Agenda reports pack
Argyll and Bute Council · 12 December 2024
Back to Community Services Committee — 12 December 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Argyll and Bute Council Comhairle Earra-Ghàidheal Agus Bhòid Executive Director: Douglas Hendry Kilmory, Lochgilphead, PA31 8RT Tel: 01546 602127 Fax: 01546 604435 DX 599700 LOCHGILPHEAD 5 December 2024 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 TEAMS on THURSDAY, 12 DECEMBER 2024 at 10:30 AM, which you are requested to attend. Douglas Hendry Executive Director BUSINESS 1. APOLOGIES FOR ABSENCE 2. DECLARATIONS OF INTEREST 3. MINUTES (Pages 3 - 8) Community Services Committee held on 22 August 2024 4. POLICE SCOTLAND ARGYLL & BUTE PERFORMANCE SUMMARY REPORT - REPORTING PERIOD: APRIL - SEPTEMBER 2024 (Pages 9 - 22) Report by Divisional Commander for Argyll and Bute, West Dunbartonshire Division, Police Scotland 5. SCOTTISH FIRE AND RESCUE SERVICE - ARGYLL & BUTE PERFORMANCE REPORT Q2 - 1 JUNE - 30 SEPTEMBER 2024 (Pages 23 - 32) Report by Local Senior Officer, Scottish Fire and Rescue Service 6. ARGYLL & BUTE HEALTH & SOCIAL CARE PARTNERSHIP - ANNUAL PERFORMANCE REPORT 2023/24 (Pages 33 - 100) Report by Chief Officer, Argyll & Bute Health & Social Care Partnership 7. ARGYLL & BUTE HEALTH & SOCIAL CARE PARTNERSHIP - PERFORMANCE REPORT FQ1 2024/25 (APRIL - JUNE) (Pages 101 - 116) Report by Senior Manager, Performance & Improvement, Argyll and Bute Health & Social Care Partnership 8. FURNACE PRIMARY SCHOOL - MOTHBALLING (Pages 117 - 122) Report by Executive Director with responsibility for Education Public Document Pack
Page 2
9. SCHOOL HOLIDAY DATES 2026-2029 (Pages 123 - 142) Report by Executive Director with responsibility for Education 10. EDUCATION PERFORMANCE DATA ANALYSIS 2023-24 (Pages 143 - 168) Report by Executive Director with responsibility for Education 11. ANNUAL PARTICIPATION MEASURE 2023-24 (Pages 169 - 176) Report by Executive Director with responsibility for Education 12. COMMUNITY LEARNING AND DEVELOPMENT: STRATEGIC PLAN FOR CLD IN ARGYLL AND BUTE 2024-2027 (Pages 177 - 206) Report by Executive Director with responsibility for Education REPORTS FOR NOTING 13. EXTERNAL EDUCATION ESTABLISHMENT INSPECTION REPORT (Pages 207 - 214) Report by Executive Director with responsibility for Education 14. COMMUNITY SERVICES COMMITTEE WORK PLAN 2024-2025 (Pages 215 - 218) Community Services Committee Councillor Anne Horn Councillor Gordon Blair Councillor Maurice Corry Councillor Audrey Forrest (Chair) Councillor Amanda Hampsey Councillor Daniel Hampsey Councillor Graham Hardie Councillor Fiona Howard Councillor Jennifer Kean Councillor Paul Donald Kennedy Councillor Dougie McFadzean (Vice-Chair) Councillor Julie McKenzie Councillor Yvonne McNeilly Councillor Iain Paterson Councillor Gemma Penfold Councillor Dougie Philand Margaret Anderson Lorna Stewart Daniel Semple Reverend Dorothy Wallace Contact: Katie McKenzie, Committee Services Officer Tel: 01546 604465
Page 3
MINUTES of MEETING of COMMUNITY SERVICES COMMITTEE held ON A HYBRID BASIS IN THE COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD AND BY MICROSOFT TEAMS on THURSDAY, 22 AUGUST 2024 Present: Councillor Audrey Forrest (Chair) Councillor Gordon Blair Councillor Maurice Corry Councillor Amanda Hampsey Councillor Graham Hardie Councillor Fiona Howard Councillor Paul Donald Kennedy Councillor Dougie McFadzean Councillor Julie McKenzie Councillor Yvonne McNeilly Councillor Gemma Penfold Councillor Dougie Philand Margaret Anderson Lorna Stewart Daniel Semple Also Present: Councillor Andrew Vennard 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 David Gibson, Head of Children, Families and Justices Services/CSWO Stuart McLean, Committee Manager Graeme McMillan, Transformation Programme Manager Brendan Docherty, Education Manager Morag Brown, Resettlement Lead Kevin Anderson, General Manager, Live Argyll Chief Superintendent Gary I’Anson, Police Scotland Superintendent Jon Harris, Police Scotland Chief Inspector Simon Shanks, Police Scotland Chief Inspector Lee Page, Police Scotland Area Inspector Bart Simonis, Police Scotland Local Senior Officer Joe McKay, Scottish Fire and Rescue Service Station Commander Brian Wardle, Scottish Fire and Rescue Service 1. APOLOGIES FOR ABSENCE An apology for absence was received from Councillor Daniel Hampsey. 2. DECLARATIONS OF INTEREST Councillor Maurice Corry declared a non-financial interest in Agenda Item 11 (Live Argyll – Monitoring and Performance Report) as he was a Board Member on Live Argyll. Having taken note of the Standards Commission Guidance in relation to declarations (issued on 7 December 2021), with specific reference to section 5.4(c), he did not consider that he had a relevant connection and as such would remain in the meeting. Page 3 Agenda Item 3
Page 4
3. MINUTE The Minute of the Community Services Committee held on 6 June 2024 was approved as a correct record. 4. POLICE SCOTLAND ARGYLL & BUTE PERFORMANCE SUMMARY REPORT - REPORTING PERIOD: Q1 APRIL - JUNE 2024 Chief Superintendent Gary I’Anson presented the Argyll and Bute Performance Summary Report of Police Scotland’s Policing Priorities for Q1 April – June 2024 and responded to questions asked. Decision The Committee reviewed and noted the content of the report. (Reference: Report for Q1 2024 – 2025 by Divisional Commander for Argyll and Bute, West Dunbarton Division, Police Scotland, submitted) Councillor Paul Kennedy and Margaret Anderson, Church Representative, joined the meeting during consideration of the foregoing item. 5. SCOTTISH FIRE AND RESCUE SERVICE - ARGYLL & BUTE PERFORMANCE REPORT Q1 - 1 APRIL - 30 JUNE 2024 With the aid of power point slides, Station Commander Brian Wardle presented a report highlighting Scottish Fire and Rescue Service’s review of local performance within Argyll and Bute for Q1 (1 April – 30 June 2024) and responded to a number of questions asked. Decision The Committee reviewed and noted the contents of the report. (Reference: Q1 2024/25 Report by Local Senior Officer, Scottish Fire and Rescue Service, submitted) 6. ARGYLL AND BUTE - EDUCATION SERVICE PROGRESS AND IMPACT REPORT 2023-24 AND EDUCATION STRATEGIC PLAN 2024-26 A report updating the Committee on progress made by the Education Service in achieving the priorities included in the Argyll and Bute Education Strategic Plan for 2022-24 (2023- 24 update) presented at Community Services Committee in August 2023 and outlining priority actions for 2024-2026 was considered. Decision The Committee agreed to: 1. note the progress made with respect to priority actions within the 2022-24 Education Strategic Plan (2023-24 update) outlined in the Education Service Progress and Impact Report 2023-24; 2. approve the Education Service Progress and Impact Report 2023-24 and Strategic Plan 2024-26 (Appendix 1); Page 4
Page 5
3. approve the publishing of the Education Strategic Plan 2024-2026 and Education Service Progress and Impact Report 2023-24 on the Council website; and 4. approve the submission of the of the Education Strategic Plan 2024-2026 (2023-24 update) and Education Service Progress and Impact Report 2023-24 to Scottish Government. (Reference: Report by Executive Director with responsibility for Education dated 18 July 2024, Education Strategic Plan 2024-2026 and Education Service Progress and Impact Report 2023-24, submitted) 7. SCHOOLS (CONSULTATION) SCOTLAND ACT 2010 - DALMALLY PRIMARY SCHOOL A report providing details of a draft Proposal to extend Dalmally Primary School’s catchment area, formulated in accordance with the requirements of the Schools (Consultation) (Scotland) Act 2010, was considered. Decision The Committee agreed to adopt the draft Proposal (as set out in Appendix A) as a “Relevant Proposal” that should now proceed to a statutory consultation under the Schools (Consultation) (Scotland) Act 2010, in accordance with the timeframe as set out in the draft Proposal Paper. (Reference: Report by Executive Director with responsibility for Education dated 18 July 2024 and Proposal Paper, submitted) 8. SCHOOLS (CONSULTATION) (SCOTLAND) ACT 2010 - KILCHRENAN PRIMARY SCHOOL A report providing details of the outcome and findings of the statutory consultation exercise undertaken in respect of the formal Proposal to close Kilchrenan Primary School as detailed in the published Consultation Report (Appendix A); and in accordance with the Schools (Consultation) (Scotland) Act 2010, as amended, was considered. Decision The Committee agreed to: 1. note the contents of the Consultation Report (Appendix A); and 2. approve the implementation of the following Proposal as consulted on – a) that education provision at Kilchrenan Primary School shall be permanently discontinued with effect from 29 November 2024; and b) that the delineated catchment area of Taynuilt Primary School shall be extended to subsume the whole delineated catchment area of Kilchrenan Primary School from 29 November 2024. (Reference: Report by Executive Director with responsibility for Education dated 18 July 2024 and Consultation Report – Kilchrenan Primary School dated August 2024, submitted) Page 5
Page 6
9. SQA SCHOOL EXAMINATION RESULTS 2024 A report providing an update on the initial outcome of the Scottish Qualifications Authority (SQA) 2024 examination diet for young people in Argyll and Bute was considered. Decision The Committee agreed to: 1. note the guidance from the SQA, detailed at paragraph 4.3 of the report, about qualitative comparisons of data over the last three years, with reference to ‘pre- pandemic’ data in 2018/19; 2. note the outcome of the initial SQA examination results for pupils in academic year 2023/24, and that the performance of Argyll and Bute schools in 2024 was above the current national performance in SQA examinations in two of the four measures (National 4 and Advanced Higher) at A-C, and above in three measures (National 4, National 5 and Advanced Higher) at A-D; and 3. request that the Executive Director with responsibility for Education provide further reports to the Community Services Committee to allow the consideration of updated statistical school and national information, scheduled to be released by Insight (school data analysis tool) in September 2024 and February 2025. (Reference: Report by Executive Director with responsibility for Education dated 22 August 2024, submitted) 10. UNACCOMPANIED ASYLUM SEEKING YOUNG PEOPLE IN ARGYLL AND BUTE A report providing an update on the support model provided in Argyll and Bute for the Unaccompanied Asylum Seeking Children/young people (UASC) who arrive through the National Transfer Scheme (NTS) following an internal review of the programme in autumn 2023 was considered. Decision The Committee agreed to 1. endorse the support provided for UASC arriving in Argyll and Bute and note the challenges that the National Transfer Scheme and the associated funding model brought to the authority; and 2. request an annual review of UASC support was prepared for the Corporate Parenting Board. (Reference: Report by Executive Director with responsibility for Refugee Resettlement dated 24 July 2024, submitted) Page 6
Page 7
11. LIVE ARGYLL - MONITORING AND PERFORMANCE REPORT A report providing the Committee with an 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 was considered. Decision The Committee considered and noted the contents of the report together with the Live Argyll Annual report 2023/24 attached at Appendix 1. (Reference: Report by Executive Director with responsibility for Commercial Services dated August 2024 and Live Argyll Annual Report 2023/24, submitted) Councillor Paul Kennedy left the meeting at this point. 12. CHILDREN & YOUNG PEOPLE SERVICES PROGRESS REPORT 2024 A report on the first annual review of the Children and Young People’s Services Plan 2023 – 2026 which provided an overview of performance and progress to date in delivering the agreed outcomes was considered. Decision The Committee agreed to: 1. note that Argyll and Bute Council were jointly responsible for children’s services planning along with NHS Highland; 2. note the significant work of the wider multi-agency children’s planning partners including many third sector partners along with the Scottish Reporter’s Administration, Scottish Fire and Rescue and Police Scotland; 3. note the progress indicated within the Children and Young People’s Services Plan 2023 -26 Year 1 review; and 4. endorse the review for submission to Scottish Government as per legislative requirement. (Reference: Report for Head of Children, Families and Justice Services/Chief Social Work Officer, Argyll and Bute HSCP dated 1 August 2024 and Year 1 (2023/24) Annual Review of the Children and Young People’s Services Plan 2023 - 2026, submitted) 13. GAELIC LANGUAGE PLAN MONITORING REPORT 2022-23 A report updating the Members on progress that the Council is making on the delivery of the Council’s statutory Gaelic Language Plan was considered. Decision The Committee considered and noted the good progress that was being made in relation to the Council’s Gaelic Language Plan. Page 7
Page 8
(Reference: Report by Executive Director with responsibility for Customer Support Services dated 21 August 2024 and Argyll and Bute Gaelic Language Monitoring Report 2022-23, submitted) 14. EXTERNAL EDUCATION ESTABLISHMENT INSPECTION REPORT A report providing details of all external establishment inspection reports received across Argyll and Bute Education Service during the period May to June 2024 was before the Committee for information. Decision The Committee noted:- 1. the contents of this 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 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 June 2024, submitted) 15. COMMUNITY SERVICES COMMITTEE WORK PLAN 2024 - 2025 The Community Services Committee work plan for 2024-2025 was before the Committee for information. Decision The Committee noted the contents of the work plan. (Reference: Community Services Committee Work Plan 2024-2025, submitted) Page 8
Page 9
OFFICIAL OFFICIAL x Argyll & Bute Performance Summary Report Reporting Period: April 2024 to September 2024 Total Crime 278 Crimes Incidents Recorded Overall Dishonesty Domestic Abuse Incidents +7.9% -2.3% +2.9% +5.9% -11% -22.4%* Road Deaths and Serious Injuries -25.8%* Sexual Crime -1551*PYTD, -1131*5YR AVG +28*PYTD, +85*5YR AVG -10*PYTD, +45*5YR AVG +10*PYTD, +12*5YR AVG +30*PYTD, +122*5YR AVG -14*PYTD, -3*5YR AVG -11*on PYTD -306*PYTD Violent Crime Missing People Counter Terrorism -7*PYTD -8.4%* -11*PYTD, -11*5YR AVG Common Assault -24.4% Housebreaking Disorder Complaints The National Terrorism Threat level is SUBSTANTIAL This means that an attack is likely. *PYTD = Previous Year to Date *5YR = 5 year average -7.3% -13.1% Page 9 Agenda Item 4
Page 10
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 2 of 2024/25, with available figures being shown from 1st April 2024 through to 30th September 2024. 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 - Miscellaneous Offences Group 2 - Sexual Crimes Group 7 - Offences relating to motor vehicles Group 3 - Crimes of Dishonesty PYTD - Previous Year to Date Group 4 - Fire Raising, Malicious Mischief CYTD - Current Year to Date Group 5 - Other (pro activity) Crimes Page 10
Page 11
OFFICIAL OFFICIAL PRIORITY AREA EXECUTIVE SUMMARY Acquisitive Crime At the end of September 2024, acquisitive crimes show a slight reduction of 2.3% from 445 to 435 crimes, which is largely due to an overall reduction in housebreakings (-11 crimes) compared to PYTD, while most other crime types have experienced marginal change. Public Protection Group 2 sexual crimes have reduced by 11% (-14) compared to last year. Both the number of rape offences and sexual assaults have seen a decrease from 27 to 20 crimes and 47 to 43 respectively. Road Safety & Road Crime Overall there has been a 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 increased at the end of September 2024 from 5 to 6. Road traffic collisions involving serious injuries however have reduced from 44 to 32 and collisions resulting in slight injuries have decreased from 57 to 52. Serious Organised Crime At the end of September 2024, drug supply offences remain fairly consistent compared to PYTD, whilst possession charges have reduced by 21% from 261 to 207 crimes. Across Argyll & West Dunbartonshire 12 persons linked to serious and organised crime (SAOC) have been arrested and £2,445,484 seized under the Proceeds of Crime Act 2002 (POCA). Violence & ASB At the end of September 2024, Group 1 crimes of violence have increased with 543 crimes compared to 513 the previous year to date, while anti-social behaviour (ASB) related crimes have also risen from 489 to 555. 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 11
Page 12
OFFICIAL OFFICIAL CRIME PYTD CYTD INCIDENTS PYTD CYTD Total Crimes & Offences 3792 3514 Total number of incidents 11,872 10,321 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 decreased by 7.3% from the previous year and is also in line with the previous 5 year average (3508). Despite the overall reduction in crime levels there have been slight increases in both crimes of violence (+5.9%) and anti-social offences (+13.5%), while Group 2 sexual crimes, acquisitive crimes and crimes against society have all experienced a reduction. Page 12
Page 13
OFFICIAL OFFICIAL ACQUISITIVE CRIME Shoplifting crimes have remained relatively consistent with 110 crimes compared to 108 the previous year to date, although remain above the previous 5 year average (70.2). The detection rate for shoplifting has increased from 57.4% to 70% (+12.6%), in number terms this equates to 15 more crimes detected. Housebreaking crimes have seen a reduction from 45 to 34 at the end of September 2024 (compared to last year), which is largely due to a 48% decrease in domestic dwelling housebreaking’s (-15 crimes). The detection rate for housebreaking has increased from 24.4% to 35.3%. Fraud crimes remain relatively unchanged in Argyll and Bute at the end of September 2024 compared to last year, from 102 to 103 crimes, albeit there has been a slight increase in frauds involving bank account takeovers (+13). The detection rate for fraud has increased from 12.7% to 21.4%. Perpetrators of such offences are generally based out with the UK. Proactive policing, crime prevention and partnership working remain our focus to drive down acquisitive crime across Argyll & Bute. Shoplifting across Argyll remains high and prevalent. Through analytical review and local governance, we have identified several repeat offenders. We are taking a holistic approach liaising with the Crown Office & Procurator Fiscal service (COPFS) seeking post-conviction orders from the Sheriffs which will reduce the opportunity for criminal behaviour by the most prolific offenders. We continue to highlight to COPFS the impact acquisitive crime is having on local businesses to ensure their concerns are being voiced. Fraudulent schemes and online threats continue to target our communities. Our preventions team are maximising opportunities to engage with community groups, clubs and volunteers across all ages to highlight how we can all keep safe. We are very active across our social media channels and continue to work with local newspapers to maximise our prevention messages. We are in regular contact with Trading Standards to ensure we have effective information sharing to provide the best support to our local communities. We are now in planning for the darker nights with festive action plans to ensure we increase our visibility across Argyll & Bute supporting our communities to reduce the fear of crime. Page 13
Page 14
OFFICIAL OFFICIAL Our new youth engagement officer in Oban has successfully re-introduced the PSYV programme to the town. The programme gives young people of all backgrounds a positive means of engagement with the police service. Through regular training and participation in community safety initiatives, youth volunteers are given opportunities to overcome barriers and discover their talents whilst making a positive contribution to their communities. We continue to deliver a focused and determined response on gender-based violence. Our officers are resolute and committed to supporting those who put their trust in us to investigate these crimes. Our teams will utilise every investigative opportunity open to them to provide a positive outcome. We continue to strengthen partnerships to ensure that our most vulnerable individuals across Argyll are receiving crucial support. We continue to promote ‘Distress Briefing Intervention’ (DBI) allowing our officers to make direct referrals to the most appropriate partners who can provide a sustainable outcome. We are developing plans to implement a new arrest referral scheme where partner agencies within criminal justice social work can offer support to those in police custody. This support can lead to improved community safety by addressing the root cause of criminal behaviour and even lower the likelihood of reoffending. At the end of September 2024, Group 2 crimes show a decrease of 11% with 113 crimes compared to 127 (-14) in the same period last year. Rape offences have reduced from 27 to 20 crimes, while sexual assaults have also decreased slightly by 8.5% from 47 to 43 (-4) year on year. Approximately 86% of rape crimes occurred in a private space setting and 95% of crimes were committed by persons known to the victim (with 12 being domestic related). Sexual assaults were largely split 60/40 in terms of public/private space with 89% of crimes being committed by persons known to the victim and 32% related to non-recent reports. Both the detection rates for rape crime and sexual assault have seen a significant increase from 23.1% to 52.6% and 42.6% to 74.4% respectively year on year. The number of domestic abuse incidents has seen a slight increase compared to last from 349 to 359, while the number of crimes recorded has also seen a considerable rise from 220 to 384. The crime/incident conversion rate has increased by 7.1% from 53.3% to 60.4%. A total of 76 missing person reports had been recorded within Argyll and Bute at end of September 2024, which is a slight reduction of 8.4% from last year (-7). MP reports relating to adults have reduced from 56 to 44 (-12), while reports relating to children and children in care have remained fairly consistent year on year. PUBLIC PROTECTION Page 14
Page 15
OFFICIAL OFFICIAL At the end of September 2024 in Argyll and Bute the number of fatal RTC’s recorded has increased from 5 to 6 year on year, however their has been reduction in both the number of serious and slight injuries, which have decreased from 44 to 32 (-12) and 57 to 52 (-5) respectively. Road traffic offences have also seen a reduction of 18.7% in Argyll and Bute as at the end of Qtr. 2 from 1334 to 1084 (-250) with the majority of crime times experiencing a decrease compared to the same period last year. Road Traffic Casualties 2023/24 2024/25 Number of persons killed on our roads 5 6 Number of persons seriously injured 44 32 Number of persons slightly injured 57 52 Number of children seriously injured 3 0 Across Argyll & Bute we are committed to reducing road deaths by targeting the 5 main causes of fatal road accidents. These include speeding, being unfit to drive through drink or drugs, failure to wear seatbelts and driver distraction. Our officers will continue to pro-actively engage through enforcement and education. We very much welcome the new average speed cameras on the A82 at Luss and the safety cameras in Cardross and hope these cameras positively influence driver behaviour and decision making. We are working with partners including the Institute of Advanced Motorists to provide better understanding to road users who travel through our rural villages and towns to highlight the dangers and community impact that speeding and driving without due care and attention has. We delivered partnership events in Inveraray across the summer months with our specialist motorcycle officers and the Institute of Advanced Motorists who were able to engage with motorcyclists who regularly travel to Argyll during the summer months. Oban response officers carried out a road traffic day of action in the Taynuilt area, in conjunction with a host of partners and specialist officers. This resulted in individuals being charged with possession of controlled drugs, driving under the influence of drugs and speeding. Our community events have been a great success and well received. These events support our determination to reduce road deaths across Argyll. ROAD SAFETY AND ROAD CRIME Page 15
Page 16
OFFICIAL OFFICIAL Across Argyll & West Dunbartonshire, 12 persons linked to serious and organised crime have been arrested and £2,445,484 has been seized under POCA since 1st April 2024. At the end of September 2024, drugs supply charges show marginal change compared to last year from 20 to 19 crimes, which is marginally below the previous 5-year average (22.6). Drug possession charges have seen a 20.7% reduction from 261 to 207 and are also 8.8% below the previous 5 year average (227). Serious and organised crime can have profound and multifaceted impacts on communities. We are determined to protect the public from criminality by disrupting the sale of illegal substances, preventing them from being circulated on the streets of our communities. Information from the public is crucial to our success and by working alongside Crimestoppers we can ensure anonymity is maintained. Recent recoveries in Oban and Lochgilphead show us that even in our rural and remote areas it is vital that we remain focused and unrelenting in our efforts to disrupt those intent on causing harm. SERIOUS & ORGANISED CRIME Page 16
Page 17
OFFICIAL OFFICIAL VIOLENCE Following a spate of violence and ASB within a Helensburgh housing estate 4 individuals have been given custodial sentences. A collective multi-agency response resulted in these individuals being identified and held to account for their violent behaviour. We are determined to reduce the impact violence has in our communities. We utilise analytical data and intelligence to monitor and police prolific offenders. This allows us to use our stop and search powers to proactively target those individuals who carry weapons on our streets. We continue to ensure those released back into our communities on specific bail are complying with conditions and are not reoffending. We continue to review and monitor all reports of common assaults to ensure our officers consider all available enquiry opportunities. We have reduced the bureaucracy for our officers who now have greater autonomy to resolve minor assaults by way of fixed penalty notices. We continue to support and monitor our nighttime economy across Argyll by proactively visiting our licenced premises during peak times to ensure that alcohol related violence and disorder is minimised, and any potential violence is quelled before it escalates. Through proactive intervention and visits we continue to report to the Licensing Boards highlighting concerns identified. It’s imperative that our licenced premises work with us to ensure they are providing a safe environment for patrons whilst complying with all requirements specified. Levels of violence occurring within Argyll and Bute have risen by 5.9% from 513 to 543 (+30) year on year with the current figure also 29% above the previous 5 year average (421). Crimes were largely spilt 50/50 in terms of public and private space with approx. 56% of those occurring in a public space were committed by persons known to the victim. Much of the increase in crimes of violence is due to an increase in common assaults (+28) and common assaults on police and emergency workers (+20). Common assaults were largely spilt 50/50 in terms of public/private space and in approximately. 70% of public space crimes offenders were known to the victim. Much of the increase is due to a rise in domestic assaults (+44) year on year. The increase in assaults on police and emergency workers is largely due to slight increases in Rothesay (+9) and Oban (+8) compared to the PYTD. The detection rate for crimes of violence overall remains relatively unchanged. Page 17
Page 18
OFFICIAL OFFICIAL Across the recording period the number of ASB related incidents in Argyll and Bute has reduced by approximately 20.4% compared to last year. Group 6 crimes, which include ASB related offences have increased by 13.5%, which has largely been attributed to a rise in threatening and abusive behaviour (+20) and alcohol related offences (+16). ANTI-SOCIAL BEHAVIOUR We continue to build effective partnerships to ensure that we provide support across our rural and remote areas. By listening and engaging with community groups and responding to concerns raised we remain responsive to their needs. The early identification of ASB from our partners in housing and ASB services allows us to put robust plans in place. We regularly carry out proactive joint visits to problematic neighbour complaints to offer mediation and outline expectations. Our multi agency initiative, ‘Operation Ballaton’ which aims to reduce the impact of ASB across Loch Lomond and the village of Luss has been a success this year. Along with new parking restrictions and enforcement staff our effective partnerships has resulted in a reduction of ASB. Luss remains a very popular tourist location and we are determined to provide the community with support to minimise the impact of ASB. Page 18
Page 19
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 69%, which remains in line with the position in 2022/23. Useful Links/Contacts • Argyll and Bute Communtiy Directory - https://abcd.scot/ including warm spaces information • Crimestoppers – Crimestoppers in Scotland | Crimestoppers (crimestoppers-uk.org) 0800 555 111 • Scottish Partnership Against Rural Crime – www.scottishparc.co.uk • Women’s Aid - Home - Women's Aid (womensaid.org.uk) • Citizens Advice – 0808 164 6000 • Argyll and Bute Council Trading Standards – 01546 605 519 • Argyll and Bute Council – https://www.argyll-bute.gov.uk/my-council/how-contact-us • Transport Scotland – road related incidents and road closures - https://www.traffic.gov.scot/traffic-information/incidents • Scottish Water - https://www.scottishwater.co.uk/Help-and-Resources/Contact-Us 0800 0778 778 • NHS24 (including mental health support) – 111 or https://www.nhsinform.scot/ Total of 290 responses 69% of those asked were either very satisfied or satisfied with the service they received from Police Scotland. We continue to work to improve these figures, through training and appropriate supervision, ensuring our dedicated officers provide a high quality of service across the area in all aspects of policing. Local Policing News Chief Inspector (CI) Allan Dickson will be moving on from being the Area Commander for Helensburgh, Lomond, Cowal & Bute and returning to CID. The new Area Commander will be CI James McArthur who will be based at Dunoon Police Station. With his depute, Inspector Bart Simonis who will be at Helensburgh. CI Lee Page replaces CI Shanks as the Area Commander in Oban, Lorn and the Isles, Mid Argyll and Kintyre and the Islands with PI Karen MacLennan as his depute. Page 19
Page 20
Private Office: Police Scotland Headquarters, Tulliallan Castle, Kincardine, FK10 4BE Tel: 01786 893 111 Email: CC.Office@scotland.police.uk Chief Constable 23 September 2024 Dear colleague Later this week, I will present Police Scotland’s long term vision and three year plan for the service to the Scottish Police Authority (SPA). This has been published today on the SPA website and I attach a link to that document. Police Scotland 3 yr Business Plan I wanted to write to you to explain the approach we are taking to longer term planning and prioritisation of service and investment and to reaffirm our commitment to positive collaboration and partnerships. When I took up my role as Chief Constable nearly a year ago, I said that I wanted to simplify the way in which Police Scotland plans and prioritises. Our three year plan sets out the commitments we are making to improve our organisation and the service we deliver to the public. Realising our long term vision will represent significant change and as I say in the document, we will work with partners whenever we can to deliver the best results. The 2030 vision for Police Scotland is of an organisation that is focussed on achieving: • safer communities across Scotland; • less crime; • better support for victims; and • building a thriving workforce. I want Police Scotland to focus on strengthening the impact of our frontline as we work towards that vision - I have seen the high level of demand placed on police officers and staff every day and I’m wholly committed to supporting our workforce to manage that demand better. Our longer term vision means that: • we will work with partners to better define the police role when dealing with vulnerable people; • we will work with partners to drive improvement across the Criminal Justice system to free officers up from unreasonable and unnecessary demands; and • we will ensure that police officers and staff are supported and equipped with the right training, the right equipment and the right data at their fingertips to deliver the best possible service. Our plan to 2027 sets out clearly where we will focus and invest as we move forward on the journey to a more sustainable and affordable model of policing – this is the next wave of policing reform and a major opportunity to improve the organisation and the service that Police Scotland delivers. Page 20
Page 21
Page 21
Page 22
This page is intentionally left blank
Page 23
Argyll & Bute PerformanceReport Q2 - 1st June 2024- 30th September 2024 Annick Page 23 Agenda Item 5
Page 24
Argyll & Bute Performance Report Table of Contents Local Fire and Rescue Service Plan Priorities 3 Argyll& ButeActivity Summary 4 Domestic Safety - Accidental Dwelling Fires 5 Domestic Safety - Accidental Dwelling Fire Casualties 6 Unintentional Injury and Harm 7 Deliberate Fire Setting 8 Non-Domestic Fire Safety 9 Unwanted Fire Alarm Signals 10 Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for Argyll and Bute 2 Page 24
Page 25
1 0 0 0 1 2 2 0 0 0 1 3 1 0 0 1 0 0 3 0 0 1 0 5 4 0 0 0 0 6 0 0 3 0 0 6 0 0 3 1 0 7 0 0 2 2 0 4 0 0 3 0 2 6 6 1 1 0 1 23 1 0 0 0 0 4 18 1 12 5 5 66 -10% 0% -25% -44% -38% -14% 2% -100% -31% -38% -8% -20% 28% 0% 11% #REF! 14% 11% Year on Year Change 3 Year Average Change 5 Year Average Change Cowal Ward Dunoon Ward Helensburgh and Lomond South Ward Helensburgh Central Ward Isle of Bute Ward Kintyre and the Islands Ward Lomond North Ward Mid Argyll Ward Oban North and Lorn Ward Total Incidents Oban South and the Isles Ward South Kintyre Ward Local Fire and Rescue Service Plan Priorities Accidental Dwelling Fires Accidental Dwelling Fire Casualties Non-Domestic Fire Safety Unwanted Fire Alarm Signals Unintentional Injury and Harm Deliberate Fire Setting The Local Fire and Rescue Service Plan has been developed to set out the priorities and objectives within Argyll & Bute and allows our local authority partners to scrutinise the performance outcomes of these priorities. We will continue to work closely with our partners in Argyll & Bute to ensure that through targetting risks at a local level we are all "Working Together for a Safer Scotland." The plan has been developed to complement key partnership activity embedded across Argyll & Bute's Community Plan and associatedDelivery and Thematic plans. Through partnership working we will seek to deliver continuous improvement in our performance and effective service delivery in our area of operations. The Local Fire and Rescue Plan for Argyll & Bute identified six areas for demand reduction and is subject to regular monitoring and reporting through the Police & Fire and Rescue Committee. A summary of the priorities and current activity is detailed below with further detail and analysis contained within this performance report. 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. Activity levels have reduced by more than 5% Activity levels have reduced by up to 5% Activity levels have increased overall Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for Argyll and Bute 3 Page 25
Page 26
Argyll & Bute Activity Summary 2018/19 2019/20 2020/21 2021/22 2022/23 74 99 62 62 45 72 83 94 69 77 309 294 319 199 171 455 476 475 330 293Total Incidents All Special Services All False Alarms All Fires fire & non-fire casualties 0 100 200 300 400 500 2020/21 2021/22 2022/23 2023/24 2024/25 Total Incidents All Fires All Special Services All False Alarms 0%0%0% 15% 26%58% All Fires All Special Services All False Alarms Incidents by Classification Annual Average 5 Year Average 25.26% 22.53% 8.53% 6.14% 5.80% 5.80% 3.07% 2.73% 2.73% 2.39% 2.05% 1.71% 1.02% 1.02% 1.02% False Alarm (Dwelling) False Alarm (UFAS) False Alarm (Good Intent) Dwelling Fire Special Service - Assist other… Special Service - RTC Outdoor Fire Special Service - Removal of… Special Service - Flooding Refuse Fire Special Service - Effecting entry/exit Other Building Fire Special Service - Stand By False Alarm (Equipment) False Alarm (Malicious) Top 15 Incident Types by % of Total Incidents Argyll & Bute OperationalTrends 00:00 01:00 02:00 03:00 04:00 05:00 06:00 07:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00 Mon Tue Wed Thu Fri Sat Sun 45 fires primary & secondary special services 77 false alarms 171 -14% totalnumber of incidents 293 -11% -27% 13 -28% economiccost of ufas incidents £130,020 Activityby Time of Day 12%(-17) (8) (-28) (-37) (-5) 00:00 01:00 02:00 03:00 04:00 05:00 06:00 07:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00 Mon Tue Wed Thu Fri Sat Sun 00:00 01:00 02:00 03:00 04:00 05:00 06:00 07:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00 Mon Tue Wed Thu Fri Sat Sun 00:00 01:00 02:00 03:00 04:00 05:00 06:00 07:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00 Mon Tue Wed Thu Fri Sat Sun 00:00 01:00 02:00 03:00 04:00 05:00 06:00 07:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00 Mon Tue Wed Thu Fri Sat Sun 00:00 01:00 02:00 03:00 04:00 05:00 06:00 07:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00 Mon Tue Wed Thu Fri Sat Sun Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for Argyll and Bute 4 Page 26
Page 27
-10% 2% 28% Main Source of Ignition Year on Year 3 Year Average 5 Year Average Domestic Safety - Accidental Dwelling Fires Domesti Detection Present 94.4% 70.6% Detection Actuated Calls Made by Landline/Mobile 83.3% 9 4 3 1 1 0 1 2 3 4 5 6 7 8 9 10 Cooking appliance Smoking Related Other domestic style appliance Electric Lighting Heating equipment18 17 10 20 18 2020/21 2021/22 2022/23 2023/24 2024/25 66.7% 16.7% 33.3% 61.1% No FirefightingAction Direct Firefighting Heat/SmokeDamage Only Nofire Damage Alcohol/DrugImpairment 11.1% Distraction 16.7% 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 22 23 00 Oban North and Lorn 5.6% Dunoon 11.1% 5.6% Helensburgh and Lomond Helensburgh Central Isleof Bute Kintyreand the Islands Lomond North Mid Argyll 16.7% 22.2% 0.0% 0.0% 0.0%0.0% 33.3% 5.6% Oban South and the Isles South Kintyre Cowal Performance Summary Accidental Dwelling Fires to Date Main Source of Ignition Accidental Dwelling Fires by Time of Day Severity of Accidental Dwelling Fires Human Factors Automatic Detection & Actuation Accidental Dwelling Fires Activity by Ward (% share) (1) (2) (1) (3) (4) (0) (0) (0) (0) (6) (1) (12) (3) (6) (11) (3) (2) (17) (12) (15) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for Argyll and Bute 5 Page 27
Page 28
0% -100% 0% Year on Year 3 Year Average 5 Year Average Domestic Safety - Accidental Dwelling Fire Casualties 0 0 0 0 00 0 0 0 1 0 - 9 10 - 19 20 - 49 50 - 79 80+ Male Female 1 5 0 0 1 2020/21 2021/22 2022/23 2023/24 2024/25 100.0% 0.0% Oban South and the Isles South Kintyre Cowal 0.0% Dunoon 0.0% 0.0% Helensburgh and Lomond Helensburgh Central Isle of Bute Kintyreand the Islands Lomond Mid Argyll 0.0% 0.0% 0.0% 0.0% 0.0%0.0% Oban North and Lorn Unintentional Injury or 01 02 03 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 22 23 00 First Aidat Scene Hospital -Serious Injuries Hospital -Slight Injuries Fatality Performance Summary Fire Casualties by Time of Day Accidental Dwelling Fire Casualties Year to Date Nature of Injury Extent of Harm Age / Gender Profile AccidentalDwelling Fire Casualties by Ward (% share) (0) (0) (0) (0) (0) (0) (0) (0) (0) (1) (0) (0) (0) (1) (0) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for Argyll and Bute 6 Page 28
Page 29
-25% -31% 11% Year on Year 3 Year Average 5 Year Average Unintentional Injury or Harm Head Injury Chest pain / Heart condition Cuts/ Lacerations Cuts/Lacerations Fracture Chest/Heart/ Other 16.7% 16.7% 16.7% 8.3% 16.7% 25.0% 1 0 2 3 2 0 0 1 3 0 0 - 9 10 - 19 20 - 49 50 - 79 80+ Male 67% Female 33% Cowal Dunoon 0.0% 0.0% Helensburghand Lomond Helensburgh Central Isleof Bute Kintyreand the Islands Lomond Mid Argyll 0.0% 0.0% 25.0% 16.7% 25.0%25.0% 0.0% Oban North and Lorn 8.3% 0.0% Oban South and the Isles South Kintyre Road Traffic Collision Water Rescue Assisting Other Agencies 50.0% 8.3% 41.7% 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 2223 00 First Aid at Scene Hospital -Serious Injuries Hospital -Slight Injuries 50.0% 41.7% 0.0% Fatality 8.3% 18 39 32 16 12 2020/21 2021/22 2022/23 2023/24 2024/25 Deliberate Performance Summary Non-Fire Casualties Year to Date Non-Fire Casualties by Time of Day Nature of Injury Extent of Harm Non-FireEmergency Activity Age / Gender Profile Non-FireCasualties by Ward (% share) (0) (0) (0) (0) (0) (3) (3) (2) (3) (1) (0) (5) (1)(6) (5) () (1) (6) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for Argyll and Bute 7 Page 29
Page 30
-44% -38% #REF! Year on Year 3 Year Average 5 Year Average Deliberate Fire Setting Cowal Dunoon 0.0% 20.0% Helensburgh and Lomond Helensburgh Central Isle of Bute Kintyre and the Islands Lomond Mid Argyll 20.0% 0.0% 0.0% 40.0% 0.0%20.0% 0.0% Oban North and Lorn 0.0% 0.0% Oban South and the Isles South Kintyre 15 25 18 9 5 2020/21 2021/22 2022/23 2023/24 2024/25 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 22 23 00 20.0% 16.0% 16.7% 22.2% 0.0% 80.0% 84.0% 83.3% 77.8% 100.0% 2020/21 2021/22 2022/23 2023/24 2024/25 Primary Secondary 0 0 0 0 Other Buildings Dwellings Vehicles Other Primary 3 2 Refuse Other Secondary 455 476 475 330 293 12 21 15 7 5 0 200 400 600 0 200 400 600 2020/21 2021/22 2022/23 2023/24 2024/25 All Incidents Deliberate Secondary Fires Non Performance Summary Deliberate Fires Year to Date Deliberate Firesby Time of Day Deliberate Fires by Classification Primary Fire Ratio by Activity Type Secondary Fire Ratio by Activity Type Deliberate Fires Compared to Operational Activity Deliberate Fires by Ward (% share) (0) (0) (1) (1) (0) (0) (1) (2) (0) (0) (0) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for Argyll and Bute 8 Page 30
