Agenda reports pack

Argyll and Bute Council · 12 June 2024
Back to Oban Lorn & The Isles Area Committee — 12 June 2024 and its agenda

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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 June 2024 
NOTICE OF MEETING 
A meeting of the OBAN LORN & THE ISLES AREA COMMITTEE will be held on a HYBRID
BASIS ON MICRO SOFT TEAMS AND MCCAIG SUITE, CORRAN HALLS, OBAN on
WEDNESDAY, 12 JUNE 2024 at 10:00 AM, which you are requested to attend. 
Douglas Hendry
Executive Director 
BUSINESS 
1. APOLOGIES FOR ABSENCE 
2. DECLARATIONS OF INTEREST 
3. MINUTES 
(a) Oban, Lorn and the Isles Area Committee - 6 March 2024 (Pages 3 - 12) 
(b) Oban, Lorn and the Isles Area Community Planning Group - 8 May 2024 (Pages
13 - 20) 
(c) Oban Common Good Fund - 20 May 2024 (Pages 21 - 24) 
4. PUBLIC QUESTION TIME 
5. SECONDARY SCHOOLS ANNUAL REPORT 
(a) Oban High School (Pages 25 - 42) 
Report by Head Teacher, Oban High School  
(b) Tiree High School (Pages 43 - 58) 
Report by Head Teacher, Tiree High School  
(c) Tobermory High School (Pages 59 - 74) 
Report by Head Teacher, Tobermory High School 
6. AREA SCORECARD FQ4 2023/24 (Pages 75 - 112)
Public Document Pack

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Report by Executive Director with responsibility for Customer Support Services 
7. ARGYLL AND BUTE HEALTH & SOCIAL CARE PARTNERSHIP - BI-ANNUAL
REPORT (Pages 113 - 142)  
Report by Chief Officer, Argyll & Bute Social Care and Health Partnership 
8. ROADS AND INFRASTRUCTURE UPDATE (Pages 143 - 146)  
Report by Executive Director with responsibility for Roads and Infrastructure Services 
9. TOBERMORY PLAY PARK UPDATE (Pages 147 - 152)  
Report by Executive Director with responsibility for Roads and Infrastructure Services 
10. OBAN TOWN CENTRE, NORTH ACTIVE TRAVEL REPORT (Pages 153 - 162)  
Report by Executive Director with Responsibility for Development and Economic
Growth 
11. SUPPORTING COMMUNITIES FUND - APPLICATIONS (Pages 163 - 178)  
Report by Chief Executive’s Unit 
12. APPOINTMENTS TO OUTSIDE BODIES (Pages 179 - 184)  
Report by Executive Director with responsibility for Legal and Regulatory Support 
E1 13. CHARITABLE TRUSTS AND BEQUEST FUNDS REPORT (Pages 185 - 194)  
Report by Executive Director with responsibility for Legal and Regulatory Support 
REPORTS FOR NOTING 
14. DRAFT OBAN, LORN AND THE ISLES AREA COMMITTEE WORKPLAN (Pages
195 - 200)
The Council will be asked to pass a resolution in terms of Section 50(A)(4) of the Local
Government (Scotland) Act 1973 to exclude the public for items of business with an “E” on the
grounds that it is likely to involve the disclosure of exempt information as defined in the
appropriate paragraph of Part I of Schedule 7a to the Local Government (Scotland) Act 1973. 
The appropriate paragraph is:-
Paragraph 6  Information relating to the financial or business affairs of any particular person
(other than the authority). 
Oban Lorn & The Isles Area Committee 
Councillor Kieron Green Councillor Amanda Hampsey
Councillor Willie Hume Councillor Andrew Kain (Vice-Chair)
Councillor Jim Lynch Councillor Luna Martin
Councillor Julie McKenzie (Chair) Councillor Andrew Vennard   
Contact: Karen Campbell, Senior Committee Assistant - 01631 567855

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MINUTES of MEETING of OBAN LORN & THE ISLES AREA COMMITTEE held in the ON A
HYBRID BASIS ON MICROSOFT TEAMS AND IN THE MCCAIG SUITE, CORRAN HALLS,
OBAN 
on WEDNESDAY, 6 MARCH 2024 
Present: Councillor Andrew Kain (Chair) 
Councillor Kieron Green
Councillor Amanda Hampsey
Councillor Willie Hume 
Councillor Jim Lynch
Councillor Julie McKenzie
Councillor Andrew Vennard 
Attending: Melissa Stewart, Governance Officer
Tom Murphy, Operations Manager, Roads and Infrastructure Service
David Allan, Estates Officer
Colin Young, Strategic Transportation Delivery Officer
Stuart Green, Corporate Support Manager
Sonya Thomas, OD Project Officer
Kirtsty McLuckie, Community Development Officer
Douglas Whyte, Housing Strategy Manager
Richard Gawthorpe, Head Teacher, Bunessan Primary School
Natalie White, Head Teacher, Strath of Appin Primary School
Rachel Binnie, Education Manager 
1. APOLOGIES FOR ABSENCE 
There were no apologies received. 
Councillor Lynch intimated that he would have to leave the meeting at 11.30am as
he had a prior engagement. 
2. DECLARATIONS OF INTEREST 
There were no declarations of interest intimated. 
3. MINUTES 
(a) Oban, Lorn and the Isles Area Committee - 13 December 2023 
The Minute of the meeting of the Oban, Lorn and the Isles Area
Committee, held on 13 December 2023 was approved as a correct record. 
(b) Oban, Lorn and the Isles Area Community Planning Group - 7
February 2024 
The Minute of the meeting of the Oban, Lorn and the Isles Area
Community Planning Group held on 7 February 2024 was noted. 
(c) Special Meeting of Oban Common Good Fund - 12 December 2023 
The minute of the Special Meeting of Oban Common Good Fund meeting
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held on 13 December 2023 was noted.
4. PUBLIC QUESTION TIME
Question 1 – Frank Roberts, Oban Community Council
The appalling storm and associated heavy rainfall that we experienced on October 7th last
year resulted in a number of very serious consequences, and the Council officers and their
staff are to be congratulated on the rapid response to many of these.
One consequence of the storm was the inevitable flooding in Oban at Lochavullin, and the
seriousness and financial consequences of this to local business was raised by Andrew
Spence of BID4Oban and others at the last meeting of this committee.
We all know that such flooding is a continuing problem, has been for many years, and that a
permanent solution will be dependent on securing significant funds, most probably from
Government.
The recent meeting of the Oban Community Council was attended by Mr Lachie Strathern.
Mr Strathern has a garage business in the area, and is regularly faced with the problem
caused by flooding, and in particular of back washing of raw sewage into his premises. You
will all agree that this constitutes an immediate and serious health risk for him and his staff,
but also will inevitably result in raw sewage contamination of the relatively enclosed waters
of the bay in the town centre.
Mr Strathern’s property is leased from the Council. He was told in August last year that there
are no plans of the sewage drains in the area of his garage, but that the Council would
arrange for them to be surveyed, to enable remedial action to be taken. This has still not
happened despite several requests by him. This should be perfectly within the resources of
the Council. Can I ask, therefore:
1. When will Mr Strathern’s immediate and potentially extremely hazardous to health
problem of sewage pollution of his premises be addressed, and will the Council commit to a
definite date by which the drains will be surveyed and remedial action be taken?
2. Does the Council have a plan of how it intends to address the overall flooding problem,
including short term remedial measures that can be immediately undertaken, such as
clearing or dredging the Black Lynn and ensuring the efficient operation of the pumps in the
car park, and will it publish that plan with target dates by which it will achieve each step?
3. Will the Area Committee ask that a brief report on progress made be submitted at its next
and each subsequent meeting, so that such progress, or lack thereof, can be monitored?
Mr Roberts added that at the last Area Committee it had been agreed that Mr O’Neill and Mr
Spence would take the matter off table for a detailed response which he did not agree with
as he felt the community should be kept informed of current and ongoing information.
The Chair responded by firstly pointing out that the Council’s response to the recent storms
was remarkable and they had managed to get some funding back from the Scottish
Government to support their response. However, the issue of flooding was first raised in
1973, then the Government changed in 1974 and ever since money and resources have
been in decline. There are serious issues in our infrastructure and the Roads Department
Budget is £100m behind the curve. This is not an excuse but a fact.
The Governance Officer gave advice surrounding the Guidance of Community Councils
acting on a person’s behalf, advising that the tenant would be best placed to put his
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concerns regarding lack of response through the Council’s complaints process. A complaint
requires to be lodged by an individual member of the public.
Mr Strathern, tenant of property at Lochavullin advised that following the last flooding raw
sewage was not backing up into his property and was affecting not only him but his 7
members of staff. He stated that the responsibility falls solely with the Council as it is an
environmental health issue.
Mr Murphy from the Council’s Roads and Infrastructure advised that the Head of Service
was compiling a report around flooding and he stated he would speak to his colleagues in
the Environmental Health department with regards to the raw sewage backup as a priority.
