community spirit of the event, local musicians performed live from the Main Hall stage, creating a warm and lively backdrop for both stallholders and guests. The Argyll Food Festival continues to grow, celebrating the region’s rich food culture and the passionate people behind it. Beyond the stalls, visitors enjoyed live cooking demonstrations in the Studio Theatre. Local chefs showcased how to prepare their signature dishes using fresh Argyll produce, offering inspiration and practical tips to a captivated audience. A standout moment came when The Hebridean Baker took to the stage, sharing his beloved homemade “Wee Nuns” recipe to a sell-out crowd. With its perfect blend of food, music, and community, the Argyll Food Festival has cemented its place as a beloved annual tradition - and with The Corran Halls as its home, it promises to flourish for many years to come. Page 245
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liveArgyll.co.uk 26 Dunoon: Queen’s Hall Move Together Class CASE STUDIES Our Move Together Class started after the GP Referral Scheme ceased and we were looking for an entry level class that would be suitable for clients who would perhaps struggle with some of our mainstream classes due to underlying health issues, recovery from medical procedures or obesity and the desire to be more active. The class itself is a gentle exercise class with clients having the option of chair-based or standing exercises. It is supervised and overseen by a Level 3 Gym Instructor and the clients are carefully monitored and supported throughout their personal journeys. The class has been a great addition to our timetable and has been very popular in encouraging potential customers to join liveArgyll in order to improve their physical and mental health. Karol Emmerson Due to having Cerebral Palsy in my left side, I was looking for a way to build up the strength in my legs. A friend of mine was already attending the Move Together class here in Dunoon and recommended it to me. I’ve been attending the class for just over two years now. The class is set at a level which is easy for me to take part in. The selection of exercises is ideal and not too demanding. I find it very good company and the music is great. Having classes like this available means I have the motivation to get me out of the house. When the class first started, I had to use my mobility walker in order to move from one station to the next but now I’m able to move without it. I do still need a bit of assistance, but I don’t need to rely on the walker each and every time. My mobility has improved and the strength in my legs has also improved greatly. My daughter is delighted that I’m not stuck in the house on my own during the day and that I’m out attending the class twice a week socialising at the class. Also, doing everyday tasks has become easier since attending because my upper and lower body strength has improved. The fitness instructors at the Queen’s Hall have been very encouraging and using their skills and knowledge has enabled me to improve my general fitness and I look forward to the class every week. Page 246
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liveArgyll.co.uk 27 Dunoon: Queen’s Hall Move Together Class CASE STUDIES Ian Lovell Prior to attending the Move Together Class at the Queen’s Hall, my mental and physical health were in a really bad place. I was so low mentally that I needed to do something, so I started classes with the intention of getting the endorphin buzz for my mental health and improving my cardiovascular health. I met with the fitness staff at the hall and joined the class just over a year ago and have since progressed with their help to be able to take part in more advanced classes and I am still going strong. I feel my health is the best it’s been for a very long time. My resting heart rate has dropped dramatically and my lungs have never sounded so good (according to my GP). Because of how well my health and fitness has come along and with the amazing support from the instructors, I started college studying health and fitness with the intention of becoming an instructor, in the hope of helping others achieve their goals and improving their health. Thanks to the Move Together Classes which started me on this journey, I have been able to progress and take part in the other classes which are available. I have also been able to start karate again after many years and intend to eventually work my way up to black belt whilst still also focussing on classes. My favourite classes are Boxfit, Indoor Cycling, more Indoor Cycling and Stretch & Flex. To be honest, there isn’t a class I don’t enjoy as I feel the benefit from all of them and the instructors keep the classes fun and challenging no matter what we do. UPDATE: Ian has now enrolled to study Health and Fitness at college. He has recently gained his qualification in Zumba and started delivering classes for liveArgyll. He has now started his Indoor Cycling qualification. Page 247
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liveArgyll.co.uk 28 In January, severe storm conditions caused substantial structural damage to Helensburgh Leisure Centre, resulting in the closure of the gym and the swimming pool. In response, the Helensburgh team acted swiftly and effectively to ensure continuity of key services, prioritising community needs during a challenging period. Gym provision was promptly relocated to the former Helensburgh Library building, while the library service itself was moved to Hermitage Park Pavilion. This agile reconfiguration of facilities allowed both services to remain operational, minimising disruption for customers. Fitness classes were quickly re-established across alternative venues, including Victoria Halls and Hermitage Park during favourable weather conditions. These classes are currently running at near-optimum levels, with the exception of water- based activities due to the lack of access to an alternative swimming pool. Although the swim programmes has been temporarily paused, the overall response demonstrated excellent adaptability, strong local leadership, and a team-wide commitment to service delivery. Staff across all areas showed professionalism and flexibility, ensuring the community continued to benefit from access to health, fitness, and learning opportunities during a period of significant disruption. CASE STUDIES Helensburgh Leisure Centre: Storm Recovery Page 248
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liveArgyll.co.uk 29 CASE STUDIES The Victoria Halls Helensburgh The Victoria Halls Helensburgh continues to be a well supported venue with Bridge Clubs, the Heart Chest and Stroke Club, Helensburgh Alternative Hobby Association, The Art Society, Flower Club Horticultural Society and various dance groups keeping us busy. This year we have hosted the 25th British Association of Teachers of Dancing’s Stage Dance Competition, and the Helensburgh Art Club’s 71st year of having its exhibition here. We have also had the Day of Dance, another regular in our diary, working with the local Active Schools team to host Primary 7 children who are preparing to start first year at Hermitage Academy. The children spend time practicing Scottish Country Dancing in their own schools and then come together for the Day of Dance. Around 250 pupils visited Victoria Halls to take part in morning or afternoon sessions of dance. With the support of the local branch of the Royal Scottish Country Dance Society, who provide the music, a Caller and some other members (over the age of 12) to help keep the dancing going, it is a superb opportunity for these children to meet each other for the first time, all while being an event that meets every aspect of our drive to be a community venue. Page 249