Page 31
-38% -8% 14% Year on Year 3 Year Average 5 Year Average Non Domestic Fire Safety 10 7 10 8 5 2020/21 2021/22 2022/23 2023/24 2024/25 Cowal Dunoon 20.0% 0.0% Helensburgh and Lomond Helensburgh Central Isle of Bute Kintyre and the Islands Lomond Mid Argyll 0.0% 0.0% 0.0% 0.0% 40.0%0.0% 20.0% Oban North and Lorn 20.0% 0.0% Oban South and the Isles South Kintyre 100% 0% 0% Accidental Deliberate Not Known 20.0% 80.0% 20.0% 80.0% No Firefighting Action Direct Firefighting Heat/SmokeDamage No FireDamage 1 1 1 1 1 Retail, Single shop Non Residential, Private Garden Shed Other Residential, Hostel (e.g. for homeless people) Public Utilities, Water works Permanent Agricultural, Barn Unwanted 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 2223 00Performance Summary Non-Domestic Fires Year to Date Non-Domestic Firesby Time of Day Non-Domestic Fires by Nature of Origin Non-Domestic Fires by Ward (% share) Severity of Non-DomesticFires Non-Domestic Fires by Premises Type (1) (1) (0) (0) (0) (0) (0) (0) (2) (1) (0) (1) (4) (1) (4) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for Argyll and Bute 9 Page 31
Page 32
-14% -20% 11% Year on Year 3 Year Average 5 Year Average Unwanted Fire Alarm Signals 179 147 185 77 66 2020/21 2021/22 2022/23 2023/24 2024/25 Cowal Dunoon 4.5% 0.0% Helensburgh and Lomond Helensburgh Central Isle of Bute Kintryeand the Islands Lomond Mid Argyll 7.6% 9.1% 9.1% 6.1% 9.1%10.6% 3.0% Oban North and Lorn 34.8% 6.1% Oban South and the Isles South Kintyre 21 17 8 8 4 Other Residential, Hotel/motel Residential Home, Nursing/Care Hospitals and medical care, Hospital Other Residential, Sheltered/Boarding House/B&B other Other Residential, Monastery/convent 23% UFAS Percentage Against all Incidents UFAS Percentage Against all False Alarms 39% Human Influenceand Alarm Activations 22.7% 0.0 1.0 2.0 Mon Tue Wed Thu Fri Sat Sun 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 22 23 00 Performance Summary Unwanted Fire Alarm Signals Year to Date Unwanted Fire AlarmSignals by Ward (% share) Unwanted Fire Alarm Signals by Time of Day Unwanted Fire Alarm Signals - Top 5 Premises Unwanted Fire Alarm Signals Activity Ratios Average UnwantedFire Alarm Signals per Day (293) (15) (2) (3) (0) (5) (6) (6) (7) (4) (6) (23) (4) (171) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for Argyll and Bute 10 Page 32
Page 33
1 Community Services Committee Date of Meeting: 12 December 2024 Title of Report: Argyll & Bute Health & Social Care Partnership Annual Performance Report 2023/24 Presented by: tbc The Committee is asked to: ▪ Note and consider the Annual Performance Report for the Health & Social Care Partnership for the year 2023/24. 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 six 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 previously brought to IJB in June prior to the submission to Scottish Government in July 2024. 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. 2. RECOMMENDATIONS 2.1 Committee is asked to note and consider the Annual Performance Report for the Health & Social Care Partnership for the year 2023/24. Page 33 Agenda Item 6
Page 34
2 3. DETAIL OF REPORT 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 FQ4 (2022/23) to FQ3 (20223/24) 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 2) – 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 7. PROFESSIONAL ADVISORY No implications. 8. EQUALITY & DIVERSITY IMPLICATIONS No implications. Page 34
Page 35
3 9. GENERAL DATA PROTECTION PRINCIPLES COMPLIANCE No impact on GDPR or current data sharing agreements 10. RISK ASSESSMENT Risk assessment is not required. 11. PUBLIC & USER INVOLVEMENT & ENGAGEMENT The APR does not require public engagement 12. CONCLUSIONS Given the timeline for the production of the data for the report, the report has been approved by SLT and submitted to Scottish Government. 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) SLT Draft A&B HSCP Annual Performance Report 2023/24 15 May IJB Draft A&B HSCP Annual Performance Report 2023/24 29 May SPG Draft A&B HSCP Annual Performance Report 2023/24 13 June SLT Draft A&B HSCP Annual Performance Report 2023/24 17 July REPORT AUTHOR AND CONTACT Author Name: Alison Ryan and Anke Roexe Email: alison.ryan@argyll-bute.gov.uk; anke.roexe2@nhs.scot. Page 35
Page 36
This page is intentionally left blank
Page 37
1 Page 37
Page 38
2 Contents 1. Foreword .................................................................. 4 2. Introduction ............................................................... 5 3. Performance Management and Governance ......................... 6 3.1 Overview ........................................................................................................................ 6 3.2 Integrated Performance Management Framework (IPMF) .................................... 6 3.3 Analysis of Key Performance ..................................................................................... 7 3.4 Children and Families .................................................................................................. 8 3.5 Telecare & Digital ......................................................................................................... 9 3.6 Public Health ............................................................................................................... 10 3.7 Hospital Care & Delayed Discharge ........................................................................ 11 3.8 Finance ........................................................................................................................ 12 3.9 Carers & Allied Health Professionals ...................................................................... 13 3.10 Care at Home / Care Homes.................................................................................... 14 3.11 Learning Disability & Mental Health ........................................................................ 15 4. Financial Performance and Best Value ............................. 16 4.1 Financial Performance ............................................................................................... 16 4.1.1 Financial Performance 2023-24 .......................................................... 16 4.1.2 Savings Delivery ................................................................................. 16 4.1.3 Financial Outlook, Risks and Plans for the Future .............................. 16 4.2 Best Value ................................................................................................................... 17 5. Engagement ............................................................ 19 Appendices Appendix 1: Joint Strategic Plan Monitoring Year Two (2023-2024) .................................... 21 Children’s Services ............................................................................................................... 23 Child Poverty .......................................................................................................................... 24 Child Protection ..................................................................................................................... 26 Violence Against Women and Girls (VAWG) .................................................................... 27 Adult Protection ..................................................................................................................... 29 Community Justice ................................................................................................................ 32 Public Health .......................................................................................................................... 34 Right Care Right Time .......................................................................................................... 37 Adult Care –Older Adults/Adults and Hospitals ................................................................ 39 Page 38
Page 39
3 Learning Disabilities .............................................................................................................. 42 Mental Health ......................................................................................................................... 43 Primary Care .......................................................................................................................... 45 Dentistry .................................................................................................................................. 47 Alcohol and Drug Partnership (ADP) ................................................................................. 49 Allied Health Professionals (AHP) ...................................................................................... 54 Carers ..................................................................................................................................... 55 Prevention Programme ........................................................................................................ 56 Digital Health Care Strategy ................................................................................................ 57 Technology Enabled Care (TEC) ........................................................................................ 59 Corporate Services ............................................................................................................... 60 Appendix 2 Health & Wellbeing Outcome Indicators (HWBOI’s) & Ministerial Steering Group Indicators (MSG) ................................................................................................................. 62 Page 39
Page 40
4 1. Foreword We are pleased to publish the Annual Performance Report for the past year, covering 1 April 2023 to 31 March 2024. This document sets out how the Health and Social Care Partnership (HSCP) has performed and 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 HSCP is a complex organisation bringing together a range of partners, services and substantial financial resources. 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 that we aspire to. The Annual Performance Report provides an opportunity to reflect on the past year, another extremely challenging year, yet we were still able to celebrate achievements. We thank all colleagues and partners for their ongoing efforts to deliver our vision and essential health and social care services for local people and those most in need and hope we can all share in the successes of delivering longer, healthier and independent lives. Dougie McFadzean Evan Beswick Chair of Argyll & Bute Interim Chief Officer Integration Joint Board of Argyll & Bute HSCP Page 40
Page 41
5 2. Introduction Welcome to Argyll and Bute’s Annual Performance report for the year from 1 April 2023 to 31 March 2024 as required by Public Bodies (Joint Working) (Scotland) Act of 2014. Successes In increasing number of looked after children are placed near their home There is an increase in the number of telecare users with a digital device There is an increase in the number of Near Me consultations There is 100% recruitment of community link workers in the most deprived areas A&E attendances are only slightly below the target waiting time of 4 hours There is a reduction in overall percentage of clients with high cost care packages There is a reduced percentage of people waiting for care at home reviews and reduced unplanned admissions from care homes Increasing trend of learning disability clients with Direct Payments (Option One) Increased trend of carers being supported We have a new Justice Social Work Service Plan Challenges Continuing challenges of recruitment and retention of staff The targets for delayed discharges and consequently bed days are not being met, there have been continuing winter pressures People are still waiting longer than they should for Allied Health Professional (AHP) outpatient referrals Page 41
Page 42
6 3. Performance Management and Governance 3.1 Overview The Integrated Performance Management Framework and associated Performance Dashboard has been collaboratively developed with the Strategic Leadership Team. The format of the IPMF Performance Dashboard covers all the areas previously reported to both the Clinical & Care Governance Committee and Integration Joint Board and recognises the need to ensure that local performance and improvement activity is reported within the new digital dashboard. The dashboard also includes an overview of the Health & Wellbeing Outcome Indicators and Ministerial Steering Group- Integration measures. To support the use of the Dashboard, Performance & Information Team analysts have been identified for each of the Heads of Service and Service Leads to support and check performance across the eight key service areas. This bespoke and individual analyst input and support will be available during each quarter going forward and will work to build more robust performance reporting with management commentary. The IPMF is supported by a fully interactive performance Dashboard which is accessible to all users via the Performance & Improvement Team SharePoint site. The reporting template captures live narrative from Heads of Service and Leads and this is used to better understand key actions to address performance, embed ownership and identify key performance risks. The quarterly performance reporting cycle is supported by individual analyst support for Heads of Service and Leads, this has been successful in developing performance relationships and opening conversation and discussion regarding reporting and development of future performance goals and targets. Alongside this the Performance & Improvement Team have developed an annual review cycle which begins at Quarter 3 each year and will form 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. The monitoring and reporting of performance using the IPMF ensures the HSCP is able to deliver against key strategic priorities, national data demands and the Strategic Plan objectives and service priorities; 1. Choice, Control and Innovation 2. Early Intervention & Enablement 3. Living Well & Active Citizenship 4. Community Coproduction 3.2 Integrated Performance Management Framework (IPMF) The data used in this report focusses on two Key Performance Indicators (KPI’s) against each of the service areas identified within the IPMF, the data used utilises FQ4 (2022/23) to FQ3 (20223/24) 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. Page 42
Page 43
7 3.3 Analysis of Key Performance Overall performance against the 93 KPI has been broadly consistent with FQ1 23/24 reporting 43% on track KPI and F24 23/24 recording a peak of 55% on track Latest FQ service performance for FQ3 23/24 identifies performance against the 8 service reporting categories as below: 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 8 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 Page 43
Page 44
8 3.4 Children and Families Reduce the proportion of care experienced children who are looked after away from home Increase the proportion of care experienced children (Subject to Compulsory Supervision Order, s25 or Permanence Order) placed at home, or in Kinship or Fostering Care 2023/24-Q1 2023/24-Q2 2023/24-Q3 2023/24-FQ4 Total Looked After at quarter end 141 148 155 158 Target 94 94 94 94 0 20 40 60 80 100 120 140 160 180 The Number of Care Experienced Children Looked After Away From Home 2023/24-Q1 2023/24-Q2 2023/24-Q3 2023/24-FQ4 Target 105 105 105 105 Total Looked After at quarter end 141 148 155 158 0 50 100 150 200 250 300 The Number of Children Living in a Family Environment (Quarterly) Total Looked After at quarter end Target Trend analysis across the four quarters for 2023/24 identifies a 11.4 % increase against target comparing FQ1 with FQ4. The overall number of children looked after away for home notes an 50% increase above target baseline at FQ4 which is recovered slightly at FQ1 (40%). It is worth noting that this data continues to be influenced by the high rate of young people coming to the HSCP under the National Transfer Scheme for Unaccompanied Asylum-Seeking Children and this is driving the increased numbers against baseline target. Performance relating to the number of children supported to live in kinship or foster care notes a sustained improving trend against target. Across the four quarters there has been a sustained quarterly increase with an overall increase of 11.4 comparing FQ1 performance against FQ4. Comparing FQ4 performance against target notes an overall 40.3% increase. Page 44
Page 45
9 3.5 Telecare & Digital Increase the percentage of Telecare users with a digital device as a percentage of all Telecare users Maintain the number of patients being seen by ‘Near Me’ Clinics The percentage of Telecare users with a digital device notes a sustained improving trend across the four quarters and against a quarterly increasing target. On average the actual percentage increase across the year to date is 23.2 % this is an increase of 7.2 % against the average target 16%. 2023/24-Q1 2023/24-Q2 2023/24-Q3 2023/24-Q4 Number of telecare users with digital device 11.8% 24.9% 32.8% 54.0% Target 11.5% 16.0% 20.5% 25.0% 0.0% 20.0% 40.0% 60.0% Number of Telecare Users with A Digital Device As a Percentage of the Total Number of Users Number of telecare users with digital device Target Linear (Number of telecare users with digital device) Performance for the four quarters notes a 17.4% increase from FQ1compared with FQ4. Performance against target is recovered from FQ2 onwards with an average across all quarters of 962 against the 957 target. Q4 notes the highest recorded Near Me appointments, this equated to 6.8% above target with a 1.4 % increase when compared with FQ3 (5.4%) performance. 2023/24-Q1 2023/24-Q2 2023/24-Q3 2023/24-Q4 Number of appointments 861 1015 1010 1025 Target 957 957 957 957 0 200 400 600 800 1000 1200 Total Number of Near Me Appointments per Quarter Number of appointments Target Linear (Number of appointments ) Page 45
Page 46
10 3.6 Public Health and Primary Care Increase the monthly number of smoking quit dates set in the most deprived 40% areas in A&B Community Link Workers within Primary Care settings established within areas with the highest level of deprivation in A&B Community Link Workers within Primary Care settings established within areas with the highest level of deprivation in A&B Q1 Q2 Q3 Q4 2023/24 2023/24 2023/24 2023/24 Number of quit dates set 9 10 11 20 Target 10 10 10 10 0 5 10 15 20 25 Smoking Cessation - Increase the monthly number of quit dates set in the most deprived 40% areas in A&B Number of quit dates set Target Linear (Number of quit dates set) Overall numbers across the four quarters note performance matching the target at FQ2 and then increasing performance for FQ3 & 4 against target. The linear average trend notes 12.5 quit dates set across the four quarters, with target matched at FQ2 and then above target at FQ3 onwards. FQ4 performance notes a 67% increase against target. The business case to deliver Community Link workers within the 5 most deprived areas in Argyll and Bute has been a key focus for the HSCP with the overall performance trend noting and improvement across the four quarters. Data for FQ1 notes a reduction of 20% per quarter against target, performance is improved for FQ2, FQ3 and FQ4 with reported 100% of workers in place against the target. 2023/24-Q1 2023/24-Q2 2023/24-Q3 2023/24-Q4 Status 60% 100% 100% 100% Target 80% 80% 80% 80% 0% 20% 40% 60% 80% 100% 120% Community Link Workers within Primary Care settings established within areas with the highest level of deprivation in A&B Status Target Linear (Status) Page 46
Page 47
11 3.7 Hospital Care & Delayed Discharge Reduce the number of people delayed in hospital A&E Attendances in A&B hospitals meet the 4 hrs wait target A&E Attendances in A&B hospitals meet the 4 hrs wait target 2023/24-Q1 2023/24-Q2 2023/24-Q3 2023/24-Q4 Distinct No of DD Clients 148 132 161 167 Target 132 132 132 132 0 20 40 60 80 100 120 140 160 180 Number of Quarterly Delayed Discharges Distinct No of DD Clients Target Linear (Distinct No of DD Clients) Data trend notes an overall increase against target in performance across the four quarters, Q2 notes performance on target (132) this is against the other quarters which show above target increases. The overall average number of Delayed Discharges across the four quarters (152) with FQ2 performance achieving target and then increasing by 23% for FQ4. This increase for FQ4 could be attributed in part to the effects of winter whole system pressures across the HSCP and Scotland wide. 2023/24-Q1 2023/24-Q2 2023/24-Q3 2023/24-Q4 A&E Attendances in LIH meeting the 4 hrs wait target 91% 89% 90% 90% Target 95% 95% 95% 95% 86% 88% 90% 92% 94% 96% A&E Attendances in A&B hospitals Meet the 4 hrs Wait Target ( Lorn & Islands General Hospital) A&E Attendances in LIH meeting the 4 hrs wait target Target Linear (A&E Attendances in LIH meeting 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 with regards to waits against the four hour national target. The data notes an average of 90 % across all four quarters, remaining just below the 95% target. The date trend is relatively flat across the year with data for FQ4 remaining 5% below target Page 47
Page 48
12 3.8 Finance Reduce the cost of hospital stays as a result of a Delayed Discharge Reduce the overall percentage of clients with High Cost Packages of Care Reduce the overall percentage of clients with High Cost Packages of Care 2023/24-Q1 2023/24-Q2 2023/24-Q3 2023/24-Q4 Delayed Discharges Occupied Bed Days Indicative Cost £1,400,500.00 £1,687,500.00 £1,671,500.00 £1,606,000.00 Target £1,256,850.00 £1,256,850.00 £1,256,850.00 £1,256,850 £0.00 £500,000.00 £1,000,000.00 £1,500,000.00 £2,000,000.00 Delayed Discharges Occupied Bed Days Indicative Cost Delayed Discharges Occupied Bed Days Indicative Cost Target Linear (Delayed Discharges Occupied Bed Days Indicative Cost) Reducing the costs of a hospital stay utilises an indicative cost model which is linked to Delayed Discharge performance across the HSCP. The targets set for this year have not been achieved with a consistent 23% increasing trend comparing the average of the four quarters against target. Performance at FQ4 notes a 24% increase against target, this is compared to 11% above target at FQ1. The data for the numbers of clients with High Cost Packages notes a reducing trend against target. The low percentage totals for the data set equates to an average reduction of 6.6%. FQ4 notes a 99.3% reduction against the quarterly target 2023/24-Q1 2023/24-Q2 2023/24-Q3 2023/24-Q4 % with high cost packages 7.5% 9.4% 5.4% 4.0% Target 11.0% 11.0% 11.0% 11.0% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% Percentage of Clients with High Cost Care Packages % with high cost packages Target Linear (% with high cost packages) Page 48
Page 49
13 3.9 Carers & Allied Health Professionals Increase the number of Unpaid Carers supported across A&B Carers Centres Reduce New Outpatient Referral waits breaching >12 week waits for AHP services Trend analysis for the number of carers supported across the Carers Centres notes a sustained increasing trend against target with an overall average (2967) carers supported across the year. FQ4 notes a 44% increase above target with (3198) carers supported. 2023/24-Q1 2023/24-Q2 2023/24-Q3 2023/24-Q4 Unpaid Carers supported across A&B Carer’s Centres 2716 2913 3042 3198 Target 1940 1940 1940 1940 0 500 1000 1500 2000 2500 3000 3500 Unpaid Carers supported across A&B Carer’s Centres Unpaid Carers supported across A&B Carer’s Centres Target Linear (Unpaid Carers supported across A&B Carer’s Centres) 2023/24-Q1 2023/24-Q2 2023/24-Q3 2023/24-Q4 OP referral wait breaching 12 weeks AHP 529 518 457 449 Target 380 380 380 380 0 100 200 300 400 500 600 Number of Allied Health Professional Referrals Breaching 12 Week Waits OP referral wait breaching 12 weeks AHP Target Linear (OP referral wait breaching 12 weeks AHP) The linear trend for those waiting more than 12 weeks for AHP services notes an overall sustained reduction against target, however performance across the year remains above the target. FQ4 notes the lowest number of waits (17%) above target. The average across the year notes (488) waits. Page 49
Page 50
14 3.10 Care at Home / Care Homes Reduce the Percentage of Older People Who Waited > 6 Months for Their Homecare Monitoring Review to be Completed Reduce unplanned admissions to A&B Hospitals Directly from a Care Home Overall trend analysis notes a reduction against target across the year with regards to the number of older people waiting more than 6 months for a review of their homecare. Average waits across the year is 64%, this is 13% above target, this is offset with FQ3 noting 5% below target performance. 2023/24-Q1 2023/24-Q2 2023/24-Q3 2023/24-Q4 Actual 71% 73% 46% 67% Target 51% 51% 51% 51% 0% 10% 20% 30% 40% 50% 60% 70% 80% Percentage of Older People Who Waitied > 6 Months For Their Homecare Review to be Completed Actual Target Linear (Actual) Unplanned admissions to hospital from a Care Home note an overall decreasing trend across the year, remaining above target for the first two quarters with FQ3 reporting a 32% reduction against target. On average across the four quarters there is 36 unplanned admissions from a Care Home. 2023/24-Q1 2023/24-Q2 2023/24-Q3 2023/24-Q4 Unplanned Admissions 39 56 26 22 Target 36 36 36 36 0 10 20 30 40 50 60 Number of Unplanned Admissions to Hospital from a Care Home Unplanned Admissions Target Linear (Unplanned Admissions) Page 50
Page 51
15 3.11 Learning Disability & Mental Health Increase the Percentage of 18-64 Adults Supported and Living in the Community, in Receipt of a Self-Directed Support Option1 - Direct Payment Increase the Percentage of 18-64 adults with a Learning Disability 6 Monthly Care Reviews Completed On Time Data notes an increase trend across the year with regards to the number of clients in receipt of Direct Payments against the projected increasing yearly target. FQ2, FQ3 and FQ4 note performance below target, with FQ4 performance noting a 6% reduction against a quarterly increasing target. FQ1 performance notes a 4% increase against target 2023/24-Q1 2023/24-Q2 2023/24-Q3 2023/24-Q4 Number in receipt SDS Option 1 47 47 48 49 Target number of clients 45 48 50 52 42 44 46 48 50 52 54 Number for Adults in Receipt of SDS Option 1 Number in receipt SDS Option 1 Target number of clients Linear (Number in receipt SDS Option 1) 2023/24-Q1 2023/24-Q2 2023/24-Q3 2023/24-Q4 Percentage LD Clients with 6 monthly review on time 44% 61% 70% 86% TARGET (% on time) 50% 50% 50% 50% 0% 20% 40% 60% 80% 100% Percentage of Learning Disability Clients with 6 Monthly Review Completed on Time Percentage LD Clients with 6 monthly review on time TARGET (% on time) Linear (Percentage LD Clients with 6 monthly review on time) Linear analysis with regards to the data trend for completed reviews notes improving performance across three of the four quarters. Data for FQ2, FQ3 and FQ4 notes a consistent increase in performance with regards to reviews completed at 6 months, culminating in a 36% increase on target at FQ4. Average overall performance is 54% across the year. Page 51
Page 52
16 4. Financial Performance and Best Value 4.1 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. 4.1.1 Financial Performance 2023-24 The IJB is reporting an underspend against its budget and therefore a small increase in the reserves balances it holds. It is therefore in an improving financial position and will carry forward funding in reserve to progress key transformation projects and investments and help fund its budget shortfall in 2024/25. A number of factors contributed to this improved position including effective delivery of savings, improved financial management and governance and additional funding allocations from the Scottish Government. Some of the general reserve had to be used during 2023/24 to support spend on social care services which exceeded the funding provided by Argyll & Bute Council. This was primarily driven by higher demand for Older People services including care at home provision and residential care placements. The revenue outturn for 2023/24 was an underspend of £2.9m against the resources available to the HSCP, which totalled £362m. This underspend has been retained by the HSCP within its general reserve and it is intended that it will be used to invest in key projects and to mitigate the financial challenge facing the HSCP in 2024/25. The following table summarises performance against budget analysed between Health and Social Work services: Service Total Spend £000 Funding £000 Funds Transfer £000 Surplus / (Deficit) £000 Social Work Services 93,677 77,605 14,455 (1,617) Health Services 265,718 284,679 (14,455) 4,506 GRAND TOTAL 359,395 340,879 - 2,889 4.1.2 Savings Delivery The budget for 2023/24 included a savings target of £8.9m. As at the year end, £7.4m or 83% 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. 4.1.3 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. 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, Page 52
Page 53
17 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. 4.2 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. NHS Highland and Argyll and Bute Council delegate funding to the Integration Joint Board (IJB). The IJB decides how to use these resources to achieve the objectives of the strategic plan. The IJB then directs the Partnership to deliver services in line with this plan. The governance framework represents the rules and practices by which the IJB ensures that decision making is accountable, transparent and carried out with integrity and in line with the principles of public service. The IJB has statutory responsibilities and obligations to its stakeholders, staff and residents of Argyll and Bute. The Health and Social Care Partnership ensures proper administration of its resources by ensuring that there is an appropriate governance framework in place and by having an appointed Chief Financial Officer who is required to keep proper accounting records and take reasonable steps to ensure the propriety and regularity of the finances of the Integration Joint Board. The IJB is also required to publish audited annual accounts each year. Best Value underpins the ethos of governance and financial management within the IJB, a summary of performance against the 8 Best Value Themes below: Vision and Leadership The IJB and Senior Leadership team are involved in setting clear direction and organisational strategy which is 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 which set the strategic priorities. The IJB has approved its budget and Savings Plan for the 2024/25 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 practise 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 of the Board meets regularly in order to scrutinise performance against budget, progress with 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 much improved financial performance of the HSCP. It continues to seek to identify ways of improving efficiency and has been able to generate funds to enable investment in longer term service transformation while recognising the scale of the challenge facing public finances more widely in the coming years. 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 Page 53
Page 54
18 works closely with third sector partners and its commissioned service providers by holding regular meetings with strategic partners and stakeholders. This has continued throughout 2023/24 and illustrates the ethos of partnership working. Further examples of effective partnership working during include the purchase of the Kintyre Care Centre, the outcomes from the Coll Collaborative Group, the establishment of the Prevention Transformation Programme, participation in several place based programmes and the re-establishment of the locality planning groups. Community Responsiveness The Locality Planning Groups ensure that local concerns are addressed and feed into the Strategic Plan. In addition the Engagement Strategy ensures that consultation and engagement is carried out before policy changes are agreed. Most recently this has been demonstrated in the high levels of engagement in the development of the Carer’s Strategy, he Coll Collaborative work and the Strategic Plan. A commitment to co-production is an underlying theme and work is now underway to develop new models of responsive 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 strategic objective for all public bodies. There are a number of strands to the IJB approach including: The development of opportunities for remote provision of services and remote working to reduce travel for staff and service users. There has been extensive use of Near Me for remote consultations where appropriate, and continued utilisation of Microsoft Teams; Piloting the use of drones for transporting items such as laboratory samples from islands and remote areas; The installation of electric vehicle charging points and investment in the electrification of the vehicle fleet; Investing in management capacity to develop a strategic approach to the HSCP estate to facilitate the development of capital schemes to reduce carbon emissions; The commissioning of specialist consultancy services to identify opportunities for carbon reduction across the estate; Identification of property fabric related backlog maintenance and improvement issues; and The rationalisation of the estate through improved co-location arrangements. Performance, Outcomes & Improvement The HSCP continues to report performance in a holistic way and it has implemented its Integrated Performance Management Framework. It continues to work to increase activity to pre-pandemic levels and address the backlog of treatment and diagnosis. Addressing the backlog and long waiting times is a priority for NHS services across Scotland. It reports on progress to the IJB regularly. A further priority remains the management of delayed discharges from the acute sector, both within Argyll & Bute and Greater Glasgow & Clyde. The HSCP continues to perform well by this measure, however the number of delays during the year has increased and become increasingly difficult to manage due to a number of factors, including staffing in community based services. Page 54
Page 55
19 5. 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 2023-2024. This included 48 separate projects where engagement would be carried out. The outputs of this activity are reported within the body of this report. Full details of the HSCP's approach to engagement can be viewed here: Public engagement | NHS Highland (scot.nhs.uk) Engagement updates from each service area can be found within Appendix 1: Joint Strategic Plan Monitoring Year Two Page 55
Page 56
20 Page 56
Page 57
21 Appendix 1: Joint Strategic Plan Monitoring Year Two (2023-2024) Year Two Progress Report Page 57
Page 58
22 Table of Contents Children’s Services ............................................................................. 23 Child Poverty ....................................................................................... 24 Child Protection ................................................................................... 26 Violence Against Women and Girls (VAWG) ................................... 27 Adult Protection ................................................................................... 29 Community Justice .............................................................................. 32 Public Health ........................................................................................ 34 Right Care Right Time ........................................................................ 37 Adult Care –Older Adults/Adults and Hospitals ............................... 39 Learning Disabilities ............................................................................ 42 Mental Health....................................................................................... 43 Primary Care ........................................................................................ 45 Dentistry ............................................................................................... 47 Alcohol and Drug Partnership (ADP) ................................................ 49 Allied Health Professionals (AHP) ..................................................... 54 Carers ................................................................................................... 55 Prevention Programme ....................................................................... 56 Digital Health Care Strategy .............................................................. 57 Technology Enabled Care (TEC) ...................................................... 59 Corporate Services ............................................................................. 60 Page 58
Page 59
23 Children’s Services Priorities Year 2 Progress update Continue to deliver on the Children and Young Peoples Service Plan (CYPSP). The Children and Young Peoples Service Plan work continues. The Plan for 2023 – 26 has been published. There has been some restructuring of A&Bs children in order to offer clearer focus and action orientation. Continue to deliver on the Corporate Parenting Plan. On track and progress monitored by Corporate Parenting Board (CPB) and reported to Strategic Group. A self-evaluation day has taken place. Promise plan is being updated. Continue to monitor and evaluate progress in all our service plans. Progress is monitored through the various plans. This includes Children’s Rights, Child Poverty, CYPSP, CPB, Promise. Governance is via Child Protection Committee (CPP) to Chief Officer Group Public Protection (COGPP) or via CPP. Develop programme of change in relation to the Children’s Promise Change programme. Local actions embedded in Corporate Parenting Plan and CYPSP. Continue to engage with Children and staff on transformation agenda. We have established 7 locality care experienced participation forums which meet regularly. Work is continuing to ensure young people are involved in the CYPSP. The participation officer post became vacant in the last year however attempts are being made to identify ongoing funding to allow recruitment. Evaluate the outcomes of the 2018-2021 Argyll and Bute Equally Safe Implementation Plan. This work is now aligned with the Community Justice Plan. Continue to act as a conduit for information and resources on Equally Safe / Train/ National initiatives for managers and staff. This has been taking place and will continue to do so. Develop project plan for Transforming Responses to Violence against Women and Girls Project. Plan developed and updated. Engagement activities taken place 2023/2024 We have established 7 locality care experienced participation forums which meet regularly The development of the 2023 -26 CYPSP has involved engaging and working with young people. The new Plan will have an animated version designed by young people. Work ongoing to identify funding to allow recruitment of a participation officer. Page 59
Page 60
24 Child Poverty Priorities Year 2 Progress Update Further develop the role and purpose of the Child Poverty Action Group and consider resource issues. (CPAG) The role of the CPAG has remained largely the same and acts to monitor and coordinate actions to tackle child poverty. Barriers have included availability of member’s time and a change in Child Poverty Lead. Begin to roll out Poverty Awareness Training to staff. The Poverty Awareness Training, delivered in 2022 was not continued due to budgetary constraints. This was successful delivering to a total of 220 professionals, over 20 occasions, was rated valuable or very valuable by all 81 participants who completed evaluations. This is still a priority. Review the Child Poverty Action Plan and consider what is required to meet the Scot. Gov. Child poverty reduction targets in 2023. The Child Poverty Action Plan is reviewed annually and a review published and shared with Scottish Government as required by the 2017 the Child Poverty (Scotland) Act. The Scottish Government is not likely to meet their 2023 targets, nor will many local authorities attain them due to circumstances like the cost of living crisis. Work has been done locally looking at what is required to reduce levels of child poverty. Data analysis is being developed that it is hoped will allow us to better target those in need of additional supports and contribute to a more informed map of child poverty across Argyll and Bute. It is hoped that this will mean in future we will be able to better focus what resources we have. Some key actions include the Strategic Islands Plan and the Employability Partnership employing a Child Poverty Coordinator. A website one-stop-shop information on advice services, housing, debt and benefits etc. has been created and will be developed further. Engagement for the ABOIP and other purposes have identified transport costs and the lack of reliable transport and transport infrastructure as an area of concern. Use Communications and Engagement Plan to improve community engagement with child poverty work in Argyll and Bute. A Communications and Engagement Group was created and a plan commenced. This group did begin work on a communications and engagement plan and did valuable work in areas like engagement around the child friendly graphic Plan on a Page and a Challenge Poverty Week media campaign. However the group hasn’t met in the last 12 months, largely due to other commitments. Child Poverty Action Group to continue to meet and develop actions to tackle the three drivers of child poverty. This is taking place. Look at impacts of Covid-19 and EU exit; consider what actions are required by the Child Poverty Action Group and its members to address these. This has been happening with both the CPAG and The Financial Advice and Inclusion Group; coupled with looking at impacts on the cost of living crisis and how to address that. Produce a formal communications and engagement plan. Not completed – in incomplete draft form only. Begin to deliver Money Counts training to staff in Argyll and Bute. This has been happening on a regular basis and will continue to be the case. Money Counts – virtual training opportunity which is available for any staff and partner organisations across NHS Highland and Argyll and Bute. Aims to raise awareness of poverty, how to raise the issue of money worries, and where to signpost/direct people for additional support. Between April 23-February 24, 16 courses were delivered across Highland & Argyll and Bute with 98 attendees. Review the Child Poverty Action Plan and assess progress on key areas of work. See above for note on review of Child Poverty Action Plan. Begin to develop a Data Base to improve monitoring and focus of resources locally. Begin to use it to improve the work of the Data development work has been taking place and is going forward with good results. Nationally Argyll and Bute are working with the Improvement Service and SAVI to create and effective model and Page 60