Councillor Lynch asked if the report would come to this Committee. Mr Murphy confirmed
that it would.
Councillor Vennard responded to Mr Robert’s comment about the discussion on flooding
being taken off table, commenting that the discussion off line, not that there wouldn’t be any
follow up.
Mr Allan, of the Estates Department advised that his department has the responsibility for
the tenancies at Lochavullin, stating that there was a mix of tenants and private owners,
therefore there lack of records who has done what to each property when it comes to
drainage. A survey has been requested.
The Chair suggested that the two issues were split with the sewage situation being
prioritised.
Mr Strathern made a suggestion as to how to trace the source of the sewerage pollution by
using dye and asked if this was feasible? Mr Murphy and Mr Allan were invited to look into
this.
Councillor Vennard and Councillor McKenzie made the point that it would be appropriate to
have raised these issues with a ward councillor. Councillor Hampsey offered to take the
matter forward and invited Mr Strathern to make contact with her.
Phil Hamerton asked if there was a plan for the long term. The chair advised that it was
acknowledged that there were areas which needed addressed and there was a list of actions
to alleviate although a more detailed plan would be difficult due to lack of resources.
Mr Strathern, asked Mr Murphy if the pumping stations at Lochavullin were operational and if
there was any plans to dredge the Black Lynn?
Mr Murphy stated that as far as he was aware they were working. Mr Strathern advised that
the electrical box for the pumps was under water at the last flood – Mr Murphy said he would
double check with the local officers that the pumps were fully operational.
Councillor McKenzie stated that public question time should be for Councillors, that officers
were accessible by other means and that she did not agree with officers being put on the
spot.
Duncan Martin asked if the Committee recalled a report being commissioned on flooding
and how to address this. The Chair advised that he was not aware of this. Councillor
Vennard thought there was a flood study that was fed into SEPA. It was agreed that Mr
Murphy would look into this and circulate to the Committee if this existed.
Councillor Hume asked if a feasibility study on dredging the Black Lynn had been
undertaken. Mr Murphy, advised he would find out from his Road Design colleagues.
Question 2. Neil MacIntyre
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Mr MacIntyre asked the Committee what their thoughts were concerning the report at Item
14 on the agenda - Oban, Lorn Rugby FC, surrounding the access to the site.
The Chair advised that generally the project was well supported but that access
arrangements were bordering on operational matters which the committee could not
comment on.  
Again Mr MacIntyre asked about the access to the project and if the Councillors knew where
he was talking about.  Councillor McKenzie pointed out that discussing views on access
issues could cause issues for those members on the PPSL Committee.
The Chair re-iterated that Councillors were happy with the concept of the project and agreed
with Councillor McKenzie that access to the site would be included in any planning process
going forward.
Question 3 – Duncan Martin
Where are we on area plans for the Roads – are Councillors liaised with when decisions are
made on what roads are prioritised?
The Chair stated that there is a formula that is worked to prioritise maintenance work to
roads, starting with safety first and worked down, which is applied to the four areas of Argyll
and Bute.
Councillor Hume and advised that having worked previously in the roads department he had
a great deal of experience, but would welcome more consultation from Officers.
Councillor Green advised that in recent years Councillors have been asked for comments,
although they do not have the expertise, Officers are best placed in the know of operational
matters.
Question 4 – Frank Roberts, Oban Community Council
At its recent meeting, OCC Members were unanimous in now asking that a public meeting
be requested to inform the public in general of how the town might be affected both when the
Municipal harbour is eventually established, and thereafter into the future. In view of this, I
ask on behalf of the Community Council if the Area Committee will be willing to submit a
motion to the March 21st Harbour Board, requesting that a public meeting be held as soon
as possible, to begin to address public concerns over the Council's proposals. It is the view
of Oban Community Council, that an opportunity should be made for both Councillors and
Council Officers to speak to, and hear from, members of the public, and that this might help
to address concerns and enable the project to progress smoothly.
Councillor Kain had intended in November to write a piece in response to concerns raised in
the local paper.  Again, Councillor Kain reiterated that the object of a Municipal Harbour was
to enhance the commercial viability of Oban Harbour and to address safety issues.  OCHDA
are picking up on the moorings, which were addressed previously.  He commented that
communities have been inspired to raise concerns over the moorings on the assumption that
the  Council would be removing moorings.  This is not true; it is not in the council’s best
interest to put more prohibitions on the moorings but it does have a legal right to ensure
safety.  The same questions keep getting asked but in a different way and they have all been
answered.  
The Chair invited the Governance Officer to comment on the competency of a motion.  The
Governance Officer advised that under Standing Order 3.2, only items of business included
on the agenda, or urgent items of business intimated at the start of the meeting could be
considered.  On this basis, it would not be competent for the Area Committee to take forward
a Motion.
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Mr Roberts, then stated that he had been advised that the Council had no resources to hold
a public meeting, there has been no attempt to advise the public and no engagement.
Councillor Kain again advised that he has read all the information on the move to get a
municipal harbour, there is a lot of misinformation going out to the public by groups and it is
nonsense.  The sea beds will not change as they fall under the ownership/responsibility of
the Crown Office, what has been proposed is to the benefit of all harbour users locally and
help address issues which prevent access to Oban.
Question 5 – Frank Roberts, Oban Community Council
It is now the first anniversary of the Area Committee where it was agreed that CCTV
equipment would be installed at Ganavan Carpark and nothing has happened.
Mr Murphy stated that advice had been sought from the Council’s Anti-Social Behaviour Co-
Ordinator and he would find out the response for Mr Roberts. 
5. AREA PERFORMANCE REPORT -  FQ3 2023/34 
Consideration was given to the Area Performance Report for financial quarter 3 of
2023/24 (September to December 2023) which illustrated the agreed performance
measures for this period. 
Decision 
The Oban, Lorn and the Isles Area Committee: 
1. noted and considered the performance and supporting commentary as
presented; 
2. noted that upon receipt of the Quarterly Performance Report the Area Committee
should contact either the Responsible Named Officer or Sonya Thomas with any
queries; and 
3. noted that work was ongoing and to respond to Sonya Thomas with requests or
comments regarding the layout and format of the Performance Report and
Scorecard. 
(Reference: Report by Executive Director with responsibility for Customer Support
Services, dated 6 March 2024, submitted) 
Councillor Lynch left the meeting at this point. 
6. PRIMARY SCHOOL AREA ATTAINMENT REPORT - OBAN, LORN AND THE
ISLES 
The Committee gave consideration to a report and presentation given by Ms White,
Head Teacher of Strath of Appin Primary School and Mr Gawthorpe, Head Teacher
for Bunessan Primary which provided a range of key information about primary
school provision in the Oban, Lorn and the Isles area during the school session
August 2023 to June 2024 and reported the National collection of attainment and
achievement data from June 2023.  
Decision
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The Oban, Lorn and the Isles Area Committee considered and noted the contents of
the report.  
(Reference: Report by Executive Director with responsibility for Education dated
March 2024, submitted) 
7. ROADS AND INFRASTRUCTURE UPDATE 
The Committee gave consideration to a report which provided links to the recent
activities of Roads and Infrastructure Services relevant to the Oban, Lorn and the
Isles Area. 
Decision 
The Oban, Lorn and the Isles Area Committee considered and noted the contents of
the report. 
(Reference: Report by Executive Director with responsibility for Roads and
Infrastructure Services, dated 6 March 2024, submitted) 
8. ROADS CAPITAL RECONSTRUCTION PROGRAMME 
The Committee gave consideration to a report which included a draft programme for
roads reconstruction schemes for 2024/25 in the Oban, Lorn and the Isles area. 
Decision 
The Oban, Lorn and the Isles Area Committee:- 
1. agreed to provided comments on the draft programme contained at appendix
1 of the report, no later than 13th March; and 
2. noted that the programme would go forward to the Environment, Development
and Infrastructure Committee on 21 March 2024 for endorsement. 
(Reference: Report by Executive Director with responsibility for Roads and
Infrastructure Services, dated February 2024, submitted) 
9. HOUSING SERVICES ACTIVITY  UPDATE - STRATEGIC HOUSING
INVESTMENT PLAN (SHIP)  - ANNUAL UPDATE 
Consideration was given to a report which provided an update on Housing Services
activity and the delivery of the Local Housing Strategy within the Oban, Lorn and the
Isles Area. 
Decision 
The Oban, Lorn and the Isles Area Committee considered and noted the content of
the report. 
(Reference:  Report by Executive Director with responsibility for Development and
Economic Growth, dated March 2024, submitted)  
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10. ACTIVE TRAVEL PROGRESS REPORT 2023-24 
The Committee gave consideration to a report which provided an update on the
progress made in 2023/24 in relation to active travel projects in the Oban, Lorn and
the Isles area, and sought continued support for the projects from Members. 
Decision 
The Oban, Lorn and the Isles Area Committee agreed to:- 
1. welcomed the progress made to date across a significant number of active
travel projects by the small Active Travel Team. 