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liveArgyll.co.uk 30 Campbeltown Library: Engaging Our Communities through Creative Activities Over the past year, Campbeltown Library has transformed into a vibrant community hub, offering a variety of fun and enriching activities for both children and adults. Through programmes like Bookbug and Clubtastic, the library has fostered connections among families, enhancing children’s love for reading and creativity. Programme Highlights Bookbug sessions have enjoyed a steady increase in attendance, frequently exceeding advance bookings. These interactive gatherings are designed to create a welcoming environment where children with their grown-ups can explore and share stories, songs and rhymes. Each week features a consistent story theme, accommodating the varying attendance of young participants. The Stay and Play sessions go beyond storytelling by incorporating games, colouring activities, and themed crafts. Noteworthy crafts include creating puffins from toilet rolls inspired by ‘Puffin Peter’, making coral reefs from egg boxes after reading ‘The Tale of the Whale’, and assembling toilet roll telescopes connected with ‘A Shark in the Park’. Through these efforts, the library has nurtured strong relationships with parents and caregivers. Feedback has been overwhelmingly positive, with parents praising the staff’s dedication and recognising the significant impact these sessions have. After Bookbug and Stay and Play, families often linger for an additional hour, enjoying the library’s inviting space, which reflects the success of these programs in creating a family-friendly atmosphere. Clubtastic The Clubtastic initiative is a free club tailored for children in P3–P7, and it has seen a remarkable surge in interest, growing from six to 15 members. This club provides a unique platform for children from various schools to connect and form friendships, helping some as they prepare for their transition to the local grammar school. The activities within Clubtastic are designed to inspire imagination, promote teamwork, and ensure fun. Children actively contribute to library displays, enhancing their sense of ownership and engagement. Among the hands-on projects, kids have created worry boxes using cardboard tubes CASE STUDIES Page 250
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liveArgyll.co.uk 31 CASE STUDIES and recycled materials, which allow them to express and manage their concerns creatively. This initiative has proven to be remarkably effective, as children actively use these boxes, showcasing their engagement and the programme’s beneficial impact on emotional well-being. The initiatives at Campbeltown Library underscore the importance of interactive and creative programmes for engaging children and building community connections. Through Bookbug and Clubtastic, the library not only promotes literacy but also nurtures social interactions and emotional growth among young participants. The library continues to adapt and expand its offerings, ensuring a rich and rewarding experience for families in the local community. Intergenerational Events The library team consistently uses its creativity to bring people of all ages together through a variety of events. During the Read for Summer initiative, children and adults learned the art of spinning wool from local artisans who shared their expertise with a diverse audience. Teamwork thrived when a leisure team member volunteered to teach crochet during several successful summer sessions. Families and friends gathered at the library to celebrate Harry Potter Book Day, drawing around 100 visitors with engaging displays and fun activities. This event was a resounding success, fostering community spirit and sharing the magic of libraries! Campbeltown Library: Engaging Our Communities through Creative Activities Page 251
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liveArgyll.co.uk 32 CASE STUDIES Book Week Scotland In November 2024, the library team hosted renowned Scottish crime author Linn Anderson, captivating around 50 attendees with stories of her research, writing journey, and creative inspiration. The event sparked engaging conversations and thoughtful questions. Thanks to the hard work of our team, the event was a tremendous success! Lin expressed her delight, even stopping by to let the team know how much she had enjoyed the experience and her interest in returning in the future. Libraries are for everyone! It is essential to share and nurture a love for reading, unite our communities, and encourage individuals of all ages to embrace and enjoy the wealth of resources our libraries offer. The Campbeltown team, with their exceptional creativity and dedication, is committed to excelling in this mission. Campbeltown Library: Engaging Our Communities through Creative Activities Page 252
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liveArgyll.co.uk 33 DIGITAL MARKETING One membership, endless memories... £14.99 YOUNG ADULT MEMBERSHIPS FROM per month £26.99 ADULT MEMBERSHIPS FROM per month Stay active, bond, and thrive together! Enjoy access to our state-of-the-art gym, pool, and classes for every member of your household. Scottish Incorporated Charitable Organisation No. SC047545 liveArgyll.co.uk FAMILY MEMBERSHIPS FROM £42.99 per month FITNESS FOR THE WHOLE FAMILY SWIMMING LESSONS £21.99 per month ONLY Lessons currently available at Rothesay Leisure Centre! No waiting list and lesson slots available across various days, levels and times. SOFT PLAY MOAT CENTRE Moat Community Centre, Stuart Street, Rothesay, PA20 0EP Soft play and bouncy castle suitable for ages 8 and under. Table tennis also available. Tea and coffee available to purchase. Weekend Sessions Scan to book £4 for 1 hour Let's Celebrate! HOGMANAY AT THE QUEEN’S HALL 31 DECEMBER AT 8.30PM TICKETS £12 general admission / £8 under 12s / £100 table of 10 8.30pm - 12.30am with soft play open until 11.30pm. Under 12s must be accompanied at all times. LIVEARGYLL.CO.UK/WHATS-ON The Queen’s Hall, 9 Argyll Street, Dunoon, PA23 7HH | 01369 800 500 | queenshall@liveargyll.co.uk Page 253
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liveArgyll.co.uk 34liveArgyll.co.uk 34 LOOKING AHEAD As we approach the upcoming business year, our primary goal is to ensure stability while maintaining high service levels and performance across our organisation. In an increasingly dynamic environment, we recognise the importance of adaptability and strategic planning to navigate potential challenges effectively. As an organisation with a cost base that is 90% staff-related, it is essential that sufficient planning time is given should the Council wish to make strategic alterations or amendments to their service specification requirements. Stability as a Focus This next year will be dedicated to fostering stability within our operations, with an early return to operations at our flagship Helensburgh Leisure Centre. Our focus remains on consistent service delivery and reliable performance. A number of internal structural changes have taken place during 25/26 and these may require time to foster and shape service delivery. It is therefore prudent to set realistic performance targets which are focused on maintaining existing excellent performance, allowing time for development, growth and improvement. More specifically we will look at: • Operational Resilience: Strengthening our internal processes and systems to ensure continuity and reliability in service provision, regardless of external pressures. • Resource Management: Optimising existing resources to maximise efficiency, minimising waste whilst ensuring that our service levels are not compromised. • Service Maintenance and Performance Enhancement: We will continue with our performance management strategies to maintain our service levels while enhancing performance. • Performance Monitoring: Establishing robust performance metrics to track service delivery and identify areas for improvement, thus ensuring we meet our commitments to customers and stakeholders. • Employee Support: Providing our team with the tools and training necessary to sustain high performance levels, supporting well-being and encouraging a culture of excellence and accountability. We recognise that constrained resources may impact our operations and, subject to agreed funding levels and Council service specification requirements, we may be required to review existing service provision including but not limited to: Exploring alternative delivery models Implementing innovative delivery models that satisfy service specification requirements potentially delivers small efficiencies. This may include leveraging technology, outsourcing certain functions, or adopting platform-based solutions to optimise our service delivery. Increasing collaboration by the way of new local and strategic partnerships, with the aim of working with other organisations to share resources, knowledge, and capabilities, enhancing our ability and capacity to deliver on our commitments despite significant financial constraints. Regrettably, if resource levels are deemed insufficient to allow the safe and effective continuation of service, then withdrawal or cessation of service may be considered. As we look forward to the next business year, our focus on stability, maintaining service levels, and performance enhancement will guide our strategic decisions. By proactively addressing resource challenges and exploring alternative delivery models, we hope to ensure that our organisation remains resilient and responsive to the needs of our customers and stakeholders. This approach will position us not only for sustained performance but also provide a platform for continued growth and success in the future. Kevin Anderson Chief Officer Page 254