Page 61
25 Child Poverty Action Group and services locally. identify legal gateways that will allow for the necessary use of data to meet tackling child poverty objectives. Engagement activities taken place 2023/2024 Some of the engagement work that took place in 2023-2024 has been related to the engagement around United Nations Convvention on the Rights of the Child (UNCRC) Implementation. £53,000 has been obtained from the UNCRC Innovations fund for a series of engagements to take place in 2024 talking to children and young people about their rights and what is important to them. We are also working with the Poverty Alliance and their Taking Action on Rural Poverty Project (TARP) which will seek to set up a lived experience citizen’s panel to talk about poverty and ask what people would like to see happening. Other important engagement work that has taken place related to the new ABOIP. Poverty was identified as a concern by many children and young people. Work is also taking place (2023-2024) to develop engagement with the Youth Voice Group to learn the views of children and young people on issues like poverty and children’s rights. Page 61
Page 62
26 Child Protection Priorities Year 2 Progress Update All new Child Protection Committee (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 being disseminated within their organisation and that actions attributed to their organisation are progressed and reported to CPC. Induction pack complete. All new members have met with Lead Officer. This is ongoing as and when new members attend. Produce and implement a biennial strategic improvement plan which will be monitored by the Performance, Quality and Assurance (PQA) using a RAG system. Red actions will be reviewed by PQA and reported to CPC. CPC lead officer appointed and plan has been reviewed. 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. Training Officer now in post and general contact local in person training now running with calendar dates throughout first half of 24. Specific and Specialist levels will follow in second half of 24 into 25. 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. With appointments of CPC lead Officer and Training Officer roles, plus guidance on updated Child Protection procedures now concluded, training plan for specific and specialist levels now being concluded. Further development and standardisation sessions are being planned to for those leading Initial Referral Discussion (IRD). Domestic Abuse (DA) Guidance and Flowchart implementation to be evaluated and regular audits of referrals to be carried out. Has been implemented, and full Child Protection audit undertaken in March included cases chosen because of Domestic Abuse. Findings will inform future auditing focus. Improved interface between children & adult services particularly where parental mental health substance misuse and domestic abuse are present. One meeting has taken place, but still significant work to align Children & Families and adult processes Joint session between Adult Protection Committee and Child Protection planned for May 2024. 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. CPC continues to receive bi-annual reports from the advocacy worker. The reports provide evidence of face to face engagement with children and seeks the views and comments by children and families. CPC find these reports very informative re needs of children on the Child Protection register. Engagement activities taken place 2023/2024 Engagement took place with workers around the Domestic Abuse protocol, CSE/SA and the development of the updated national Child Protection guidance Page 62
Page 63
27 Violence Against Women and Girls (VAWG) Priorities Year 2 Progress Update Year 2 of the Transforming Responses to Violence Against Women and Girls Project to commence in October 2022. This happened and steady progress was made in the actions within this project. Research into experiences of lived experience women in domestic abuse was carried out. Safe and Together continued to be rolled out. Roll out of the Safe and Together Model to continue and this to include 2 in-house Trainers to be trained. Yes staff have continued to complete the Core Programme and, where appropriate the Supervisors / Managers module. One Trainer has been trained. Developing Equally Safe Fund Budget for Year 3 has been confirmed. Research Project relating to the transformation project to continue. This research has been completed 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. Between 20th of April 2023 and 27th of March 2024, 1,100 hours of training was delivered to 335 people. Achieve improvement in services and pathways relating to women and girls with a Learning Disability experiencing or, at risk of experiencing domestic abuse. Social Work staff and Mangers who work with people with learning disability were put into contact with Women’s Aid and Rape Crisis Trainers and joint work took place on improving co-working and referral in relation to domestic abuse. Review progress of the transformation project and the delivery of the Equally Safe Plan. This took place via the Equally Safe Annual Return and quarterly / 6 monthly reports to the Developing Equally Safe Fund. Have in place a Communications and engagement plan. Whilst there is a Communication process in place that facilitates communication with partnership members and media campaigns during events like the 16 Days of Action, this area requires work. A more formal process involving improved consultation and engagement with lived experience women and children would be a step forward. 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 assessment was carried out but results required to be looked at more closely. This process was impeded by difficulties in convening a Project Board. Establish working groups to facilitate training and other aspects of the transformation project. A working group has been established to facilitate the rolling out of Safe and Together. It has not been necessary to establish a working group to facilitate the other training elements as these elements were agreed by the partnership and delivery facilitated by the Chair. Research to assess the impact of the Transforming Responses to Violence Against Women and Girls Project, to begin. As the Transforming Responses to Violence Against Women and Girls Project has been extended to a third year, research to assess its overall impact has not yet commenced. Roll out of the Safe and Together Model to commence. The roll out of Safe and Together has commenced and a growing number of staff have completed the Core Programme and, where appropriate the Supervisors and Managers module. More staff are currently enrolled and starting their learning journey. One Trainer has completed their programme and will soon commence training other staff. Roll out of other training to commence including; Awareness Raising; Routine Enquiry; Zero Tolerance and Commercial Sexual Exploitation. This did commence as planned and will be ongoing over the coming year. Roll out of DASH training to relevant workers. Dash training was rolled out as planned and will be ongoing as necessary; there are in house Trainers available for this. Review the Argyll and Bute Equally Safe Plan. A review of the Argyll and Bute Equally Safe Plan has not yet taken place; this is due largely to the need to first develop linked Community Justice and Justice Services plans. Development of Data Base that will assist us Whilst some data is being collected and scrutinised, this process is not Page 63
Page 64
28 to monitor trends in Domestic Violence and other gendered violence. yet at a stage where it is routinely done and the results proving to be helpful in analysing local domestic abuse trends. Deliver Annual Return from Argyll and Bute to the Improvement Service / National VAW Forum. The delivery of the Equally Safe Annual Return took place as planned. Engagement activities taken place 2023/2024 Some engagement activity did take place during 2023-2024. Sharing of information regarding the VAWGP and tackling domestic abuse and other gendered forms of violence did take place. This was by the sharing of key information through groups such as: Council’s Equality Forum; Financial Advice and Inclusion Group; Chief Officers Group Public Protection; Community Safety Partnership; Living Well Networks; National VAWG Network and members own websites and media platforms and communications. There were also specific media events like the 16 Days of Action and International Women’s Day. However more consultation and listening to the views of lived experience women and children requires to happen. Page 64
Page 65
29 Adult Protection Priorities Year 2 Progress Update Develop improved data collection based on national dataset activity. The revised Adult Support and Protection minimum dataset has now been rolled out across Scotland. It includes the terminology changes from the revised Code of Practice and aims to generate more robust, meaningful and comparable data. The Go Live of the Eclipse IT system at the same time inevitably meant additional challenges for data collection in the Partnership however there has been significant improvement with the assistance of the Eclipse and Performance Teams. We continue to work towards developing more meaningful analysis of Adult Support and Protection (ASP) activity throughout the localities. Work is ongoing as new indicators are required for the national return. Review Significant Case Review (SCR) guidance and Code of Practice changes. We have developed joint guidance on learning reviews commissioned by both Argyll & Bute Child and Adult Protection Committees. It replaces the previous guidance for Child Protection Committees conducting an Initial or Significant Case Review (2015). It has been locally adapted based on the National Guidance for Child Protection Committees undertaking Learning Reviews (Scottish Government, 2021), and the National Guidance for Adult Protection Committees Undertaking Learning Reviews (Scottish Government 2022). Protecting children, young people and adults is an inter-agency and inter-disciplinary responsibility overseen by Child Protection Committees and Adult protection Committees and our committees are responsible for deciding whether a Learning Review is warranted and, if so, for agreeing how the review is conducted. Both committees keep the Chief Officer Group advised of all cases referred for a potential Learning Review and report their recommendations on these matters to the Chief Officer Group for consideration and ratification. Through 2023/24 we undertook substantial work to revise Argyll and Bute Adult Support and Protection Procedures in line with the Code of Practice guidance and the changes to recording documentation on the Eclipse IT system. Guidance on the revised code of practice changes have been disseminated throughout the workforce via various forums and training sessions. Continue audit and review rolling programme. A reflective ASP audit was completed across the four Localities of Argyll and Bute January 2024. The purpose of the audit was to identify the quality of practice and recording in Adult Support and Protection cases after the Joint Inspection of Adult Support and Protection in Argyll and Bute was completed in September 2021. A sample of 40 separate cases which had ASP activity between March 2022 and April 2023 were audited of adults who had been subject to Duty to Inquire, Investigation and Case Conference. Page 65
Page 66
30 Ongoing 6 monthly file audits have been established. Develop protection links with Child Protection, Alcohol and Drug Partnership and Violence to Women. We continue to develop protection links via joint working with our Child Protection Committee colleagues, culminating in our annual Joint Committee meeting. Throughout 2023/324 we have undertaken joint working on learning reviews, transitions and missing people policy and procedures. We have contributed to the recent Child Protection Committee self-evaluation and the Alcohol and Drug Partnership Action Plan 2023/24. We are members of the Violence Against Women and Girls Partnership and encourage participation from Adult Services in their “safe and together” and wider training opportunities. Continue staff support and contact programme. The Council Officer and Adult Support and Protection Forum meets quarterly. The Lead Officer chairs the monthly Multi-Agency Forum with Police Scotland, Fire and Rescue Service and colleagues, both Health and Social Care, from the Partnership. A programme of specific training pertinent to Council Officer and Second Worker roles continues to be prioritised throughout the year. Meet the Improvement Plan targets arising from Inspection. We have created a detailed improvement plan itemising 57 specific actions. To date, 23% of actions detailed in the ASP action plan are rated “red”; 38% are rated “amber; and 39% are rated “green”. The key improvements are: All relevant partners should be invited to participate in case conferences and review case conferences. The ‘three-point test’ is an essential factor in determining if the adult is at risk of harm. The application of the test should be clearly documented during initial inquiry to show decision making rationale. All adults at risk of harm should have a risk assessment, which is comprehensive. There should be a consistent approach to preparing and recording chronologies for all adults at risk of harm who require one. The improvements are being developed through training courses including Chairing Case Conferences, The Role of the Second Worker, Recording and Defensible Decision-Making and Effective Chronologies and Risk Assessments. Development of new chronology and risk assessment documentation has been rolled out across the workforce and improvement activity is an integral part of all meetings, forums etc. with the workforce. Implement Code of Practice changes. The Lead Officer and Project Assistant – SDS undertook a significant overhaul of the Argyll and Bute Adult Support and Protection Procedures. This is a substantial document which required lengthy revision and editing in line with the revised Code of Practice. This work has now been completed and the revised procedures have been presented at the Adult Protection Committee (APC) for adoption and implementation. Implement guidance for Primary Care and GP’s. The development of the second worker training course has enabled promotion and understanding of the role with particular reference to our Health colleagues. The promotion of online training for Health staff and the ability to access both the TURAS models and Policy Hub Scotland are currently being further explored. Progress audit activity, case files. A schedule of monthly peer review/ case file audit has been Page 66
Page 67
31 established. Set targets for improvement have been implemented. These targets will be reviewed at Council Officer forums. The Lead Officer is now undertaking quarterly monitoring of all Adult Support and Protection Inquiries. Develop issues arising from Initial Case Reviews, Large Scale Investigation findings. The Adult Support and Protection Committee continues to work with the Child Protection Committee in developing its policies and procedures in line with the new style of Learning Reviews for both adults and children. The Lead Officer has also been involved in Large Scale Investigations (LSI) in 2023/24. Recommendations resulting from these are noted and the Lead Officer is currently revising the existing local guidance for LSIs having regard for the IRISS LSI Investigation framework and further new IRISS resources to support consistency, transparency, and person- centred practice in investigations. Develop ‘escalation’ policy. The Monthly (MAF/D) meetings with Police and Scottish Fire and Rescue Service and are designed to highlight any high-risk cases and to determine routes for escalation. Complex case escalation continues to be a priority in the wider context of Adult Social Work activity and the Adult Protection Committee recognises the role of Council Officers in supporting vulnerable adults where escalation is required. We are involved in the development of an overarching escalation policy within Adult Services. Support staff and communities as recovery from Covid regulation emerges. Challenges such as recovery from the pandemic and the cost-of-living crisis are thought to have contributed to increased referral rates through 2022 and 2023. Self-harm and neglect have been a focus for the Adult Protection Committee particularly since Covid when numbers increased. An Argyll and Bute self-harm and hoarding event is currently being planned for later in 2024. Engagement activities taken place 2023/2024 Promotion of ASP awareness on social media platforms and contribution made to locality community partnership groups. Level 1 ASP training programme regularly delivered Also programme including specialist subjects i.e. Financial Harm offered within community. Regular attendance and contribution to ASP National Implementation Group and Chronology sub-group. Page 67
Page 68
32 Community Justice Priorities Year 2 Progress Update Implement and monitor our local Community Justice Improvement Plan and performance framework. The publication of the refreshed national documentation (the last of which was August 2023) has meant a delay in publishing our local plan. We intend to begin consultation on the draft local plan in April 2024, for the period 2023/4 – 2027. Whilst developing our draft local plan, the Community Justice Partnership has implemented a range of multi-agency engagement and activity across the 4 national aims and 13 priority actions contained within the refreshed National Strategy for Community Justice during 2022-2024. Argyll & Bute Community Justice Partnership will report on the national performance framework, including the 10 national outcomes, in September 2024. Support and monitor the implementation of the Justice Social Work (Community Justice) Improvement Plan. A three year Justice Social Work Service Plan is complete, with focus in Year 2 on Improvements in Diversion from Prosecution practice Implementation of new national Justice Social Work report template Implementation of new national Throughcare and Aftercare Release Licence Reports and protocols. 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 Rollout of Justice Eclipse system Monthly Audit Programme now in place Development of Joint work with LAAS to deliver voluntary Throughcare service Justice Social Work improvement activity contributes to every community justice national aim and the majority of the ten outcomes. The Community Justice Partnership will continue to monitor, review and support the development of multi-agency responses to assist the delivery, including national developments that may negatively impact the delivery of Justice Social Work services. Review the learning from the second phase jointly commissioned research report for Violence Against Women & Girls and implement key recommendations. The activity related to the first phase of the research is ongoing. The final research submission during 2023 is a significantly wide scoping document with recommendations that require a multi-agency response. The need for a second phase is currently under review and will be progressed through the Community Justice and Violence Against Women Partnership. Carry out a validated self-evaluation of our Community Justice Partnership in line with the Care Inspectorate guidance. The Care Inspectorate Community Justice documentation was published in August 2023, later than expected. The Community Justice Partnership has scheduled validated self-evaluation activity during 2024/25 Develop a local Community Justice Outcome Improvement Plan, in line with the priorities of the Scottish Government national Justice and Community Justice Strategies. The Community Justice Partnership has developed the draft local plan during 2023-2024, consultation and final publication by June 2024. Develop strategic and operational links with Third Sector and Children’s Services (Youth Justice) and other key local partnerships. As noted in our engagement activity update, developing strategic and operational links activity has been underway. In addition, operational activity within Children, Families and Justice portfolio has been focused Page 68
Page 69
33 on creating a baseline in relation to youth justice. This activity will continue to be included in our improvements scoping youth justice approaches and responses across all four national aims. Implement the prison Custody to Community pathway, including performance reporting and monitoring. The Community Justice Advocacy service, delivered by third sector partner Lomond Advocacy and Advice Service became operational early 2024 and is funded until December 2024. Performance reporting and monitoring in place. Review the learning from the first phase jointly commissioned research report for Violence Against Women & Girls and implement key recommendations. The extensive range of activity associated with the research requires multi-agency review and responses. The activity associated with this review of the learning and recommendations is ongoing. Finalise the review of our local Community Justice Partnership. The Community Justice Partnership, whilst reviewing the requirements of the new national strategy and associated documents, enhanced its membership. The membership will remain open with relevant additions, as required. Engagement activities taken place 2023/2024 Significant activity was undertaken during 2023/2024 during the development of our local draft plan and at the Community Justice Partnership meetings. The range of organisations and services included national and local public and third sector and 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: Justice Social Work Children & Families Addictions We Are With You Carr Gomm Housing Hope Kitchen Lomond and Argyll Advocacy Service Alcohol and Drugs Partnership Blue Triangle Third Sector Interface Scottish Fire & Rescue Service Police Scotland Skills Development Scotland Health & Social Care Partnership Community Justice Scotland Scottish Government Violence Against Women Partnership Scottish Prison Service Community Planning Area Planning Groups The activity focused on reviewing the requirements within the new national documentation, creating baselines for where we are and identifying where there is capacity for improvement within current resources an what requires additional national resources. Page 69
Page 70
34 Public Health Priorities Year 2 Progress Update 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. 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 two of this workplan, the following joint training has been developed and delivered: Money Counts – virtual training opportunity which is available for any staff and partner organisations across NHS Highland and Argyll and Bute. Aims to raise awareness of poverty, how to raise the issue of money worries, and where to signpost/direct people for additional support. Between April 23-February 24, 16 courses were delivered across NHS Highland with 98 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. In 2023/2024, three training courses were delivered to 27 attendees. This course is now delivered quarterly across NHS Highland. Pandemic recovery - Social Mitigation Strategy: child poverty; financial inclusion; children’s rights; equalities; mental health improvement and support. The Public Health team have contributed to the NHS Highland Social Mitigation Strategy through a range of projects relating to: Child Poverty, through the Argyll and Bute Child Poverty Action Group. Delivered Money Counts training to a range of health, social care, and 3rd sector staff. Distributed and promoted Worrying about Money leaflets at community events and with partners. Promoted children’s rights by representing Public Health on the Argyll and Bute United Convention for the Rights of the Child (UNCRC) Group. Mental health improvement – commissioned training courses on Mental Health First Aid for Children and Young People to two cohorts of learners, delivered to 18 people from a range of public and third sector organisations. Equalities - continued to support delivery of Equality Impact Assessment statutory duties throughout HSCP. In October 2023 the Public Health Team supported the submission of an Anchor Strategy to Scottish Government. It is anticipated this strategy will take over the intentions of the Social Mitigation Strategy in 2024. Deliver on the 5-year implementation plan for Living Well strategy: workforce development; self-management; community link working; physical activity; mental wellbeing; suicide prevention; smoking cessation. The Public Health team have supported the strategic direction and delivery of the Living Well Strategy from 2019-2024. During this final year of the strategy, the following has been achieved: Evaluation sub-group developed to evaluate the Living Well Strategy Evolution of Living Well strategy into new Living Well Programme Board. This programme board uses the background of the 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. Continued contract management of the Community Link Working in Argyll and Bute Service. During 2023-2024 the service was available in 14 GP practices and received 556 referrals. 90% of Page 70
Page 71
35 those who used the service in 23-24 and completed an outcome questionnaire reported an increase in their wellbeing. Working in partnership with RSPB to bring Nature Prescriptions to Argyll & 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. The Public Health team support the delivery of the local suicide prevention action plan working with Argyll and Bute Strategic Suicide Prevention Group. In May 2023, Health Improvement Team co-facilitated a development day which supported the focus and direction of the group. Argyll and Bute Council buildings were lit up with purple lights to highlight World Suicide Prevention Day. Information on support services were also shared during this time and over the Festive Period. 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 23-24, they supported 135 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. Building capacity for health improvement: education; Living Well Networks; community planning; locality planning groups; 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 which were well attended by members of the community, Third Sector and Statutory sector. 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 Social Prescribing by Scottish Ballet, suicide prevention services by Breathing Space and four webinars on the Adult and Child Health Profiles delivered in partnership with PH Intelligence and Community Learning and Development, highlighting local statistics for each area. These profiles were also presented to the Area Community Planning Groups, helping to build capacity and knowledge. Further engagement activity is described below. Engagement activities taken place 2023/2024 The Smoking cessation team conducted 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, and Living Well Network Coordinators to ensure referral information reaches island populations. The team also undertake community engagement, attending community events such as the Pain and Wellbeing events held by Versus Arthritis and Living Well Network events, and engaging with Children and Young People during the S3 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, with displays in hospitals, GP Practices community locations e.g. supermarkets and in partnerships with community pharmacies. Page 71
Page 72
36 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. In 2023-2024, the Living Well Networks have continued to promote their work and provide information, network and engage with local communities. In 2024 a series of LWN events have been organised, including four community events being held at Mac Pool, Jura Hall, Islay High school and Kintyre Town Hall. Three events provided information and advice from many sources, including support that is available from charities, NHS and Argyll and Bute Council. In some events taster sessions and activities were provided to promote local health and wellbeing resources. The Public Health team have regular opportunities to engage with community events such as the pain and wellbeing and Living Well network community events. The Public Health team support and attend these events across Argyll and Bute. Engagement was undertaken with staff around the Community Link Worker service, as part of the service evaluation. This included a focus group with Community Link Workers to understand operations, challenges, and unique experiences faced by service providers. The focus group served as a qualitative method to garner insights and perspectives from community link workers (CLWs) operating within Argyll and Bute. This also included engagement with Primary Care staff and Living Well Network Coordinators about their use and links with the Community Link Working service, including benefits to patients, challenges, and identification of any service improvements. Feedback from those using the service was gathered via the contract monitoring process with the service provider. Page 72
Page 73
37 Right Care Right Time Priorities Year 2 Progress Update Consider models for community services with the aim of minimising different services/staff visiting people in community and improving flow through hospital. Ongoing. Service specifications are currently being developed for all community services, which will aim to identify key service deliverables/role and remit. This process will include criteria (inclusion/exclusion) and models of care delivery, in line with local/national context and relevant evidence base/practice guidance. Work is also underway to develop a ‘’lead professional’’ model to ensure more effective care coordination and oversight. This approach, in turn, seeks to reduce duplication and maximise opportunities to re-able and promote independence. This approach will also ensure a focus on early assessment, early supported discharge and care review. Plan and progress spend on the recurring funding from Scottish Government. Ongoing monitoring of spend as part of governance processes. Established working groups with capacity to progress change and support localities Ongoing. A comprehensive piece of work has been undertaken to review all working groups and their respective terms of reference. This has been aligned with the IPMF and duplication has been reduced where possible. The established working groups will be aligned with/will take responsibility for key pieces of work which have identified as part of the Older Adult Strategy. Decision making structures have been clarified and all sub- groups will now be accountable in the first instance to the Older Adult Operational and Governance meeting. Programme Boards have existing governance/accountability relationships and will not be changed unless necessary. 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. Ongoing. A focus on integration of community services is a key focus under the 8 high impact changes, and has also been identified as priority area for further development as part of the Older Adult Strategy. Prevention, rehabilitation, Re-ablement, and promoting independence are key focusses. MDT structures, including those which exist around specialist service areas (i.e. EoL Care) are being reviewed as part of specially commissioned working groups and/or as part of Community Standards. This approach will be informed by available data, and will ensure appropriate alignment/interface with relevant local and national policy. This work also links closely with the below. Trade union and HR will be involved with any conversations which touch on proposed service change. Enhance clinical education for all staff, develop skill mix, apprenticeships and health care support worker skilled roles Ongoing. Staff skill mix, education and training is a priority focus for the HSCPs Community Standards working group, which aims to ensure that roles and responsibilities are both aligned with job descriptions and responsive to the needs of the settings in which they exist. There will be a particular focus on standardised skills and training standards across the HSCP, including the development of a framework which identifies developmental need, flexibility across settings and unique/generic staffing skills. Governance and decision making will take place via the Older Adult Operational and Governance Page 73
Page 74
38 Meeting. Trade union and HR will be involved with any conversations which touch on proposed service change. 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. Ongoing. This work is being captured via the development of the Care at Home Strategy. The Care at Home new tender is live. Performance metrics regular reported on. Complete. An urgent and unscheduled care data dashboard has been developed which encompasses all aspects of system flow. Quarterly Integrated Performance Management Framework (IPMF) Framework assurance is in place. Whole system discharge planning submissions are submitted at national level on a quarterly basis. The actions from these are fed into relevant development frameworks. The HSCP is closely linked with the Centre for Sustainable Delivery (CfSD) and has now identified key ‘’leverage points’’ which are being worked up through relevant development frameworks. Quarterly reporting will be expected. Engagement activities taken place 2023/2024 Cowal Community Hospital-paused due to external circumstances (pause on capital funding) A full engagement plan was developed and as part of this drop in open sessions were in place for the public to view plans and discuss the project. The project was unfortunately put on hold when the pause in NHS capital funding was implemented. Tigh-a Rhuda Care Home Redesign-ongoing Engagement specification was developed. Workshops with local stakeholders. Engagement remains on going with the community, staff and public in terms of redesign and build at the care home. The work is likely to conclude in September 24. Palliative and End of Life Care Presentation to the IJB then a face-to-face workshop took place with key staff to develop action plan. Will be incorporated into the older adult strategy. Care Homes and Housing-ongoing. Short term work on repairs within care homes Hub North work was developed which included visits to care homes, involvement of families, staff and a final stakeholder session. This will be further developed in 2024. Older Adult Strategy-ongoing Engagement strategy developed in early 2024. Care at Home Survey to all those in receipt of care at home Page 74
Page 75
39 Adult Care –Older Adults/Adults and Hospitals Priorities Year 2 Progress Update Extend the Community Hospitals into the community and provide a greater range of health related skills and services at home. Ongoing. Hospital at Home pilot in Oban has now finalised recruitment and has developed ambulatory care service, which continues to facilitate saved bed days, admission avoidance and early supported discharge. Service development is managed via the Hospital at Home steering group and Operational Delivery Group. Governance is currently via the Urgent and Unscheduled Care Programme Board. HIS are involved. Principles of interface care are being revisited, having been identified as a priority focus/future model of care in support of ‘’home first’’ approaches. Intermediate care is being developed to focus on ability to facilitate rapid urgent care and assessment, avoid discharge and facilitate early supported discharge. Technology Enabled Care (TEC) is also being developed at pace to support a digital first approach. Development is currently managed via respective steering/development groups. Governance and decision making is via the Older Adult Operational and Governance Meeting in the first instance. 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. Ongoing. Community assets and community wealth building approaches are being developed as part of the Living Well strategy (with a clear focus on prevention). The HSCP has recently received a request to review frailty guidelines/models, which will establish a baseline and inform the prevention models from a clinical/social work service approach, as well as informing needs around community asset development. This work and approach is multi-agency and involves collaboration with private/third sector. Developing a meaningful conversation with islands around our health and care services. Ongoing. Island Strategy is in development to scope and deliver future models of care, which are appropriate to serve our island populations. A comprehensive engagement specification has been developed alongside this work. In addition to this, focussed engagement has taken place with specific island populations (i.e. Mull and Tiree) around Care Home and Care at home developments involving Community Councils. Future models of care in relation to these areas will be clarified further as part of the Older Adult Strategy, which is in development. Carry out market testing of care at home by reviewing views on the quality of service This was completed prior to the new tender for care at home, results analysed and presented to the care at home strategy group. Set up an Self-Directed Support Steering Group in order to embed Self-Directed Support Improvement Standards Ongoing. Self-directed support has been identified as a priority area of focus for transformation, and is now featured prominently as part of the Older Adult Strategy. The HSCP has an identified lead for self-directed support, and a plan for implementing improvement standards is currently being developed – this planning framework will include a close interface with other, key areas of strategy development (i.e. Care At Home and Island Strategies). Standards are being reviewed as part of the Adult Social Work SLWG. Page 75
Page 76
40 Support care at home through a challenging winter, linking unscheduled care elements to limit duplication and make best use of the total resource available. Ongoing. See above and below – this work will form a core part of standard winter planning and the development of the Care at Home strategy. Develop a care at home strategy to agree and monitor key developments to build a flexible and sustainable service. Ongoing. A strategy to support the development and future delivery of the Care at Home is in development. This work is being supported by a Service Improvement Officer and is being overseen by the Senior Manager for Resources. Sits within the Care at Home Strategy Group. Develop an Older Adult Strategy. Ongoing. The Older Adult Strategy is now completed in first draft format. This has been shared with the Strategic Planning Group for the HSCP, and is now undergoing extensive engagement (March 2023-June 2024). A clear engagement specification and engagement framework has been developed and finalised to support this work. Sessions have been scheduled in mid-June to progress next steps. Careful interface with the JSP will be ensured. Governance is via the Older Adult Operational and Governance meeting and SPG. Develop a robust plan around winter planning, mapping out all elements of service delivery, what the pressures are and how they impact on each other. Ongoing. A whole system winter plan was developed and shared widely in the approach to winter 2023/24. This plan encompassed engagement and feedback from all care groups within the HSCP. The process included a revised resource bid/approval standard operating procedure, and was supported by a revised urgent and unscheduled care data dashboard. Next steps will focus on a comprehensive planning framework to ensure effective planning and delivery each year. Governance is via the Urgent and Unscheduled Care Programme Board. Work in partnership with providers, supporting elements such as recruitment, training to ensure best use of resources. Completed as part of the recruitment pilot-need to evaluate. Review the use of Extended Community Care Teams and link them to other community services. Ongoing. A comprehensive review of ECCT teams (role, remit and integration) has been identified as a priority element within the Older Adult Strategy. This work will be undertaken and managed as part of community standards. Governance and decision making is via the Older Adult Operational and Governance meeting. Trade union representation will be ensured. All appropriate people and culture processes will be adhered to. 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. Working with Hub North on a strategic assessment to develop a capital plan. Intermediate care models will be part of this development. Significant stakeholder engagement took place as part of the strategic assessment. Complete a needs assessment and collaborative health and social care plan for Coll, as a template for island approaches. Health and Well Being plan complete and HSCP links into the subgroup. Engagement activities taken place 2023/2024 Health and Community Care-Annual Engagement Plan 2023-2024 Cowal Community Hospital-paused due to external circumstances (pause on capital funding) A full engagement plan was developed and as part of this drop in open sessions were in place for the public to view plans and discuss the project. The project was unfortunately put on hold when the pause in NHS capital funding was Page 76