2. supported the continuation of the projects and the submission of future funding
applications to external challenge funds (while these still exist) to continue to
develop design and construction stages in order to deliver these projects. 
3. supported the allocation of the active travel funding element in the    Council’s
24/25 block grant to the development and delivery of appropriate active travel
projects, including those already underway in OLI. 
4. instructed Officers to continue to identify and develop new active travel projects
to benefit local residents, businesses and communities. 
(Reference: report by Executive Director with responsibility for Development and
Economic Growth, submitted) 
11. SUPPORTING COMMUNITIES FUND - 2022-23 PROJECT MONITORING
REPORT 
The Committee gave consideration to a report which highlighted the positive
outcomes of the Council’s Supporting Communities Fund in 2022/23 for communities
in the Oban, Lorn and the Isles area. 
Decision 
The Oban, Lorn and the Isles Area Committee: 
1. noted and considered the positive contribution of the Supporting Communities
Fund detailed in section 4 and the attached table. 
2. noted that a total of £2,617.50 in total has been returned, and agree that this
be included in the distribution of the SCF for 2024/25.   
(Reference: Report by Chief Executive’s Unit, dated 6 March 2024, submitted) 
12. AREA PLANS 
Consideration was given to a presentation which provided information in relation to
the progress of the Council’s Area Plans project.
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Decision 
The Oban, Lorn and the Isles Area Committee considered and noted the information
provided. 
(Reference:  Presentation by Chief Executive’s Unit, dated 6 March 2024, submitted) 
13. CHARITABLE TRUSTS, BEQUESTS AND TRUST FUNDS 
(a) Distribution Arrangements 
The Committee gave consideration to a report which invited Members to
consider distribution arrangements for four of the Charitable Trusts,
Bequests and Trust Funds for which the Members act as Trustees. 
Decision 
The Oban Lorn and the Isles Area Committee:
1. agreed the proposals for distribution arrangements for the
MacKinnon Ledigham Bequest, Archibald Dow Bequest and
Coals for the Poor Oban, outlined within this report, 
2. agreed that a review of the updated distribution
arrangements for the aforementioned funds be undertaken
and reported to the Area Committee following the first 12
months of operation; and 
3. agreed that the unrestricted funds held within the Kilmore and
Kilbride Bequest be made available, in their totality,
immediately and that a moratorium be placed on this fund
thereafter 
(Reference: Report by Executive Director with responsibility for Legal and
Regulatory Support, dated 6 March 2024, submitted) 
(b) John of Lorn Bequest Award Recommendations 
The Area Committee gave consideration to a report providing information
on a number of applications received and processed for support from the
John of Lorn Bequest. 
Decision 
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The Oban, Lorn and the Isles Area Committee noted the number of
awards made from the John of Lorn Bequest since the last meeting of the
Area Committee in December 2023. 
(Reference:  Report by Executive Director with responsibility for Legal and
Regulatory Support dated 6 March 2024, submitted) 
14. COMMUNITY SPORTS HUB, OBAN LORNE RUGBY FOOTBALL CLUB,
GLENCRUITTEN DRIVE, OBAN 
The Committee considered a report on the significant progress in negotiations with
Oban Lorn Rugby Football Club (OLRFC) following the reports to DMT of 10th May
2023, ELT of 23rd May 2023 and DMT of 6th November 2023 setting out their
Expression of Interest in extending their current lease and substantially redeveloping
the clubhouse building and adjoining sports grounds for both club and community use. 
Decision 
The Oban, Lorn and the Isles Area Committee:- 
1. Noted the significant investment planned by OLRFC in improving this asset for
the community along with the potential income and capital receipt to the Council
provisionally agreed in Heads of Terms to enable OLRFC’s formal funding
process to begin and the project to move forward. 
2. Noted that the project is of a significant scale and if the Club meet all their
obligations, it is intended that this will result in the sale of a large area of
recreational ground to the Club, reducing the Council’s control of the area. 
(Reference: Report by Executive Director with responsibility for Commercial Services,
submitted)   
15. DRAFT OBAN, LORN AND THE ISLES AREA COMMITTEE WORKPLAN 
The Committee gave consideration to the Area Committee workplan for future
meetings.   
Decision 
The Oban, Lorn and the Isles Area Committee considered and noted the contents of
the workplan. 
(Reference:  Area Committee Workplan, dated 6 March 2024, submitted) 
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MINUTES OF THE MEETING OF THE OBAN LORN & THE ISLES COMMUNITY PLANNING
GROUP HELD BY MICROSOFT TEAMS 
ON WEDNESDAY, 8 MAY 2024 
Present: Colin Buchanan, Luing Community Council (Chair)
Stuart McLean, Committee Manager, Argyll and Bute Council
Rona Gold, Communities and Partnership Manager, Argyll and Bute Council
Councillor Julie MacKenzie, Argyll and Bute Council
Councillor Kieron Green, Argyll and Bute Council
Robert Taylor, Scottish Fire and Rescue
Maureen Evans, Community Learning Services, Live Argyll 
Carol Flett, Oban, Lorn and the Isles Living Well Network
Theresa Bain, UHI Argyll
Jane Metcalf, Coll Community Council
Rachel Heald, Hope Kitchen
Rory Munro, Argyll and Bute Health and Social Care Partnership
Kirsten Johnston, Argyll and Bute TSI
Joan Best, Crossroads North Argyll
Seonaid Cameron, ACHA
Sergeant Matthew Shaw, Police Scotland
Charles Steuart Fothringham, Appin Community Council
Matthew Hall, Oban Youth Café
Jim Tolmie, Oban District Access Panel
Duncan Martin, Oban Community Council
Takki Sulaiman, Argyll and Bute TSI 
Attending: Councillor Willie Hume, Argyll and Bute Council
Rachael McGruer, Scottish Government Place Director
Debbie Maguire, Scottish Government 
Andrew Galloway, Local Democracy Reporter, Argyll and Bute 
1. WELCOME AND APOLOGIES 
The Chair welcomed everyone to the meeting and general introductions were made. 
Apologies for absence were intimated on behalf of: 
Councillor Jim Lynch, Argyll and Bute Council;
Michelle Mundie, ACHA;
Fergus Murray, Head of Economic and Development Growth, Argyll and Bute Council;
Kirsty McLuckie, Community Development Officer, Argyll and Bute Council;
Petra Pearce, Argyll and Bute TSI;
Jane Fowler, Head of Customer & Support Services, Argyll and Bute Council ;
Inspector Lee Page, Police Scotland;
Susan MacRae, Skills Development Scotland; and
Caroline MacArthur, NHS Highland. 
2. DECLARATIONS OF INTEREST 
There were no declarations of interest intimated. 
Public Document PackPage 13 Agenda Item 3b

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3. MINUTES
(a) Oban, Lorn and the Isles Community Planning Group 7 February 2024
The Minutes of the Oban, Lorn and the Isles Area Community Planning Group
meeting held on Tuesday 7 February 2024 were approved as a correct record.
Having noted the commitments of those in attendance, the Chair agreed to vary the order
of business. This Minute reflects the order in which discussions took place.
4. APPOINTMENT OF CHAIR OF THE OBAN, LORN AND THE ISLES AREA
COMMUNITY PLANNING GROUP
The Group gave consideration to a report providing information relating to the appointment
of Chair of the Oban, Lorn and the Isles Area Community Planning Group and outlined the
expected time commitment and information on the role.
The Vice-Chair Colin Buchanan advised that he would be happy to stand for this position
and with there being no other nominations, this became the decision of the group.
The Committee Manager advised that due to Colin’s new position, a report would be
considered at the next meeting seeking nominations to the Vice-Chair position. The
Committee Manager encouraged partners to consider whether this was a role that they
would be interested in fulfilling and if so to please contact him for further details.
Decision
The Oban, Lorn and the Isles Area Community Planning Group agreed that Colin
Buchanan be appointed as Chair.
(Reference: Report by Committee Manager, Argyll and Bute Council, dated 8 May 2024,
submitted)
5. COMMUNITY PLANNING PARTNERSHIP MANAGEMENT COMMITTEE
UPDATE
The Group gave consideration to a report which outlined matters discussed during a
meeting of the Community Planning Partnership (CPP) Management Committee held on
10 April 2024.
Stuart McLean, Committee Manager advised of a proposed new governance structure for
the Community Planning Partnership to assist in delivering actions from the Argyll and
Bute Outcomes Improvement Plan (ABOIP); updates to the Transport Infrastructure,
Housing and Community Wellbeing ABOIP outcomes; and progress with relevant projects,
including an update to the Terms of Reference for the Climate Change Working Group.
Rona Gold, Community Planning Manager, provided clarification in relation to discussions
about the governance structure of the Community Planning Partnership, having noted
some disagreements with the proposals expressed at the Management Committee
meeting and within a report that featured on the agenda for this meeting. It was
highlighted that no decisions had been made in relation to this matter and partners would
be working together to ensure that the meetings taking place were meaningful, and
allowed as much time and resource as possible for action and progress on the ABOIP
outcomes. It was noted that a development session with CPP partners would be held in
June, and details of this session would be circulated to relevant partners in due course.