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liveArgyll.co.uk 35 FINANCIAL STATEMENT Consolidated Statement of Financial Activities (incorporating the income and expenditure account) for the year ended 31 March 2025 The Statement of Financial Activities includes all gains and losses recognised in the year. All income and expenditure derives from continuing activities. Unrestricted Funds Restricted Funds Pension Fund Total Funds 2025 Total Funds 2024 £ £ £ £ £ Income: Donations and legacies 1,393 1,101 - 2,494 660 Charitable activities 3,887,470 642,419 - 4,529,889 4,320,288 Management fee 3,265,604 - - 3,265,604 3,834,604 Total income 7,154,467 643,520 - 7,797,987 8,155,552 Expenditure: Charitable activities (7,665,831) (719,481) (148,000) (8,533,312) (8,205,187) Other trading activities - - - - - Total expenditure (7,665,831) (719,481) (148,000) (8,533,312) (8,205,187) Net (expenditure) / income (511,364) (75,961) (148,000) (735,325) (49,635) Transfers between funds - - - - - Other recognised (losses) / gains: Actuarial (losses) / gains on defined benefit pension schemes - - 148,000 148,000 (250,000) Net movement in funds (511,364) (75,961) - (587,325) (299,635) Reconciliation of funds: Total funds brought forward 1,238,343 150,913 - 1,389,256 1,688,891 Total funds carried forward 726,979 74,952 - 801,931 1,389,256 Page 255
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liveArgyll.co.uk 36 FINANCIAL STATEMENT Company Statement of Financial Activities (incorporating the income and expenditure account) for the year ended 31 March 2025 The Statement of Financial Activities includes all gains and losses recognised in the year. All income and expenditure derives from continuing activities. Unrestricted Funds Restricted Funds Pension Fund Total Funds 2025 Total Funds 2024 £ £ £ £ £ Income: Donations and legacies 1,393 1,101 - 2,494 660 Charitable activities 3,887,470 642,419 - 4,529,889 4,320,288 Management fee 3,265,604 - - 3,265,604 3,834,604 Total income 7,154,467 643,520 - 7,797,987 8,155,552 Expenditure: Charitable activities (7,665,831) (719,481) (148,000) (8,533,312) (8,205,187) Total expenditure (7,665,831) (719,481) (148,000) (8,533,312) (8,205,187) Net (expenditure) / income (511,364) (75,961) (148,000) (735,325) (49,635) Transfers between funds - - - - - Other recognised gains: Actuarial (losses) / gains on defined benefit pension schemes - - 148,000 148,000 (250,000) Net movement in funds (511,364) (75,961) - (587,325) (299,635) Reconciliation of funds: Total funds brought forward 1,237,264 150,913 - 1,388,177 1,687,812 Total funds carried forward 725,900 74,952 - 800,852 1,388,177 Page 256
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liveArgyll.co.uk 37 FINANCIAL STATEMENT Consolidated Balance Sheet as at 31 March 2025 2025 2024 £ £ £ £ Current assets Stock 19,179 15,862 Debtors 162,994 160,976 Fixed term deposit 1,271,192 1,271,192 Cash and cash equivalents 104,111 623,716 Total current assets 1,557,476 2,071,746 Current liabilities Creditors: amounts falling due within one year (755,545) (682,490) Net current assets 801,931 1,389,256 Net assets excluding pension liability 801,931 1,389,256 Defined benefit pension scheme asset/(liability) (11,000) - Net liabilities 790,931 1,389,256 Funds Unrestricted funds 726,979 1,238,343 Restricted funds 74,952 150,913 Pension reserve (11,000) - Total Funds 790,931 1,389,256 Page 257
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liveArgyll.co.uk 38 FINANCIAL STATEMENT Company Balance Sheet as at 31 March 2025 2025 2024 £ £ £ £ Fixed assets Investments 1 1 Total fixed assets 1 1 Current assets Stock 19,179 15,862 Debtors 162,994 160,976 Fixed term deposit 1,271,192 1,271,192 Cash and cash equivalents 103,031 622,636 Total current assets 1,556,396 2,070,666 Current liabilities Creditors: amounts falling due within one year (755,545) (682,490) Net current assets 800,851 1,388,176 Net assets excluding pension liability 800,852 1,388,177 Defined benefit pension scheme asset/(liability) (11,000) - Net liabilities 789,852 1,388,177 Funds Unrestricted funds 725,900 1,237,264 Restricted funds 74,952 150,913 Pension reserve (11,000) - Total Funds 789,852 1,388,177 Page 258
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liveArgyll.co.uk 39 FINANCIAL STATEMENT Operating results (excluding the pension adjustment) The operating results for liveArgyll for the year ended 31 March 2025, excluding the pension adjustment, report an overall deficit of £587,325 Unrestricted Funds Restricted Funds Total Funds 2025 Total Funds 2024 £ £ £ £ Income: Donations and legacies 1,393 1,101 2,494 660 Charitable activities 3,887,470 642,419 4,529,889 4,070,288 Management fee 3,265,604 - 3,265,604 3,834,604 Total income 7,154,467 643,520 7,797,987 7,905,552 Expenditure: Charitable activities (7,665,831) (719,481) (8,385,312) (8,205,187) Total expenditure (7,665,831) (719,481) (8,385,312) (8,205,187) Net expenditure (511,364) (75,961) (587,325) (299,635) Transfers between funds - - - - Deficit from operations (511,364) (75,961) (587,325) (299,635) Page 259
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liveArgyll.co.uk 40 THANK YOU Thank you to our partners, funders and stakeholders for their invaluable support throughout the year. As a local charity we couldn’t achieve what we do without you! Page 260
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ARGYLL AND BUTE COUNCIL Community Services Committee Children & Young People’s Planning Partnership 11 December 2025 Children & Young People Services Progress Report 2025 1.0 EXECUTIVE SUMMARY 1.1 The Children and Young People’s Service Plan 2023 to 2026 was previously approved by Community Services Committee. 1.2 There is a requirement in Part 3 of the Children and Young People (Scotland) Act 2014 to review the report annually and report on the performance and progress to date in delivering the outcomes set out in the plan. 1.3 The review considers progress in year two of the current plan, provides information on developments that have taken place since the plan was published and sets out key plans in the year ahead. 1.4 It is recommended that the Community Services Committee:- a) Note that Argyll & Bute Council are jointly responsible for children’s services planning along with NHS Highland through the Community Planning Partnership. b) Note the significant work of the wider multi-agency children’s planning partners including many third sector partners along with the Scottish Reporters c) Administration, Scottish Fire and Rescue and Police Scotland. d) Note the progress indicated within the Children and Young People’s Services Plan 2023 -26 Year 2 review; and e) Endorse the review submitted to Scottish Government as per legislative requirement. Page 261 Agenda Item 14
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ARGYLL AND BUTE COUNCIL Community Services Committee Children & Young Peoples Planning Partnership 11 December 2025 Children & Young People Services Progress Report 2025 2.0 INTRODUCTION 2.1 This is this year’s annual review of the Children and Young People’s Service Plan 2023-2026. The attached report provides an overview of the performance and progress to date in delivering the outcomes we set out to achieve. 2.2 The review considers: - Updates on the 2023 – 2026 plan - Information on developments since the plan was published - Key plans for the year ahead 3.0 RECOMMENDATIONS It is recommended that the Community Services Committee: 3.1 Note that Argyll & Bute Council are jointly responsible for children’s services planning along with NHS Highland through the Community Planning Partnership. 3.2 Note the significant work of the wider multi-agency children’s planning partners including many third sector partners along with the Scottish Reporters Administration, Scottish Fire and Rescue and Police Scotland. 3.3 Note the progress indicated within the Children and Young People’s Services Plan 2023 -26; and 3.4 Endorse the review submitted to Scottish Government as per legislative requirement. 4.0 DETAIL 4.1 The year two review document is attached to this report . Page 262