Page 77
41 implemented. Care at Home Comprehensive survey of those in receipt of care at home. Tigh-a Rhuda Care Home Redesign-ongoing Engagement specification was developed. Workshops with local stakeholders. Engagement remains on going with the community, staff and public in terms of redesign and build at the care home. The work is likely to conclude in September 24. Palliative and End of Life Care Presentation to the IJB then a face-to-face workshop took place with key staff to develop action plan. Will be incorporated into the older adult strategy. Care Homes and Housing-ongoing. Short term work on repairs within care homes Hub North work was developed which included visits to care homes, involvement of families, staff and a final stakeholder session. This will be further developed in 2024. Older Adult Strategy-ongoing Engagement strategy developed in early 2024. Presentations and development sessions. Page 77
Page 78
42 Learning Disabilities Priorities Year 2 Progress Update Development of short, medium and long term housing strategy to ensure appropriate accommodation models for services users and affordable housing for H&SC staff. No formal strategy has been developed during this period specifically for LD. Analysis of this area should be undertaken as part of the development of the LD/Neurodevelopmental Strategies. Additionally this area should feed in to an A&B wide Housing Strategy for Health and Social Care. Short/Medium Term – HSCP have recently commissioned an external provider/consultant to undertake a review of all out of area placements in line with the Coming Home Implementation Report recommendations. Part of this work will help to inform current and future need of specialist housing for this area. An opportunity for a Supported Living development has been identified within the Helensburgh & Lomond locality (Medium Term) alongside A&B Council Commercial services. Sustain and further improve on the positive feedback from external regulators regarding the quality of service provision (both internal and external). Due to the backlog in inspections following COVID and many of the LD registered services being considered low risk, the frequency of inspections have reduced during this period compared to previous years. Some of the internal registered day support services have not received an inspection for 6+ years therefore, this priority will be carried over to Year 3. The large majority of registered Supported Living Services in A&B (internal and external) have undergone an inspection during this period, with all care providers receiving grades of 4 (Good) of 5 (Very Good) under the new Care Inspectorate Quality Inspection Framework. It’s anticipated that 2 of the internal day services will be inspected imminently. Reduce stigma in relation to learning disability and autism through delivery of joint training and/or awareness raising for staff across the HSCP. Ongoing priority that will continue to Year 3 and beyond. Links to development of A&B LD/Neurodevelopmental Strategies. Indication that LD/Neurodevelopmental Awareness training will become mandatory for all Health and Social Care staff nationally however, no confirmation of roll out of available training resources and timescales attached. Development of A&B specific Learning Disability and Autism Strategies, in line with the A&B HSCP Engagement Framework. Work has commenced to develop neurodevelopmental strategy (full lifespan), aligned with national guidance and outcome of LDAND bill. This work is in early stages. A&B specific LD Strategy still to be developed. Review and redesign of LD Day Services across A&B, working in partnership with H&SC staff, care providers, service users, carers and wider communities to develop future models of support. Review and Restructure of internal day service provision complete. New management structure implemented with better oversight, equity and consistency across the localities. Service currently working to a 3 year action plan to continually improve and further develop services to the changing needs of the population Continue to utilise technology and telecare where appropriate to increase independence, whilst ensuring the safety and wellbeing of service users. Ongoing action. Further work required to increase engagement and understanding of available technology and telecare to assist with increasing independence whilst ensuring the safety and wellbeing of service users Engagement activities taken place 2023/2024 Routine engagement with service users and/or carers as part of the Assessment and Care Management Process Initial engagement around the development of Neurodevelopmental Strategy Staff consultation for waking night rota – Greenwood Engagement with Supported Living providers regarding the potential supported living development site in Helensburgh & Lomond Page 78
Page 79
43 Mental Health Priorities Year 2 Progress Update Establish clear pathways to keep patients in local hospitals before transferring to acute units and further develop community supports and strategies. Pathways for inpatient dementia assessment and IPCU beds remain a concern. The HSCP are working hard to look at solutions and to support our residents to remain in the local hospitals. Crisis teams in situ in Oban Lorn & Isles, Mid Argyll Kintyre & Islay and Cowal & Bute to support more timeous mental health assessment prior to any requirement for transfer to the acute unit. This service is available to local hospitals 7 days per week between 10 am and 8pm. Helensburgh and Lochside are served via an Service Level Agreement to Greater Glasgow & for crisis interventions Urgent and emergency teams embedded in Oban Lorn and Isles. Completed, all teams in situ across Argyll & Bute, vacancies have arisen in Oban and Dunoon, however the team are able to cross cover Progress planned developments associated with Transforming Together agenda for mental health. Core and cluster has not progressed for mental health services, this needs dedicated project support and commissioning to progress Community Mental Health Services review and outcomes. The review had 22 outcomes, this has been progressed well with many complete; however will be revisited in Year 3 to ascertain where we are now as part of the community short life working group. Psychological Therapies – we are working with the Scottish government to develop a business case to enhance and develop our PT services across Argyll and Bute 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 Argyll and Bute wide service under one management structure to ensure better oversight of waitlist and service delivery at tier 3 and 4. The realignment of teams to create an Argyll and Bute wide service under one management structure to ensure better oversight of waitlist and service delivery at tier 3 and 4 is complete. A Business Case has been developed which was submitted to Scottish Government. The service will continue to work alongside Scottish Government to develop our service in line with allocated funding and to improve our wait times. Work to complete care reviews is ongoing. The primary care mental health team have also realigned to work across GP surgeries and to support 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. Work to realign the care mental health team to work across GP surgeries and to support those presenting with mild and moderate mental health concerns via a MDT approach is complete. A pathway refresh is underway and a pilot of self-referral is planned to commence this year with a PDSA cycle and soft launch. Care Reviews. Work to complete care reviews is ongoing. 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. There are ongoing issues here; sector consultants are in reaching to the inpatient unit to allow consistency of care in community and transition from acute care. RMN recruitment, second year of earn to learn (new pathway developed in A&B, being piloted in NHS Lothian and has national interest), major recruitment drive, career fayres, advertising on ferries, social media. Retention and recruitment premium secured for inpatient band 5 nurses to attract new applicants until 2025. 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 The community group are exploring variation across teams this year, with an aim to minimise variation across the directorate. This will extend out across all under the Mental Health umbrella. The associate lead nurse for Mental Health is developing a skills framework in which base skills and training needs are recorded and updated and further needs assessment Page 79
Page 80
44 will develop from there. Dementia services have moved to the mental health directorate and there are early plans to develop a training package to assist both care homes and local hospitals in caring for those presenting living with dementia. The community group as above have a remit to explore variation and to standardise practises across the localities. This will encompass the community review outstanding actions, ending exclusion and promote integrated service delivery. Silvercloud platform has replaced Beating The Blues and is part of our developing and growing digital Mental Health strategy and delivery pathway. Engagement activities taken place 2023/2024 We continue to work with Acumen to strengthen our relationships with 3rd sector colleagues. Our perinatal agenda and developments have lived people with lived experience and carer involvement in the heart of the pathway Page 80
Page 81
45 Primary Care Priorities Year 2 Progress Update Ensure that locality-based vaccination teams and campaign planning are sufficiently robust to deliver Vaccination & Immunisations and Childhood Vaccination in line with their removal from GP practices from 1 April 2022. The HSCP Primary Care Nursing Team delivers Adult and Childhood vaccinations to the patients of 23 of the 29 practices in Argyll and Bute. Identify any ongoing practice involvement in delivery of vaccinations beyond 1 April 2022 under the terms of the transitionary service arrangements (including additional payment arrangements). The 6 remaining practices attained rural flexibility status and retained their vaccination/immunisation commitments. Assess the impact on GP practices following the service redesign of Pharmacotherapy using a remote hub model. Hub model working will be part of wider participation of the pharmacotherapy service in the HIS Primary Care Improvement Collaborative which will support using data collection to demonstrate the impact of service redesign and inform future improvements. This will include the use of QI tools and shared learning with other health boards as well as the demonstrator sites included in the Phased Investment Programme. Delivery of a strategy for island health and social care provision specifically for out of hours and urgent care. The Service Planning Manager post for developing sustainable and equitable models of island health and social care provision has been appointed to. Work will commence on this strategy once the model for delivery of the Jura out of hours service is agreed. Agree, finalise and deliver a midwifery model for pertussis delivery across Argyll and Bute. Midwifery model in place for delivery of pertussis. Establish a sustainable GP out of hours service for Jura, linking it with Islay and building community resilience. The Jura out of hours options appraisal is under consideration by the Jura OOH Working Group and will be subject to further scrutiny by the Clinical Care and Governance Group before progressing to implementation. Develop an HSCP model for travel health and travel vaccinations. Travel health and vaccinations are delivered by community pharmacists in Argyll and Bute. Recruit to primary care nursing posts as agreed in the Primary Care Modernisation Implementation Plan to support community treatment and care and some aspects of urgent care. Recruitment of nursing posts is complete with a small number of vacancies within the PCIF funding envelope. Delivery of some aspects of Urgent Care has been possible through replacement of a direct payment to Dr McLachlan and Partners by NHSH employing a trainee ANP using the TUPE process. Similarly, TUPE arrangements were made for 3 ANPs in Helensburgh and Lomond practices which are now under 2c arrangements. Implement transitional arrangements where practices continue to provide some services. Transitional payment arrangements were developed and agreed with the Argyll and Bute Local Medical Committee (LMC) for 2023-24. There is no provision in the primary care improvement fund to extend these payments to future years. Contribute to review of sustainable services on the island of Coll. Progress will be part of the wider health and social care strategy for islands now supported by the new service planning manager. Scoping work to support a business case for renovations and upgrade to the doctor’s house in Arinagour was undertaken and funding has been allocated from the Strategic Housing Fund in addition to reserves. Co-location of Cowal Medical Practice and Church St Surgery in the Cowal Community Hospital, Dunoon. Progress has been placed on hold following capital funding restrictions. Page 81
Page 82
46 Engagement activities taken place 2023/2024 For delivery of sustainable out of hours arrangements for Jura, a collaborative working group was formed. This includes representatives from the community council, local councillors, local GPs, the Scottish Ambulance Service, Coastguard, the council ferry service and HSCP operational and planning managers. This group meets monthly. The Coll Collaborative Group comprising key stakeholders and community representatives has been constituted to co- design healthcare approaches on the island. 2023/2024 saw completion of recruitment to nursing teams. Engagement was mainly with the Argyll and Bute Local Medical Committee (LMC) and individual GP practices. The vaccination campaigns used social media platforms and notice boards in GP surgeries and other public spaces. The CTAC and Pharmacotherapy teams are taking part in the Primary Care Improvement Collaborative which will include measuring the impact of changes to service delivery. This will include service user feedback. Page 82
Page 83
47 Dentistry Priorities Year 2 Progress Update Identification of service needs and associated development. Service need identified: Kintyre, Mid Argyll and Oban area. There is limited provision for PDS services in these areas. Redesign of service provision to allow flexibility and greater provision of dental care in this region for priority groups. Senior Dental Officer post advertised to increase priority patient group access and contact in these locations. NDIP provision, which is mandated by SG is challenging. Successful recruitment of DHT for 2023/24 diet. Further move to embed as core DHT role, further freeing Dental Officer clinical availability. Development of current services for Island communities and priority groups. Scoping Mobile dental service (limited provision) and in collaboration with Coll and Colonsay Communities. Currently capital bid preparation underway. Tiree: Dental Officer and DHT (Dental Hygienist Therapist) visiting regularly throughout each calendar month. Fabric of building has been identified as below standard and requires evaluation by means of SLWG to establish upgrade priorities. Mull clinic remains extremely busy. Over 3000 patients registered. Long waiting list. Only service provider on the island. Again, fabric of building identified as sub standard. This is reducing capacity for clinical provision. Critical upgrade required. This includes clinical equipment failure, xray unit replacement, admin areas, connectivity and staff changing and kitchen facilities. Work underway to replace dental chairs and xray units. Following assessment, hoist facility required for accessibility. One enhanced General Dental Practitioner located on Bute. Poor national uptake of SG scheme. Advanced care options for priority groups’ patients – 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 to upskill A&B SDO and DO in Oban to assist with these cases and provide solid referral pathway. Orthodontics: service is maintained within Primary Care, unlike other board areas where this service is delivered in secondary setting. Currently supported by two Consultants (one GG&C and one Highland) on a rolling 6-monthly commitment basis. Service development includes upskilling of SDO to move into orthodontic care. Appropriate PG course currently being identified. Upskilling of one Dental nurse to Orthodontic Therapist underway and expected completion Spring 2026, via NES. 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. Oral health care shop to provide oral healthcare items at cost price to care homes piloted and successful and set to continue into year 3. Page 83
Page 84
48 Increase skill mix in association with in-house training and also NES partners. AWI training offered to all dentists. Inhalation sedation training to Helensburgh, Dunoon and Oban: we have seen the successful completion of two Dental Officers in this remit. Further associated support staff identified for training with two having completed NES examination process and one having remaining competencies to complete prior to full certification. Clinicians peer review group meetings – CPD. One SDO identified for PG cert ibnSpecial Care Dentistry to further enhance service provision. MAP behaviour change and OH improvement training for all PDS sites. Team building. Regular team meetings and 1 to 1 meetings as standard. Now establishing connections with other Argyll and Bute services and teams. Standardising processes. Single point of referral now via SCI gateway. SOPS being developed and reviewed with expert partners to ensure compliant with current peer-reviewed evidence and legislation. Health and safety processes, assurance reporting and monitoring continues to be developed and embedded at senior level and cascaded to all teams. Considerable upskilling and awareness rising with line manager to achieve current placement. Local team resistance in some areas but continuation to build rapport and aware of current and best practice and information sharing between teams. Fixed term recruitment in Orthodontic services. Unable to recruit. Please see above planning underway. Accessing Consultant services on temp contract (weekends currently). Looking at agreement with NHSH North for permanent solution for weekday clinics. In- house development of SDO for Orthodontic services. SDO development underway, as per above. Mentoring by Consultant in NHSH North Move to baseline funding Work underway to align SDS and CDS pays templates to reflect current staffing compliment. Historical cross-over between both permitted. Realignment begins to facilitate best use of clinical and preventative budgets. Capital funding application for service improvements. Mobile Dental unit underway. Co-located sites, increase communication with corporate bodies and GDP services. Lines of communication open to facilitate good working relationships. Engagement activities taken place 2023/2024 Discussion with Island communities via Living well Coordinator has begun. Collaborative working with Corporate body GDS in Kintyre and Oban to provide assistance with dental access pressures. Engagement with Naval Families Federation to ensure emergency care pathway for non-serving personnel and preventative measures in place both community and clinically. Resulting in a Public Service Award 2024 for innovation. Page 84
Page 85
49 Alcohol and Drug Partnership (ADP) Priorities Year 2 Progress Update Develop the ADP strategy. The ADP Strategy Refresh was completed for 2023 to 2024 following engagement with a wide range of partners at the strategy refresh day in February 2023. Forty attendees from a range of partner organisations, including people with lived experience, met for the full day. Presentations and focus group discussion were undertaken to review the achievements, priorities, strategy progress and identify the key priorities for the remaining year of the strategy. In the following months an action plan, agreed by the ADP, was developed to complement the Strategy Refresh. The ADP agreed to focus on the four pillars of work which closely align with the Argyll and Bute Joint Strategic Plan 2022-2025, these are: Prevention and early intervention Developing Recovery Oriented Systems of Care (ROSC) Getting it Right for Everybody Public Health Approach to Justice It was agreed these four pillars of work should be taken forward through sub groups. At the ADP committee meetings some sub groups working on the above strands from the Action Plan have reported their progress. The ADP agreed to revise this structure when developing the new strategy and action plan which will commence in May 2024. Develop community hubs throughout Argyll and Bute. Dunoon and Cowal After much planning, including funding and resources from the ADP support team in 2022 to 2023, the Cowal Hub and Recovery Café launched in April 2023. Obtaining charity status the Cowal Hub has continued to develop and attract funding from other sources and provide a wide range of resources, training and support including specific groups for women, families, men, and the LGBT community. A case study on the Cowal Hub and Recovery Café was also submitted within the Medically Assisted Treatment (MAT) Standards annual reporting. Helensburgh and Lomond The Helensburgh and Lomond Hub, Welcome In, was relaunched in August 2023 providing support and a safe space for people with lived experience of substance use to access support, information and engage in activities. The Scottish Drugs Forum have also linked with the hub to support people with living experience as part of their national programme. Bute The ADP agreed to contribute £50K to support with the renovations and rental of the hub premises on Bute, the building work is almost complete and anticipated to open before the summer of 2024. The Bute Hub project, led by commissioned third sector providers, WeAreWithYou (WAWY), will help and support recovery in Bute and include all partners to ensure ROSC principles are upheld. Partners will be encouraged to utilise the space within the premises: ● To facilitate groups and host external support groups. ● To create a safe space for people to go where they can get the support and help they need. Page 85
Page 86
50 ● To provide one to one support and structured interventions in addition to scheduled drop in sessions ● To ensure recovery opportunities are visible and promoted in the community of Bute. The ROSC sub group allows a space where representatives of the hubs across Argyll and Bute can meet and network as well as help inform the priorities for the ADP and ensure those with lived experience have a voice. Expand on the whole families approach. A Whole Families Group was established in Cowal with a longer term plan to roll out to other parts of Argyll and Bute and be supported by Scottish Families Affected By Alcohol and Drugs (SFAD). The group, supported by the national MAT Standards Implementation Support Team (MIST) identified areas to improve partnership working and agreed a resource booklet for Cowal people affected by alcohol and drugs and their families. The group also agreed to commission work to support a whole families approach in other areas of Argyll and Bute. This proposal was agreed by the ADP Committee and following a procurement process, SFAD were contracted to undertake the work. The specification includes a co-productive approach and support to communities to provide family support and develop standards across Argyll and Bute. This work, commissioned until the end of March 2025 is in the early stages and being monitored by the ADP Support Team to embed in 2024. 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. Small Grant Funding The Prevention and Early Intervention sub group supported investment in communities by awarding 12 local organisations with grants to deliver prevention activity. Seven of those grants were targeted to support people with lived experience of alcohol and or drugs problems, two were to support families affected by alcohol and or drugs, five were aimed at young people and all involved partnership working. WeAreWithYou The We Are With You (WAWY) commissioned work continues to deliver a wide range of outreach, training, support and services throughout Argyll and Bute. WAWY contribute to prevention, recovery, supporting those preparing, going through and coming out of residential rehabilitation accommodation, as well as the delivery of MAT services. This year saw the introduction of a further dedication online support option, giving added access to those with low levels of need and particularly accessible for more remote communities. The online workers provide interventions and support to lower-level cases in remote and rural areas for a pilot period. The online service provides live contact and uses secure video access, which complements the existing face to face support already delivered and national Webchat service. WAWY continued to offer a wide range of valued support. In Argyll and Bute, 5-10% (between 9 and 16 people) of their overall caseload has consistently engaged for over two years. Drug Death Reviews A review of the Drug Death Review Meetings was undertaken and a Page 86
Page 87
51 new pathway was developed to ensure governance and utilisation of existing structures, the review had identified existing good practise and areas requiring improvement. The new pathway will address some of the findings from the review and the review of the meetings terms of reference is underway in 2024. Drug Alerts and Harm Reduction A local multi-agency and multi-disciplinary group for Local Early Warning Systems has been developed for partnership communication of live drug harm issues. This group links with Public Health Scotland’s Rapid Action and Drug Alerts Response (RADAR) team to develop local processes for drug alerts. increased Naloxone supplies were purchased 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. 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. S3 Drama Productions Programmes The ADP continues to contribute funding to the S3 Drama programme “You Are Not Alone” which is delivered across seven secondary schools. Following the pandemic, performances for 2023 to 2024 returned to live school shows. The performances provide an opportunity for young people to engage in questions, understand support that is available and connect with other services. A group of stakeholders have been established to review the drama programme and identify how best to move forward so it remains relevant and complements Planet Youth and other educational initiatives. The group decided to move the production from S3 to S2 pupils as the schools have feedback the issues raised in the drama are being experienced by the younger people. Alcohol Licencing The Licencing Board has discussions how to produce an over-provision statement in Argyll and Bute to place further guidance and limits on access to alcohol off-sale and on-sale premises. Engagement with stakeholders will take place over 2024. Alcohol Brief Interventions Recordings of Alcohol Brief Interventions (ABIs) have increased in Argyll and Bute over recent months following progress to improve data collection in Argyll and Bute. Data is now being collected from the wider settings, including Community Link Workers, Midwives, Physiotherapists, Occupational Health, District Nurses, Mental Health Nurses, Dietetics and Speech and Language. A total of 101 ABIs were recorded in quarter 3 of 2023/24. Health Improvement bank staff were also trained to deliver ABI training to increase training provision. Developing Recovery Communities The Scottish Recovery Consortium (SRC) supported Argyll and Bute communities develop recovery hubs. In addition to their national offer, the ADP commissioned SRC to further develop the recovery communities in Argyll and Bute by offering a suite of training. SRC will Page 87
Page 88
52 continue to deliver a suite of training in ROSC and rights based recovery into 2024 to 2025. Following the delivery of a SRC training course in Campbeltown, the community identified the desire to celebrate recovery and held a local Recovery Walk. The event was supported with a small amount of funding from the ADP which enabled organisers to hold a Recovery Walk and a wide range of activities including cold water swimming, a remembrance ceremony at the beach and a party. The day was very well attended, with around 20 locals joining in as well as attracting attendance from outwith the local area. Recovery Communities Grants £86,244 was provided in grants to further develop ROSC, including recovery hubs and lived experience panels throughout Argyll and Bute, including islands. The ADP invited bids to the maximum of £15K to develop lived experience forums and involving people affected by alcohol and drugs in the planning, development and delivery of services to deliver shared outcomes. The grant specification included development of networks and Community Groups to support people affected by alcohol and drugs and applying the principles of Rights, Respect and Recovery. Residential Rehabilitation For the period of 2023 to 2024, 12 placements for drugs and alcohol were funded by the multi-agency and multi-disciplinary Residential Rehab Steering Group totalling £80K. One of these placements was direct from prison to residential rehabilitation. Pre, during and post residential rehab support was offered by WAWY and the individuals’ key workers remain in touch with the service throughout their recovery journey. Implement the revised approach to children and families. A review of the School Support Services was undertaken in the summer of 2023. This included questionnaires to young people and engagement with school staff and services, more detail of this engagement is within the Engagement section of this report. A new specification was developed which includes information for parents and working with existing services and school initiatives. The contract procurement processes took longer than expected and are ongoing. Initiate MAT standards. Progress towards MAT Standards 1 to 10 continued in 2023-2024. The MAT Standards Steering Group had oversight of this progress and fed into monthly reporting as well as the 2023-2024 annual reporting to Scottish Government. A range of working groups progressed the MAT standards. A multi agency MAT 8 Group has been established to take forward the requirements within this standard and is working towards their 2023 to 2025 action plan. A new MAT 7 group has been established to take forward developments in primary care. A survey was sent to GP practises as part of scoping drug and alcohol services in primary care. The MAT6 and10 group have produced draft guidance for Primary Care Mental Health Operating Procedures these services provide access to tier 1 and tier 2 psychological therapies. Page 88
Page 89
53 Remote and rural issues and sufficient resourcing to meet all the standards remains a challenge. The ADP attained the maximum score achievable for their Numerical and Experiential annual reports to Public Health Scotland for the year 2023 to 2024. Engagement activities taken place 2023/2024 The Argyll and Bute ADP MAT Standards Experiential Programme resulted in 46 interviews across Argyll and Bute from people with lived experience of services delivering Medically Assisted Treatment for substance use. Seven families and eight staff members from statutory and third sector services also engaged, and were offered to attend an in person, telephone or online interview or complete a questionnaire. The Scottish Drugs Forum was commissioned to undertake aspects of the experiential programme, allowing dedicated expertise and a marked improvement from the engagement in the previous year. Two case studies were also submitted as part of the reporting which involved engagement from people with lived and living experience utilising the Cowal Hub. Argyll and Bute ADP were scored 16/16, and awarded status Green for the experiential report. As part of the review of the ADP school support services, in the summer of 2023, prior to school summer holidays, 226 young people in secondary school responded to a survey, some of which was completed during class time. The young people’s survey together with feedback from school staff and services providers formed the review. Representatives from senior management in each secondary school and third sector service providers for each school engaged in semi structured interviews. Additionally, several meetings were held with school staff who held a remit of wellbeing. A review of the Drug Related Death Meetings was undertaken. This included conducting semi structured interviews with five members of the group and reviewing the reporting process to ensure alignment with existing NHS processes. The ADP ROSC sub group became established which will be a further avenue for engagement with people with lived experience of alcohol and/or drugs. Two people with lived experience are members of the ADP Committee and provide a conduit between the community and the ADP. Page 89
Page 90
54 Allied Health Professionals (AHP) Priorities Year 2 Progress Update Agree service specifications for all AHP Services and roll-out Job planning within teams. Service templates drafted. Work planning tool (previously known as Job Planning) developed by colleague Associate Director for AHP’s in north. This includes a staff wellbeing tool and will be rolled out across all staff in the next year. Address long waits-all over 52 weeks become priority 1. Establish rigorous triage in all AHP teams. ACRT and PIR rolling out across services with reduction in long and unnecessary waits. Piloting of musculoskeletal triage App underway. Still some long waits in Occupational Therapy and Speech and Language Therapy for lower priority referrals. Aim to have all practices offering First Contact physio (FCP) Either offering FCP, remote advice or have use of the PHIO App. Muscle and Joint Pain - Circle Integrated Care (circlehealthgroup.co.uk) Funding not available to fully roll-out to all practices. Build in capacity for universal and targeted intervention with groups e.g. Aging adults, nursery children – whole population approaches to healthy living. New post created to support multi-disciplinary early intervention in children & young people services. Living Well programme being implemented offering tier 1 community rehab and tier 2 wellbeing programme. Delivery of actions e.g. Guest lecturing, increase in student placement offers, progress of therapy apprenticeships. All services currently offering increased number of placement offers. Not all taken up and this is being monitored by our Practice Education Leads. Therapy apprenticeship schemes being discussed at national level. Continue to develop standard tools and process for establishment setting ready for cycle three. Agree establishments for A&B teams. Unable to progress until agreement of Health & Care Staffing programme board that AHP’s will carry out cycles. Consider light-touch yearly cycles if not formally agreed. Develop a dashboard for visible demand and activity data for AHP teams. This has progressed well. AHP dashboard in place and reporting into IPMF. Detailed work required to develop higher level of data quality and standardisation of ECLIPSE. All AHP staff to do Health Behaviour Change training and review the professions offer to prevention. A small number have attended training, training has been offered but limited by system pressures. Review of recruitment within AHP professions and enhance skill set opportunities g. Increase number of advanced practice roles, therapy assistant support to qualify as an AHP. Unable to progress therapy assistant work-based apprenticeships as sitting at national level. Early Intervention Advanced Practice role developed in year. Engagement activities taken place 2023/2024 FCP user feedback survey demonstrated high levels of user satisfaction Co-production engagement events around Living Well programme Page 90
Page 91
55 Carers Priorities Year 2 Progress Update We will work with educational, cultural and leisure organisations to improve access for Carers to programmes and establishments across Argyll and Bute and beyond. Carried into next year In collaboration with Carers, develop a plan to ensure that feedback and input from Carers are included in all appropriate planning and decision making and within the Carers’ participation and engagement statement. Carer’s strategy now completed through collaboration and feedback from Carers. Review of the current Eligibility Criteria for Adults and Young People. Carried to next year There will be a learning and development plan to support implementation and knowledge of the Carers (Scotland) Act. Educational input and training available on LEON. We will increase Communication and engagement; ensuring carer’s voices are heard. Produce an Engagement framework. Carer’s strategy completed. 4 Carer focus groups identified to support HSCP learning. Continued growth in the number of Carers being supported Review and update of our Caring together strategic plan. Carers Strategy drafted, reviewed, and finalised. Action plan now in place for the next three years. Engagement activities taken place 2023/2024 333 Carers provided information during the Carers Strategy Consultation which enabled the strategy to be completed. 198 Carers responded to an on-line questionnaire. 6 in- person events were held with the support of Carer Centres across A&B. Page 91
Page 92
56 Prevention Programme Priorities Year 2 Progress Update Continue Health Behaviour Training and consider workforce development of prevention /public health agenda. Training has been offered across the HSCP Tier 1 & 2 model will be implemented in the next year with a competency framework for new staff in terms of training. A wider communication and engagement strategy will be required to educate on the service and how to access. Continue work outlined in three tiers Tier 1 (Community rehab) & 2(wellbeing programme) model established and ready for implementation. Develop sustainable business model alongside service implementation Community Assets – workplan under development Communication & engagement plan developed and rolled-out. Changed to Co-production of Community assets (Strand 2 of programme) Planned now we are ready to implement Community assets (tier 3) group established with clear plans and links to Community Planning Partnership. Collate ideas to increase prevention and early intervention in preparation for National Care Service roll-out. Ongoing as part of Living Well programme, broaden to acknowledge all aspects of prevention work underway in the HSCP Engagement activities taken place 2023/2024 Co-production event and training Updates to LPG’s and Living Well networks Page 92
Page 93
57 Digital Health Care Strategy Priorities Year 2 Progress Update Progress the National Care Service Implementation programme once primary legislation is in place from June 2022. Implement when defined single integrated digital services for health and social care staff as part of new Community Health and Social Care Boards. Awaiting an update Nationally as to the implementation of a National Care Service. The HSCP continues to engage nationally in forums and looks forward to further plans. Implement once for Scotland T&Cs service facilitating blended/remote working for our staff and aiding recruitment and retention. A suite if flexible working Once for Scotland’ policies were launched in November 2023 covering. Flexible Work Location, Flexible Work Pattern, Retirement Career Break, Special Leave, Maternity, New Parent Support, Shared Maternity and Shared Adoption Parental Leave, Breastfeeding, Adoption, Fostering and Kinship. Parent support was also updated to reflect the recent statutory changes to paternity leave. The council family leave policies have also been updated to reflect the recent statutory changes to paternity leave. The council’s hybrid working policy was launched in November 2022 We have a well developed and mature remote IT working solution across the HSCP and NHSH. Complete the digital modernisation transformation projects within our records and appointment services within the NHS and social care. Work towards phase 2 of Eclipse project commencing in progress. Contribute towards the achievement of net zero carbon emissions across HSCP services, working in partnership with Argyll & Bute Council and NHS Highland. NHS Scotland are actively developing a national strategy to move greater number of IT systems to hosted cloud services. NHSH will also be moving more services to a data centre. A new project has been establish for 2024/25 which will target the development of key areas with regards to Fleet and Zero Net Carbon Emissions: • Transformation • Estates & Infrastructure • HR savings • Commissioning • Finance • Performance • Digital 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”. The HSCP digital transformation is an ongoing process to support and enhance delivery of services that will Improve productivity and reduce the burden of work on staff. Skills development across HSCP will continues to maximise the operational business benefits of new productivity tools that are included in MS365. Join up our HSCP teams by improving NHS systems and Council systems for easier data sharing. Enhance communication and collaboration using Microsoft Teams federation. Federation phase 1 is complete. Providing improving communication across the HSCP and other public services. In the form of instance messaging, audio and video calling. 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. Work is ongoing with Skyports, who are doing more test flights to support the Civil Aviation Authority framework for further flying in Argyll and Bute. There is an exciting pilot planned for late July 2024 where the Regulatory Pioneering Fund is funding flights of medial goods, including pharmacy from Islay to Jura which could support Out of hours care. Page 93