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Decision 
The Oban, Lorn and the Isles Area Community Planning Group considered and noted the
contents of the report.
(Reference: Report by Committee Manager, Argyll and Bute Council, dated 8 May 2024,
submitted) 
6. UPDATE ON COMMUNITY COUNCIL INTERIM BY-ELECTIONS 
Consideration was given to a report which provided an update on the membership of
community councils in the Oban, Lorn and the Isles area following the closure of the
nomination period for the interim by-elections. 
Decision 
The Oban, Lorn and the Isles Area Community Planning Group considered and noted the
information provided. 
(Reference: Report by Governance Officer, Argyll and Bute Council, dated 8 May 2024,
submitted) 
7. ARGYLL AND BUTE HEALTH AND SOCIAL CARE PARTNERSHIP - PUBLIC
HEALTH 
(a) The Annual Report of the Director of Public Health 2023 (NHS Highland):
Medication & Public Health: Do the Right Thing 
Consideration was given to a public health update from NHS Highland. The update
focussed on The Annual Report of the Director of Public Health 2023 (NHS
Highland): ‘Medication & Public Health – Do the Right Thing. The report examined
public health challenges and the benefits and drawback of prescribed medicines,
with a focus on escalating levels of pharmacotherapy and its impacts on both
individuals, and the population and their environment, including the rise of antibiotic
resistance and the environmental pollution caused by medicines. 
The report also provided information on the following key issues: The Environment:
How medication can make out environment sicker; Hepatitis C: How medication is
transforming treatment and prevention; Social Prescribing: How an alternative to
medication can work; and Prescriptions for Pain: How medication can have long-
lasting effects on public health. A case study regarding how medication and other
measures can work together to improve health was also considered.
Decision 
The Oban, Lorn and the Isles Area Community Planning Group considered and
noted the information provided. 
(Reference: Report by Health Improvement Senior, NHS Highland, submitted) 
8. INCLUDEM - YOUTH JUSTICE 
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The Chair advised that David Gould, Associate Researcher, Includem was unable to
attend the meeting and it was noted that there was information on this item within the
agenda pack, for anyone to review. 
Decision 
The Oban, Lorn and the Isles Area Community Planning Group agreed to continue
consideration of this item at a future meeting. 
9. ARGYLL COMMUNITY HOUSING ASSOCIATION - ANNUAL UPDATE 
Consideration was given to an annual report from Argyll Community Housing Association
(ACHA) which provided information in relation to their stock in the Oban, Lorn and the
Isles area; investment programmes; the Warm Homes Fund project; Investment in
Sheltered Housing complexes; a review of ACHA’s sheltered housing services; allocation
and re-letting of properties; opportunities for communities to engage with planned Estate
Walkabouts; an ongoing consultation on ACHA’s Customer Involvement Strategy;  welfare
rights services; adaptations for vulnerable customers; success at the Scotland Housing
Awards, Scottish Energy Efficiency Awards and Tenant Advisory Service Nation
Excellence Awards; awards for local schools as part of ACHA’s 10 10 10 initiative; and the
feedback from customer satisfaction surveys.
The report also encouraged applications to ACHA’s Community Action Fund, advising that
a number of awards from the Fund had already benefitted local groups. 
Decision 
The Oban, Lorn and the Isles Area Community Planning Group considered and noted the
information provided.
(Reference: Report by Trainee Local Manager, Argyll Community Housing Association,
dated 8 May 2024, submitted) 
10. SCOTTISH GOVERNMENT - PLACE DIRECTOR 
Consideration was given to a presentation by Rachael McGruer, Place Director at the
Scottish Government. The presentation highlighted that the role of Place Directors is to
understand how public services can best work together and support partners to work with
communities across Scotland. The presentation also included information on Place
Directors responsibilities; the history of Place Directors with it being highlighted that they
have existed since 2008 and prior to 2022 were known as Location Directors; and
personal involvement such as attendance at CPP meetings and supporting visits for the
Permanent Secretary and Travelling Cabinet. 
Decision 
The Oban, Lorn and the Isles Area Community Planning Group considered and noted the
information provided. 
(Reference: Presentation by Place Director, Scottish Government) 
11. COMMUNITY WEALTH BUILDING IN ARGYLL AND BUTE - A FRAMEWORK
FOR ACTION 
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Consideration was given to a report and presentation in relation to Community Wealth
Building. The report confirmed that the Community Planning Partnership Management
Committee formally received the Community Wealth Building report commissioned in
2023 at its meeting of 10th April 2024. It was highlighted that the recommendations in the
report were categorised in five sections: spending; workforce; inclusive ownership;
finance; and land and property.
It was noted that the Community Planning Partnership had requested that Area
Community Planning Group provide feedback in relation to the implementation and priority
actions identified in the report and appendices.
Decision
The Oban, Lorn and the Isles Area Community Planning Group:
1. noted that a steering group of CPP partners oversaw the delivery and production of the
two reports at Appendix 1 and 2;
2. agreed to forward any comments on implementation and priority actions within the final
report Community Wealth Building in Argyll and Bute: A framework for action at
appendix 1 following the meeting to the Committee Manager to pass to the CEO, Argyll
and Bute Third Sector Interface for consideration and action as appropriate; and
3. agreed to forward any comments on the implementation and priority actions within the
two ‘Models of Opportunity’ at appendix 2 following the meeting to the Committee
Manager to pass to the CEO, Argyll and Bute Third Sector Interface for consideration
and action as appropriate.
(Reference: Report by CEO, Argyll and Bute Third Sector Interface, dated 8 May 2024,
submitted)
12. OBAN, LORN AND THE ISLES LIVING WELL NETWORK
The Group gave consideration to an update and presentation from Carol Flett, Oban, Lorn
and the Isles Living Well Network. The presentation included information on who the
Living Well Network are and what they do; network events and meetings and the Living
Well Network priorities for Oban, Lorn and the Isles.
Carol also advised that following the last meeting where concerns were raised around
optometry services she had gathered information from a number of people and wrote a
document detailing the challenges around this provision and that this was sent to the
Locality Planning Group. Carol suggested that she share the response with the Chair and
Jim Tolmie who had originally highlighted the issue then respond to the HSCP with a
specific list of questions.
Decision
The Oban, Lorn and the Isles Area Community Planning Group considered and noted the
information provided.
(Reference: Presentation by Oban, Lorn and the Isles Living Well Network Co-ordinator)
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13. PARTNERS UPDATE 
(a) Police Scotland 
Consideration was given to an update which provided information on the ongoing
work of the Service and information on staffing changes; the Neighbourhood Watch
Scheme; management changes; the monitoring of anti-social behaviour caused by
youths and bespoke areas of patrol and the National NHS project ‘Lifelines
Scotland’ which is a project aiming to support the Wellbeing of the emergency
services staff and volunteers in Scotland.
Decision 
The Oban, Lorn and the Isles Area Community Planning Group considered and
noted the information provided. 
(Reference: Report by Police Scotland, submitted) 
(b) Scottish Fire and Rescue Service 
The Group gave consideration to a report highlighting the Scottish Fire and Rescue
Service’s (SFRS) FQ4 review of local performance across Oban, Lorn and the
Isles for the period 2023-24. The report included information on the local firefighter
training plan; incidents during this period; unwanted fire alarm signals; road and
water safety campaigns; community engagement activities; East and West
Dunbartonshire and Argyll and Bute Local Senior Officer Activities and home fire
safety.  
Robert Taylor advised that the Scottish Fire and Rescue Service was currently
running a survey on the future of the service and that community engagement
events would be held in fire stations across Scotland. Further information on the
survey can be found at: Shaping Our Future Service: Your Say - Scottish Fire and
Rescue Services - Citizen Space
Decision 
The Oban, Lorn and the Isles Area Community Planning Group considered and
noted the information provided. 
(Reference: Report by Scottish Fire and Rescue Service, submitted) 
(c) Argyll and Bute Third Sector Interface Update 
Consideration was given to a report from Argyll and Bute Third Sector Interface
(TSI), which provided an update on actions taken during financial quarter four of
2023-24. The update included information in relation to changes to the Charities
(Regulation and Administration) (Scotland) Act 2023; local strategic partnerships;
the Community Wealth Building report; Community Planning Partnership
organisational changes; funding for 2024-2025; the Funders Fayre 2024 held in
Oban; a fourth year of funding of the Community Mental Health and Wellbeing
Fund; TSI Board member recruitment; testing of new models of co-location; work
by the Argyll and Bute Climate Action Network; the Sustainable Food Partnership
online event; consultations on a new strategy and a local sustainable funding
campaign; research proposal for mapping Argyll and Bute’s early intervention
services; and TSI’s hosting of a Wellbeing Development Manager post, funded by
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Macmillan Cancer Support and the Health and Social Care Partnership. 