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4.2 The report is divided across the key priorities contained within the 2023 to 2026 plan. Namely: o Getting It Right for Every Child Leadership & Communication o Early Help & Support o Mental Health & Wellbeing o Children & Young People’s Voice 4.3 The range of work being carried out by our staff and partners is illustrated throughout the review document. 4.4 The voice of young people is clearly evidenced and the aspiration of increasing this even further. The incorporation of UNCRC has taken place during the life of this review. 4.5 Core issues of poverty, housing and transport remain. Although not covered in the review report itself strained budgets and perhaps even more so, the ability to attract, recruit and retain staff are key barriers to elements of progress. Financial uncertainty is often most acutely felt by third sector partners. 5.0 CONCLUSION 5.1 The Committee is asked to recognise the work being carried out by the Children & Young Persons Planning Partnership and to note the review report. Progress is continuing to be made on the goals set out in the 2023 – 2026 plan. The Committee can be assured work will continue on all aspects of supporting our young people. 5.2 The review report will be submitted to Scottish Government. 6.0 IMPLICATIONS 6.1 Policy There requires to be recognition of the impact of UNCRC incorporation across all aspects of the Council’s operations. 6.2 Financial None 6.3 Legal None 6.4 HR None 6.5 Customer Service Page 263
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None 6.6 Risk None 6.7 Climate Change None 6.8 Fairer Scotland Duty None 6.9 Equalities – protected characteristics None 6.10 Consumer Duty None 6.11 Island Communities In each aspect of the plan there is a requirement to ‘island proof’ our efforts. 6.12 Children’s Rights and Wellbeing The CYPSP is central to UNCRC efforts David Gibson, Head of Service Children Families and Justice Services/CSWO Policy Lead. Cllr McFadzean 28/11/2025 For further information contact: David Gibson APPENDICES Appendix 1 CYPSP Year 2 Review Report Page 264
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Beth Wiseman Senior Manager Child Health and Maternity November 2025 CYPSP Annual Report 2024 - 2025 Executive Summary The Children and Young People Service Plan (CYPSP) builds on previous strategies and was co-produced by listening to children, young people, and families. Its core aim is to promote wellbeing and improve life chances for all children and young people in Argyll and Bute. It is legally required under the Children and Young People (Scotland) Act 2014 and aligns with national priorities. Governance and Partnership Structure Governance: Community Planning Partnership IJB Community Services Committee Argyll and Bute’s Children - Strategic Group Rotating Chair Partnership working involves Argyll and Bute Council, NHS Highland, Police Scotland, education, social care, voluntary sector, and most importantly, children and families. Integration with other plans: Links to the Local Outcome Improvement Plan (LOIP), Corporate Parenting Plan, and Child Protection Plan. The evidence-base for the CYPSP is underpinned by the Joint Strategic Needs Assessment. Strategic Priorities and Outcomes The CYPSP sets out a shared vision to improve outcomes for children and young people across Argyll and Bute. It is underpinned by GIRFEC, UNCRC, and The Promise, and aligns with national strategies such as the Mental Health Strategy, Healthy Weight Delivery Plan, and local frameworks including the Local Outcome Improvement Plan (LOIP), Child Poverty Action Plan, and Corporate Parenting Plan. Priority 1: Early Help and Support Aim: Provide timely, accessible support to prevent escalation of issues and promote healthy development. Appendix 1Page 265
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Beth Wiseman Senior Manager Child Health and Maternity November 2025 Key Successes: • Child Poverty: o 2024–25 Action Plan approved; poverty rate reduced from 23.5% to 22.1%. o Children co-produced a graphic version of the plan. o £70,000 SG Fairer Futures funding secured for “Connecting for Good” project. • Breastfeeding: o Achieved UNICEF Baby Friendly Gold Accreditation. o Breastfeeding rates: 72.8% at first HV visit; 54.1% at 6–8 weeks. • Infant Food Insecurity Pilot: o £30 vouchers distributed to families in crisis • Childhood Obesity: o PEACH intervention programme delivered; CAMHS dietitian in post. o Thrive website under development for lifestyle and parenting advice. Long-Term Goals: 85% of pre-school children meeting developmental milestones; reduction in child poverty and obesity; breastfeeding-friendly communities. Priority 2: Mental Health and Wellbeing Aim: Improve access to mental health services and embed trauma-informed practice. Key Successes: • School Counselling: o Embedded in all schools; expanded to under-10s. o 700 pupils accessed counselling; 83% reported positive change. • Nurture (OCTNE): o 52 schools engaged; SAC evaluation shows major improvements (94% pupils ready to learn vs 85% in 2022). • Parent Project: o 220 parents supported; 403 sessions delivered; 80–90% report improved knowledge and confidence. • Kooth Digital Support: o Registrations rose from 25 (Q1) to 101 (Q3); 517 logins in Q4. • Family Liaison Officers: o Supporting 21 families with attendance and wellbeing barriers. • Distress Brief Intervention (DBI): o 90% participants report improved ability to manage distress. Page 266
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Beth Wiseman Senior Manager Child Health and Maternity November 2025 • Trauma Training: o 302 participants trained; strong evaluation scores; DDP training improving therapeutic relationships. • Neurodevelopmental Pathways: o Single Point of Access launching Oct 2025; o Long-Term Goals: Positive impact of early mental health support; robust neurodiversity pathways; advocacy influencing planning. Priority 3: GIRFEC Aim: Embed GIRFEC principles across all services to ensure streamlined, child- centered support. Key Successes: • Evaluation of current approaches completed. • GIRFEC website updated (Aug 2025); stakeholder feedback underway. • Mapping of training resources (LEON, Turas Learn) and agency tools (Wellbeing Wheel App). • Child’s Plan Audit subgroup established; multi-agency audit scheduled for Oct 2025. • Development of multi-agency 7-minute briefing and GIRFEC Pathway initiated. Long-Term Goals: Transformational change embedded; “One Child, One Assessment, One Plan” approach achieved; improved outcomes for families. Priority 4: Rights and Participation Aim: Ensure meaningful participation and embed UNCRC duties across services. Key Successes: • UNCRC Implementation: o Became law July 2024; integrated impact assessment tool live; training underway. • Rights Respecting Schools: o All schools engaged; only 4 yet to gain accreditation (target July 2025). • Child-Friendly Complaints: o Training on LEON and Turas Learn; good practice shared nationally. Page 267