Page 94
58 Engagement activities taken place 2023/2024 Review & Modernisation of Transformation Board 2024/25 Eclipse Staff Forum- Phase 1 Ongoing review and management of Eclipse via Change Control Group with wide service presentation and service leads across health and social care Extensive engagement with Community Health Team regarding feedback to OLM Phase 2 Discovery Report and local process mapping including new form development. Page 94
Page 95
59 Technology Enabled Care (TEC) Priorities Year 2 Progress Update Expand digital solution across Argyll and Bute. We are currently sitting at 46% of all Telecare clients in receipt of a digitally capable Telecare device. This is on track to be complete by December 2025 Continue to promote digital care across the HSCP ensuring no digital exclusion in Argyll & Bute. Information sessions on the TEC offering continue to be held both virtually and in person across Argyll and Bute. The Connect Me platform has a range of methods for people to upload their results, ensuring no digital exclusion. Ensure TEC is a core service embedded in all aspects of delivery of care. We have worked hard to ensure that TEC features within all core strategies e.g. Care at Home, Islands Strategy, Women’s Health and that TEC is considered routinely in all hospital discharges. 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. Information sessions on the TEC offering continue to be held both virtually and in person across Argyll and Bute to all HSCP colleagues. TEC team representation at key locality meetings to build working relationships with key departments. 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. The number of people attending Near Me clinics has increased alongside the number of clinics being available for Near Me. Refresher training has been offered to all staff currently signed up on Near Me. Engagement activities taken place 2023/2024 Kintyre Show Living Well Network Buddi roadshows in Oban, Campbeltown, Inveraray and Helensburgh TEC awareness sessions in each locality, both in-person and virtually Telecare awareness session to ACHA sheltered accommodation residents in the west of Argyll Page 95
Page 96
60 Corporate Services Priorities Year 2 Progress Update Progress the National Care Service Implementation programme once primary legislation is approved. Support when defined single integrated corporate services for health and social care staff as part of new Community Health and Social Care Boards. Awaiting an update Nationally as to the implementation of a National Care Service. The HSCP continues to engage nationally in forums and looks forward to further plans. Implement once for Scotland T&Cs service facilitating blended/remote working for our staff and aiding recruitment and retention. A suite if flexible working Once for Scotland’ policies were launched in November 2023 covering. Flexible Work Location, Flexible Work Pattern, Retirement Career Break, Special Leave, Maternity, New Parent Support, Shared Maternity and Shared Adoption Parental Leave, Breastfeeding, Adoption, Fostering and Kinship. Parent support was also updated to reflect the recent statutory changes to paternity leave. The council family leave policies have also been updated to reflect the recent statutory changes to paternity leave. The council’s hybrid working policy was launched in November 2022 We have a well developed and mature remote IT working solution across the HSCP and NHSH. Progress the achievement of net zero carbon emissions across NHS commercial fleet, working in partnership with Argyll & Bute Council and NHS Highland. A new project has been establish for 2024/25 which will target the development of key areas with regards to Fleet and Zero Net Carbon Emissions: Transformation Estates & Infrastructure HR savings Commissioning Finance Performance Digital 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. The progress of the Medical records centralisation project has seen the HSCP benefit from less locality based administration to centralised booking, appointing and management of patient pathways. Further improvements to the TrackCare system would allow this work to develop further. Implement the new ECLIPSE IT system and increase the number of health staff using the single health and social care IT system. Phase 1 Eclipse project Implemented- June 2023, work ongoing to finalise partnership agreement with OLM for Phase 2 which will focus on the development of the four community health teams; 1. Community Nursing 2. Allied Health Professionals 3. Child Health 4. Community Mental Health A Change Control Group has been established to support the embedding and local change to support Phase 1 post go-live. Join up our HSCP teams by improving NHS systems and Council systems for easier data sharing. Enhance communication and collaboration using Microsoft Teams federation. Federation phase 1 is complete. Providing improving communication across the HSCP and other public services. In the form of instance messaging, audio and video calling. Complete the final phase of our “Drone service” beta Work is ongoing with Skyports, who are doing more test flights Page 96
Page 97
61 service for clinical logistics in the West of Argyll leading national innovation in the Scottish Health service. to support the Civil Aviation Authority framework for further flying in Argyll and Bute. There is an exciting pilot planned for late July 2024 where the Regulatory Pioneering Fund is funding flights of medial goods, including pharmacy from Islay to Jura which could support Out of hours care. Engagement activities taken place 2023/2024 Review & Modernisation of Transformation Board 2024/25 Eclipse Staff Forum- Phase 1 Ongoing review and management of Eclipse via Change Control Group with wide service presentation and service leads across health and social care Extensive engagement with Community Health Team regarding feedback to OLM Phase 2 Discovery Report and local process mapping including new form development. Page 97
Page 98
62 Appendix 2 Health & Wellbeing Outcome Indicators (HWBOI’s) & Ministerial Steering Group Indicators (MSG) The National Health and Wellbeing Outcome Indicators continue to provide a performance framework for the planning and delivery of health and social care services. These indicators, alongside the Ministerial Steering Group Integration Indicators, focus on the experiences and quality of services for people using those services, carers and their families. Currently there are 20 indicators of National Health and Wellbeing Outcomes (NHWBO), and 6 MSG Integrations indicators. These form the basis of the reporting requirement for Health and Social Care Partnerships across Scotland The data used for both the HWBOI’s and MSG is the most recent for 2023/24 (or latest available) and is split to identify the outcome and performance indicators within the dataset. Latest overall performance noted below. 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. Page 98
Page 99
63 HWBOI – Outcomes - Benchmarking HWBOI- Performance Data Data notes 55.5% (5 of 9) HWBOI Performance measures reporting as above the national Scotland Rate. *Indicators 12, 13, 14, 15, 16, 18 Calendar year 2023 is used here as a proxy for 2023/24 due to the national data for 2023/24 being incomplete. This is in line with guidance issued by Public Health Scotland which was communicated to all Health and Social Care Partnerships. Using more complete calendar year data for 2023 should improve the consistency of reporting between Health and Social Care Partnerships. Benchmarking performance against 7 comparator HSCPs is noted below. Page 99
Page 100
64 HWBOI- Performance Data – Benchmarking Ministerial Steering Group Indicators MSG Indicators data notes that all MSG measures have increased in the last reporting year. Activity around Emergency Admissions, Unplanned Bed Days, A&E attendances and Delayed Discharge Bed Days all noted performance exceeding pre –Covid levels. This highlights the necessity to consider approaches to alleviate systems pressures around Urgent and Unscheduled Care and expedite hospital flow. Page 100
Page 101
1 Community Services Committee Date of Report: 12 December 2024 Title of Report: Health & Social Care Partnership - Performance Report – FQ1 2024/25 (Apr – June) Presented by: tbc The committee is asked to: • Acknowledge performance for FQ1 2024/25 (April - June) • Acknowledge performance update on the National Health & Wellbeing Outcomes and Ministerial Steering Group Integration Indicators (Appendix 1) • Note Delayed Discharge Sitrep as of 01 July 2024 (Appendix 2) EXECUTIVE SUMMARY This report details performance for Financial Quarter (FQ)1 2024/25 (April – June), the performance outputs are taken from the Integrated Performance Management Framework (IPMF) Reporting Dashboard with the focus on twelve key service areas. Overall performance for FQ1 notes 42 of 84 measures reporting as on target (50%). The report details performance against each of the service areas and the 84 supporting Key Performance Indicators. Analysis of the KPI’s is supported by performance commentary from the Heads of Service and Service Leads. National Health & Wellbeing Indicators performance is included alongside latest performance from the National Delayed Discharge Sitrep. The use of the new performance Dashboard within SharePoint is designed to offer a more focussed approach to the access and analysis of data, offering scope for self-service. 2. RECOMENDATIONS • Acknowledge performance for FQ1 2024/25 (April - June) • Acknowledge performance update on the National Health & Wellbeing Outcomes and Ministerial Steering Group Integration Indicators (Appendix 1) • Note Delayed Discharge Sitrep as of 01 July 2024 (Appendix 2) 3. DETAIL OF REPORT The report details the HSCP (Health and Social Care Partnership) performance for FQ 1 2024/25 (April - June) highlighting key performance trends across the 84 KPIs (Key Performance Indicators). In addition, the report includes performance updates from Heads of Service and Service Leads across the twelve service areas. The latest performance against the National Health and Wellbeing Outcomes Indicators is reported (Appendix 1). Also included is the latest national update on Delayed Discharges (Appendix 2). Page 101 Agenda Item 7
Page 102
2 4. RELEVANT DATA & INDICATORS 4.1 FQ1 2024/25 (April - June) Performance Summary Overall performance for FQ1 notes that 84 KPI’s are scoring against target, with 42 (50%) reporting as on-track and 42 (50%) off-track. The KPI’s report performance against the target and include the target, actual and variance and is a mix of both quantitative and qualitative indicators. The use of the green, amber and red graphics within the Dashboard is used to give an overview of the HSCP’s total performance for each of the twelve services and 84 KPI’s. The use of only green and red for the KPI’s is used to focus delivery with regards to sustaining performance on or above target. 4.2 Analysis of Key Performance This analysis identifies performance across the 12 service reporting categories within the Integrated Performance Management Framework (IPMF) and performance commentary is provided by Heads of Service and Service Leads as part of their one-to-one sessions with analysts. 4.2.1 Children & Families Performance across 7 Key Performance Indicators (KPIs) for Children & Families & Justice shows 2 KPIs (29%) on track, with 5 KPIs (71%) reported as off track against the targets set in FQ1 24/25. Page 102
Page 103
3 Performance on or above target: • Child Protection Register with an allocated worker met the target of 100% • Child Health assessments started within 4 weeks of coming into care exceeded the target of 96% in FQ1 (100%) Performance below target & areas for improvement: • CAHMS referrals seen within 18 weeks of referral fell short of the target of 75% by 15% (Actual: 60%) • Universal Health Visiting Pathway fell short of the target of 75% by 14% (Actual: 61%) • Violence Against Women & Girls basic training failed to meet the target of 30 by 2 (Actual: 28) • Criminal Justice social work reports submitted on time failed to reach the target of 90% by 3% (Actual: 87%) • Child Protection Planning Meetings held within 28 days of referral failed to meet the target of 90% with Actual of 0% 4.2.2 Telecare and Digital Performance across 13 Key Performance Indicators (KPIs) for Strategic Planning, Performance & Technology Services shows 4 KPIs (31%) on track, with 9 KPIs (69%) reported as off track against the targets set for FQ1 24/25. It should be acknowledged that nationally waiting time breaches are measured against a zero target. Local targets have been set to monitor progress and improvements to reduce the number of patients on waiting lists across varied health specialties. Performance on or above target: • Significant progress has been made in the digitalisation of telecare equipment, now reaching 52%. • Implementation of Just Checking activity monitoring equipment has been successfully carried out in six homes during Q1. • Usage of digital blood pressure monitoring in Primary Care has seen a consistent rise, increasing from 36 to 40 users. • E-health service successfully resolved 100% of support requests this quarter. Performance below target & areas for improvement: • The number of new telecare clients reduced from 203 in Q4 to 198, narrowly missing the increased target of 200. • Consultations delivered via Near Me missed the target by 10 consultations, showing little growth over the last four quarters. • The number of telecare clients overdue for their annual review continues to increase, now at 63%. • Silvercloud referrals missed the target again, though referral rates remain stable compared to the decreases in previous quarters with 57 referrals this quarter. • Two FOI requests were not submitted within the statutory timescale, achieving only 93%. However, the total number of FOIs was 29, a higher-than-normal volume of requests. • Currently, 42% of telecare clients have enhanced packages, below the desired target. • Waiting Times for Cancer Appointments at 31 & 62 Days reports 1 against target of zero. • New Outpatient Waiting Times breaches over 12 weeks noted 51% against 46% target. • Outpatient Long waiting over 52 weeks noted3.7% against a 2.8% target Page 103
Page 104
4 4.2.3 Primary Care Performance across 10 Key Performance Indicators (KPIs) for Primary Care shows 6 KPIs (60%) on track, with 4 KPIs (40%) reported as off track against the targets set for FQ1 24/25. Performance on or above target: • 80% of children who received Fluoride Varnish treatment did not require be referred for further dental treatment. • 66% of eligible residents received their Spring Covid 19 booster. This is 3% higher than the national average. • HSPC run practices met their target of 14 by recording on 7 instances practices had to operate under contingency measures. • No GP practices were returned to HSCP Control during Q1 • GP practices remained at level zero during Q1 resulting in no reduction in services provided. • Primary Care Out-of-Hours Services covered 62% of all recorded out of hour consultations during Q1 exceeding their 45% target. Performance below target & areas for improvement: • The Oral Health Improvement Team only managed to deliver 95% of their planned activity. • HSCP Dental services only utilised 52% of clinic appointments missing their 90% target. • 4.7% of consultations by GPs and other HSCW within the primary care setting were done digitally, narrowly missing the 5% target. • 93% of children at 12 months of age received their 6 in 1 vaccination missing the 95% national target (data for this indicator is 1 quarter behind due to availability of statistics) 4.2.4 Public Health Performance across 5 Key Performance Indicators (KPIs) for Public Health shows 4 KPIs (80%) on track, with 1 KPI (20%) below the rolling target against the targets set for FQ1 24/25 Performance on or above target: • Increase the monthly number of quit dates set, supported by NHS smoking cessation advisors or jointly through shared care with pharmacy, by people in the most deprived 40% areas in Argyll. Performance this quarter was slightly above target, achieving 11 quit dates set against a target of 10. • Increase the number of engagement activities delivered in communities and supported through Living Well Networks. Performance was slightly above target, with an actual of 23 against a target of 20. • Increase the number of referrals to community link workers supported by “We Are with You”. Performance exceeded itself this quarter by achieving approximately 49% above the target, with an actual performance of 150 against a target of 101. • Number of instances working with Scottish Government or National Agencies on National Strategy and Policy Development. This is a new measure for 24/25 with a target initially set as 1. We surpassed expectations with 11 instances of working with Scottish Government or National Agencies on National Strategy and Policy development. Page 104
Page 105
5 Performance below target & areas for improvement: • Increase the number of people in Argyll and Bute attending training in the following areas, Money Counts, Behaviour Change, Mental Health and Suicide Prevention. The rolling target from 23/24 continues into 24/25, with the expectation of 17 additional clients each quarter. We fell marginally short, with an actual of 83 against a target of 85, approximately 2.35% below the target. 4.2.5 Finance Performance across 6 Key Performance Indicators (KPIs) for Finance shows 3 KPIs (50%) on track, with 3 KPIs (50%) reported as off track against the targets set for FQ1 24/25. Performance on or above target: • GP prescribing expenditure with actual spend being 1% lower than target. • Older People External Residential actual spend being 18% below target. • Older People Homecare actual spend being 2% below target. Performance below target & areas for improvement: • Cost of Hospital Delayed Discharges actual spend being 29% above target. • Staffing expenditure with actual spend (11%) being 1% above target. • Older People Internal Residential actual spend being 21% above target. 4.2.6 Carers Performance across 4 Key Performance Indicators (KPIs) for Carers Services shows 4 KPIs (100%) on track, against the targets set for FQ1 24/25. Performance on or above target: • Adult Carer Support Plans continues to be on target, with 137 completed against target of 133 • Young Carer Statements completed continues to be above target, with 26 completed in FQ1. • The number of Unpaid Carers Supported across A&B’s Carers Centres was reported at 3296 for FQ1 and continues to exceed the target of 3000. • The ACSP reviews completed now include welfare contacts and these continue to be above target of 700, with 913 completed in FQ1. Performance below target & areas for improvement: N/A 4.2.7 Allied Health Professionals Performance across 7 Key Performance Indicators (KPIs) for Allied Health Professionals shows 4 KPIs (57%) on track, with 3 KPIs (43%) reported as off track against the targets set for FQ1 24/25. It should be acknowledged that nationally waiting time breaches are measured against a zero target. Page 105
Page 106
6 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 down significantly this quarter to 1118 (-9%) and meeting target of 1120. • AHP Outpatient Completed Waits are now on target this quarter with 977 reported against the 945 target. • Community Patient Discharges continue increasing this quarter to 1878, against the target of 1672. • The percentage of New versus Return Outpatient Physio AHP Referrals remains above the 30% target, with 31% noted in FQ1. Performance below target & areas for improvement: • Outpatients waiting over 12 weeks for AHP services have increased this quarter – these had been decreasing over recent quarters, with FQ1 reporting 552 against a target of 500. • The AHP Priority 1&2 referrals breaching > 4 weeks in FQ1 reported 58 against a target of 48. • Community Patient Referrals breaching over 12 weeks have been increasing quarter on quarter, with FQ1 reporting 558 against a target of 400. 4.2.8 Delayed Discharges Performance across 6 Key Performance Indicators (KPIs) for Delayed Discharges shows 1 KPI (17%) on track, with 5 KPIs (83%) reported as off track against the targets set for FQ1 24/25. For FY 2024/25 Delayed Discharges KPIs, we are using a count at the end of quarter census point instead of full month data. Cleansing of data at the census point is improving the accuracy of the delay codes recorded, and this also aligns better with national reporting. It should be acknowledged nationally, Delayed Discharges are measured against a zero target. Local targets have been set to monitor progress and improvements to reduce the number of patients showing as a Delayed Discharge. Performance on or above target: • Reduce the Number of people delayed in hospital with AWI code at Monthly Census Point. Performance was above target having achieved actual of 4 against a target of 6. We set the target based on the average over the last four quarters of 23/24, where the actual ranged between 3 and 9. In this quarter, the number of people delayed with AWI code increased from 4 in April to 7 in May, then returned to 4 in June. Performance below target & areas for improvement: • The number of overall people delayed in hospital at Monthly Census Point as at the end of Q1 was 39, compared to a target of 31. The target was set based on the average over the last four quarters of 23/24, where client numbers ranged between 29 and 34. Notably, Page 106
Page 107
7 there has been an increase this quarter, especially in May and June, with client numbers rising to 41 and 39 respectively, up from 32 in April. • At the end of Q1 census point, the overall length of stay in a hospital (Delayed Discharge Bed Days) at Monthly Census Point was 820, exceeding the target of 634. The target was set based on the average bed days over the past four quarters of 23/24, which ranged from 598 to 695. This quarter saw an 18% increase in bed days between May and June (694 to 820) reflecting the rise in client numbers during the same period. • The number of people delayed awaiting a Care Home Placement was 8, representing 21% of census clients, compared to a target of 4. The target was set based on the average from the previous four quarters of 23/24, which ranged from 0-5. In March 24, we reported zero people delayed awaiting place availability, which is unusual and may suggest a recording issue. This quarter delays were consistently 5 in both April and May, increasing to 8 in June. • At the end of Q1, the number of people delayed in hospital awaiting care at home availability was 16, representing 31% of census clients, compared to a target of 12. The target was based on the average of the last four quarters of 23/24, which ranged from 8 to 14. May reported the highest number of delays at 18, 38% increase from April, before decreasing by 12.5% to 12 in June. • At the end of Q1, the number of people delayed in hospital awaiting assessment (Codes 11A and 11B) was 13, which is 33% of census clients, against a target of 10. The target was based on the average from the previous four quarters of 23/24, which ranged 9 to 11. This quarter, the reported increase was from 9 in April to 18 in May before reducing to 13 in June. 4.2.9 Adult Social Care Performance across 4 Key Performance Indicators (KPIs) for Adult Social Care shows 3 KPIs (75%) on track, with 1 KPI (25%) reported as off track against the targets set for FQ1 24/25. Performance on or above target: • The number of Unplanned Admissions to A&B hospitals directly from a care home in FQ1 was reported at 36, exactly on target. • FQ1 Performance on increasing the occupancy rates across A&B Care Homes was above target, achieving 96% occupancy against a target of 95%. This KPI is now measured against available places (previously all empty beds). • The FQ1 performance looking to reduce the value of assessed unmet need for care at home was £11,409.72, which is 12% below the target of £12,991.74. Target is set as previous quarter’s value. Performance below target & areas for improvement: • Performance in FQ1 for increasing the % of Older People who had their homecare monitoring review completed within 6 months was 31% against a target of 49%. This KPI was briefly above target in FQ3 2023/24 but has otherwise remained below target across the previous year. Page 107
Page 108
8 4.2.10 Community Hospitals Performance across 5 Key Performance Indicators (KPIs) for Community Hospitals shows 2 KPIs (40%) on track, with 3 KPIs (60%) reported as off track against the targets set for FQ1 24/25. Performance on or above target: • FQ1 A&E Attendances in A&B Community Hospitals meeting the 4 hrs wait target reported 97% performance which is 2% above 95% target. This measure was above target throughout the previous reporting year. • Maintaining A&B Community Hospitals Bed Occupancy Rates reported below 80% target, with FQ1 actual noted as 73.6% occupancy. Performance below target & areas for improvement: • Reduce the rate of unplanned admission to Community Hospitals for 65+ population. The FQ1 total of 467 admissions is 3% off track and above the target of 452. • Reduce the average Length of Stay for inpatients in A&B Community Hospitals. Performance for FQ1 was 8.7 days average across the whole quarter, against a target of 7.8 days. • Reduce the number of Falls being reported in a Community Hospital setting in A&B. This KPI remains above target for the second quarter, with FQ1 at 63 falls against a target of 54. 4.2.11 Adults with Long Term Conditions / Adult Support & Protection / Alcohol Drugs Partnership Performance across 8 Key Performance Indicators (KPIs) for Adults with Long Term Conditions/ ASP/ADP shows 3 KPIs (38%) on track, with 5 KPIs (62%) reported as off track against the targets set for FQ1 24/25. It should be acknowledged that nationally waiting time breaches for New Mental Health Outpatients (12 weeks) and Psychological Therapy (18 Weeks) are measured against a zero target. Local targets have been set to monitor progress and improvements to reduce the number of patients on waiting lists across varied health specialties Performance on or above target: • 12 Adults reported on the dynamic support register with a category red or amber status • 383 Adults are waiting for a Mental Health outpatient service achieving the target of 390 or less. • 164 Adults are waiting for a psychological therapy service achieving the target of 175 or fewer Performance below target & areas for improvement: • 7% of 18-64 people with a Learning Disability were reported as overdue an Adult Review against 3% target • 56% of Adult Support and Protection 'duty to inquire' procedures were completed within the 5 working day target. • 65% of Adult Support and Protection inquiries requiring investigative powers were completed within the 15 working day target. Page 108
Page 109
9 • 70% of Case Conferences began within 20 days of referral or within 12 weeks of the initial conference for review. • 80% of individuals referred to Alcohol and Drug treatment services were seen within the target waiting period. 4.2.12 Rural General Hospitals (Lorn & Island Hospital) Performance across 9 Key Performance Indicators (KPIs) for Rural General Hospitals (LIH) shows 6 KPIs (67%) on track, with 3 KPIs (33%) reported as off track against the targets set for FQ1 24/25. Performance on or above target: • Reduce the rate of unplanned admissions to LIH 65+ population. For FQ1, the actual number of unplanned admissions was 341, with performance below the target by 4 (1.16%). The target set for this KPI was 345 based on average from 23/24. • Reduce the total number of unplanned bed days in LIH. The actual number of unplanned bed days reported was 3076, with 247 (7.43%) unplanned bed days below the target of 3323, based on the 23/24 average. • Reduce the Average Length of Stay for inpatients in LIH. FQ1 Performance noted we achieved an actual rate of 4.0. This was 0.8 better than the target of 4.8. • Maintain LIH Bed Occupancy Rates below 90% target. FQ1 performance noted an actual rate of 81.8%, bettering the target by 8.2%. • Reduce the number of LIH A&E Attendances that result in an unplanned admission. The FQ 1 performance for reducing unplanned admission from A&E attendances was 17.9 against a target of 19.2 and approximately 6.8% better than target. • Reduce the number of medication errors in LIH. Quarterly indicative target was set at no more than 6 per reporting period, 6 based on 23/24 average. In FQ 1 we achieved an actual of 3. Performance below target & areas for improvement: • Our FQ1 target is for 95% of A&E attendances to meet the 4-hour target. Actual FQ1 performance noted 93.8%, only 1.2% off the 95% target. • Reduce the number of falls being reported in a hospital setting in LIH. FQ1 target was to reduce reported falls to no more than 26 per quarter, however the actual recorded was 45. This indicates the number of falls was higher than expected. • Reduce number of instances of tissue viability in Lorn & Islands Hospital. The target was to reduce the number of tissue viability instances to no more than 9. However, FQ1 performance on actual instances was 16. 4.2.13 National Health & Wellbeing Outcome Indicators & Ministerial Steering Group Integration Indicators The National Health and Wellbeing Outcomes provide a strategic framework for the planning and delivery of health and social care services. This suite of outcomes serves to focus on improving the experiences and quality of services for people using those services, carers, and their families. These indicators form the basis of the annual reporting requirement for Health and Social Care Partnerships across Scotland. Page 109
Page 110
10 The national indicators will be updated and reported within A&B HSCP’s Integrated Performance Management Framework to provide the national performance position alongside the local service Key Performance Indicators suite. The latest data in relation to 26 HWBOI and MSG Indicators reports 50% on track, with 13 on track and 13 off track. An overview of A&B HSCP’s latest performance against the 26 measures is reported in Appendix 1. It should be noted that reporting periods vary across the suite of national indicator measures, with some measures reported quarterly affected by national reporting data lag. 5. CONTRIBUTION TO STRATEGIC PRIORITIES The monitoring and reporting against Key Performance Indicators using the Integrated Performance Management Framework and Dashboard ensures the HSCP is able to deliver against key strategic priorities. This in-turn is aligned with the Strategic Plan and key objectives. 6. GOVERNANCE IMPLICATIONS 6.1 Financial Impact Financial performance is evidenced within the IPMF Dashboard ensuring best value as well as evidencing the impact and performance against organisational budget savings. 6.2 Staff Governance Key performance indicators within the IPMF ensure that staff governance requirements continue to be progressed and developed include health and safety, wellbeing and new service redesign and working practices. 6.3 Care and Clinical Governance Clinical Governance and patient safety remain at the core of prioritised service delivery against the new IPMF Dashboard and National Health & Wellbeing Outcomes Indicators. The new governance structure supporting the IPMF ensures that the Clinical & Care Governance Committee remain central to performance improvement. The development of the IPMF is focussed on moving away from previous traditional styles of reporting to a fully collaborative approach with Head of Service and Service Lead commentary. 7. PROFESSIONAL ADVISORY Data used within the performance dashboard is fully accessible in SharePoint with data trends and forecasting are identified to give wider strategic context. This provides the HSCP professional Page 110
Page 111
11 advisors with self –service performance information to inform their role in maintaining professional standards and outcomes. 8. EQUALITY & DIVERSITY IMPLICATIONS The Integrated Performance Management Framework captures relevant indictors used to inform the HSCP E&D work. 8.1 PROTECTED CHARACTERISTICS Performance detailed within this report acknowledges the rights of the Child (UNCRC), Islands. Fairer Scotland, Socio-economic Duty, Equalities - protected characteristics. 9. GENERAL DATA PROTECTION PRINCIPLES COMPLIANCE Data use and sharing within this report and IPMF performance dashboard is covered within the Argyll and Bute Council & NHS Highland Data Sharing Agreement 10. RISK ASSESSMENT Risks and mitigations associated with performance data sources and reporting are managed and identified within the monthly Performance & Improvement Team- Work Plan. 10.1 STRATEGIC, OPERATIONAL OR CLIMATE RISK Performance reports are used by operational management to identify service delivery risk and to inform mitigation action accordingly. 11. PUBLIC & USER INVOLVEMENT & ENGAGEMENT Performance reporting is available for the public via Argyll and Bute Council and NHS Highland websites. The IPMF dashboard utilises SharePoint to support manager and staff access across the HSCP. 12. CONCLUSION The committee is asked to considerer and acknowledge FQ1 2024/25 (April - June) 2024 performance as detailed in the IPMF Dashboard 13. DIRECTIONS Directions required to Council, NHS Board or both. Directions to: tick No Directions required x Argyll & Bute Council NHS Highland Health Board Argyll & Bute Council and NHS Highland Health Board 14. PREVIOUS REVIEW OF THE REPORT Meeting Title of report Date Output (if relevant) Page 111
Page 112
12 REPORT AUTHOR AND CONTACT Author Name: Douglas Hunter- Senior Manager Performance & Improvement Email: douglas.hunter@argyll-bute.gov.uk Page 112
Page 113
13 Appendix 1 – HWBOI & MSG Integration Indicators. Core Suite of Integration Indicators Data notes 67% (6 of 9) HWBOI Outcomes measures reporting as above the national Scotland Rate. It is worth noting that performance will be influenced and vary in line with the total number of respondents participating in this voluntary survey. As such, caution should be noted with regards to previous comparison and trends Page 113
Page 114
14 HWBOI - Performance Data notes 55.5% (5 of 9) HWBOI Performance measures reporting as above the national Scotland Rate. *Indicators 12, 13, 14, 15, 16, 18 Calendar year 2023 is used here as a proxy for 2023/24 due to the national data for 2023/24 being incomplete. This is in line with guidance issued by Public Health Scotland which was communicated to all Health and Social Care Partnerships. Using more complete calendar year data for 2023 should improve the consistency of reporting between Health and Social Care Partnerships. Page 114
Page 115
15 Ministerial Steering Group Integration Indicators Data notes 25% (2of 8) MSG Indicators reporting as above the national Scotland rate. MSG Indicators data notes that all MSG measures have increased in the last reporting year. Activity around Emergency Admissions, Unplanned Bed Days, A&E attendances and Delayed Discharge Bed Days all noted performance exceeding pre –Covid levels. This highlights the necessity to consider approaches to alleviate systems pressures around Urgent and Unscheduled Care and expedite hospital flow. Page 115
Page 116
16 Appendix 2 - Delayed Discharge Sitrep – 1st July 2024 Page 116
Page 117
1 ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 12 DECEMBER 2024 FURNACE PRIMARY SCHOOL – MOTHBALLING 1.0 EXECUTIVE SUMMARY 1.1 The purpose of this report is to update the Community Services Committee on the current situation of Furnace Primary School. The report proposes a number of measures under which the Education Service can monitor the position of the School over the forthcoming year. 2.0 RECOMMENDATIONS 2.1 It is recommended that the Community Services Committee agree that: 2.1.1 Furnace Primary School is mothballed on a temporary basis, and that the building be retained for one year on a care and maintenance basis. 2.1.2 Officers will conduct a review of the School’s mothballing ahead of the Committee’s December 2025 meeting, at which members can decide on a continued period of mothballing; or request that officers commence a preliminary exercise to examine the future options for Furnace Primary School. 2.1.3 The community shall have pre-arranged access to the building to promote any community functions during the period of mothballing. Page 117 Agenda Item 8
Page 118
2 ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 12 DECEMBER 2024 FURNACE PRIMARY SCHOOL - MOTHBALLING 3.0 INTRODUCTION 3.1 Furnace Primary 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 that took place in March 2022, facilitated by the Education Service. 3.2 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 had been attending 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, 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. 3.3 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 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) believe that it is in the best interest of their children to attend Inveraray Primary School. Accordingly, there are currently no children attending Furnace Primary School. 3.4 As members will recall, Minard Primary School formally closed with effect from 31st May 2024. 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 not currently projected to have, any Page 118
Page 119
3 material impact on the projected School roll for Furnace Primary School. Officers will continue to monitor the projected School roll over the forthcoming months. 4.0 RECOMMENDATIONS 4.1 It is recommended that the Community Services Committee agree that: 4.1.1 Furnace Primary School is mothballed on a temporary basis, and that the building be retained for one year on a care and maintenance basis. 4.1.2 Officers will conduct a review of the School’s mothballing ahead of the Committee’s December 2025 meeting, at which members can decide on a continued period of mothballing; or request that officers commence a preliminary exercise to examine the future options for Furnace Primary School. 4.1.3 The community shall have pre-arranged access to the building to promote any community functions during the period of mothballing. 5.0 DETAIL 5.1 The school roll at Furnace Primary School has been falling over a number of years. It declined rapidly over a short period of time from April - August 2022, due to families exercising parental choice and making placing requests to other primary schools. 5.2 Since April 2023, there have been no children attending Furnace Primary School. The pupils are enrolled in Furnace Primary School but attend Inveraray Primary School. Parental preference is for them to attend Inveraray Primary School. There were no new Primary 1 pupils registered to attend Furnace in session 2024- 25. 5.3 As all Furnace Primary School pupils have been attending Inveraray Primary School, relevant members of staff, such as the clerical staff, have been based at Inveraray Primary School since April 2023. The Principal Teacher returned in October 2024 and is based in Inveraray Primary School. A focus on supporting pupils from the Furnace Primary School catchment area is being prioritised. 5.4 The mothballing of a school is a temporary measure. It does not require a statutory consultation to be carried out as it is an informal non-statutory measure. It is appropriate where the Education Authority considers that a school is not presently viable, but do not wish to close 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. 5.5 The Scottish Government’s Statutory Guidance on the Schools (Consultation) (Scotland) Act 2010 stresses that this flexibility to close for a temporary period is not used to undermine the requirements of the 2010 Act to consult on all proposals. Mothballing is only appropriate for a temporary period, should be subject to at least and annual review and, in most cases, should last no more than three years in total. Page 119
Page 120
4 5.6 As Furnace Primary School pupils have been attending Inveraray Primary School since April 2023, and no new P1 pupils were enrolled for session 2024/25 at Furnace Primary School, it is recommended that the School is mothballed on a temporary basis for a period of one year. A review of the mothballing would thereafter be undertaken by officers and reported back to this Committee in December 2025 - at which point members can decide whether to continue to mothball the School, or begin the process of considering the preliminary requirements of the Schools (Consultation) (Scotland) Act 2010. 5.7 In particular, during any period of mothballing, officers would propose to review whether the recent closure of Minard Primary School, and realignment of its catchment area to Furnace Primary School, is likely to have any effect on the viability of Furnace Primary School’s projected school roll in the forthcoming years. 5.8 In the event of a sufficient number of school age pupils moving to live within the catchment area for Furnace Primary School and seeking to attend the School, or making placing requests to attend the School, the present situation is that the School may require to re-open at the next appropriate session if a sufficient level of demand can be demonstrated and if staff can be recruited. 6.0 CONCLUSION 6.1 It is proposed that Members agree to the temporary mothballing of Furnace Primary School until December 2025, at which point the Committee will receive a further report reviewing the mothballing and either inviting them to decide on a continued period of mothballing; or for the Education Service to begin gathering the necessary information to carry out the exercise of assessing the options for the future of Furnace Primary School, in accordance with the preliminary requirements of the Schools (Consultation) (Scotland) Act 2010. 7.0 IMPLICATIONS 7.1 Policy – None 7.2 Financial – If the mothballing of the School is agreed, there will be costs associated with the upkeep and maintenance of the School premises. 7.3 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 assess and ultimately determine the future of Furnace Primary School. 7.4 HR – None 7.5 Fairer Duty Scotland 7.5.1 Equalities 7.5.2 Socio-Economic Duty – None at present 7.5.3 Islands – None Page 120
Page 121