Decision 
The Oban, Lorn and the Isles Area Community Planning Group considered and
noted the information provided. 
(Reference: Report by CEO, Argyll and Bute TSI, submitted) 
(d) Opportunity for Verbal Partner Updates 
Crossroads North Argyll 
Joan Best highlighted that Crossroads North Argyll provide respite for unpaid
carers and that as well as having the service in Oban they also have a service on
Mull and have started a service on Tiree. Joan advised that they can take referrals
from anyone and although they do have a waiting list of around 20 people they do
ask that if people know of anyone who could do with some help, then to advise
them to get in touch.  
Hope Kitchen 
Rachel Heald highlighted that The Hope Kitchen have opened a new community
shop which also has workshop space for use in 113 George Street, Oban and that
they will also be starting a Rescue Food Service within the next few weeks. It was
highlighted that this is led by the Hope Kitchen but is ran by The Collective. 
Argyll and Bute Council 
The Committee Manager highlighted that the Oban, Lorn and the Isles Area
Committee are Trustees of the following of Trust Funds: 
The John of Lorn Bequest which has been available for some time and  is open
to anyone that is aged 16 and over and resident of the Burgh of Oban. Successful
individual applicants will receive £50, while those that are applying on behalf of
their family will receive £100. 
The Archibald Dow Bequest which is for people aged 16 and over living in
Taynuilt. Individuals who fulfil the criteria for support will receive £50 and families
can claim £100.
The Mackinnon Ledigham Bequest is aimed at people who are of state pension
age and live within the Ross of Mull. Applicants can receive £50 and a maximum of
one award per calendar year. 
Coals for the Poor Oban offers awards of £50 to individuals and £100 to families.
To be eligible you should be over 16-years-of-age, in receipt of a qualifying benefit
and resident in the burgh of Oban. The funds must be used to buy coal.
The Committee Manager advised that he would circulate a link to each fund at the
conclusion of the meeting and asked that partners promote these funds to anyone
that they think could benefit from them. 
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14. CLIMATE CHANGE 
(a) Argyll and Bute Climate Action: Developing a Climate Change Strategy and
Action Plan for Argyll & Bute 
The Group gave consideration to a report providing an update on the Community
Planning Partnership’s Argyll And Bute Climate Action project: developing a
Climate Change Strategy and Action Plan for Argyll and Bute.
Decision
The Oban, Lorn and the Isles Area Community Planning Group noted the approach
and status of the project as outlined in the report. 
(Reference: Report by Climate Change Project Manager, dated 16 April 2024,
submitted) 
(b) Opportunity for Verbal Updates on Community Based Initiatives 
There were no verbal updates provided under this item. 
15. DATE OF NEXT MEETING - WEDNESDAY 14 AUGUST 2024 
The Group noted that the next meeting of the Oban, Lorn and the Isles Area Community
Planning Group would take place on Wednesday 14 August 2024. 
It was noted that members of the Group would like the option to attend future meetings in
person and it was agreed that the Committee Manager would conduct a survey to
ascertain the preference of the Group as a whole as to meeting arrangements going
forward. 
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MINUTES of MEETING of OBAN COMMON GOOD FUND held by MICROSOFT TEAMS 
on MONDAY, 20 MAY 2024 
Present: Councillor Julie McKenzie  (Chair) 
Councillor Kieron Green  Councillor Amanda Hampsey
Attending: Melissa Stewart, Democratic Services Manager
David MacGregor, Accountant Simmers & Co
Marri Malloy, Observer
Rev Margi Campbell, Observer 
1. APOLOGIES FOR ABSENCE 
Apologies were intimated by Councillor Jim Lynch and Fr James MacNeil. 
2. DECLARATIONS OF INTEREST (IF ANY) 
Councillor Julie McKenzie declared a non-financial interest in Item 6(a) of these
minutes.  Councillor McKenzie did not take part in any discussion on this item. 
3. MINUTES 
The minutes of the Oban Common Good Fund held on 18 March 2024 were
approved as a correct record. 
4. APPOINTMENT OF A CHAIR TO THE OBAN COMMON GOOD FUND 
The Democratic Services Manager gave a vote of thanks to the outgoing Trustees,
Councillors Kain and Martin, for their contribution to the Oban Common Good Fund
over the past two years. 
The Trustees then considered a report from the Democratic Services Manager on
the appointment of a new Chair. 
Decision 
It was unanimously agreed that Councillor Julie MacKenzie would be appointed as
Chair of the Oban Common Good Fund. 
(Ref. Report by Democratic Services Manager dated 20 May 2024 submitted) 
The Trustees resolved in terms of Section 50(A)(4) of the Local Government
(Scotland) Act 1973 to exclude the press and public for the following items of
business on the grounds that it was likely to involve the disclosure of exempt
information as defined in Paragraph 6 respectively of Part 1 of Schedule 7A to the
Local Government (Scotland) Act 1973. 
E1 5. DRAFT ANNUAL ACCOUNTS AND SETTING OF ANNUAL BUDGET 
Page 21 Agenda Item 3c

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(a) Draft Annual Accounts 2023/24 
The draft annual accounts detailing the current position of investment
transaction for period 1st April 2023 to 31st March 2024 were presented by
David MacGregor with Trustees being invited to approve them. 
Decision 
The Trustees noted the draft accounts and also noted that these would be
submitted to a future meeting for approval, once audited. 
(Ref. Draft Annual Accounts 2023/24 as prepared by Simmers & Co dated
31st March 2024) 
(b) Income and Expenditure Report 
A financial statement detailing the current position of investment
transaction for the period up to 31 March 2024 was considered. 
Decision 
The Trustees noted the income and expenditure report. 
(Ref:  Report by Simmers & Co for period ending 31 March 2024,
submitted) 
(c) Set Annual Grant Budget 
Following the financial update the Trustees were asked to set the budget
for 2024/25. 
Decision 
The Trustees agreed that the annual budget for 2024/25 would be
£65,000. 
(Ref Financial Update as prepared by Simmers & Co dated 31st March
2024) 
E1 6. END OF PROJECT MONITORING REPORTS 
As Councillor McKenzie had declared an interest in this item, she did not take part in
the discussion on the following item. 
(a) Oban High School Parent Teacher Association 
The Trustees were invited to consider the End of Project Monitoring Form
from the Oban High School Parent Teacher Association. 
Decision 
The Trustees noted the end of project report.
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(Ref:  End of Project Monitoring Form, submitted) 
E1 7. CONSIDERATION OF NEW APPLICATIONS 
(a) Eadar Glinn Residents Comfort Fund 
The Trustees considered the application submitted by Eadar Glinn
Residents Comfort Fund. 
Decision: 
It was unanimously agreed to award the full amount of £2063.90. 
(Reference: application submitted by Eadar Glinn Residents Comfort
Fund) 
(b) Oban FM 
The Trustees considered the application submitted by Oban FM. 
Decision: 
1. The Trustees noted that the application was incomplete due to the
absence of audited accounts; and 
2. The Trustees agreed to continue the application to a meeting on
10th June 2024 at 11am when it was expected that the accounts
would be available and that the applicant and directors/trustees of
Oban FM could attend to supply further information in support of
the application. 
(Reference: application submitted by Oban FM) 
(c) Oban Pride 
The Trustees considered the application submitted by Oban Pride. 
Decision: 
It was unanimously agreed to award the sum of £3000. 
(Reference: application submitted by Oban Pride) 
8. DATE OF NEXT MEETING 
It was agreed that the next meeting of the Oban Common Good Fund would take
place on Monday, 12th August 2024, at 2pm. 
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Page 25

ARGYLL AND BUTE COUNCIL SECONDARY SCHOOL ATTAINMENT REPORT
AREA COMMITTEE 
SCHOOL BADGE       
Oban High School 
12th June 2024 
Page 25
Agenda Item
5a

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School information/school context – include SIMD etc.
At Oban High School we seek to embrace the rich heritage and culture of the area whilst promoting a progressive, inclusive and holistic
approach to education. Our vision and values permeate every aspect of school life. The school has 19 partner primary schools and has one of
the largest geographical catchment areas in Scotland, catering for pupils from remote rural and island areas and large numbers of urban
pupils. The pupils from nine islands stay in the school hostel throughout the school terms. Our catchment contains areas of deprivation
between Decile 1 through to Decile 9 of the Scottish Index of Multiple Deprivation. Approximately 30% of our pupils have additional support
needs.
To ensure a fully inclusive pastoral support structure, we have merged our severe and complex needs facility with both behaviour and learning
support departments and inter-linked these across a full time Guidance structure. Our Clan System is central to our vision and values and was
highly praised by the HMIe. The core purpose of the clan system is to promote the concept of “family” and supporting each other; though
competitive spirit also remains prominent as shown in our annual Highland Games and clan competitions throughout the year. Our pastoral
support is also structured around the clans, with pupils coming together in assemblies and in tutor classes in clans. The assemblies are led by
pupil Clan leaders, thus allowing them valuable leadership experience.