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Beth Wiseman Senior Manager Child Health and Maternity November 2025 • Planet Youth: o Surveys planned for all S3 & S4 pupils in Sept 2025; expected 100% engagement increase. • Young Carers Challenge: o 13 schools registered with Carers Trust. • Children’s Rights Framework: o Published and adopted for UNCRC Implementation Group. Long-Term Goals: Children and young people co-design next CYPSP; improved outcomes for care- experienced children through active involvement. Alignment with National and Local Frameworks • National: GIRFEC, UNCRC, The Promise, Mental Health Strategy, Healthy Weight Delivery Plan. • Local: Argyll and Bute Outcome Improvement Plan, Child Poverty Action Plan, Corporate Parenting Plan, Community Planning Partnership priorities. Progress and Impact The CYPSP continues to deliver measurable improvements across its four strategic priorities: Early Help and Support, Mental Health and Wellbeing, GIRFEC, and Rights and Participation. These achievements demonstrate a strong commitment to national frameworks (GIRFEC, UNCRC, The Promise) and local priorities (LOIP, Child Poverty Action Plan). 1. Early Help and Support Progress: • Child Poverty Action Plan reviewed and approved; poverty rate reduced from 23.5% to 22.1%. • £70,000 SG Fairer Futures funding secured for “Connecting for Good” project. • Infant Food Insecurity Pilot supported families in crisis with emergency vouchers. • Breastfeeding rates improved (72.8% at first HV visit; 54.1% at 6–8 weeks); UNICEF Baby Friendly Gold Accreditation achieved. • PEACH intervention programme delivered; Thrive website under development for healthy lifestyle support. Impact: Page 268
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Beth Wiseman Senior Manager Child Health and Maternity November 2025 • Increased resilience in families through targeted financial and nutritional support. • Improved early years health outcomes and reduced inequalities in breastfeeding rates. • Enhanced community capacity to support healthy weight and wellbeing. 2. Mental Health and Wellbeing Progress: • School counselling embedded in all schools; expanded to under 10s (700 pupils supported, 83% positive change). • Nurture (OCTNE) programme strengthened; SAC evaluation shows major improvements in readiness to learn and inclusion. • Parent Project delivered 403 sessions; 80–90% of parents report improved confidence and strategies. • Kooth digital mental health support uptake increased significantly (517 logins in Q4). • Trauma-informed practice scaled up: 302 staff trained; DDP training improving therapeutic relationships. • Neurodevelopmental Pathways: Single Point of Access launching Oct 2025 Impact: • Improved mental health access and outcomes for children and families. • Stronger parental engagement and capacity to support wellbeing. • Reduced barriers to school attendance and engagement through Family Liaison Officers. 3. GIRFEC Progress: • Evaluation of current approaches completed. • GIRFEC website updated (Aug 2025) and shared for feedback. • Mapping of training resources and agency tools underway. • Child’s Plan Audit subgroup established; multi-agency audit scheduled for Oct 2025. • Development of multi-agency 7-minute briefing and GIRFEC Pathway initiated. Impact: Page 269
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Beth Wiseman Senior Manager Child Health and Maternity November 2025 • Foundations laid for streamlined processes and “One Child, One Assessment, One Plan” approach. • Increased consistency and accountability across agencies. • Improved visibility of child and family voice in planning. 4. Rights and Participation Progress: • UNCRC became law (July 2024); integrated impact assessment tool live; training underway. • Rights Respecting Schools: all schools engaged; only 4 yet to gain accreditation. • Child-friendly complaints process implemented; good practice shared nationally. • Planet Youth surveys planned for all S3 & S4 pupils (Sept 2025). • Young Carers Challenge promoted; 13 schools registered. Impact: • Strengthened rights-based culture across services. • Increased engagement and empowerment of children and young people in decision-making. • Improved compliance with legislative duties and national standards. Overall Impact • Better outcomes for children and families: Improved health, wellbeing, and educational engagement. • System transformation: Progress toward integrated pathways and trauma- informed practice. • Rights embedded in practice: Children’s voices influencing policy and service design. Participation and Engagement Embedding the voice of children, young people, and families is a cornerstone of the Argyll and Bute CYPSP. This commitment aligns with UNCRC, The Promise, and GIRFEC principles, ensuring that planning and service delivery are rights-based and participatory. Page 270
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Beth Wiseman Senior Manager Child Health and Maternity November 2025 Current Actions and Structures • Young People’s Advisory Panel: Established to provide direct input into strategic decisions. Argyll and Bute had their first Youth Conference in November 2025 to influence the priorities of the next CYPSP • Co-Design of Plans: Children and young people have co-created accessible versions of key documents, including a graphic Child Poverty Action Plan and an animated CYPSP summary. • Engagement in GIRFEC Development: Phase 2 of the GIRFEC workstream (starting Sept 2025) will include a subgroup dedicated to capturing the voice of the child in service delivery and the Child Planning process. This will also involve gathering family experiences to inform improvements. • Planet Youth Surveys: Scheduled for all S3 and S4 pupils in September 2025, providing community- level insights into wellbeing and priorities. • Rights Respecting Schools: Nearly all schools have achieved accreditation, embedding a culture of participation and rights awareness. • Advocacy Services: Strengthened through a dedicated Participation Officer role, ensuring care- experienced children influence planning and service design. Impact of Participation • Policy Influence: Feedback from young people has shaped the Child Poverty Action Plan and informed priorities for early help and mental health services. • Improved Accessibility: Child-friendly complaints processes and reporting tools have been implemented, making systems easier for families to navigate. • Future Planning: Children and young people will co-design the next CYPSP (2026–2030), ensuring their voices remain central to strategic development. .Workforce Development • GIRFEC Training: o Mapping of online resources (LEON, Turas Learn) underway. Page 271
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Beth Wiseman Senior Manager Child Health and Maternity November 2025 o Development of a multi-agency 7-minute briefing to strengthen understanding of GIRFEC principles. o Updated training timetable planned for roll-out across agencies. o Child’s Plan Audit subgroup established to ensure quality and consistency in practice. • Trauma-Informed Practice: o 302 participants trained in Trauma Informed and Skilled levels across education, health, social work, and third sector. o DDP (Dyadic Developmental Practice) training and supervision embedded, improving therapeutic relationships and emotional regulation. o Evaluation shows strong impact on staff confidence and service culture. • Children’s Rights Training: o Turas Learn and LEON platform used for UNCRC and child-friendly complaints training. o Monitoring engagement to assess uptake and effectiveness. o Rights Respecting Schools programme embedded in almost all schools (only 4 schools pending accreditation). Embedding Children’s Rights • UNCRC Implementation: o Became law in July 2024; integrated impact assessment tool launched and training initiated. o Child-friendly complaints process developed and shared as good practice nationally. o Children’s Rights, Skills & Knowledge Framework published as a single point of reference for staff. • Participation Structures: o Young People’s Advisory Panel established to influence strategic decisions. o Co-design of accessible versions of key plans (graphic Child Poverty Action Plan, animated CYPSP summary). o Planet Youth surveys planned for all S3 & S4 pupils to inform priorities. • Rights Respecting Schools: o All schools engaged; accreditation nearly complete. o Promotes a rights-based culture and active participation in school communities. .Equality and Rights Argyll and Bute has taken significant steps to meet its statutory duties under the UNCRC (Incorporation) (Scotland) Act, which became law on 16 July 2024: Page 272