5 7.6 Risk – None at present 7.7 Customer Service – None at present 7.8 Climate Change – None 7.9 UNCRC – Under this legislation we are required to act in the best interests of the child. Given the age and stage of children and in line with Article 5 (parental guidance and a child’s evolving capacities) views of children have been given through their parents (Article 13). This has helped ensure that children are not unsettled by uncertainty around the school they should attend. Time has been provided to allow parents to reflect and discuss with their child. All children from Furnace Primary School were involved in the recruitment process of the Shared Head Teacher. Should there be any pre-consultation/statutory consultation in due course, pupils’ views will be sought with approach being agreed with parents. Priority has been given to maintaining the right to education (Article 28). Any reports in relation to the future of Furnace Primary School will be communicated to the pupils of Furnace and Inveraray Primary Schools by the Head Teacher, supported by parents in a child friendly way. Douglas Hendry - Executive Director with responsibility for Education Councillor Audrey Forrest - Policy Lead for Education For further information please contact: Jennifer Crocket Chief Education Officer/ Head of Education-Wellbeing, Inclusion and Achievement Jennifer.crocket@argyll-bute.gov.uk / 01546604288 Wendy Brownlie Head of Education: Performance and Improvement wendy.brownlie@argyll-bute.gov.uk / 01369707118 Rosie Mackay Education Manager rosie.mackay@argyll-bute.gov.uk / 01436567674 6th November 2024 Page 121
Page 122
This page is intentionally left blank
Page 123
ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 12 DECEMBER 2024 SCHOOL HOLIDAY DATES 2026-2029 1.0 EXECUTIVE SUMMARY 1.1 School holiday dates are required to be set every three years, and in August 2022 Community Services Committee agreed the school holiday dates for sessions 2023 – 2026. 1.2 The school holiday dates for pupils and in-service days for teachers across the Authority require to be set for the next three years – 2026/27, 2027/28 and 2028/29 1.3 To this end, a consultation on school holiday dates was carried out August 12th- October 4th 2024 with an aim to set the in-service days for teachers and the holiday dates for pupils across the Authority for 2026-2029. The consultation included parents/carers, pupils, staff and trade unions. The proposed dates are contained within Appendix 1. 1.4 It is recommended that the Community Services Committee agrees: • The school holiday dates for 2026-2029 contained within Appendix 1 Page 123 Agenda Item 9
Page 124
ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 12 DECEMBER 2024 SCHOOL HOLIDAY DATES 2026-2029 2.0 INTRODUCTION 2.1 A consultation on school holiday dates was carried out from 12th August – 4th October 2024 with an aim to set the in-service days for teachers and the holiday dates for pupils across the Authority for 2026-2029. The consultation included parents/carers, pupils, school staff and trade unions. The proposed dates are contained with Appendix 1. 3.0 RECOMMENDATIONS 3.1 It is recommended that the Community Services Committee agrees the school holiday dates for 2026-2029 contained within Appendix 1. 4.0 DETAIL 4.1 Under the Education (Scotland) Act 1980, local authorities have a general duty to provide education and are responsible for setting the dates for the school terms and holidays. Local authorities have the flexibility to determine school holidays and staff in-service days to take account for local circumstances. 4.2 Although the Education (Scotland) Act 1980 does not mandate consultation when setting school holiday dates, in practice many local authorities engage in consultation with school staff, pupils, parents/carers and trade unions. 4.3 School holiday dates are required to be agreed every three years. In August 2022 Community Services Committee agreed the school holiday dates for sessions 2023-2026 after a consultation with school staff, parents/carers and pupils. SCHOOL HOLIDAY DATES 2023-2026 v3.pdf (argyll-bute.gov.uk) 4.4 When consulting on the school holiday dates for 2026-2029 and in considering any changes to the previous pattern of school holidays the following points are to be taken into account: • 365 days from the start of one session to the start of the next session Page 124
Page 125
• 190 attendance days for pupils • 195 attendance days for staff • October break in the 42nd week • Spring break the first 2 weeks of April • The same school holidays for all schools across Argyll and Bute 4.5 A consultation on the school holiday dates for 2026-2029 was carried out with school staff, Parent Councils, Pupil Councils and Trade Unions from 12th August – 4th October 2024. 56.3% of responses agreed that the pattern of school holidays and teacher in-service days that have been in place for the previous three years should continue. 4.6 The majority of responses indicated a satisfaction with the current school holiday pattern and as such there are no major changes recommended to the holiday dates as consulted on. 4.7 43.8% of responses indicated that changes should be considered in relation to the pattern of school holidays and teacher in-service days. Feedback around session start/end dates, dates of December break and alternative holiday options was collated from responses provided. This information is contained in Appendix 2. 4.8 Having particular consideration for the complexities of rural locations, as also noted in the consultation feedback, the closure/opening dates for the December break in 2026 and 2027, as consulted on, have been moved by one day to allow for a slightly earlier close. The EIS agreed to these proposed changes. Dates identified in the school holiday date consultation Alternative dates December break 2026 Close Wed 23rd December Open Wed 6th January Close Tues 22nd December open Tues 5th January December break 2027 Close Thursday 23rd December Open Thursday 6th January close Wednesday 22nd December open Wednesday 5th January 4.8 After robust discussion at Joint Service Committee (JSC) on 31st October 2024 on the proposed school holiday dates, further collaboration with the Educational Institute of Scotland (EIS) trade union, representing over 800 Argyll and Bute teachers, was held. This positive and balanced discussion lead to a request by EIS to a change to the start of the 2026 school year. 4.9 This request is reflected in the proposed school holiday dates in Appendix 1 and was based on a requested change that pupils did not begin the 2026 school year on a Friday. It was noted by the EIS that a Friday return could cause challenges for pupils from islands to be able to attend school in person. The request by the EIS was to move the start of term by one day, this applied to staff in-service days and the school opening date. In order to maintain the required 190 days Page 125
Page 126
attendance for pupils and 195 days of staff attendance, one day needed to be added to the end of the session as reflected in the proposed dates below. Teacher in-service dates and school opening/closing 2026/2027 Dates identified in the school holiday date consultation Proposed dates Teacher In-service days Wednesday 12th and Thursday 13th August 2026 Teacher In-service days Thursday 13th August and Friday 14th August 2026 Schools Open Friday 14th August Schools Open Monday 17th August Schools close Thursday 1st July Schools close Friday 2nd July 4.9 More substantial changes to holiday dates, as captured within the consultation feedback, would require changing other periods of holidays. Therefore, being cognisant that the majority of consultation responses indicated a satisfaction with the pattern of school holiday dates from the previous three years, the recommendation is to keep the school holiday dates as consulted on with these minor changes to the start/end of session 2026/2027 and December break in 2026 and 2027. These proposed dates can be viewed in Appendix 1. 4.10 The outcome of the consultation was presented to representative Head Teachers and JSC for agreement prior to the submission to the Community Services Committee. The proposed school holiday dates for 2026-2029 are contained in Appendix 1. 4.11 JSC members and representative Head Teachers agreed that the proposed dates, as amended, and that they should be brought forward to Community Services Committee for approval. 4.12 A summary of the responses from the consultation are contained within Appendix 2. 5.0 CONCLUSION 5.1 In order for three years of school holiday dates to be published, school holiday dates for session 2026-2029 require to be agreed. 5.2 It is recommended that the Community Services Committee agrees: • The school holiday dates for 2026-2029 contained within Appendix 1 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 Page 126
Page 127
education 3 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 Fairer Scotland Duty: 6.5.1 Equalities - protected characteristics - none 6.5.2 Socio-economic Duty - none 6.5.3 Islands – particular issues around travel were taken into consideration in regards to our island schools within the scope of the majority response of the consultation. 6.6 Climate Change 6.7 Risk - Reputational risk to the Education Service if we do not set holiday dates for 2026-2029 6.8 Customer Service - School holiday arrangements for 2023/2026 will be made available to the public via the Council Website 6.9 The Rights of the Child (UNCRC) – The views of pupils were gathered and taken into consideration in line with Article 12 – I have the right to be listened to and taken seriously. Douglas Hendry - Executive Director with responsibility for Education Councillor Audrey Forrest - Policy Lead for Education November 2024 For further information contact: Wendy Brownlie, Head of Education – Performance and Improvement Wendy.Brownlie@argyll-bute.gov.uk Jennifer Crocket, Chief Education Officer/ Head of Education – Wellbeing, Inclusion and Achievement Jennifer.Crocket@agyll-bute.gov.uk Simone McAdam, Education Manager Simone.McAdam@argyll-bute.gov.uk APPENDICES Appendix 1 – School Holiday Dates 2026-2029 Appendix 2 – School Holiday Dates – Consultation Responses Page 127
Page 128
This page is intentionally left blank
Page 129
Appendix 1 - School Holiday Dates 2026-2029 PROPOSED SCHOOL HOLIDAYS – 2026/27 BREAK DATES OF ATTENDANCE Start of term Open Thursday 13th August & Friday 14th August 2026 Teacher In-service Days Open Monday 17th August 2026 Pupils Return October Close Friday 2nd October 2026 Open Monday 19th October 2026 November Close Friday 20th November 2026 Monday 23rd November 2026 - Teacher In-service Day Open Tuesday 24th November 2026 Christmas Close Tuesday 22nd December 2026 Open Tuesday 5th January 2027 February Close Friday 5th February 2027 Monday 15th February 2027 – Teacher In-service Day Open Tuesday 16th February 2027 Easter Close Thursday 25th March 2027 Open Tuesday 30th March 2027 Spring Break Close Friday 2nd April 2027 Open Monday 19th April 2027 May Close Thursday 27st May 2027 Friday 28th May 2027 – Teacher In-service Day Open Tuesday 1st June 2027 June Close Friday 2nd July 2027 Page 129
Page 130
PROPOSED SCHOOL HOLIDAYS – 2027/28 BREAK DATES OF ATTENDANCE Start of term Open Thursday 12th August & Friday 13th August 2027 Teacher In-service Days Open Monday 16th August 2027 Pupils Return October Close Friday 8th October 2027 Open Monday 25th October 2027 November Close Friday 19th November 2027 Monday 22nd November 2027 - Teacher In-service Day Open Tuesday 23rd November 2027 Christmas Close Wednesday 22nd December 2027 Open Wednesday 5th January 2028 February Close Friday 4th February 2028 Monday 14th February 2028 – Teacher In-service Day Open Tuesday 15th February 2028 Spring Break Close Friday 31st March 2028 Open Tuesday 18th April 2028 May Close Thursday 25th May 2028 Friday 26th May 2028 – Teacher In-service Day Open Tuesday 30th May 2028 June Close Thursday 29th June 2028 Page 130
Page 131
PROPOSED SCHOOL HOLIDAYS – 2028/29 BREAK DATES OF ATTENDANCE Start of term Open Friday 11th August & Monday 14th August 2028 Teacher In-service Days Open Tuesday 15th August 2028 Pupils Return October Close Friday 6th October 2028 Open Monday 23rd October 2028 November Close Friday 17th November 2028 Monday 20th November 2028 - Teacher In-service Day Open Tuesday 21st November 2028 Christmas Close Thursday 21st December 2028 Open Thursday 4th January 2029 February Close Friday 2nd February 2029 Monday 12th February 2029 – Teacher In-service Day Open Tuesday 13th February 2029 Spring Break Close Thursday 29th March 2029 Open Monday 16th April 2029 May Close Thursday 24th May 2029 Friday 25th May 2029 – Teacher In-service Day Open Tuesday 29th May 2029 June Close Friday 29th June 2029 Page 131
Page 132
This page is intentionally left blank
Page 133
1 Appendix 2 Argyll and Bute – Education Service School Holiday Dates 2026-2029 – Consultation Responses Overview The Education Service contacted schools, trade unions and parent councils1 to request views on the proposed school holiday dates for sessions 2026-27, 2027-29 and 2028-29. During the consultation period, schools were asked to arrange a time to consult with staff and the Pupil Council and submitted a collated response for each group. Parent Councils were asked to submit a response on behalf of the parent forum for their school. The consultation period covered 38 school days and ran from 12th August 2024 to 4th October 2024. Consultees were provided with the following points that need to be taken into consideration by the Council when setting school holidays: • 365 days from the start of one session to the start of the next session • 190 attendance days for pupils • 195 attendance days for staff • October break in the 42nd week • Spring break the first 2 weeks of April • The same school holidays across all Argyll and Bute schools 1 ‘Respondent groups’ cited within this overview report refers to Parent Councils, school staff, Pupil Councils and Trade Unions. Page 133
Page 134
2 Consultation Response Data There were 112 responses to the School Holiday Consultation, these represented collated views from school staff, Parent Councils, pupil councils and Trade Unions. All geographic areas of the Council were represented in the responses gathered. Views from island communities were also identified (percentages are based on the total number of respondents from islands). Islay Jura Seil Bute Coll Easdale Gigha Page 134
Page 135
3 Respondent groups were asked if they thought the pattern of holidays that have been in place for the last three years should continue. A significant number of responses, particularly those representing Parent Councils, indicated a satisfaction with the current holiday pattern and advocate for its continuation. A majority of responses (56.3%) agreed that this pattern of holidays should continue. The breakdown of responses by consultee group: Parent Council – 17 yes, 11 no Pupil Council - 15 yes, 12 no School Staff – 29 yes, 25 no Trade Union – 2 yes, 1 no Page 135
Page 136
4 Respondent groups, that answered ‘no’, they did not agree that the pattern of school holiday arrangements should continue, were asked to indicate which particular breaks they felt should be changed. Some school staff and Pupil Council responses suggested changes such as longer Christmas and summer breaks. Reasons for this included challenges with transport and family logistics during the festive season and aligning the start of the session with local events such as regional shows. Some respondent groups, in this ‘no’ category, indicated having shorter breaks in October and/or February could allow for the redistribution of holiday days to extend the December break or summer holiday. 43.9% indicated there should be a longer break in December, 21.1% indicated a shorter break in October and 17.5% indicated a shorter break in February. Page 136
Page 137
5 Additional feedback from consultation respondent groups fell into categories relating to; session start/end dates, December break and alternative holiday options. These responses are detailed below: Session start/end dates Respondents said: • We like that we finish the academic year in June. • Not starting the children back on a Friday or Monday. Friday doesn't give the children time to settle into school (especially children starting school) as it is the weekend after only one day so getting P1 children back into school on the Monday can be difficult without a few days run at it the week before. Also Monday start for young children is a very hard way to begin the school year, again for the young children starting P.1. It's a long and tiring week for them. Another point is working right on until 1st July. This does not reflect the majority of the other council areas who finish in June. July is very late to finish when we are back so early nowadays in August. • The inservice days in August seem to be examples of the three most unhelpful suggestions ever. I feel they should always be Monday/Tuesday or Tuesday/Wednesday allowing for a shorter in school week for pupils and a full break including a full weekend for staff • Summer starting on 1st July is too late. • Islay show is always on the second Thursday of August - avoid returning by then. • Islay, Jura and Colonsay Annual Agricultural show clashes with the inservice days in 2026 and 2027 . This will impact on staffing as the majority of people attend. • Reopening on a Friday after summer break seems illogical - consensus with parents is that due to travel logistics, children are more likely to be kept off school that day and families return home over the weekend. • Avoid children starting back on a Monday after summer holidays. • Add days to end of summer to accommodate Regional Shows, 2nd week in August • Working in July is disappointing. Could this not be reviewed. • longer summer break, 2026/27 - alter Friday return for children/young people in August 2026 (implications for islands/hostels) • reconsider Friday 11th August and Monday 14th August 2028 In-service Days as this breaks up two weeks for staff; Page 137
Page 138
6 December break Respondents said: • We would also prefer the December break to finish on a Friday and come back on a Monday. • Finishing on the 21st December. • Change Christmas so that there are two full weeks off, Mon - Fri, which gives 3 weekends rather than 2. • Close for Christmas one or two days earlier and return one or two days earlier afterwards. Closing on 23rd makes it very difficult for families to get away - we have two ferries to contend with in winter weather, and travelling on Christmas Eve is never recommended. As a result, children often don't attend the last day or two and teachers can not get away to visit family. • Some consideration given to the last day at December/Jan holiday being 23rd December. Many of our island staff visit family on the mainland via ferry or flight. This will cause disruption with many staff having to travel on Christmas eve. Staff suggestion to finish on Tues 22nd and return a day earlier. • Finish a few days earlier at Christmas. • Longer break in December/January. • closing on the 23rd December in 2026/27 and 2027/28 is too close to Christmas • alter Christmas Holidays in 2028/29 as Thursday 4th January 2029 is too early for return to work • Ensure terms end on Fridays and start back on Mondays as far as possible – especially after Christmas where proposal shows they’re due to start back on Wed/Thurs/Fri. Could take some days from the Feb half term (turning the half term into a long weekend) to enable this if necessary (e.g. when Christmas holiday has to start on a Thurs/Fri). Alternative holiday options Respondents said: • Spring break and Easter in 2026/27 should be together. Spring break should be earlier to accommodate this year's early Easter. • We would prefer the February holiday to be later in the month, to break up the term. • shorter break in October • Having only one week in October would eliminate the later finish in July and also reinstate the early September weekend and the May day holiday. Page 138
Page 139
7 • February break only 4 weeks after January start is too soon • Shorter break in February • Move the February break to be equidistant from Dec/Jan and April breaks. • Move Feb break to split the term more evenly. • Bring pupils back earlier from the Spring Break so they still only get the same number of days. • On years where extra days are needed to ensure schools don't start back on a Thurs/Fri, move days from Feb half term • Island-specific holidays need to be reinstated to an extent: our children are involved in the Jura Music Festival at the end of September, and are all really tired on the Monday afterwards. Please consider taking a day from the summer holiday (or elsewhere) and moving it to the last Monday in September. • September weekend, early May holiday and an earlier finish for Summer reinstated. • Some pupils suggest a longer summer and a shorter October break • Add extra days to the May long weekend and make a whole week Recommendation The feedback from the consultation highlights a majority view of respondent groups reporting a satisfaction with the current school holiday pattern. Further to this, the diverse views and feedback provided through the consultation was considered along with the points that must be taken into consideration when setting school holiday dates; • 365 days from the start of one session to the start of the next session • 190 attendance days for pupils • 195 attendance days for staff • October break in the 42nd week • Spring break the first 2 weeks of April • The same school holidays across all Argyll and Bute schools Page 139
Page 140
8 The variety of views represented within the consultation have been collected and analysed but making any significant changes to the suggested school holiday dates, as consulted on, would be inconsistent with the majority of respondents’ views of satisfaction with the current pattern of school holidays. The Education Service working in collaboration with the EIS union, which represents over 800 teachers across Argyll and Bute, agreed to some amendments to the school holiday dates as consulted on. The EIS proposed a small number of changes to teacher in-service dates and pupil holiday dates for session 2026/2027 these are detailed below. It was agreed that further changes to in- service and holiday dates were limited due to the way calendar dates fell on particular years and the specific requirements the Education Service needs to adhere to (as detailed above). Additionally, the Education Service had proposed changes to the December break in 2026 and 2027, recognising the views from our island communities regarding travel constraints at this time of year, which was agreed to by the EIS. The suggested changes proposed by the EIS are: 1. Change to the teacher in-service dates and school opening date for August 2026. This change was proposed by the EIS to address the fact that pupils would be returning to begin the school session on a Friday. It was noted that a Friday return makes travel challenging for those pupils travelling from islands. The EIS felt that it was important that the start date of the school session was not a barrier to pupils attending in person at school. In order to change to the start date of the school term it makes it necessary to add a day to the end of the school term to stay within the thresholds of 190 days of pupil attendance and 195 days of staff attendance. The EIS has noted that staff prefer to end a session in June but it was felt the balance of views of members was to have a change to the beginning of the term with the trade-off of a July 2nd closure date. The proposed changes are identified in yellow in the table below: Page 140
Page 141
9 Teacher in-service dates and school opening/closing 2026/2027 Dates identified in the school holiday date consultation Proposed dates Teacher in-service days Wednesday 12th and Thursday 13th August 2026 Teacher in-service days Thursday 13th August and Friday 14th August 2026 Schools open Friday 14th August Schools open Monday 17th August Schools close Thursday 1st July Schools close Friday 2nd July 2. Change to December break in 2026 and 2027. The EIS was in support of the proposed changes by the Education Service to the dates of the December break in 2026 and 2027, recognising the feedback from our island communities regarding travel at this time of year. There was a request by the EIS that schools did not return earlier than January 5th. The proposed changes are identified in yellow in the table below: Dates identified in the school holiday date consultation Proposed dates December break 2026 Close Wed 23rd December Open Wed 6th January Close Tues 22nd December open Tues 5th January December break 2027 Close Thursday 23rd December Open Thursday 6th January close Wednesday 22nd December open Wednesday 5th January S. McAdam November 2024 Page 141
Page 142
This page is intentionally left blank
Page 143
ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 12 DECEMBER 2024 EDUCATION PERFORMANCE DATA ANALYSIS 2023-24 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 2023-2024 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 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 2025. 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 2023-2024. 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 143 Agenda Item 10
Page 144
c) 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 the other years in this period, specifically 2020 and 2021, is limited. d) Notes that a further report will come to a future meeting of the Committee once final Insight data for session 2023-2024 is made available in the February 2025 Insight update. Page 144
Page 145
ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 12 DECEMBER 2024 EDUCATION PERFORMANCE DATA ANALYSIS 2023-2024 2.0 INTRODUCTION 2.1 In August 2024, the Council received notification of SQA awards for all pupils in Argyll and Bute entered for National Qualifications in session 2023/24. 2.2 The 2023/24 academic session was the third 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. 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 extreme caution should be applied in comparing 2024 attainment data to data from results produced between 2020 and 2023. 3.0 RECOMMENDATIONS It is recommended that the Community Services Committee: 3.1 Considers the information contained in this report. 3.2 Commends the hard work and commitment of pupils and staff in securing these levels of attainment and achievement and recognises the crucial role Page 145
Page 146
in such success played by parents and carers in partnership with our schools. 3.3 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 the other years in this period, specifically 2020 and 2021, is limited. 3.4 Notes that a further report will come to a future meeting of the Committee once final Insight data for session 2023-2024 is made available in the February 2025 Insight update. 4.0 PRESENTATIONS AND PASSES 4.1 Presentation rates measure the average volume of presentations per pupils across award types and stages. This is important contextualising information for pass rates. For example, pass rates could increase at the expense of presentations per pupils. 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 2020 799 3371 4.22 2021 738 3229 4.38 2022 783 3614 4.62 2023 771 3449 4.47 2024 830 3595 4.33 • The Nat 5 presentations per pupil rate has decreased slightly from a high in 2021/22, but remains above the presentation rate experienced in 2019/20. Page 146
Page 147
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 2020 612 633 1710 1.03 2.79 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 • The Nat 5 presentations per pupil rate has increased from a low in 2023, but remains below the presentation rate experienced in 2019/20. • The Higher presentation rate has fallen against the highs of 2022/23 and remains marginally below 19/20 figures. 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 2020 398 709 249 1.78 0.63 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 • The Higher presentations per pupil rate has fallen slightly from 2022/23, and remains below the presentation rate experienced in 2019/20. • The Advanced Higher presentation rate has increased against the figure of 2023 and remains marginally higher than 19/20 figures. Page 147
Page 148
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 2024. 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 2024. This can be accessed via the following link: August 2024 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 2025 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 2023- 2024 are outlined in the following table: Table 4 – A-C Awards 2024 – A&B/National – National 4, National 5, Higher, Advanced Higher 2023 - 2024 A&B Attainment A-C % (pre-appeal) National Attainment A-C % (pre-appeal) Difference A&B 23/24 to National A-C (pre-appeal) Nat 4 100% 84.47% +15.53% Nat 5 75.57% 77.24% -1.67% Higher 72.02% 74.87% -2.85% Adv H 76.43% 75.25% +1.18% 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 4 results are above the national pass rate by 15.53% points. • National 5 results are below the national pass rate by 1.67% points. • Higher results are below the national pass rate by 2.85% points. • Advanced Higher results are above the national pass rate by 1.18% points. 4.7 The pre-appeal A-D SQA attainment results for pupils in academic year 2023- 2024 are outlined in the following table: Page 148
Page 149
Table 5 – A-D Awards 2023 – A&B/National – National 5, Higher, Advanced Higher • National 5 results are above the national pass rate by 0.15% points. • Higher results are below the national pass rate by 0.16% points. • Advanced Higher results are above 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 2023. Figures for Argyll and Bute and Scotland are also provided for comparative purposes: 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. 2023 - 2024 A&B Attainment A-D % National Attainment A-D % Difference A&B 23/24 to National A-D Nat 5 89.15% 89.05% +0.15% Higher 89.32% 89.48% -0.16% Adv H 90.45% 89.85% +0.60% Page 149
Page 150
A-C by School Analysis: • All 10 secondary schools maintained their 100% pass rate for National 4, outperforming the national average. • Five of our secondary schools were equal to or above the 2024 A-C national average for National 5 (77.2%). • Three of our secondary schools were above the 2024 A-C national average for Higher (74.9%). • Five of our secondary schools were above the 2024 A-C national average for Advanced Higher (75.3%). One school did not present at this level. 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 • Six of our secondary schools were equal to or above the 2023 A-D national average for National 5 (89.1%). • Six of our secondary schools were above the 2023 A-D national average for Higher (89.5%). Page 150
Page 151
• Five of our secondary schools were above the 2023 A-D national average for Advanced Higher (89.9%). One school (Tiree HS) did not present at this level. Again, 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. 4.9 The following graphs detail 2024 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 has also been supplied: this comprises 2018 and 2019 as ‘pre-pandemic sessions’ 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 in Argyll and Bute, attainment at both grades A-C and grades A-D followed the national trend. Argyll and Bute performance for A-C is slightly below the national average, while A-D performance is slightly above the national average. In both cases, pass rates have fallen from highs in 2021/22 for both Argyll and Bute and Scotland. Page 151
Page 152
Figure 4 – Higher Pass Rates Trend • Argyll and Bute’s Higher level pass rates at both grades A-C and A-D in followed the national trend. Argyll and Bute performance for A-C passes has fallen below the national average, whilst the A-D pass rate remains in line with the national figure. Both measures had highs in 2021/22 at an authority and national level. Figure 5 - Advanced Higher Pass Rate Trend Page 152
Page 153
• Argyll and Bute’s Advanced Higher pass rates at both grades A-C and A- D followed the national trend. Both Argyll and Bute and Scotland have seen a fall in pass rate at Advanced Higher since 2021/22. Argyll and Bute’s A-C pass rate and A-D pass rates are both above the national figure. 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% of attainers, the middle 60% of attainers and the lowest 20% of attainers; 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, such data is here 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 Mathematics 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 . Page 153
Page 154
Figure 6 - 2024 Attainment in Literacy (cumulative attainment by the end of S6, based on original S4 roll) Summary: • In 2024, Literacy attainment at SCQF Level 4 decreased by 2.0% points to 92.5%, and the gap with the virtual comparator has also grown from 0.4% points to 2.3% points. Literacy at Level 4 remains above the 19/20 figure. • Literacy attainment at SCQF Level 5 fell marginally from 2023 by 1.6% points to 80.3%. The gap with the virtual comparator has increased in 2024 and is now 3.8% points, up from 2.3% points in 2023. • As part of Attainment Meetings with individual secondary Head Teachers, key steps are being discussed to improve Literacy attainment in 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 at frequent, regular intervals; o frameworks of supportive intervention for pupils achieving below their potential in Literacy; Page 154
Page 155
o and high-quality, learner-centred learning, teaching and assessment experiences in literacy across the curriculum continuing into the Senior Phase. Figure 7 2024 Attainment in Numeracy (cumulative attainment by the end of S6, based on original S4 roll) Summary: • In 2024, attainment in Numeracy at SCQF level 4 fell by 1.7% points from 2023. This extended the gap to the virtual comparator, which is now 6.2% points ahead compared to 4.0% points ahead in 2023. • Numeracy attainment at SCQF Level 5 improved by 0.7% points on 2023 performance. Similar increases were experienced nationally and within the virtual comparator, meaning that Argyll and Bute remains 3.4% points behind the virtual comparator. • As with Literacy, as part of Attainment Meetings with individual secondary Head Teachers, key steps are being discussed to improve Numeracy attainment in all secondary schools. Principal considerations relate to the same 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 Numeracy at frequent, regular intervals; Page 155
Page 156
o frameworks of supportive intervention for pupils achieving below their potential in Numeracy; o and high-quality, learner-centred Numeracy learning. teaching and assessment experiences across the curriculum continuing into the Senior Phase. 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 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. Table 7 - Average cumulative tariff points by the end of S6, based on original S4 roll – trend to 2024 Cohort Group 2020 2021 2022 2023 2024 Lowest 20% 158 130 159 152 139 Middle 60% 817 886 882 827 811 Higher 20% 1811 1924 1960 1885 1863 Table 8 - Average cumulative tariff points by the end of S6, based on original S4 roll 5-year trend 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 2020 158 148 138 817 843 830 1811 1892 1903 2021 130 156 137 886 942 905 1924 1969 1977 2022 159 188 154 882 961 913 1960 1952 1964 2023 152 167 142 827 885 853 1885 1927 1937 2024 139 160 136 811 870 841 1863 1932 1924 Summary: The tables above shows that in 2024: Page 156
Page 157
a. Argyll and Bute pupils in the lowest 20% of attainment performed slightly better than the national average, but marginally below the Virtual Comparator. b. Argyll and Bute pupils in the lowest 20% of attainment have outperformed the national figures in 4 of the last 5 years. c. Argyll and Bute pupils in the Middle 60% of attainment performed marginally below the national average and the Virtual Comparator. Argyll and Bute pupils in the Middle 60% of attainment have been marginally below the national figure in each of the last 5 years. d. Argyll and Bute pupils in the Highest 20% of attainment performed marginally below both the Virtual Comparator and the national average. e. Argyll and Bute pupils in the Highest 20% of attainment performed marginally below both the Virtual Comparator and the national average. f. Argyll and Bute pupils in the Highest 20% of attainment have been marginally below the national figure in each of the last 5 years. • 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 Page 157
Page 158
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 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 S6 cohort had 8% of its pupils from Deciles 1 and 2 (20% most deprived), and a further 8% from Deciles 9 and 10 (20% least deprived). Therefore, 84% of all pupils came from the 6 deciles between 3 and 8. 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 two very small groups. 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 S6 cohort, 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 Page 158
Page 159
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. Understandably this can have a significant impact on those schools who present at S3 and a smaller impact for the local authority overall. Figure 8 – Average Complementary Tariff Points (S6 by S4 roll) trend and comparison to Scotland and Virtual Comparator Table 9 Average Complementary Tariff Points (S6 by S4 roll) trend and comparison to Scotland and Virtual Comparator 2019/20 2020/21 2021/22 2022/23 2023/24 Argyll & Bute 1. 30% Most Deprived 538 578 529 513 472 2. 40% Middle 644 673 692 638 627 3. 30% Least Deprived 829 901 830 839 833 Scotland 1. 30% Most Deprived 499 519 523 501 490 2. 40% Middle 652 687 684 652 634 3. 30% Least Deprived 842 885 879 847 829 Virtual Comparator 1. 30% Most Deprived 525 575 557 529 520 2. 40% Middle 656 694 700 678 657 Page 159
Page 160
3. 30% Least Deprived 810 894 876 849 831 Summary: • The 2023-24 data in the figure and table above shows the average tariff points achieved by pupils in each of three Scottish Index of Multiple Deprivation (SIMD) groupings in Argyll and Bute compared with the National data and the Virtual Comparator. • Argyll and Bute candidates in the 30% most deprived SIMD deciles (1 2 and 3) are in line with performance nationally but behind the virtual comparator. Argyll and Bute performance has exceeded the National figure in 4 of the last 5 years for pupils in this SIMD grouping. • Argyll and Bute candidates in the 40% middle SIMD deciles (4,5,6 and 7) are in line with performance nationally but behind the virtual comparator. The gap between Argyll and Bute performance and National/Virtual Comparator performance has closed in 2024. Argyll and Bute are now 7 points behind the national figure, down from 14 points in 2023, and 30 points behind the Virtual Comparator figure, down from 40 points the year before. • Argyll and Bute candidates in the 30% least deprived SIMD deciles (8,9 and 10) are in line with both the national and virtual comparator figures. In 2023, Argyll and Bute was slightly behind both the national and virtual comparator figures. • 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. Page 160
Page 161
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 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. • 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. Page 161
Page 162
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 2023-24, which is broken down in greater detail by the subsequent graphs. Table 10: Summary of Wider Achievement Awards 2023-2024 SCQF Level Presentations Number of Passes Pass Rate SCQF Level 4 360 285 79.2% SCQF Level 5 758 645 85.1% SCQF Level 6 467 377 80.7% SCQF Level 7 8 8 100.0% All Awards 1529 1251 81.8% Summary: • Wider Achievement awards were gained at SCQF levels 4-7 and 82% of all entries in Wider Achievement gained an award. • Young people across Argyll and Bute gained a total of 1251 awards, up from 1167 Wider Achievement Awards in 2022-23. • The 2023-24 percentage pass rate for Wider Achievement at SCQF Level 5 was 85.1% • The 2023-24 percentage pass rate for Wider Achievement at SCQF Level 6 was 80.7% • The types of Wider Achievement awards gained by SCQF level are illustrated below: 6.1 SCQF Level 4 Awards Page 162
Page 163
• Young people were presented for 22 awards with passes achieved in 20 different courses • The most popular SCQF Level 4 award was the Employability Award, which had 54 passes 6.2 SCQF Level 5 Awards 3 3 4 29 18 1 1 28 16 41 2 14 54 21 4 12 29 1 31 1 0 10 20 30 40 50 60 Travel and Tourism Steps to Work Award Science and Technology Rural Skills Photography Personal Finance Award PC Passport Mental Health and Wellbeing Hospitality Hairdressing Esports Engineering Skills Employability Award Early Learning and Childcare Dance Customer Service Construction Craft and Technician Communication Beauty Skills Award in Religion, Belief and Values Number of Passes Wider Achievement SCQF Level 4 Awards Page 163
Page 164
• Young people were presented for 41 SCQF Level 5 awards with passes achieved in 38 different courses • The most popular SCQF Level 5 award was the Scottish Studies award, with 65 passes 6.3 SCQF Level 6 Awards 23 36 62 21 5 65 19 2 14 18 50 2 3 37 14 14 5 22 1 5 44 32 8 7 21 9 11 15 15 5 3 4 1 3 61 31 1 1 0 10 20 30 40 50 60 70 Travel and Tourism Sport and Recreation Sport and Fitness: Team Sports Sport and Fitness: Individual Sports SCQF Level 4 Award in STEM Leadership Scottish Studies Award Rural Skills Radio Broadcasting Qualification in Community Sports Leadership Personal Finance Award Mental Health and Wellbeing Maritime Studies Maritime Skills Make-Up Skills Leadership Award Hospitality Health Sector Hairdressing Goal Setting Esports Engineering Skills Early Learning and Childcare Digital Media Animation Cyber Security Customer Service Criminology Creative Industries Construction Skills Computer Games Development Business with Information Technology Business and Marketing Beekeeping Beauty Care and Make-Up Award in Religion, Belief and Values Award in Customer Service: Principles and… Automotive Skills Art and Design: Digital Media Applied Sciences Number of passes Wider Achievement SCQF Level 5 Awards Page 164
Page 165