We seek to use every opportunity to provide wider opportunities for our pupils, in and out of lessons. We celebrate staff collegiality and
embrace a talent management philosophy through a number of opportunities to develop staff leadership. All staff are expected to lead some
aspect of whole school improvement and development.
In order to provide the necessary qualifications, skills and experiences to equip our youngsters for life and work after school, we deliberately
provide one of the broadest curriculums in Scotland. It is a policy which ensures a very high level of positive destinations for our pupils.
We have a good and developing record in promoting and celebrating wider achievement as evidenced by the number of pupils that take part in
a very wide range of activities in and beyond school, many of which are recognised by certification (e.g. Mental Health and Wellbeing Award,
YASS, Duke of Edinburgh).
Our young people make an impressive contribution to the wider life of the school community and are encouraged to take on leadership roles
throughout the school. Leadership activities include involvement in the Senior Pupil Leadership Team (SPLT) in leading Clan Assemblies;
leading the Pupil Council; running charity events; school events and representing the school at civic events both locally and nationally. The
pupils were and continue to be co-authors of our curriculum. The SPLT lead groups of prefects on a weekly basis but also co-opt other pupils
from across the school on an on-going basis.
Wider achievement is also a key element in the senior phase of our curriculum with an extensive range or vocational opportunities being
provided through our well established “Pathways Programme”. This Programme, which Education Scotland uses as a model of good practice,
is delivered in partnership with a wide variety of local businesses and partner Primary schools allowing senior pupils the opportunity to gain
valuable experience on a weekly basis in a profession or industry that they wish to pursue after leaving school.
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We have three “Schools” within Oban High which provide a higher and more specialist level of education in particular fields as well as providing
greater breadth and opportunity across both the junior and senior curriculum. We believe all three “Schools” have a positive impact on future
career progression; talent development, attainment, attendance, confidence and discipline
Working in partnership with the Scottish Rugby Union, our School of Rugby curricular programme is centred on the development of the whole
child. The sport lends itself to developing leadership, fitness, responsibility, discipline, respect and sportsmanship. It also provides an
opportunity for our students to excel in the sport whilst providing a pathway to represent the school, community, region and their country. This
session we also introduced our School of Shinty which has the same aims as our School of Rugby.
Our School of Traditional Music utilises the experience and skills of nationally and inter-nationally renowned musicians to mentor, support and
nurture the talents of our pupils who have a passion for traditional Scottish music. It provides our youngsters with the opportunity to develop
their talents, both in terms of their instrument and in concert performances, to the point where they can either choose a career as professional
musicians directly after school.
Working in partnership with Ballet West, our School of Dance gives pupils an opportunity to receive specialist dance tuition within the
curriculum. The provision has had a positive impact on pupils' broader school life. Pupils themselves have spoken about it improving their
confidence and having great pride in being part of Oban High School. Feeling valued and building strong relationships with staff and peers has
really helped our pupils develop a positive attitude to school in general. Our annual dance show was incredibly well attended this year too,
and was an excellent opportunity to showcase the pupils’ skill.
In addition to securing pupils a wide range of academic and vocational qualifications, we are also committed to providing effective and timely
support to ensure that our pupils leave Oban High School with a positive destination. This is evidenced through our positive destination figures
which have been consistently above the national and local authority averages in each of the last 5 years. We also have a successful record
when it comes to ensuring pupils secure a university place with typically between 30-35% doing so. Although our figures for pupils moving onto
further education is below the national average this can often be due to our rural nature and is offset by the extremely high employment rate
we have with 35-40% of pupils going straight into work compared with the national average of around 20% for the last 5 years.
A wide range of vocational work based learning is undertaken in Oban High School, which is provided by 95 different employers, giving pupils
the opportunity to select placements which they find relevant. Work experience is also used to personalise the timetables of pupils who are
experiencing significant problems in engaging with mainstream education. Last session we continued to deliver Foundation Apprenticeships in
Business Skills, Engineering and Construction and have added an additional Foundation Apprenticeship in Hospitality which proved to be very
successful. These qualifications can be up to the equivalent of two Highers, with work experience and theoretical work taking place hand in
hand in an effort to bridge the gap between education and employment.
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Section 1 S3 ACEL Attainment in Literacy and Numeracy   
School Level
Reading Writing L&T Numeracy
Oban High School Third Level or better 91.1 90.6 90.6 89.0
Argyll & Bute Third Level or better 88.5 86.9 89.0 86.0
Oban High School Fourth Level 65.8 65.3 67.4 59.0
Argyll & Bute Fourth Level 54.4 51.4 53.8 56.4 
S3 ACEL – Gaelic (if applicable) 
School Level
% Achieved
Gaelic
Reading
Gaelic
Writing
Gaelic
L&T   
Third Level or better 100 100 100   
Fourth Level 100 50 100   
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Evaluative Comment – Areas of Strength in BGE Attainment:
Percentage of pupils reading, writing and L&T at third and fourth level are above A&B averages. These strong performances will be maintained.
Percentage of pupils achieving third and fourth level numeracy is also above A&B average. 
Evaluative Comment – Areas for Development in BGE Attainment:
Action points include: Increasing liaison and moderation with primaries to ensure progression from L2 to L3 in S1/2. Make better use of primary school data to
target SEAL and Fresh Start interventions. Carry out S3 SNSA earlier in order to address common misconceptions and moderate curriculums to better
support progression. Continue to engage with authority moderation of writing and participate in QAMSO training. Continue with work on Learning, Teaching
and Assessment and BGE moderation in faculties. We will provide further CLPL for staff in these areas. Moderation for Literacy and Numeracy to focus on
transitions between L2/3/4 and L3/4/5. Assisted Self Evaluations in English and Maths to focus on use of data to inform improvement as well as Learning,
Teaching and Assessment in BGE 
Section 2 National Qualifications 2023 – Percentage of Awards – A-C and A-D 
77.10%
79.20%
88.50%
76.93%
77.12%
79.44%
78.80%
77.10%
79.80%
NAT 5 Higher Adv H
OHS % A-C Awards
OHS A&B National
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Evaluative Comment – Areas of Strength 
We continue to follow a positive presentation policy deliberately ensuring that as many pupils as possible are presented for as many courses/levels as
possible. This ensures the number of pupils passing can rise but does have the effect of reducing the percentage pass rate from those we have taken a
chance on. We will not raise the percentage pass rate merely by withdrawing borderline pupils. Despite this positive presentation policy, which can affect
overall pass rates, our pass rates for last session were very strong and above Argyll & Bute and National rates in the majority of cases. 
Evaluative Comment – Areas for Development
Continue to develop alternative courses for S5/6 pupils sitting courses at Level 5. Our Level 5 FA Hospitality and Level 5 Applied Science courses were
introduced last session. These will be further developed with a focus on attracting a greater number of pupils into these courses. 
90.90%
93.40%
96.20%
90.70%
92.10%
93.00%
90.50%
90.50%
92.70%
NAT 5 Higher Adv H
OHS % A-D Awards
OHS A&B National
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Section 3 Insight Data 
What is Insight Scotland?
Insight is a professional tool, aimed at teachers and other staff. It is used to help secondary schools and local authorities identify areas of success and where
improvements can be made for pupils in the senior phase. The dashboard has four measures: 
• Improving Attainment in Literacy and Numeracy (presented below as separate Literacy and Numeracy graphs)
• Increasing Post-School Participation
• Improving Attainment for All
• Attainment Versus Deprivation 
The school’s data below is compared to what is termed The Virtual Comparator. The virtual comparator consists of a sample group of school leavers from
schools in other local authorities who have similar characteristics to the school leavers from the school in question. This allows the most accurate and
meaningful comparison of attainment data. 
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3a Improving Attainment in Literacy and Numeracy 
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Evaluative Comment – Areas of Strength 
Attainment in Literacy and numeracy at Level 5 is strong.  Level 5 Literacy is 3% above our virtual comparator and Level 5 Numeracy is equal to the virtual
comparator. Attainment at this level has also remained consistent for the last 3 years.
Evaluative Comment – Areas for Development 
Attainment in Literacy and Numeracy remains an area for development.  Level 4 Literacy is 3.5%% below our virtual comparator and Level 4 Numeracy is
10% below our virtual comparator.  We need to ensure that our Maths and English Departments are targeting pupils to pass Level 4 Literacy and Numeracy
and support more pupils to pass these qualifications. Poor attendance and non-attendance/ lack of engagement by a minority of pupils continues to present
challenges in this area. We are working with partners in health and social work to improve outcomes for these pupils.
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3b Increased post-school participation 
Evaluative Comment – Areas of Strength 
95.73% of pupils who left Oban High School last session achieved a positive destination. This figure is above or equal to national and authority figures. 
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Evaluative Comment – Areas for Development 
Continue to support our pupils into positive destinations and take account of our local context where 44.51% of our leavers went straight into employment.
This is much higher than the National figure which is 24.34 and 17.8% more than our virtual comparator. This is why we continue to develop vocational, skills
based courses that give our pupils the skills they need for the local employment market such as FAs in Construction and Hospitality. 