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Beth Wiseman Senior Manager Child Health and Maternity November 2025 • Integrated Impact Assessment Tool: Developed and launched to ensure children’s rights are considered in all policy and service decisions. Training is underway to embed its use across services. • Child-Friendly Processes: o Child-friendly complaints system implemented, with training available on LEON and Turas Learn. o Good practice shared nationally (e.g., with Glasgow City Council). • Rights Respecting Schools: All schools engaged; only four remain to achieve accreditation. This embeds a rights-based culture in education settings. • Children’s Rights Framework: Published as a single point of reference for staff, guiding compliance and best practice. • Monitoring and Reporting: Development of a shared framework to track progress against legislative duties. Engagement data from LEON training is being monitored. Equality Actions • Inclusive Engagement: Planet Youth surveys planned for all S3 & S4 pupils to capture diverse voices and inform priorities. Young Carers Challenge promoted across schools to address equality for young carers. • Procurement Compliance: Statement under development for inclusion in contracts to ensure suppliers consider children’s rights and equality impacts. • Reducing Inequalities: o Child Poverty Action Plan implemented, showing a reduction in child poverty rates (23.5% to 22.1%). o Breastfeeding initiatives targeted at groups with historically lower rates, reducing health inequalities. • Training and Awareness: UNCRC and equality principles embedded in staff training through LEON and multi-agency briefings. Impact • Rights-based decision-making is becoming standard practice. • Increased accountability through integrated assessments and audits. Page 273
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Beth Wiseman Senior Manager Child Health and Maternity November 2025 • Improved access and inclusion for vulnerable groups, including care-experienced children and young carers. Future Plans 1. Early Help and Support • Early Years Advice Line launching November 2025 to provide parents with early intervention strategies. • Development of Thrive website for lifestyle and parenting advice. • Expansion of school-based prevention programmes for healthy weight (currently paused due to funding). • Continued evaluation of PEACH intervention programme and establishment of Tier 3 pathway for childhood obesity. 2. Mental Health and Wellbeing • Single Point of Access (SPA) for mental health and neurodevelopmental services launching August 2025. • Development of digital resources hub for parents/carers and professionals. • Ongoing evaluation of Kooth digital support and Parent Project for sustainability beyond 2025. • Secure long-term funding for Distress Brief Intervention (DBI) and explore expansion to younger age groups. • Strengthen trauma-informed practice through continued training and leadership engagement. 3. GIRFEC • Phase 2 (Sept 2025): o Subgroup to capture child and family voice in service delivery and Child Planning process. o Broaden representation from third sector, health, education, and social work. • Complete multi-agency audit of Child’s Plans by October 2025. • Develop and implement GIRFEC Pathway and shared resource platform. • Update training timetable and roll out multi-agency 7-minute briefing. Page 274
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Beth Wiseman Senior Manager Child Health and Maternity November 2025 4. Rights and Participation • Complete Rights Respecting Schools accreditation for remaining schools by July 2025. • Deliver Planet Youth surveys for all S3 & S4 pupils in September 2025. • Monitor engagement with UNCRC training and integrated impact assessments. • Continue development of child-friendly complaints system and reporting tools. Cross-Cutting Actions • Secure sustainable funding for fixed-term posts (e.g., CAMHS dietitian, Family Liaison Officers). • Strengthen data collection and evaluation across all workstreams. • Embed rights-based and trauma-informed approaches in all service planning. • Ensure efficient cross cutting base line data for future priorities and outcomes. Page 275
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ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 11 DECEMBER 2025 EXTERNAL EDUCATION ESTABLISHMENT INSPECTION REPORT 1.0 EXECUTIVE SUMMARY 1.1 This report provides details of all external education establishment inspection reports received across Argyll and Bute Education Service during the period August 2025 to December 2025. 1.2 It is recommended that the Community Services Committee notes: a) The contents of this report; b) This quarterly report will be presented on an ongoing basis to the Community Services Committee detailing all establishment inspections conducted and published by Education Scotland within that period, and c) That Ward members will receive copies of school inspection reports for schools within their area as published by Education Scotland. Page 277 Agenda Item 15
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ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 11 DECEMBER 2025 EXTERNAL EDUCATION ESTABLISHMENT INSPECTION REPORT 2.0 INTRODUCTION 2.1 This report provides details of all external education establishment inspection reports received across Argyll and Bute Education Service during August 2025 to December 2025. 2.2 As required for the National Improvement Framework, HMIE report on and provide grades for the following Quality Indicators (QIs) as part of full model inspections (which typically take place over a full school week): QI 1.3 – leadership of change; QI 2.3 – learning, teaching and assessment; QI 3.1 – ensuring wellbeing, equality and inclusion; and QI 3.2 – raising attainment and achievement In addition, they include a focus on the following themes from other QIs: QI 2.2 curriculum: learning pathways QI 2.7 partnerships: parental engagement 2.3 Short model inspections (typically over two and a half days) focus on two QIs: QI 2.3 – learning, teaching and assessment; and QI 3.2 – raising attainment and achievement HMIE continue to have a focus on safeguarding in every inspection. An inspection advice note issued in January 2024 advised that Inspectors intended to strengthen the evidence they gather about relationships and behaviour in schools and settings during inspections notified from week beginning 15 January 2024. This evidence is being gathered in a range of ways, including through an updated child protection and safeguarding evaluation form. In addition to the inspection advice note, schools have been provided with supporting local authority guidance. Page 278
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2.4 From September 2025, in inspections of early learning and childcare settings, HMIE use the QIs from the new ‘Quality Improvement Framework for the Early Learning and Childcare Sectors’1. 3.0 RECOMMENDATIONS 3.1 It is recommended that the Community Services Committee notes: a) The contents of this report; b) This quarterly report will be presented on an ongoing basis to the Community Services Committee detailing all establishment inspections conducted and published by Education Scotland within that period, and c) That Ward members will receive copies of school inspection reports for schools within their area as published by Education Scotland. 4.0 DETAIL – School Inspections 4.1 Bunessan Primary School and ELC was inspected the week beginning 19th May using a full model inspection. The school received positive feedback from the Managing Inspector with specific reference to: The headteacher and staff work effectively as a team to improve the bun-sgoil. They make purposeful use of professional learning and research, leading to high-quality teaching through the mediums of English and Gàidhlig - Gaelic. Children take responsibility for their own learning and support others. They learn through real-life, engaging and meaningful experiences that reflect their island identity, the world of work and increase fluency in Gàidhlig. Children’s learning is developed in partnership with parents, partners and the community. Staff and children build positive, caring relationships. Children engage in a variety of activities that support their health and wellbeing. They take part enthusiastically in a wide range of sporting opportunities, in which they achieve success. Children make good progress in literacy through English and Gàidhlig, as well as in Gaelic (Learners) within the pre-five unit. They take part in a variety of immersive language and cultural activities, both independently and with their families. These include storytelling sessions, author visits, the Mòd and creating bilingual signage for a local nature trail. The published letter and Summary of Inspection Findings (SIF) are available on HMIE’s Website using the following link: Bun-sgoil agus Aonad Ro-chòig Bhun Easain - Bunessan Primary School | Inspection Report | Education Scotland 1 Quality Improvement Framework for the Early Learning and Childcare Sectors Page 279