• Young people were presented for 24 SCQF Level 6 awards with passes achieved in 20 different courses • The most popular SCQF Level 6 award was the Leadership award, with 88 passes 6.4 SCQF Level 7 Awards 39 9 8 64 0 88 12 4 0 0 23 9 16 0 1 2 15 1 19 17 11 18 20 1 0 10 20 30 40 50 60 70 80 90 100 Sports Development Social Services: Children and Young… Scottish Studies Award SafeCert SCQF Level 6 Award in… Personal Finance Award Leadership Award Journalism Foundation Apprenticeship in Social… Foundation Apprenticeship in… Foundation Apprenticeship in Creative… Exercise and Fitness Leadership Esports Engineering Systems Diploma in Digital Application Support Dance Cyber Security Criminology Creative and Digital Media:… Computer Games Development Business with Information Technology Business Skills Beauty Award in Religion, Belief and Values Award in Emergency First Aid at Work Number of passes Wider Achievement SCQF Level 6 Awards Page 165
Page 166
• Young people were presented for 2 SCQF Level 7 awards with passes achieved in both courses • The most popular SCQF Level 7 award was the Swimming Teaching award, with 5 passes 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 2023-2024, incorporating the authority’s perspective on both data received from SQA in August 2024, 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. 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 October/November, at 3 5 0 1 2 3 4 5 6 Reach West Programme Swimming Teaching Number of passes Wider Achievement SCQF Level 7 Awards Page 166
Page 167
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 Fairer Scotland Duty: None 8.5.1 Equalities – This report links directly to NIF Priority 3: Closing the attainment gap between the most and least disadvantaged children and young people. 8.5.2 Socio-economic Duty – None 8.5.3 Islands – None 8.6 Climate Change – None 8.7 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. 8.8 Customer Service: This report provides elected Members with an overview of Service Performance. 8.9 The Rights of the Child (UNCRC) – This report links to Article 29 (goals of education) Douglas Hendry - Executive Director with responsibility for Education Councillor Audrey Forrest - Policy Lead for Education For further information contact: Page 167
Page 168
Wendy Brownlie Head of Education – Performance and Improvement wendy.brownlie@argyll- bute.gov.uk Jennifer Crocket Chief Education Officer/ Head of Education – Wellbeing, Inclusion and Achievement Jennifer.crocket@argyll-bute.gov.uk Brendan Docherty Education Manager – Secondary Performance and Improvement Brendan.docherty@argyll-bute.gov.uk James Bowness Education Lead – Benchmarking, Data and Performance james.bowness@argyll- bute.gov.uk December 2024 Page 168
Page 169
ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 12 DECEMBER 2024 ANNUAL PARTICIPATION MEASURE 2023-24 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 2024, covering the period April 2023 – March 2024. 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/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 169 Agenda Item 11
Page 170
ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 12 DECEMBER 2024 ANNUAL PARTICIPATION MEASURE 2023-24 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 also 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 2024 APM marks the 10th 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 2023 to 31st March 2024. 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+ Data Hub. 2.4 The report is based on a cohort of 222,125 young people in Scotland aged between 16 and 19, of whom 3,187 are from Argyll and Bute. 2.5 In August 2023, the Annual Participation Measure was informed for the first time by data supplied from His Majesty’s Revenue and Customs (HMRC). However, it was agreed by SDS and the Scottish Government that the contribution of data from HMRC would be paused for 2024. To ensure comparability across publications SDS have revised the 2023 data set by removing updates resulting from HMRC data. This revision allows for comparisons between different years to be made on a like-for-like basis, as the datasets were prepared using the same methodology. The resultant effect of such an adjustment was to reduce the 2023 Participation Measure for almost all local authorities. Accordingly, Argyll and Bute’s Participation figure for 2023 changed from 95.6% to 94.4%. Page 170
Page 171
3.0 RECOMMENDATIONS It is recommended that the Community Services Committee: 3.1 Considers the information in relation to the 2023-2024 Annual Participation Measure; 3.2 Note the consistently strong performance of Argyll and Bute as a council area in facilitating the participation of 16-19 year-olds. 3.3 Note the change in statistical detail brought about by the revision of 2023 Participation figures to exclude data provided by His Majesty’s Revenue and Customs. 4.0 DETAIL 4.1 The APM is compiled from data collected from the 16+ Data Hub, 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 apprenticeships, 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 2024 APM headline figures confirm that 94.3% of 16–19-year-olds in Argyll and Bute (3,005 young people) were participating in education, training or employment, which represents an decrease of 0.1% on 2023’s measure, and is 1.6% above the national participation figure of 92.7%. Of Scotland’s 32 local authorities, Argyll and Bute is placed ninth for participation levels. 2023-24 is the seventh year in succession in which Argyll and Bute have ranked in the top ten local authorities for participation. Page 171
Page 172
3.2% of 16-19 year-olds in Argyll and Bute (101 young people) were not participating, which is an increase of 0.1% on 2023’s measure, and 0.5% below the national figure for non-participation of 3.7%. 2.5% of 16-19 year-olds in Argyll and Bute (79 young people) have an unconfirmed status, which is an increase of 0.1% on 2022, and 1.1% below the national figure for Unconfirmed status of 3.6%. The table below summarises participation in Argyll and Bute over time: 4.5 The 2024 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 2022-23 and 2023-24, the Participation rate rose in 11 of the 32 local authorities by an average of 0.65% and fell in 19 authorities by an average of 0.47%. Two authorities recorded the same figure for both periods. The decrease of 0.1% in those participating in Argyll and Bute is significantly less than the average for authorities recording a decrease 4.6 Participation – Employment and Education • In 2023-24 there was a decrease in the number of young people in employment in Argyll and Bute from 28.8% in 2022-23 to 28.2% in 2023-24. Nationally, 19.6% of young people are in employment, which is unchanged from 2022-23. The figure for young people in employment in Argyll and Bute is 8.6% above the national average. • Between 2022-23 and 2023-24, the number of 16-19 year-olds in Argyll and Bute in education has increased from 64.3% to 64.8%. The national figure for 16-19 year olds in education is 71.2%, a fall of 0.3% from 2022-23. • 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 2016-2017 Argyll and Bute 2017-2018 Argyll and Bute 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 2023-2024 Scotland Participating 93% 94.2% 94.8% 94.1% 93.5% 93.9% 94.4% 94.3% 92.7% Not Participating 2.8% 2.7% 2.2% 2.4% 3.2% 3.8% 3.1% 3.2% 3.7% Unconfirmed 4.2% 3.1% 3.0% 3.5% 3.3% 2.3% 2.4% 2.5% 3.6% Page 172
Page 173
that there are correspondingly fewer 16-19 year-olds in Argyll and Bute in education – specifically further and higher education – than nationally. 4.7 Equality Characteristics: Gender • In Argyll and Bute in 2023-24, females (94.1%) were slightly less likely to participate than males (94.5%). This constitutes a change from 2022-23 when female participation was 0.7% higher than that of males. • In Argyll and Bute, 58.6% of 16-19 year-old males were in education (an increase of 0.8% on 2022-23 and 7.7% below the national figure), compared with 71.8% of females (a decrease of 0.3% on 2022-23 and 4.9% below the national figure) • 34.4% of Argyll and Bute 16-19 year-old males are in employment (a 2% decrease on 2022-23 and 10.6% above the national figure), compared with 21.4% of equivalent females (a reduction of 0.2% on 2022-23 and 6.3% 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. 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. 4.8 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. 91.5% of 16-19 year-olds in the lowest SIMD group were participating – a 2.9% increase on the figure for the same SIMD quintile in 2022-23. 97.1% of 16–19-year- olds in the highest SIMD quintile – the least deprived – were participating, a decrease of 0.7% on 2022-23. The participation gap between SIMD quintile 1 (most deprived) and SIMD quintile 5 (least deprived) is 5.6% • 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. 4.9 Equality Characteristics – Disability • In Argyll and Bute, the Participation figure for those identified as disabled is 90.7%, compared to 94.9% for those not identified as disabled. Page 173
Page 174
4.10 Equality Characteristics – Ethnicity • In Argyll and Bute, participation for 16-19 year olds identifying as white was 94.4%. For all other ethnic groups, the participation level was 92.9%. The participation rate for those of unknown ethnicity or who did not disclose their ethnicity was 88.9%. 4.11 Link to Skills Development Scotland Annual Participation Measure 2023-2024: 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 0.1% decrease in the percentage of young people from Argyll and Bute participating in education, training or employment in 2023-24 (94.3%). Participation rates in Argyll and Bute are above the national average, and the measures for young people not participating (3.2%) and classified as unconfirmed (2.5%) are below the national averages. Argyll and Bute Council ranks ninth of Scotland’s 32 local authorities for participation. 5.3 Education, Developing the Young Workforce (DYW), Skills Development Scotland (SDS), Community Learning and Development, 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 174
Page 175
6.0 IMPLICATIONS 6.1 Policy - This report links directly to Priority 4.2 in the Education Strategic Plan 2024/25 - We will further enhance our partnership with Developing the Young Workforce (DYW) to ensure all young people have the opportunity and successfully develop the skills for life and work required to attain sustained, positive destinations post-school. 6.2 Financial – None. 6.3 Legal – None. 6.4 HR – None 6.5 Fairer Scotland Duty: 6.5.1 Equalities - The Opportunities for All programme and Developing Scotland’s Young Workforce recommendations actively seek to address inequalities in employment, training and education. 6.5.2 Socio-economic Duty - None 6.5.3 Islands – None 6.6 Climate Change - None 6.7 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. 6.8 Customer Service – This report provides elected members with an overview on Service performance. 6.9 The Rights of the Child (UNCRC) – Article 29 of the UNCRC states Parties agree that the education of the child shall be directed to: (a) The development of the child’s personality, talents and mental and physical abilities to their fullest potential; (d) The preparation of the child for responsible life in a free society. Douglas Hendry - Executive Director with responsibility for Education Councillor Audrey Forrest - Policy Lead for Education For further information contact: Simon Easton, Education Manager, Telephone: 01436 657681 Email: simon.easton@argyll-bute.gov.uk Page 175
Page 176
This page is intentionally left blank
Page 177
ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 12 DECEMBER 2024 COMMUNITY LEARNING AND DEVELOPMENT: STRATEGIC PLAN FOR CLD IN ARGYLL AND BUTE 2024-2027 1.0 EXECUTIVE SUMMARY 1.1 This report updates the Community Services Committee on the development of the Community Learning and Development (CLD) Strategic Plan for 2024-2027. 1.2 The CLD Strategic Guidance for Community Planning Partnerships (2012) set out expectations on Community Planning Partnerships (CPP) to use CLD approaches to public service reform and to develop a clear framework for the planning and delivery of CLD by the Local Authority and partners. 1.3 The CLD Regulations of 2013 required a three-year partnership plan for CLD to be developed by Argyll and Bute Council through liveArgyll by 1 September 2024. This plan is subject to scrutiny through Argyll and Bute CLD Strategic Partnership. 1.4 A strategic CLD Partnership is in place, involving key partners across the sector, with a clear remit and governance structure. During the preparation of the new plan all relevant local and national plans were reviewed in a CLD context, policy drivers considered, partner data analysed and a consultation exercise undertaken with learners to identify local need and emerging priorities. There is clear synergy between the identified CLD priorities and those of the CPP. 1.5 The most recent inspection by Education Scotland of the CLD Service in Argyll and Bute took place in 2021 when HMIe were satisfied with improvements being made and disengaged from the inspection process which had begun in 2019. In January 2023 HMIe carried out a scheduled CLD Progress Visit to Argyll and Bute. The visit was positive with strengths identified, and any areas for development have been incorporated into the 2024-2027 CLD Plan. 1.6 Members are invited to: • Note the areas for action identified in the new plan; • Consider and approve the CLD Partnership Strategic Plan for 2024-2027. Page 177 Agenda Item 12
Page 178
ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 12 DECEMBER 2024 COMMUNITY LEARNING AND DEVELOPMENT: STRATEGIC PLAN FOR CLD IN ARGYLL AND BUTE 2024-2027 2.0 INTRODUCTION 2.1 This report sets out the requirements for each local authority to develop a three- year partnership plan for Community Learning, and detail how the new partnership plan was developed and the reporting arrangements that have been put in place. 3.0 RECOMMENDATIONS It is recommended that the Community Services Committee: 3.1 Note the areas for action identified in the new plan; 3.2 Consider and approve the CLD Partnership Strategic Plan for 2024-2027. 4.0 DETAIL 4.1 The CLD Standards Council Scotland’s Strategic Guidance defines the purpose of CLD as: i. Improved life chances for people of all ages, through learning, personal development and active citizenship; ii. Stronger, more resilient, supportive, influential and inclusive communities. 4.2 CLD is defined as approaches by a range of partners/learning providers which seek to meet the above outcomes through: • community development (building the capacity of communities to meet their own needs, engaging with and influencing decision makers); • youth work, family learning and other early intervention work with children, young people and families. • community-based Adult Learning, including adult literacies and English for speakers of other languages (ESOL); Page 178
Page 179
• Learning for vulnerable and disadvantaged groups in the community, for example, people with disabilities, care leavers or offenders; • Working with individuals and communities to improve their health and wellbeing; • Volunteer development; • Learning support and guidance in the community. 4.3 The present CLD governance structure has been in place since June 2021, and includes clear monitoring/reporting arrangements and performance scrutiny. The Council’s Education Service undertakes the client role and is the key contact for liaison with Education Scotland. Argyll and Bute Council is statutorily responsible for the effective provision of CLD in the authority area. LiveArgyll, an Arm’s Length External Organisation (ALEO) is responsible for ensuring that CLD as delivered articulates the four statutory obligations, as set out in the Community Learning and Development (Scotland) Regulations 2013: 1) To be clear about what CLD is and who the priority groups for CLD provision are within their authority – liveArgyll will deliver all CLD service requirements that meet both the service specification set out by the Council and Education Scotland requirements. 2) To secure CLD provision in the area by looking at the needs of the priority groups and individuals; 3) To involve and consult with priority groups, individuals and stakeholders to find out what they need and want – an extensive consultation process precedes the development of the new CLD plan priorities. 4) To create and publish a CLD plan every three years – liveArgyll have taken on the lead role in the development of each new plan and in establishing the CLD Strategic Partnership. Progress reports are prepared for the Community Services Committee and Local Area Planning Groups on an annual basis. Along with the Argyll and Bute Employability Partnership, the CLD will report to the Argyll and Bute Outcomes Improvement Plan (ABOIP) Outcome 3 (Community Wellbeing) lead who will in turn report on the work of the CLD Strategic Partnership to the CPP Management Committee. 4.4 In developing the CLD Plan 2024-2027, the CLD consulted with 829 learners and wider community groups, to establish what they consider to be the most important priorities for CLD in the area. This exercise included a survey and focus groups targeting specific learners and target groups. The CLD Strategic Partnership has identified some gaps from the consultation process, which was anticipated due to a variety of factors. Further consultations and surveys are scheduled in year one with young people through Partner Youth provision, Members of the Scottish Youth Parliament (MSYPs), Youth Action Page 179
Page 180
Groups (YAG) and wider engagement. Findings will be relayed back to the CLD Partnership. 4.5 In the 2024-2027 Plan, CLD needs in Argyll and Bute continue to be grouped under six key themes: • Digital skills • Core skillss for learning, life and work • Health and wellbeing • Your voice • The learner offer • Improve how we work as a partnership The action plan sets out shared priorities for the next three years to improve outcomes for individuals and communities across Argyll and Bute. There will also be an increased focus on maximising our ability to measure the impact of our delivery around these themes, as was recommended by inspectors during the HMIe Progress Visit in January 2024. The CLD Strategic Partnership will monitor progress and impact and produce an annual self-evaluation report on performance and impact to Argyll and Bute Council and the Community Planning Partnership. 5.0 CONCLUSION 5.1 Members are asked to approve the CLD Strategic Partnership Plan for 2024- 2027. The work of the CLD Strategic Partnership over the coming three years will build on identified strengths and incorporate improvements outlined by HMIe at inspection. It will focus on individuals and communities who are most disadvantaged with the aim of bringing about positive change in their lives and in our communities across Argyll and Bute. 6.0 IMPLICATIONS 6.1 Policy – The development of the CLD Plan supports the delivery of national and local outcomes. The Community Learning Service and CLD provision make a significant contribution to Outcome 3 of the Argyll and Bute Outcomes Improvement Plan. 6.2 Financial – None. 6.3 Legal – The council is required to publish a three-year Community Learning Plan as set out in the Community Learning and Development (Scotland) Regulations 2013. 6.4 HR – None Page 180
Page 181
6.5 Fairer Scotland Duty: 6.5.1 Equalities – No recommendations in this report will have a potential negative impact on any particular group or discriminate on the basis of age, disability, gender, race, sexual orientation, pregnancy and maternity or religion and belief. The CLD Plan 2024-2027 seeks to improve outcomes for the most vulnerable and least advantaged in our communities. 6.5.2 Socio-economic Duty - None 6.5.3 Islands – None 6.6 Climate Change - None 6.7 Risk – any potential risks are minimised via strong management/performance scrutiny and governance arrangements. 6.8 Customer Service – the needs of priority groups and individuals will be met in line with the Community Learning and Development (Scotland) Regulations 2013 6.9 The Rights of the Child (UNCRC) – CLD provision includes Youth Work and engagement with young people of school age. Article 29 of the UNCRC states Parties agree that the education of the child shall be directed to: (a) The development of the child’s personality, talents and mental and physical abilities to their fullest potential; (d) The preparation of the child for responsible life in a free society. Douglas Hendry, Executive Director with responsibility for Education Councillor Audrey Forrest, Policy Lead for Education For further information contact: Paul Ashworth – Services and Support Manager liveArgyll Telephone: 01369 708591 Email: Paul.Ashworth@liveargyll.co.uk 12th December 2024 Page 181
Page 182
This page is intentionally left blank
Page 183
Argyll and Bute Community Learning & Development (CLD) STRATEGIC PARTNERSHIP PLAN 2024-2027 Page 183
Page 184
Welcome .......................................................................................................................3 What is Community Learning and Development? (CLD) .........4 Argyll and Bute area ........................................................................................5-6 CLD partnership, vision and values and governance arrangements .......................................................................................................7-8 CLD Inspection - key strengths and areas for improvement ..............................................................................................................9 Informing the plan – policy context, partner feedback, data analysis and consultation ...........................................................10-12 Assessing need, identifying priorities and unmet need ..........13 Partners ........................................................................................................................14 Appendix 1 - Action Plan .........................................................................15-21 Appendix 2 - National CLD Outcomes ................................................22 Appendix 3 - Independent Review of (CLD) ............................23-24 Contents CLD Strategic Partnership Plan 2024-2027 2 Page 184
Page 185
Welcome to Argyll and Bute’s Community Learning and Development (CLD) Plan 2024 - 2027. It is paramount to commence this plan with an acknowledgement of the pivotal role that CLD has assumed throughout 2021-2024 Plan. CLD Partners have adeptly adjusted their services to furnish essential lifelines and support to young people, adults, families, and communities. While Argyll and Bute provides an admirable living environment for many, rural localities can present challenges of hardship and isolation for those lacking financial, personal, and social resources. The existing cost of living crisis has unveiled further disparities and heightened adversities. Nevertheless, it has also given rise to opportunities for engagement, skill development, and a glimpse into diverse lifestyles. The new plan embodies a collective commitment to collaborative efforts aimed at addressing the most challenging issues prevalent in our communities. Achieving this objective necessitates heightened cooperation from all stakeholders. The Scottish Government duly recognises the significance of the CLD sector, its workforce and its volunteers in offering invaluable support to Scotland’s learners and communities and anticipates their essential roles will continue in navigating the forthcoming challenges. Welcome CLD Strategic Partnership Plan 2024-2027 3 1. Digital skills 2. Core skills for learning, life and work 3. Health and wellbeing 4. Your voice 5. The learner offer 6. Improve how we work as a partnership This Plan aims to organise the delivery of Community Learning and Development (CLD). In order to maximise impact and create value, CLD Partners will collaborate on six specified priorities which were identified from the data analysis of the Consultation and are in line with Argyll and Bute’s Partnership Plan. CLD empowers individuals and groups to influence changes in their communities. By means of this Plan, we will work with communities to empower them to have a voice in order to shape local services, oversee resources and impact choices. We will provide chances for lifelong learning to foster the abilities, self-assurance, and goals necessary for both active engagement and financial resilience. We will work to develop the talents, skills and desires of our young people to enhance their employability and positive destinations. We will work with people who face barriers to employment to build their confidence and aspirations. In order to bridge the digital poverty gap and assist individuals who are disproportionately affected in gaining confidence and skills, we will assist communities to continue to come together and to take advantage of local opportunities and access Services. The Partnership will continue to work collaboratively to address health and poverty-related inequalities, in order to improve children, young people and Adult Learners attainment. We will continue to deliver a range of learning to improve fundamental literacy, numeracy, and digital skills and as part of Argyll and Bute’s multi-agency plans, we will target provision to ensure we reach those individuals and families who face the greatest disadvantage and have the greatest need. The CLD Partnership along with other Partner agencies will contribute in reducing poverty and to achieving the Scottish Government’s child poverty targets in Argyll and Bute. (Argyll and Bute-Poverty Action Plan). This CLD Partnership Plan will adapt and change its focus as we track performance and review its impact. It will seek to build on the new recommendations outlined in the report Learning: For All. For Life - Independent Review of Community Learning and Development (CLD) 2024. New priorities will be incorporated into the three year Action Plan as they emerge. We will continue to build new relationships and invite new members into the CLD Partnership and continue to work towards a collective approach in the development of our workforce and volunteers. What is our CLD Partnership Plan and the role of the Partners? Page 185
Page 186
Argyll and Bute Council is mandated by The Requirements for Community Learning and Development (Scotland) Regulations 2013 to develop a comprehensive three-year plan delineating the implementation of Community Learning and Development (CLD) within the local authority’s region. This legislative framework is designed to achieve the following objectives: • Ensure equitable access to CLD support for communities throughout Scotland, particularly those facing socioeconomic challenges. • Enhance collaboration and cohesion among all CLD providers. • Empower communities and learners to actively participate in the assessment, planning, and evaluation processes. • Raise awareness of the role and impact of Community Learning and Development. Moreover, local authorities are obligated to provide strategic guidance and direction to drive the necessary actions aimed at optimising the contributions of CLD partners in the reformation of public services. Community Learning and Development (CLD) is a powerful method of engaging with groups and individuals of all ages to foster learning, personal development, and active citizenship. The Scottish Government’s National Performance Framework unambiguously outlines the specific focus of CLD partners, which is to: • Enhance life chances for people of all ages, particularly young people, through learning, personal development, and active citizenship. • Cultivate stronger, more resilient, supportive, influential, and inclusive communities. • Provide focused support to disadvantaged or vulnerable individuals or groups with the goal of effecting positive change in their lives and communities. This approach involves a distinctive process of engagement and support, with content tailored through negotiation with learners. CLD activity places a strong emphasis on early intervention, prevention, and addressing inequalities, encompassing the following: • Community Development (building the capacity of communities to meet their own needs, engaging with and influencing decision-makers) • Youth work, family learning and other early intervention work with children, young people and families • Community-Based Adult Learning including Adult Literacies and English for Speakers of Other Languages (ESOL) • Learning for disadvantaged and vulnerable groups and individuals, for example, people with disabilities, who have care leaving experience or have a history of offending. • Volunteer development Learning support and guidance in the community Introduction to CLD Argyll and Bute The new plan will aim to continue to impact positively on targeted provision through learning and Community inclusion and capacity building • For young people and Children’s rights; tackling Child Poverty • LGBTQI, and New Scots, including refugees and asylum seekers; • Adults and Adult Learners all ages and Individuals with disabilities • Reduce social isolation and loneliness. • Increase voice influence and participation. • Working towards a Climate friendly Argyll and Bute through supporting the development of sustainable ways of working and living. CLD Strategic Partnership Plan 2024-2027 4 Page 186
Page 187
Our Area CLD Strategic Partnership Plan 2024-2027 5 690,964 hectares spread across the second largest local authority area in Scotland with 23 inhabited islands 5.9% from 2018 to 2028, the population is projected to decrease from 86,260 to 83,796. This is a decrease of 5.9% The distance between main settlements and use of ferry services creates challenges in terms of reliability, time and the cost of travel 86 schools there are ten secondary schools, seventy five primary schools and one school for pupils with complex additional needs in Argyll and Bute 32.9% of employee jobs in Argyll and Bute are in public administration, retail and health compared to 31.2% for Scotland £586 is the average gross weekly pay for full-time workers living in Argyll and Bute which is lower than the Scotland average of £640 with larger gap for female workers (NOMIS 2024) April 2023 – March 2024 73.2% of the working age population in Argyll and Bute were in employment, compared with 74.2% for Scotland (NOMIS 2024) 21.7% of children Argyll and Bute are living in poverty. Fuel Poverty, transport challenges and a housing emergency (lack of affordable housing) have an impact on families and communities, increasing the risk of poverty Thirteen data zones in Argyll and Bute are included in the 20% most overall deprived data zones in Scotland 47.2% of Argyll and Bute’s population live in areas classified by the Scottish Government as ‘rural’ 43% of Argyll and Bute’s population live in areas classified as ‘remote Almost 80% of Argyll and Bute’s population live within 1 km of the coast. What we know about Argyll and Bute and our communities (as of July 2024) 27.2% of the population is aged between 65 years and over. Page 187
Page 188
CLD Strategic Partnership Plan 2024-2027 6 Youth Service Leads work in Schools and Partnership programmes which collaborate with the Scottish Government and other Scottish Attainment Challenge partners to promote the role of youth work in closing the poverty- related attainment gap. In Argyll and Bute in school session 2023-24, Community Learning extended its partnerships with secondary schools significantly. To support the Education Service in broadening the curriculum and offering as wide a range of attainment and achievement possibilities. Community learning has enabled the achievement of over 450 accredited awards across majority of Argyll and Bute’s secondary schools and in the wider community. The chart highlights two areas: 1) The total accredited, recognised qualifications that were achieved by young people. 2) The total number of young people who have actively participated in and accomplished wider learning opportunities. Population Total population Argyll and Bute 87,920 (NRS) 2022. 45 to 64 age group population of 26,807. 16 to 24 age group population of 7,216. 27.2% population aged 65+ More females than males lived in Argyll and Bute. Services are directed through four main areas: l Helensburgh and Lomond l Oban, Lorn and the Isles l Mid Argyll, Kintyre and Islay l Bute and Cowal Youth Services CL liveArgyll 01/04/23 - 31/04/24 ages 12 -18yrs Number of young people achieving nationally recognised Awards through CL - SQA/DYA/SALTIRE/Hi5's 451 637 Number of young people engaging in wider achievement opportunities through CL 0 100 200 300 400 500 600 700 Page 188
Page 189
Our Vision “Working together to improve lives across Argyll and Bute by empowering individuals and communities to lead sustainable, fulfilling and happy lives through continuous learning, cooperative problem solving and removing barriers to engagement, health and wellbeing.” Values The CLD Partnership has adopted the principles, values, ethics and competencies set out by the CLD Standards Council for Scotland. The principles that underpin CLD practice are: Empowerment - increasing the ability of individuals and groups to influence matters affecting them and their communities; Participation - supporting people to take part in decision making; Inclusion, equality of opportunity and anti-discrimination - recognising some people need additional support to overcome the barriers they face; Self – determination - supporting the right of people to make their own choices Partnership - ensuring resources and the range of skills and capabilities available are used effectively With participation, engagement and improvement at its heart, CLD Partnership will take a leading role in: • Being responsible for the development implementation, monitoring and reporting of the Argyll and Bute CLD Plan. This will include the appropriate risk management and mitigations given manpower and resources available. • Ensuring strategic priorities are aligned to key local and national plans and ensure there is no duplication of work • Sharing and analysing data and identifying gaps to inform planning and decision making • Fostering collaboration and where possible sharing resources across the partnership • Putting in place delivery/workstream group arrangements to ensure effective implementation at operational and local level, taking into account geographical variations/needs. • Evaluating and reviewing the CLD plan on a regular basis, taking into account changing learner needs and ensure a culture of self-evaluation and improvement. • Communicating the work of the partnership to key partners, raising the profile of the work of the partnership and sharing and celebrating key successes. • Identifying and sharing examples of good practice • Contributing to Education Scotland CLD inspections and other appropriate CLD quality assurance measures. Membership There are many partners involved in the delivery of CLD locally. The Core membership of the partnership includes one representative from the following organisations/groups: • liveArgyll • HSCP - Public Health • Argyll and Bute Council Education Service • Argyll and Bute Council Economic Growth • Argyll and Bute Drugs and Alcohol Partnership • Argyll College UHI • Third Sector Interface • 3rd sector community organisations representative • 3rd sector community trusts representative • Strategic Housing Forum • Skills Development Scotland • Department for Work and Pensions • Community Planning management team • Argyll and Bute Council Community Development team • Police Scotland • Scottish Fire and Rescue • Outdoor Learning sector representative • Citizen Advice Scotland New CLD Partnership Vision, Structure and Governance CLD Strategic Partnership Plan 2024-2027 7 Page 189
Page 190
Resourcing the Plan The Plan will be delivered using existing resources across the partnership members. CLD Strategic Partnership Plan 2024-2027 8 Governance and reporting arrangements have been implemented at both the strategic and operational levels. This encompasses the establishment of governance structures such as the liveArgyll Board, Community Services Committee, CLD Partnership, and CPP Partnership. These structures will serve as the means for authorisation, scrutiny and performance management, as well as engagement with essential stakeholders and partners. The diagram to the right illustrates the governance structure and highlights the key internal/external relationships. (*Abbreviations: LA - LiveArgyll, CPP - Community Planning Partnership) Progress reports on the CLD Plan will be submitted quarterly to the Outcome 3 group within the Community Planning Partnership. This group holds the responsibility for advancing priorities pertaining to education, skills, and training within the 10-year Local Outcome Improvement Plan for Argyll and Bute. The Outcome 3 group directly reports to the CPP Management Committee. Furthermore, annual reports will be presented to the Community Services Committee of Argyll and Bute Council and at Area Community Planning Group meetings. To evaluate effectiveness and identify areas for improvement, Education Scotland’s Quality Improvement framework, “How Good is the Community Learning and Development in our community,” will be employed. The Community Learning Partnership is poised to not only align with and advance Outcome 3 priorities, but also to bolster the broader Community Planning Partnership (CPP) agenda, with a specific emphasis on Outcome 4: ensuring that children and young people are afforded the best possible start, as well as Outcome 5: fostering active, healthier, and independent lifestyles for individuals. The CLD Partnership is entrusted with the responsibility of ensuring that individuals and communities in Argyll and Bute have access to the necessary CLD support and that the specified outcomes and actions are effectively executed. This Plan is a dynamic and continuously developing document, becoming increasingly significant as partners adapt to evolving needs and as new Partners join the collaboration. Regular monitoring and evaluation will be carried out throughout the initial year of the Plan to ascertain its effectiveness in providing requisite support to individuals, families, and communities. liveArgyll’s Community Learning Service Leads will serve as link officers and members of the four Area Community Planning groups. Additionally, Community Development Officers will provide support to community groups, enabling them to participate and express their opinions. Governance and reporting arrangements liveArgyll Board Community Services Committee (scrutiny/performance monitoring via Live Argyll Annual Plan) LA Business Services and Support Manager (Management of CL service/CLD plan Education Service (Client role/primary link with Education Scotland) Education Scotland Argyll and Bute CLD Partnership CPP Partnership (Outcome 3 Group) 4 Area Community Planning Groups (Local CLD Annual Reporting) Updated Sept 2024 Page 190
Page 191
Key areas of strength identified In January 2024, HM Inspectors visited Argyll and Bute Council to undertake a Community Learning and Development (CLD) progress visit. HM Inspectors concluded that there was no requirement at present for a follow-up visit relating to CLD in Argyll and Bute. A report on progress around the improvements identified is required and will be submitted to HMIe in January 2025. During the visit, HM Inspectors talked to learners and community representatives, CLD leaders, managers, staff, and volunteers, and other key stakeholders. HM Inspectors evaluated the effectiveness of local authority CLD partnerships’ approach to self-evaluation and planning for improvement, and considered progress made against identified priorities in their CLD plans. HM Inspectors identified a number of strengths in CLD provision, and examples of progress since the previous visits 2021. Education Scotland HMIe Progress Visit 2024 CLD Strategic Partnership Plan 2024-2027 9 Self-evaluation is accurate and HMIe were in agreement with the strengths and development areas identified; The use of Basecamp is allowing effective communication and information/ data sharing across the partnership; Develop individual learning plans with Adult learners within CLD. Make improvement outcomes more clearly measurable in improvement planning; Ensure CLD planning is coherent and aligned with planning at ABOIP level; Governance and leadership of CLD is effective; CLD has established and is further developing strong partnerships with schools, which are tailored to the needs of individual schools and pupils; The CLD Partnership Group supports effective collaborative working; Almost all learners are demonstrating improved health and wellbeing outcomes. Improvement Areas Page 191
Page 192