3c Improving attainment for all 
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Evaluative Comment – Areas of Strength 
Our most able pupils and the middle 60% achieved more qualifications than all the comparators. Our highest 20% gained 167 more tariff points
than our virtual comparator and 164 points more than the national figure. Our middle 60% gained 114 more tariff points than our virtual
comparator and 125 points more than the national figure. 
Evaluative Comment – Areas for Development 
Our lowest 20% gained 30 tariff points less than our virtual comparator. This is an area for improvement, we need to ensure that our least able
pupils are supported to achieve more qualifications. 
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3d Attainment versus Deprivation 
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Evaluative Comment – Areas of Strength
Performance at SIMD 4, 5, 6, 7 and 8 is very strong and above the National figures. We have successfully implemented strategies to support
pupils to achieve to their potential.
Evaluative Comment – Areas for Development
Attainment at SIMD 3 is disappointing. This represents only 2 pupils who struggled to achieve due to attendance and health issues. We are
looking at strategies to better target pupils in this situation in the future.
Section 4 Wider Achievement Qualifications
National Certificates; Higher National Certificates; Scottish Vocational Qualifications; National Progression Awards;
Skills for Work qualifications; Foundation Apprenticeships; Scottish Baccalaureate
Overall evaluative comment/narrative on Wider Achievement Qualifications in your school:
This is an area of strength with the delivery of Foundation Apprenticeships in Engineering, Business and I.T and Construction -
35 pupils gained these awards last session. This session we have introduced Level 5 Foundation Apprenticeship in Hospitality.
Level 6 NPAs are delivered in Exercise and Fitness, Journalism and Sports Development - 38 pupils gained these awards last
session.
Scottish Studies is also delivered with 58 National 5 Awards and 7 Higher passes achieved last session.
Mental Health and Wellbeing Level 5 is delivered in S5. There were 112 passes last session.
Leadership Level 6 is delivered in S6. There were 28 passes last session.
75 S6 pupils achieved Emergency First Aid at Work qualification, We plan to deliver this to S4 to S6 pupils this session.
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Our wider achievement qualifications continue to add to the experiences and qualifications our pupils gain in Oban High School
Section 5 Equity and Attainment – Evaluation of Key Factors
1.
Factor in
attainment
Data Evaluation of key issues in school Proposed Actions
Attendance School Ave.
Att. 22-23:
86.7%
This is an improvement from the
previous session. There continues to be
issues with pupils not engaging in
education due to anxiety, mental health,
lack of parental support.
We were an ANA pilot school last
session and now that the assessment
tools and strategies are more embedded
this should help to improve attendance
further.
Continue with ANA strategies
Outside agencies employed
FLO
Child Plans
PT Guidance/support
Use Harbour/Bridge facility to improve attendance amongst
disengaged learners.
Exclusion No. of
Exclusion
Incidents 22-
23: 28
No. of
Exclusion
Openings 22-
23: 84
This is slightly more than last session
reflecting the very challenging behaviour
from a small minority of our pupils.
Continue to foster good relationships
Early intervention and appropriate support put in place
Continue to foster good relationships with parents
% of School
Roll
Evaluation of key issues in school Proposed Actions
Additional Support
Needs
46.4% This is a very high proportion of our
pupils with ASN needs
PT Support and colleagues have a very clear pathway to
follow to identify and evidence the supports required by
individual pupils with ASN throughout the whole year for
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assessment purposes. Continue to utilise this pathway.
Training for ASN assistants is a priority.
SIMD D1 1.5%
D2 0.0%
D3 0.2%
D4 12.4%
D5 25.3%
D6 15.5%
D7 27.8%
D8 13.8%
D9 0.0%
D10 0.0% 
Some hidden poverty in decile 5 and 6
due to rural setting. 
3.5% of the roll currently have no
assigned SIMD. This is being
investigated but likely to be the new
housing development in Dunbeg. 
Continue to use PEF to fund Flos/Cost of the school Day.
Our attainment versus deprivation data is improving.
Free School Meal
Entitlement
12.5%  Continue Breakfast Club for targeted pupils. 
Care Experienced
(and previously
Care Experienced)
4.8% The number of CEYP has increased
recently and, in particular, three very
challenging pupils who have just been
placed in Shellach View. This has been
very challenging. 
Individual targeting of pupils to assess progress and
attainment and any risk of disengagement. Proactive
strategies, working with partners when necessary. Use of
outdoor learning, small groups, MCR Pathways, alternative
curriculum to support these pupils.
English as
Additional
Language
6.5% We continue to have a significant
number of EAL pupils enrolling,
particularly Ukranian refugees.
Online sessions with EAL teacher working well and having a
significant impact on language skills. Also working on
improving links with parents through after school sessions.
Other (give details)   
Pupil Equity Funding 
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Attendance – This was monitored weekly by the specific Clan Pastoral Team (Clan DHT, PT Guidance, Family Liaison Worker)with the DHT Raising
Attainment maintaining an overview of the specific PEF target group. Pupils who fell below 90% attendance were targeted for interventions. These
included one to one meetings with Family Liaison Worker, work on anxiety, resilience and depression, Outward Bound trips, attendance at a targeted
Friendship group, weekly sessions at Dunollie Castle, Youth Cafe Sessions and pick-ups in the morning. This session we were also a pilot school for the
authority Addressing Non-Attendance Strategy. This involved extensive staff training on the factors for non-attendance and the employment of assessment
tools to identify strategies to improve attendance. For the target group 78% of pupils either improved their attendance from the previous session or it
stayed the same. 40% of pupils in the target group maintained an attendance rate of 95% or above and 57% of pupils had an attendance rate of 90% or
above. Therefore, all of the above strategies are helping the majority of pupils in the target group to attend school more regularly. However, 22% of pupils
in the target group’s attendance declined from the previous session. An analysis of these pupils shows a variety of issues affecting attendance. These
included anxiety, depression, school refusal, failure to engage with Family Liaison Workers and serious mental health issues.
Attainment – This was measured using BGE Progress and Achievement Levels and Assessment Level Progress (ALP) levels for Literacy, Numeracy and
Health and Well-Being. Assessment levels increased for 82% of pupils. By S3 81% of the target group had achieved level 4 in Literacy, 70% had achieved
level 4 in Numeracy and 85% had achieved level 4 in Health and Well-Being. For pupils whose levels remained unchanged it is clear that this is linked to
very poor attendance, behaviour or serious mental health issues. Indeed, of the 22% of pupils whose attendance declined 64% saw limited or no progress
in CfE levels.
Exclusion – Exclusion rates within the target group are relatively low. The 7 pupils from the target group who were excluded this year are working with our
Family Liaison Workers on anger management, resilience and anxiety. 3 of these pupils were excluded on only one occasion and the most common reason
for exclusion is verbal abuse of staff. Again, this is an area that we are working on with our pupils.
Engagement – This was measured using an adapted form of the Leuven Scale for Well-Being.
41% of pupils in the target group gained an average rating of 1 for engagement across the session. 43% gained an average rating of 2 for engagement. This
means that the majority of pupils in the target group remained motivated in lessons and were able to complete tasks to a high standard. 10% of the target
group gained an average rating of 3 and 4% gained a rating of 4. These pupils have remained disengaged and motivation levels are low despite a variety of
strategies employed.
Participation – This is measured using a questionnaire based upon how often pupils participate in extracurricular activities. Pupils complete a questionnaire
in September and then in June. For the target group 60% of pupils attended at least 2 clubs each week for the whole year and 18% attended 4 clubs every
week for the session. This has taken us almost back to pre-pandemic levels of participation. Pupils from the target group (especially S1) were encouraged
to try new clubs and activities. In addition, activities offered by the Raising Attainment team such as Outreach, Coffee and Chat Club, and Girl’s Gym Club
helped to keep pupils active and participating. This session the team also worked extensively with Hebridean Pursuits to give pupils in the target group
outward bound opportunities and this has proven to be very successful.
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Section 6 Other information 
Link to Standards and Quality for June 2023 
https://docs.google.com/document/d/1LUh9HWwZaczCWFAdyEsZdnER2e9MU342/edit 
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ARGYLL AND BUTE COUNCIL SECONDARY SCHOOL ATTAINMENT REPORT
AREA COMMITTEE 
SCHOOL BADGE       
Tiree High School 
12th June 2024 
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Agenda Item
5b

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Tiree High School and Tiree Primary School serves the island of Tiree providing Gaelic and English Medium Education (GME and EME).
There are 106 children and young people on the school roll. The school has undergone a significant period of staff change very recently, with
the appointment of an ‘interim executive Headteacher’. He is the substantive Headteacher of Oban High School. He is supported by a
substantive senior depute Headteacher who has operational responsibilities. In addition, the Headteacher is supported by the substantive
depute Headteacher at Oban High School and the substantive Headteacher of St Columba’s Primary.