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4.2 Rosneath Primary School and ELC was inspected the week beginning 2nd June using a short model inspection. The school received positive feedback from the Managing Inspector with specific reference to: Relationships across the school and nursery are very supportive and positive. Children’s rights and the dignity of all children are at the centre of staff’s practice. This is supporting all children in the school to experience success and improve their motivation to learn. In the nursery, this results in children who are enthusiastic and resilient learners. Led ably by the headteacher, teachers are reflective practitioners who use professional learning effectively to improve learning and teaching across the school. This is impacting positively on children’s experiences and their progress. Nursery practitioners have developed very well the indoor and outdoor learning environments and children’s experiences to promote children’s curiosity and creativity. The published letter and Summary of Inspection Findings (SIF) are available on HMIE’s Website using the following link: Rosneath Primary School | Inspection Report | Education Scotland 4.3 Ulva Primary School was inspected the week beginning 1st September using a short model inspection. The school received very positive feedback from the Managing Inspector and was awarded an inspection grading of ‘excellent’ for QI 2.3 Learning, Teaching and Assessment. The managing inspector made specific reference to: The outstanding leadership of the headteacher, very well supported by the principal teacher, in improving learning experiences for all children. Children benefit from very extensive opportunities to develop their knowledge, skills and understanding in meaningful, real-life contexts. The school’s exemplary approaches to learning for sustainability and outdoor learning. Children are passionate, engaged campaigners who relish the opportunity to learn about their natural environment. They appreciate and celebrate the uniqueness of their island. Curious, engaged and highly motivated children. They are polite and welcoming, and demonstrate fully the school’s values of being kind, respectful and hard-working. The warm, supportive and nurturing relationships across the school and local community. Children thrive in the positive ethos that supports their wellbeing. Highly effective partnership working with local and national partners. Staff work very effectively with others to provide very high-quality learning experiences for all children. These partnerships help support the school’s consistently high levels of attainment and achievement. The published letter and Summary of Inspection Findings (SIF) are available on HMIE’s Website using the following link: Bun-sgoil Ulbha (Ulva Primary School) | Inspection Report | His Majesty’s Inspectorate of Education in Scotland Page 280
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4.4 Tighnabruaich Primary and ELC were inspected the week beginning 17th November using a short model inspection. The link to the published letter and Summary of Inspection Findings (SIF) will be accessible when these documents have been finalised and are available on Education Scotland’s Website. 4.5 A summary of all external school inspection audit reports published by Education Scotland across Argyll and Bute Education Service establishments during the period August 2025 to December 2025 is provided in Appendix 1. 4.6 A summary of the inspection outcomes per establishment detailing strengths and areas for improvement is provided in Appendix 2. 5.0 CONCLUSION 5.1 In summary, currently three published reports are available from the inspections detailed above at 4.1, 4.2 and 4.3 which took place during the period of May 2025 to September 2025. 5.2 The Education Service will continue to use the outcomes of establishment inspections to work collaboratively with our Head Teachers to target support and challenge to secure improvement for our children and young people. 6.0 IMPLICATIONS 6.1 Policy – The Standards in Scotland’s Schools etc. Act 2000 places a duty on Education Authorities to provide children and young people with school education and (in terms of raising standards) requires Authorities to endeavor to secure improvement in the quality of that school education. 6.2 Financial – None 6.3 Legal – None 6.4 HR – None 6.5 Customer Service – The outcome of establishment inspections of the Education Service of Argyll and Bute Council may significantly enhance or detract from the Council’s reputation and attractiveness as an area to work and live in. 6.6 Risk – Reputational risk to the Education Service following a weak report. 6.7 Climate Change - None 6.8 Fairer Scotland Duty: – None Page 281
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6.9 Equalities - protected characteristics – None 6.10 Consumer Duty – None 6.11 Island Communities - None 6.12 Children’s Rights and Wellbeing Article 28 – I have the right to an education Article 29 – I have the right to an education which develops my personality, talents and abilities Douglas Hendry - Executive Director with responsibility for Education Audrey Forest - Policy Lead for Education Jennifer Crocket Chief Education Officer Head of Education: Wellbeing, Inclusion and Achievement Jennifer.Crocket@argyll-bute.gov.uk Wendy Brownlie Head of Education: Performance and Improvement Wendy.Brownlie@argyll-bute.gov.uk For further information please contact:- Simone McAdam, Education Manager Simone.McAdam@argyll-bute.gov.uk November 2025 Appendices Appendix 1 - Overview of Inspection Outcomes Appendix 2 - Summary of Inspection Outcomes Page 282
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Appendix 1 - Overview of Inspection Outcomes Leadership of Change Learning, Teaching and Assessment Ensuring Wellbeing, Equality and Inclusion Raising Attainment and Achievement Establishment Sector Date of Inspection 1.3 2.3 3.1 3.2 Bunessan Primary School May 2025 good good good good Bunessan ELC ELC May 2025 good good good good Rosneath Primary School June 2025 good satisfactory Rosneath ELC ELC June 2025 good good Ulva Primary School September 2025 excellent very good Tighnabruaich Primary School November 2025 not yet published not yet published Tighnabruaich ELC ELC November 2025 not yet published not yet published Page 283
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The Six-point Scale for Inspection Grading Excellent 6 Very Good 5 Good 4 Satisfactory 3 Weak 2 Unsatisfactory 1 Page 284
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Appendix 2 - Summary of Inspection Outcomes Report Title: Bun-sgoil Ulbha (Ulva Primary School) Inspection Agency: Education Scotland Key Findings: • The outstanding leadership of the headteacher, very well supported by the principal teacher, in improving learning experiences for all children. Children benefit from very extensive opportunities to develop their knowledge, skills and understanding in meaningful, real-life contexts. • The school’s exemplary approaches to learning for sustainability and outdoor learning. Children are passionate, engaged campaigners who relish the opportunity to learn about their natural environment. They appreciate and celebrate the uniqueness of their island. • Curious, engaged and highly motivated children. They are polite and welcoming, and demonstrate fully the school’s values of being kind, respectful and hard-working. • The warm, supportive and nurturing relationships across the school and local community. Children thrive in the positive ethos that supports their wellbeing. • Highly effective partnership working with local and national partners. Staff work very effectively with others to provide very high-quality learning experiences for all children. These partnerships help support the school’s consistently high levels of attainment and achievement. The following areas for improvement were identified and discussed with the headteacher and a representative from Argyll and Bute Council. • Continue to provide high-quality and exciting learning activities which challenge and motivate all children. Date of Inspection: September 2025 Lead Officer to take forward improvement: Susie Carmichael – Headteacher Central Officer to support improvement: Rachel Binnie – Education Manager Page 285