A number of methods were used to help inform the new CLD plan: 1. Review of the 2021-2024 plan with key partners 2. CLD inter-agency work group mapping of key local/national plans and strategies linked to CLD, analysis of data , gaps and local need 3. Consultation programme through community engagement, Online Survey for young people, adults and wider organisations and a programme of face to face/online focus groups with learners and young people. 4. The local and national policy context continues to evolve. In preparing the new CLD Plan, the partnership has taken into account relevant local and national strategies and plans as well as wider frameworks and consultation data as outlined in this table. 5. Feedback from Adult Learners, Young People, Community groups and organisations, Case studies and evaluations 6. CLD Annual Reports 2021-2024 Informing the New Plan 2024 -2027 CLD Strategic Partnership Plan 2024-2027 10 Local policy and planning context National policy context National drivers Broader data Outcomes Improvement plan Fairer Scotland Strategic guidance for Community Planning Partnerships for CLD Children’s Services Joint Needs Assessment HSCP Joint Needs Assessment Argyll and Bute Economic Strategy National Youthwork Strategy Curriculum for Excellence CPP Place standards Argyll and Bute Council Corporate Plan National Adult Learning strategy GIRFEC NOMIS labour market profile Anti-Poverty Strategy National ESOL Strategy National Improvement Framework Covid building back better consultation TSI national covid survey Argyll and Bute Employability Partnership Action Plan National Literacies Strategy Attainment Challenge Adult Learning Strategy consultation Education Plan Active Scotland Outcome Framework How Good Is Our CLD Inform Scotland data Argyll and Bute Children and Young People Service Plan National Performance Framework Adult Literacies in Scotland Scottish Attainment Challenge equity audit Argyll and Bute Living Well Strategy No One Left Behind Adult Literacies Curriculum Framework Education Scotland Equity and Outdoor Experiences *add to action plan Our Children Their Future Education Strategy Developing the Young Workforce - Scotland’s Youth Employment Strategy A professional development framework for Scotland’s adult literacies workforce Performance data of partners in CLD Partnership LiveArgyll Business Plan National Strategy for Community Justice Drugs and Alcohol Framework Argyll and Bute CPP Place Standard consultation Argyll and Bute Covid Recovery Plan Preventing offending getting it right for young people Education Scotland Guidance - developing CLD Plans 2021-2024 Salsus Survey Argyll and Bute Corporate Parenting Plan Youth Justice Strategy National Standards for Community Engagement LOIP locality profiles Argyll and Bute Fire and Rescue Plan Child Poverty Strategy for Scotland UNCRC Scotland Bill NHS Highland Social Mitigation Plan (Covid-19 recovery) Argyll and Bute Policing Plan Community Empowerment (Scotland) Act Family Learning National Occupational Standards (NOS) Young Scot lockdown lowdown Argyll and Bute Strategic Volunteering Framework Learning: For All.For Life. A report from the Independent Review of Community Learning and development (CLD) National Mental Health Transition and Recovery Plan TSI National Covid-19 survey Argyll and Bute Gaelic Language Plan UNCRC Framework Argyll and Bute HSCP strategic Plan Page 192
Page 193
2021-2024 Plan Review A review process of the 2021-2024 plan included feedback from a range of partners which is summarised below: What went well CLD Strategic Partnership Plan 2024-2027 11 Consultation Programme The consultation survey exercise resulted 829 responses across Argyll and Bute. The survey themes were identified from: • Local and national strategies • Local and national data • Education Scotland/Scottish Government CLD Plan guidance The process: • Inter agency work group - consultation and communications plan • Involvement of learners and organisations in developing and testing the survey • Digital via survey monkey and paper options • Support for learners/groups The partnership has identified some gaps from the consultation process which was anticipated due to a variety of factors. Further consultations and surveys are scheduled in year one with young people through Partner Youth provision, MSYPs, Youth Action Groups(YAG) and wider engagement and findings will be relayed back to the Partnership. Mapping of digital support across Argyll and Bute consultation and report Scottish Attainment Challenge - Increased Learning Offer and delivery provision of accredited learning and wider achievement across Secondary schools. Joint working to meet the needs of communities Continued Leadership opportunities for young people Regular review of data and performance Joint ownership of key partners in developing the plan and reports Clear responsibilities of some partners and where they will contribute Wider engagement with 3rd sector delivery partners Strong strategic approach to delivering CLD services leading to better alignment with CLD plan priorities. Areas for improvement The CLD Partnership using an online platform for collecting reports, data, and evidence, improving understanding and helping leaders produce evidence-based reports Page 193
Page 194
What we have learned: The CLD consultation highlighted what was most important to adults, young people and the wider community organisations Priorities CLD Strategic Partnership Plan 2024-2027 12 BarriersTop 3 Responses: Increase the general Knowledge and understanding of the benefits and aims of Gaelic in Argyll and Bute 63.7% Increase the number of adults and young people with Gaelic to participate and engage with the wider Gaelic Community in a variety of settings –through partnership working and outreach work with schools 50% Encourage communities to access Bòrd na Gàidhlig funding to enable the delivery of community based Gaelic language learning classes 50% Consultation results 2024 Priorities Priority 1 Priority 2 Digital Skills Affordable Internet Connectivity 64.5% Online Safety 62.7% Poverty Home Budgeting and maximising household resources 49.3% Reduction to Services impacts Communities 43.19% Employability Skills Core Skills communication, working with others, confidence building 66.6% Preparing for work, overcoming barriers and helping move into employment 55.7% Health & Wellbeing Getting more physically Active 61.7% Mental Health 59.9% Your Voice Developing people’s confidence, understanding and the skills required to influence decision making and service delivery 64.8% Youth Voice, ensuring that young people are able to have their voices heard 46.7% Gaelic Language in Argyll and Bute Lack of public services transport Don’t know what is available Learning opportunities in one place Lack of confidence Affordable Internet connectivity and online Safety Cost of living Adult Learners Employability skills – to prepare for work, get back into work or change employment 52.7% Learning for leisure, informal learning activities to develop new skills 47.6% Young People and Youth Services Employability skills that support young people into employment education or training 66.6% Access to appropriate mental health and wellbeing programmes 62.6 % Closing the attainment gap. Youth Work can help with raising attainment by providing opportunities for wider achievement, learning outside and increasing social and emotional wellbeing 57.7% Community Development and Capacity Building Top 2 Responses: Argyll and Bute Outcomes Improvement Plan for 2024 -2034 Transport Infrastructure 69.6% Housing 52.5% Community Wellbeing 59.4% Community groups having access to information and understanding of council processes for example participation requests, asset transfers 66.9% Having a community voice in decision-making in the council 75.7% Page 194
Page 195
CLD needs in Argyll and Bute have been carefully considered and grouped under 6 key themes: 1. Digital skills 2. Core skills for learning, life and work 3. Health and wellbeing 4. Your voice 5. The learner offer 6. Improve how we work as a partnership We recognise the importance of ensuring the partnership works together, sharing expertise, manpower and resources to reduce inequalities and support those who need it the most coming out of the pandemic. The action plan sets out our shared priorities for the next three years to improve outcomes for individuals and communities across Argyll and Bute. The partnership will monitor progress and produce a self-evaluation each year reporting the performance to Argyll and Bute Council and the Community Planning Partnership. Assessing need and setting priorities CLD Strategic Partnership Plan 2024-2027 13 The challenges encountered by Argyll and Bute CLD Partners in executing this Plan are likely to mirror those faced by numerous local authorities throughout Scotland. These challenges encompass workforce capacity, as well as the partners’ capacity to reassess and alter traditional practices; access to sufficient resources, and the expanding scope of CLD, as our professional expertise gains recognition and invites us to contribute to more discussions aimed at fulfilling an ever-growing assortment of Scottish Government policies and priorities. It should come as no surprise that fulfilling all CLD requirements during the duration of this Plan appears improbable. Numerous elements will play a crucial role in this due to major concerns such as the rising cost of living, fuel poverty hardships, child poverty, digital affordability, lack of public transport and Argyll and Bute declaring a housing emergency/crisis due to lack of housing being available and also affordable housing being available to individuals and families. Providing education and training connected to stable job prospects is vital for unlocking the potential of youth and enhancing population growth. Transportation continues to present a significant obstacle to learning, and employment, for many who live rurally. While CLD is enthusiastic about joining broader initiatives, staff members are overstretched, and volunteers find themselves at unprecedented limits. The challenge of attracting a suitably qualified workforce also persists. We will continue to aspire to make progress in these areas over the next three years of this Plan. Ultimately, early intervention and prevention, along with support and investment is required if we are to effectively achieve this goal and address the needs of the most marginalised hinges on the capacity to remain flexible and respond in ways that we can make a difference. Cost for participants The partnership will continue to work together to maximise funding streams to help reduce costs for targeted provision. Using a hybrid of face to face and digital delivery will also help maximise financial resources. Transport The partnership will share learner feedback with wider CPP/Locality Planning partners, deliver outreach programmes supported by volunteers and maximise use of online programmes working with local partners to reach rural/island communities. Unmet need Page 195
Page 196
Partners CLD Strategic Partnership Plan 2024-2027 14 With thanks to all partners within the CLD Partnership Page 196
Page 197
CLD Strategic Partnership Plan 2024-2027 15 Appendix 1 Argyll and Bute CLD Partnership Action Plan What is the need? Actions Lead Timescale Year 1 (short) Year 2 (med) Year 3 (long) Outcome Measure of success/impact Theme 1: Digital Skills Continuing developing a coordinated approach to identify and support digitally isolated individuals and vulnerable groups to access digital devices, and affordable internet connectivity and support them to develop their skills, knowledge and confidence around online safety; TSI/ Argyll and Bute Council Police Scotland 1,2 Learners with the most need are identified and supported Number of targeted individuals confidently/actively using devices Case studies Quarterly reports on local CLD activity are made to the Outcome 3 group CPP Review partner and volunteering roles/ opportunities to support digital development work with an assessment of training needs TSI/liveArgyll/ Argyll and Bute Council 1 Coordinated volunteer opportunities in place to meet demand of learners with clear support mechanisms for volunteers Number of volunteers supporting learners Learner and volunteer feedback Coordinated delivery of basic digital upskilling courses to meet digital requirements for job preparation and day to day life skills including online safety and the benefits of getting online Argyll College UHI/liveArgyll/ SDS/Police Scotland/ 1,2,3 Improvement in digital competency Learner feedback Recording Number of course attendees Number of qualifications and wider achievements Page 197
Page 198
Theme 2: Core skills for learning, life and work Hold monthly meetings between leads of CLD and Employability Partnerships LA/IB monthly Clear responsibilities within each plan, sharing of data/ identification of gaps/share good practice Clear plans in place Evidence of coordinated planning and review Develop a comprehensive volunteer plan across Argyll and Bute, by building on existing initiatives and leveraging their combined resources and expertise liveArgyll/TSI/ CAS 1,2 To identify shared objectives, such as enhancing community well-being, reducing social isolation, and improving employability through volunteering. Resource Sharing: Pool resources, including funding, training materials, and volunteer management systems, to create a unified approach Numbers of individuals volunteering volunteer feedback evaluation of progress CLD Annual Partnership report Quarterly sharing of data with the CLD Partnership Support the Argyll and Bute Employability Partnership to deliver the NOLB policy agenda and associated interventions All ages 15 - 67 Individuals with disabilities and those at risk of long-term unemployment Employability Partnership/ CLD Partnership 1,2,3 To progress To progress people with disabilities or experiencing long term unemployment along the employability pipeline through the skills, knowledge and training Numbers of individuals achieving positive destinations Learner feedback Case studies Partner report Identify gaps from employer skills survey and work with employers to deliver programmes/courses based on employer needs Employability Partnership, Argyll College UHI/SDS/ LiveArgyll/ DWP 1,2,3 Increased SQA/college offering that meets the needs of employers Number of participants completing courses Number of individuals gaining employment CLD Strategic Partnership Plan 2024-2027 16 Page 198
Page 199
Offer a range accredited and wider achievement opportunities in schools and community settings with clear pathway/progression options Including Adult Literacy and Numeracy through MULITPLY / UKSPF/ESOL Employability Partnership/ CLD Partnership Argyll College UHI/liveArgyll/ Argyll and Bute Council/CAS/ TSI/SFR 1,2,3 Improved skills and training Improved skills and confidence Numbers of accredited learning and wider achievement opportunities number of participants completing courses Reporting data includes number of programmes and learners in provision. Reporting Impacts of the ALN learning. Learner feedback Stakeholder feedback Theme 3: Health and Well-Being Offer a range of planned programmes in safe spaces in schools and communities that support health and well-being of learners CLD partnership/ Argyll and Bute HSCP/ Active Schools/ liveArgyll 1,2,3 Improved quality of life Case studies ROI/Social value indicators Continued work of link worker in targeted communities in Argyll and Bute as part of the modernisation of primary care services and co-produce community based services to support people with options and choices and in tackling Poverty Argyll and Bute HSCP/all CLD Partnership 1 increased referrals via social prescribing model and improved sign posting improved quality of life CLD Annual Partnership report Quarterly sharing of data with the CLD Partnership Number of participants/ referrals learners taking part in community based activities CLD Strategic Partnership Plan 2024-2027 17 Page 199
Page 200
CLD Strategic Partnership Plan 2024-2027 18 Offer a menu of targeted physical activity/well-being programmes for learners and young people CLD partnership/ liveArgyll/ Active Schools 1,2 Increased physical activity levels Improved well -being and mental health Reduced anti- social behaviour Number of learners taking part in activities Participant feedback including well-being star and participants reporting improved well-being Deliver a coordinated outdoor learning offer for young people and adults liveArgyll/ Argyll and Bute Council/3rd sector 1,2,3 Increased confidence Increased physical activity Number of participants making a positive lifestyle choice to support their health & well being Theme 4 - Your Voice We will ensure young people’s views are listened to and acted upon. Support a Collective approach to a new youth voice model and pathway for youth voice Enhanced youth voice that recognises the opportunities the youth work sector provides at realising the ambition contained within UNCRC liveArgyll/CPP/ Argyll and Bute Council/HCSP 1,2 Improved mechanisms across partners to better engage and support learners and groups in planning of service provision Children and Young People are provided with opportunities to evaluate current services and influence the planning of future services Increased number of individuals and groups formally engaged with the CLD partnership Case studies Local consultation Youth Action groups MSYP feedback Continue with support to Communities to become more resilient as a result of effective and relevant capacity building. Groups and communities have more opportunities to influence decisions on local venues and assets CPP/CD Argyll and Bute Council/TSI/ SFR/PS/HSCP 1,2,3 enhanced learner /community voice and empowerment identified need Data is reported on the number of active engagements and sessions. Information is reported on any support and capacity building provided to organisations and the impact of this Page 200
Page 201
Continue with mechanisms to better engage and support adult and young learners and groups in planning of service provision and building capacity in communities Review place standard data following consultation process CLD Partnership/ LOIPS CLD partnership 1,2 1 Improved understanding of the range of local groups and organisations that are contributing to CLD outcomes and the needs of learners Learner forums /case studies Data reporting on the number of active engagements and sessions CLD Annual Partnership report Quarterly sharing of data with the CLD Partnership Theme 5 - The CLD learner offer Develop a menu of core CLD programmes including ESOL to deliver to targeted adults and young people CLD partnership 1 Clear learning offer that meets the needs of targeted individuals and communities Number of individuals engaged in CLD activity Case studies Identify gaps in family learning offer and examine how links can be made to promote and target parent/carer joint learning with children and young people CLD partnership liveArgyll/ TSI and 3rd sector/CPP and community dev team 1,2 Improved outcomes for families Improved involvement of families in evaluation of family learning programmes Clear progression routes for adult learners as part of family learning activities Parent/carer feedback and case studies Stakeholder feedback Theme 6 - Improve how we work as a partnership Continue a rolling programme of self-evaluation/review using HGIOCLD and challenge questions CLD Partnership 1,2,3 CLD Partnership actions for 2024-27 developed/ amended Progress against our priorities Evaluation of local approaches used Reporting to CLD Partnership Undertake further consultation with learners where gaps were identified in the consultation process and review the plan priorities annually CLD Partnership 1 The plan fully meets the needs of learners CLD Annual report Evaluation and analysis of participation CLD Strategic Partnership Plan 2024-2027 19 Page 201
Page 202
Representation of the CLD Partnership on all 4 area locality planning groups liveArgyll 1,2,3 CLD Plan takes into account new priorities set out by LOIPs Meetings held 4 per year CPD sessions and 6 monthly review of The CLD Partnership set clear outcomes for CLD, with success measures across all partners, to provide an overview of CLD impact within the local authority CLD Partnership 1 To support monitoring, recording impact, and identifying trends for continuous improvement. Reporting/evaluating use the National Outcomes performance reviews Annual Reports and Partnership meetings Workforce and volunteer development Develop the CLD workforce to become skilled and confident to deliver on local CLD priorities. Commit to UNCRC joint training as a partnership CLD Partnership 1,2 Improved understanding of the range of CPD and training opportunities and pathways Workforce can access and participate contributing to CLD outcomes The CLD workforce has the necessary skills to confidently deliver on the ambitions of the plan Uptake of CPD and training opportunities Identified needs Registration to CLD Standards Council Continue work in partnership with Northern Alliance and CLD Standards Council to map out and develop qualification pathways in CLD; and encourage take up of membership and benefits Share good practice CLD Partnership Northern Alliance 1,2,3 Career pathways access to CPD and training opportunities, Have your say to consultation participation in the future of CLD Meetings/Minutes/Agendas CLD Annual Reports Partnership meetings CLD Strategic Partnership Plan 2024-2027 20 Page 202
Page 203
CLD Strategic Partnership Plan 2024-2027 21 Continue to maximise the use of the new TSI database/ website to undertake meaningful engagement work with the wider 3rd sector Continue to Celebrate the achievements of learners across the partnership CLD Partnership TSI/liveArgyll 1,2,3 1,2 Increased awareness, signposting and uptake Improved joint planning and partnership work New Skills developed Improves confidence Highlights contribution made to their communities Leaners achievements Uptake of CPD and training opportunities Identified needs Increased membership Stakeholder feedback Awards ceremonies Celebration day for Adult learners Case studies CLD Annual Reports continue to develop the use of GDPR compliant shared data and performance information for effective decision making and reporting, to identify gaps in provision and target those most in need by: • Identifying what relevant CLD data local and national partners can share • Agreeing mechanism to collate, use and update the data using CLD basecamp group • Agreeing a set of performance measures CLD Partnership 1,2 Robust performance management and reporting mechanisms in place. Effective decision making and targeting based on shared partnership data Set of performance measures and data sets Page 203
Page 204
CLD Strategic Partnership Plan 2024-2027 22 Youth Work Adult Learning Community Development 1. Young people are confident, resilient and optimistic for the future 1. Adult learners are confident, resilient and optimistic for the future 1. Communities are confident, resilient and optimistic for the future 2. Young people manage personal, social and formal relationships 2. Adult learners develop positive networks and social connections 2. Communities manage links within communities and to other communities and networks 3. Young people create, describe and apply their learning and skills 3. Adult learners apply their skills, knowledge and understanding across the four areas of life 3. Community members identify their capacities, learning and skills, enhance them and apply them to their own issues and needs 4. Young people participate safely and effectively in groups 4. Adult learners participate equally, inclusively and effectively 4. Community members form and participate and effectively equally, inclusively and effectively in accountable groups S. Young people consider risk, make reasoned decisions and take control S. Adult learners are equipped to meet key challenges and transitions in their lives S. Communities consider risk, make reasoned decisions and take control of agendas 6. Young people express their voice and demonstrate social commitment 6. Adult learners express their voices, co design their learning and influence local and national policy 6. Communities express their voice and demonstrate commitment to social justice and action to achieve it 7. Young people's perspectives are broadened through new experiences and thinking 7. Adult learners critically reflect on their experiences and make positive changes for themselves and their communities 7. Community members’ perspectives are broadened through new and diverse experiences and connections Appendix 2 – National CLD Outcomes National CLD Outcomes Outcomes set through a collaborative focus involving Community Learning and Development Managers Scotland (CLDMS) and key partners Page 204
Page 205
CLD Strategic Partnership Plan 2024-2027 23 Appendix 3 – Independent Review of CLD Theme 1 – Visibility & Awareness: • Do people understand what CLD is and does? • How visible is CLD (and its component parts) to potential learners, decision-makers, budget- holders and other related service providers? • Is there sufficient awareness amongst potential learners, decision-makers and budget-holders on the positive outcomes that CLD can help to deliver? • If somebody could benefit from CLD services, how do they know this and how do they find out what might be available? • How is CLD – as a profession, approach and service – seen by decision-makers, budgetholders and related service professionals? Theme 2 – Accessibility & Availability: • If someone wants to do CLD learning, how likely are they to find what they need or want, and at a time/ setting that suits their circumstances? • Do we have a clear picture of what the need for CLD is? • What are the main barriers to someone accessing CLD or continuing their CLD learning journey? • Is it effective in reaching out and meeting the needs of the ‘voices seldom heard’? • In a time of very tight budgets, is it possible to get the right balance between universal and targeted provision? • How sustainable and predictable is the learning on offer? Theme 3 – Support & Learning: • Are CLD staff and volunteers sufficiently trained/ qualified to support a learner’s journey towards achieving high-quality positive outcomes? • How are CLD staff and volunteers seen by other related professionals? • Is learning taking place in a safe and welcoming environment? • How open is CLD provision to learners from more diverse and marginalised backgrounds? • How ‘joined-up’ are CLD services to other related services, such as schools, mental health support, benefits/money advice, Colleges, Universities, employability services, etc? • How integrated is CLD into the wider education and skills system? Theme 4 – Pathways & Progression: • How do learners know and record the progress being made? • How do we best measure (locally and nationally) the positive outcomes that CLD is delivering? • What, if any, are the challenges for a CLD learner moving to the next stage of their learning, and how are they overcome? The Future of CLD Learning: For All. For Life. A report from the Independent Review of Community Learning and Development (CLD) Kate Still published July 2024. The recent Independent Review of Community Learning and Development Sector across Scotland will inevitably introduce new additional focuses and priorities to our Action Plan/s. Therefore we have added this extract to our CLD Partnership Plan so we can be ready to implement them as they emerge and to inform new and existing Partners and wider readers of why the review was carried out. Kate Still was specifically asked to provide information and recommendations on the following: 1. Effective and consistently measured outcomes delivered through CLD and reported across the sector. This includes data on the CLD workforce, engagement opportunities and outcomes for learners. 2. Delivering positive outcomes and improved life chances for marginalised and vulnerable learners in communities, in the context of wider education reform and public finance constraints. 3. A strong and suitably professionalised CLD workforce equipped to deliver high- quality outcomes for learners. Kate Still wanted to do this in a way that was consistent with her determination for the review to look at these points through the lens of a CLD learner or potential learner, She decided to structure her evidence-gathering around four key themes (as set out below – with some of the questions she was looking to answer in bullet form): Page 205
Page 206
CLD Strategic Partnership Plan 2024-2027 24 1. Leadership and Structures The sense of fragmentation, inconsistency, drift and decline needs to be addressed urgently. Her view is there is a requirement for sustained strategic leadership, working to set out and deliver a clear, learner-centred, vision of what CLD is expected to do to provide the best outcomes for Scotland’s communities and the individuals who make them up. 2. Overarching Policy Narrative As Kate Still has highlighted throughout this report, there is a pressing need for the Scottish Government to take the findings from the many recent inter- related reviews in the education policy space, and to use them to synthesise a clear statement of what it wants in a true Lifelong Learning system. This can be helpful in paving the way for a clearer statement of the role that the Scottish Government expects CLD to play within that system. 3. Focus on Delivery There is much that needs to be done, but not all of it can be done at once. Nevertheless, it will be important to develop and set-out a plan which shows what steps will be taken, and when, to deliver the changes required to ensure CLD continues to deliver positive outcomes. ESOL needs to be a priority. 4. Budgets and Funding She has been clear to learners, practitioners and stakeholders throughout this review about the need to be realistic about the likelihood of significant additional funding being injected into CLD in the short-term. Nevertheless, it will be important to consider what can be done now to address some of the long-standing budget and funding challenges across the sector. 5. Developing the Workforce and Standards The CLD professionals and volunteers, working with people facing the biggest challenges, deserve better recognition than they currently enjoy. For those who are qualified CLD professionals, there is a pressing need to ensure parity of esteem with similarly-qualified professionals in related fields. As Scotland’s population continues to change, there is a need for the CLD workforce to change with it. 6. Demonstrating Impact If anyone, after reading this report, still harbours doubts about the life- changing nature of CLD, Kate Still strongly encourages them to sit down and listen to the learners whose lives are changed for the better (or have been saved). Many of the practitioners she heard from accepted that CLD needs to get better at telling its stories and demonstrating impact. Collectively, we need to get better at recognising and celebrating what CLD does. Kate Still’s says, without hesitation, that there is strong evidence showing that CLD is delivering positive outcomes and improved life chances for marginalised and vulnerable learners up and down the country. With the recommendations set out in this report, she is confident it can do even more. To help us ensure that it does, action needs to be taken to develop a clear and consistent framework of outcomes, together with a more standardised approach to reporting on those outcomes across the country. All of this can only be done with a workforce of staff and volunteers, who are clear on the standards expected of them, and supported to ensure that they can meet those standards. Extract from Learning: For All. For Life. A report from the Independent Review of Community Learning and Development (CLD) Kate Still published July 2024. How do we get to where we want to go? Having listened widely to learners, stakeholders, practitioners and decision makers, and considered the evidence gathered and presented in the documents accompanying this report, Kate Still is making recommendations, with related priority actions, in six key areas Page 206
Page 207
ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 12 DECEMBER 2024 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 2024 To December 2024. 1.2 It is recommended that the Community Services Committee notes: 1.2.1 The contents of this report; 1.2.2 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 1.2.3 That Ward members will receive copies of school inspection reports for schools within their area as published by Education Scotland. Page 207 Agenda Item 13
Page 208
ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 12 DECEMBER 2024 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 the August 2024 To December 2024. 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 Page 208
Page 209
evaluation form. In addition to the inspection advice note, schools have been provided with supporting local authority guidance. 2.4 In inspections of early learning and childcare settings, HMIE use the equivalent QIs from ‘How Good Is Our Early Learning and Childcare?’ 3.0 RECOMMENDATIONS It is recommended that the Community Services Committee notes: 3.1 The contents of this report; 3.2 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 3.3 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 Easdale Primary School and ELC was inspected week beginning 20th May 2024 using the short model of inspection. The school received positive feedback from the Managing Inspector with specific reference to: Children who are kind and respectful to each other and to adults. They are proud of their school and nursery. In the school, children engage well in group working and enjoy learning about their rights and sustainability. A whole staff team who have a clear focus on achieving the best possible outcomes for children. They provide a range of learning experiences which are relevant to the context in which children live. This ensures almost all children make good progress in their learning. Children in the nursery who benefit from playing and learning with children in the school very regularly throughout the year. They settle quickly and happily when they move into P1. This is helping them to engage well in their learning and make good progress. The link to the published letter and Summary of Inspection Findings (SIF) can be found below: Easdale Primary School | Inspection Report | Education Scotland 4.2 In May 2023, a team of inspectors from Education Scotland visited Bun-sgoil Srath na h- Apainne - Appin Primary School and Early Learning and Childcare and Gaelic Medium Unit. As a result of their inspection findings, it was decided Page 209
Page 210
that the school needed additional support and more time to make the necessary improvements identified. A return visit to review progress was undertaken with Inspectors the week of 3rd June 2024. The Inspectors reported that the school had made good progress since the original inspection and they were confident that the school had the capacity to improve. No more visits in connection with this inspection will take place. The link to the published letter and Summary of Inspection Findings (SIF) can be found below: Strath of Appin Primary School / Bun Sgoil Strath na h-Apainne (including Gaelic Medium Unit) | Inspection Report | Education Scotland 4.3 Colgrain Primary School and ELC was inspected week beginning 9th September using the full model of inspection. The ELC inspection was a joint inspection with the Care Inspectorate. 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. 4.4 Dervaig Primary School was inspected week beginning 23rd September using the full model of 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 joint review focussing on the two remaining areas for improvement at Campbeltown Grammar School took place on 28th and 29th October. This was conducted in partnership with colleagues from HMIe and was a positive engagement. The link to the published letter will be provided once made available. 4.6 A summary of all external school inspection audit reports published by Education Scotland across Argyll and Bute Education Service establishments during the period August 2024 to December 2024 is provided in Appendix 1. 4.7 A summary of the inspection outcomes per establishment detailing strengths and areas for improvement is provided in Appendix 2. Page 210
Page 211
5.0 DETAIL – National Thematic Inspections 5.1 In addition to visits to schools and settings, HMIE also carry out national thematic inspections. 5.2 The most recent phase of National Thematic Inspection focused on Local Authority Approaches to School Improvement and focused on the following four themes: 1. How do local authorities support schools to improve the quality of education through implementing effective improvement planning and standards and quality reporting? 2. How do local authorities support schools to improve the quality of education through self-evaluation and quality assurance? 3. How do local authorities support schools to improve the quality of education through professional learning? 4. How do local authorities deliver universal support and challenge for all schools, and/or targeted support for specific schools to improve the quality of education? 5.3 Overall findings will be shared through a national report expected to be published early in 2025. The link to the published report will be made accessible when it is available on Education Scotland’s website. 6.0 CONCLUSION 6.1 In summary, two published reports are available from the two inspections which took place during the period of August 2024 To December 2024. 6.2 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. 7.0 IMPLICATIONS 7.1 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. 7.2 Financial – None 7.3 Legal – None 7.4 HR – None Page 211
Page 212
7.5 Fairer Scotland Duty: – None 7.5.1 Equalities - protected characteristics – None 7.5.2 Socio-economic Duty – None 7.5.3 Islands – None 7.6 Climate Change - None 7.7 Risk – Reputational risk to the Education Service following a weak report. 7.8 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. 7.9 The Rights of the Child (UNCRC) - None 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 Wendy Brownlie Head of Education: Performance and Improvement For further information please contact:- Simone McAdam, Education Manager Email: Simone.McAdam@argyll-bute.gov.uk December 2024 Appendix 1 - Overview of Inspection Outcomes Appendix 2 – Summary of Inspection Outcomes Page 212
Page 213
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 Easdale Primary School May 2024 N/A 4 N/A 4 Easdale ELC ELC May 2024 N/A 4 N/A 4 Colgrain Primary School September 2024 Not yet published Not yet published Not yet published Not yet published Colgrain ELC ELC September 2024 Not yet published Not yet published Not yet published Not yet published Dervaig Primary School September 2024 Not yet published Not yet published Not yet published Not yet published The Six-point Scale for Inspection Grading Excellent 6 Very Good 5 Good 4 Satisfactory 3 Weak 2 Unsatisfactory 1 Page 213
Page 214
Appendix 2 – Summary of Inspection Outcomes Report Title: Easdale Primary School and Pre-Five Unit Inspection Agency: Education Scotland Key Findings: The inspection team found the following strengths in the school’s work. • Children who are kind and respectful to each other and to adults. They are proud of their school and nursery. In the school, children engage well in group working and enjoy learning about their rights and sustainability. • A whole staff team who have a clear focus on achieving the best possible outcomes for children. They provide a range of learning experiences which are relevant to the context in which children live. This ensures almost all children make good progress in their learning. • Children in the nursery who benefit from playing and learning with children in the school very regularly throughout the year. They settle quickly and happily when they move into P1. This is helping them to engage well in their learning and make good progress. The following areas for improvement were identified and discussed with the headteacher and a representative from Argyll and Bute Council. • Across the school and nursery, staff should develop further the planning of learning across all areas of the curriculum. This should help them to build on what children already know and can do to help them make the best possible progress in their learning. • In the school, teachers should develop further a clear assessment strategy which includes regular, planned high-quality assessment. This should help them to identify how well children can use their skills and knowledge in new and relevant contexts Date of Inspection: May 2024 Lead Officer to take forward improvement: Judith Frost – Headteacher Central Officer to support improvement: Rachel Binnie – Education Manager Page 214
Page 215
Community Services Committee Work Plan 2024 - 2025 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 12 December 2024 Police Scotland Argyll & Bute Performance Summary Report – Reporting Period: Q2 April – September 2024 Police Scotland Quarterly Scottish Fire and Rescue Service – Argyll & Bute Performance Report Q2 – 1 June – 30 September 2024 Scottish Fire and Rescue Service Quarterly Argyll & Bute Health & Social Care Partnership – Performance Report – FQ1 2024/25 (April – June) Argyll & Bute HSCP Quarterly Argyll & Bute Health & Social Care Partnership – Annual Performance Report 2023/24 Argyll & Bute HSCP Annually Furnace Primary School - Mothballing Education School Holiday Dates 2026-2029 Education Education Performance Data Analysis 2023-24 Education Annual Participation Measure 2023-24 Education Community Learning and Development Plan 2024 -2027 Education External Education Establishment Inspection Report Education Quarterly 6 March 2025 Police Scotland Argyll & Bute Performance Summary Report – Reporting Period: Q3 April – December 2024 Police Scotland Quarterly Page 215 Agenda Item 14
Page 216
Community Services Committee Work Plan 2024 - 2025 Scottish Fire and Rescue Service – Argyll & Bute Performance Report Q3 – 1 October – 31 December 2024 Scottish Fire and Rescue Service Quarterly Argyll & Bute Health & Social Care Partnership – Performance Report – FQ2 2024/25 Argyll & Bute HSCP Quarterly Education Vision and Strategy Education External Education Establishment Inspection Report Education Quarterly 5 June 2025 Police Scotland Argyll & Bute Performance Summary Report – Reporting Period: Q4 April 2024 – March 2025 Police Scotland Quarterly Scottish Fire and Rescue Service – Argyll & Bute Performance Report Q4 – 1 January – 31 March 2025 Scottish Fire and Rescue Service Quarterly Argyll & Bute Health & Social Care Partnership – Performance Report – FQ3 2024/25 Argyll & Bute HSCP Quarterly External Education Establishment Inspection Report Education Quarterly Future Reports – dates to be determined 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 Page 216
Page 217
Community Services Committee Work Plan 2024 - 2025 Live Argyll Monitoring and Performance Report & Live Argyll Annual Report Commercial Services/Live Argyll Annually in August Gaelic Language Plan Progress Report Customer Support Services Annually in August Year 2 2024/25) Annual Review of the Children and Young People Service Plan 2023 - 2026 Argyll and Bute HSCP Annually Scottish Attainment Challenge Education Education Refresh Strategy Education Schools (Consultation) (Scotland) Act 2010 Dalmally Primary School Education SQA Examination Results 2024 Education Page 217
Page 218
This page is intentionally left blank