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Report Title: Bun-sgoil Bhun Easain - Bunessan Primary School and Pre-Five Unit Inspection Agency: Education Scotland Key Findings: The inspection team found the following strengths in the school’s work. • The headteacher and staff work effectively as a team to improve the bun-sgoil. They make purposeful use of professional learning and research, leading to high-quality teaching through the mediums of English and Gàidhlig - Gaelic. • Children take responsibility for their own learning and support others. They learn through real-life, engaging and meaningful experiences that reflect their island identity, the world of work and increase fluency in Gàidhlig. Children’s learning is developed in partnership with parents, partners and the community. • Staff and children build positive, caring relationships. Children engage in a variety of activities that support their health and wellbeing. They take part enthusiastically in a wide range of sporting opportunities, in which they achieve success. • Children make good progress in literacy through English and Gàidhlig, as well as in Gaelic (Learners) within the pre-five unit. They take part in a variety of immersive language and cultural activities, both independently and with their families. These include storytelling sessions, author visits, the Mòd and creating bilingual signage for a local nature trail. The following areas for improvement were identified and discussed with the headteacher and a representative from Argyll and Bute Council. • Across the bun-sgoil and pre-five unit, the headteacher should strengthen further approaches to evaluating the quality of Bun-sgoil Bhun Easain. Moving forward, the staff team should extend further the involvement of children, parents and partners in improvement decisions. • Develop further children’s awareness of their strengths, next steps and skills gained from learning. By P7, children should have a well-defined record of their skills across all learning contexts, regardless of where their learning takes place. • Continue to raise attainment across the curriculum, with a particular focus on writing, talking and Gaelic (Learners). In the pre-five unit, accelerate children's progress in numeracy and early mathematics. The headteacher should continue to guide staff with the newly adopted strategic approach to planning the curriculum. • Senior leaders and staff should continue collaborating with parents to maximise immersion in Gàidhlig at the early level. Date of Inspection: May 2025 Lead Officer to take forward improvement: Richard Gawthrope – Headteacher Central Officer to support improvement: Rachel Binnie – Education Manager Page 286
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Report Title: Rosneath Primary School and Early Learning and Childcare Centre Inspection Agency: Education Scotland Key Findings: • The inspection team found the following strengths in the school’s work. • Relationships across the school and nursery are very supportive and positive. Children’s rights and the dignity of all children are at the centre of staff’s practice. This is supporting all children in the school to experience success and improve their motivation to learn. In the nursery, this results in children who are enthusiastic and resilient learners. • Led ably by the headteacher, teachers are reflective practitioners who use professional learning effectively to improve learning and teaching across the school. This is impacting positively on children’s experiences and their progress. • Nursery practitioners have developed very well the indoor and outdoor learning environments and children’s experiences to promote children’s curiosity and creativity. The following areas for improvement were identified and discussed with the headteacher and a representative from Argyll and Bute Council. • As a priority, school staff now need to agree a consistent and high-quality approach to the teaching of writing to accelerate children’s progress and attainment in this area. • Teachers in the school should continue to embed their approach to using assessment information to plan better for children’s learning. This information should help them to provide consistently the right level of challenge in children’s daily tasks. • In the nursery, practitioners should continue to increase the pace and challenge for all children. This should support children to make better progress in their learning. Date of Inspection: May 2025 Lead Officer to take forward improvement: Adele Flynn – Headteacher Central Officer to support improvement: Simon Easton – Education Manager Page 287
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Community Services Committee Work Plan 2025 - 2026 This is an outline plan to facilitate forward planning of reports to the Community Service Committee. Date Paper Designation Lead Service/ Officer Regularity of occurrence/ consideration Comment 11 December 2025 Police Scotland Argyll & Bute Performance Summary Report – Reporting Period: April 2025 – September 2025 Police Scotland Quarterly Scottish Fire and Rescue Service – Argyll & Bute Performance Scrutiny Group 2025-26 Q2 Scrutiny Report Scottish Fire and Rescue Service Quarterly Argyll & Bute Health & Social Care Partnership – Performance Report – FQ4 2024/25 Argyll & Bute HSCP Quarterly Argyll & Bute Health & Social Care Partnership – Performance Report – FQ1 2025/26 Argyll & Bute HSCP Quarterly Argyll & Bute Health & Social Care Partnership – Annual Report 2024/25 Argyll & Bute HSCP Annually Care Experienced Children and Young People – 2024-2025 Academic Year Report Education Education Performance Data Analysis 2024-25 Education Annual Participation Measure 2024-25 Education Schools (Consultation) (Scotland) Act 2010 Furnace Primary School Education Live Argyll - Monitoring and Performance Reporting & Live Argyll Annual Report Commercial Services/Live Argyll Annually Page 289 Agenda Item 16
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Community Services Committee Work Plan 2025 - 2026 Children & Young People Services Progress Report 2025 Argyll and Bute HSCP Annually External Education Establishment Inspection Report Education Quarterly 5 March 2026 Police Scotland Argyll & Bute Performance Summary Report – Reporting Period: April 2025 – December 2025 Police Scotland Quarterly Scottish Fire and Rescue Service – Argyll & Bute Performance Scrutiny Group 2025-26 Q3 Scrutiny Report Scottish Fire and Rescue Service Quarterly Argyll & Bute Health & Social Care Partnership – Performance Report – FQ2 2025/26 Argyll & Bute HSCP Quarterly Luing Primary School Mothballing Review Education SQA School Examination Results 2025 Education External Education Establishment Inspection Report Education Quarterly 4 June 2026 Police Scotland Argyll & Bute Performance Summary Report – Reporting Period: April 2025 – March 2026 Police Scotland Quarterly Scottish Fire and Rescue Service – Argyll & Bute Performance Scrutiny Group 2025-26 Q4 Scrutiny Report Scottish Fire and Rescue Service Quarterly External Education Establishment Inspection Report Education Quarterly Future Reports – dates to be determined Page 290
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Community Services Committee Work Plan 2025 - 2026 The Expansion of Funded Early Years Learning and Childcare in Scotland – Argyll and Bute Early Learning and Childcare Updated Delivery Plan Education Care Experienced Children and Young People Education Argyll & Bute Health & Social Care Partnership – Annual Report Argyll & Bute HSCP Annually Argyll and Bute Annual Education Plan Education Annually in August Live Argyll Monitoring and Performance Report & Live Argyll Annual Report Commercial Services/Live Argyll Annually Gaelic Language Plan Progress Report Customer Support Services Annually in August Scottish Attainment Challenge Education Education Refresh Strategy Education Strone Primary School - Mothballing Education Scottish Languages Act 2025 – Update Education/Customer Support Services Tobermory 2-18 Campus – Update and Next Steps Education Page 291
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