Tiree Schools’ educational provision is for children 3-18 years of age. The Nursery provides child care from 2 years old and offers 1140 hours
per year to each child, term time only. There are three CCEW staff and one Classroom Assistant that allow the provision of English and Gaelic
sessions that recognises the value placed on the language by the community of Tiree.
The Primary school has two English-Medium classes and two Gaelic-Medium classes. Pupils are currently split into P1-4 and P5-7 classes for
both Gaelic and English streams. For languages L1+2, the classes have (respectively) English and Gaelic as L2 and French for L3.
The High School provides courses of study in English, Mathematics, Gaelic, Physics, Chemistry, Computing Studies, Practical Cookery,
French, Creative Industries, Digital Media, Modern Studies, Art and Design, History, Geography, Music, Music Technology, Business
Management, Physical Education, Travel and Tourism, RMPS, Physics and Biology. Some of these subjects are delivered to S4, 5 and 6
pupils via VC from Oban High School; biology, art and business studies which has increased the options for subjects that can be studied. In
Primary and Secondary BGE, pupils study subjects across all eight curricular areas up to the end of S3. From this point, pupils choose six
subjects to progress to SQA certification at the end of S4. In S5/6, pupils will be expected to undertake 5 subjects. The current roll of the
Secondary school is 38 pupils. The pupils all come under SIMD decile 5. Our PEF funding has been used to support pupils through a Breakfast
Club every day and various initiatives to support studying and emotional well-being.
Tiree Schools' staffing comprises 17 teachers with 5 in Primary and 12 in Secondary, some of whom work part-time. In addition, learning in the
Nursery is provided by 3 Child Care and Education staff. Additional support comes from an IT technician and 4 classroom/ASN assistants
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Section 1 S3 ACEL Attainment in Literacy and Numeracy   
School Level % Achieved
Reading Writing L&T Literacy Numeracy
Tiree High School Third Level or better 100.00 100.00 100.00 100.00 100.00
Argyll & Bute Third Level or better 88.5 86.9 89.0 83.9 86.0
Tiree High School Fourth Level 100.00 100.00 100.00  80.00
Argyll & Bute Fourth Level 54.4 51.4 53.8 45.9 56.4 
S3 ACEL – Gaelic (if applicable) 
School Level
% Achieved
Gaelic
Reading
Gaelic
Writing
Gaelic
L&T  
Tiree High School Third Level or better 100.00 100.00 100.00  
Tiree High School Fourth Level 100.00 100.00 100.00   
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Evaluative Comment – Areas of Strength in BGE Attainment:
Tiree High School across Reading, Writing, Talking and Listening and Numeracy is above all local averages. This particular cohort consists of 5
pupils, all of which are very committed to achieving to the best of their ability. Support is in place for a number of the pupils around accessing
learning and assessments due to diagnosis of Dyslexia and/or Dyscalculia. Support for these pupils was identified by Tiree Primary School and
consistent support has been in place for them going forward into their S4 year.
Gàidhlig
Last year's S3 consisted of just 3 GME pupil. Effective and high quality teaching and learning is in place delivered by a highly experienced
teacher. The 3 pupils are all GME pupils continuing their studies through from TPS GME. In order to continue to support our pupils the teacher is
continuing to develop strategies for pupils with Dyslexia in order to support access to learning materials and supportive access to assessments.
Evaluative Comment – Areas for Development in BGE Attainment:
The S3 cohort for the session 23-24, and 24-25 have a very different profile than this particular year. In order to maximise attainment for each
pupil we have implemented a number of additional and focused actions in order to meet their needs and realise the best outcome possible for all
pupils.
In English/Literacy we are ensuring effective use of ICT is being made, use of reader/scribe where appropriate, paper colour suitable for each
specific pupil in order to support their dyslexia/support needs. Additionally, personal reading has been introduced at the start of each lesson to
help improve reading skills. Texts have been carefully selected to reflect the interest of the pupils.
Marking of work part way through to enable improvement on the rest of the task (e.g., teacher feedback after one or two essay paragraphs so
students can use feedback for the last two paragraphs), More consistent writing of levels in jotters so pupils know where they are after each
extended task (marking first draft of essay and putting a level 3 and where they are in that level) so that pupils know exactly where they are.
In Mathematics/Numeracy we appointed a full time permanent Maths teacher in January 2023. This has meant that our pupils have one
consistent teacher. A revised Scheme of Work has been implemented in order to support progress, attainment and engagement. There is
classroom support where required and the class teacher also gives 1:1 support. Lunch time revision classes have been introduced along with
Easter revision sessions too. Pupils are tracked and monitored closely with appropriate support and interventions put in place in a timely manner.
The use of the support systems in school via the PT Guidance/Support and the Family Liaison Officer are utilised and good relationships with
parents have been established.
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Section 2 National Qualifications 2023 – Percentage of Awards – A-C and A-D 
Evaluative Comment – Areas of Strength 
We follow a positive presentation policy deliberately ensuring that as many pupils as possible are presented for as many courses/levels as
possible. Whilst affording our pupils this opportunity it can lead to the percentage pass rates to be, in some cases, adversely affected, impacted
further by our small cohort of pupils in each of the year groups. We feel that pupils who are, for example, borderline in National 5 should be given
the opportunity to sit the assessments in order to achieve to their fullest potential. 
National 5 Overall Pass Rates
The overall pass rate is slightly up from the previous figures. 
• S4 pupils achieving a National 5 A-D remains strong at 88.57%
• S5 and S6 pupils achieving a National 5 A-D remains strong at 88.6% 
65.70%
50.00%
0
76.93%
77.12%
79.44%
78.80%
77.10%
79.80%
NAT 5 Higher Adv H
Ti HS % A-C Awards
Ti HS A&B National
88.60%
87.50%
0
90.70%
92.10%
93.00%
90.50%
90.50%
92.70%
NAT 5 Higher Adv H
Ti HS % A-D Awards
Ti HS A&B National
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Evaluative Comment – Areas for Development
We recognise that we need to continue to focus on improving our ‘Higher’ pass rate at A to C. Last year there was a 37% difference in our A-C pass rate and
the A-D pass rates at ‘Higher’ level. However we must remember our data is skewed due to our very low numbers and as such percentages can be affected
by the result gained by one pupil. Targeted, timely intervention is put in place which includes: Targeted interventions, 1:1 support where required, Easter
Study classes etc, counselling if appropriate etc. 
Section 3 Insight Data 
What is Insight Scotland?
Insight is a professional tool, aimed at teachers and other staff. It is used to help secondary schools and local authorities identify areas of success and where
improvements can be made for pupils in the senior phase. The dashboard has four measures: 
• Improving Attainment in Literacy and Numeracy (presented below as separate Literacy and Numeracy graphs)
• Increasing Post-School Participation
• Improving Attainment for All
• Attainment Versus Deprivation 
The school’s data below is compared to what is termed The Virtual Comparator. The virtual comparator consists of a sample group of school leavers from
schools in other local authorities who have similar characteristics to the school leavers from the school in question. This allows the most accurate and
meaningful comparison of attainment data. 
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3a Improving Attainment in Literacy and Numeracy 
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Evaluative Comment – Areas of Strength 
Attainment at Level 4 and 5 Literacy is excellent at 100, this is some 30% higher than our virtual comparator. Attainment at Level 5 Numeracy is also strong
with a 52% improvement from 2022.
Evaluative Comment – Areas for Development 
Attainment for Level 5 Numeracy is just under the Virtual Comparator. This is an identified area of development. We have employed a full time teacher of
mathematics, the Scheme of Work has been updated and timely targeted support is in place too. We have also introduced National 5 Mathematics
Applications for those this course suits best. 
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3b Increased post-school participation 
Evaluative Comment – Areas of Strength 
Tiree High School continues to achieve a positive destination for al leavers. 
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3c Improving attainment for all 
Insight Data not available due to small pupil cohorts. 
Evaluative Comment – Areas of Strength 
Evaluative Comment – Areas for Development 
3d Attainment versus Deprivation 
Insight Data not available due to small pupil cohorts. 
Evaluative Comment – Areas of Strength 
Evaluative Comment – Areas for Development 
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Section 4 Wider Achievement Qualifications 
National Certificates; Higher National Certificates; Scottish Vocational Qualifications;  National Progression Awards;
Skills for Work qualifications; Foundation Apprenticeships; Scottish Baccalaureate
Overall evaluative comment/narrative on Wider Achievement Qualifications in your school: 
S4 - NPA in Business, NPA Administration 100% pass rate
For the first time our S4 and S5 pupils were given the opportunity to attain an award in: Scottish Studies, Employability, Customer
Services and Mental Health & Wellbeing. In total 21 awards were achieved ranging from Level 4 to level 5. 
2023 - 2 members of staff identified to lead the opportunity for THS pupils to achieve a Duke of Edinburgh Award at Tiree High
School. They will work alongside Willie Mackinnon, Youth Officer at the Tiree Trust. We currently have the largest group of pupils
completing D of E than ever before. 
For the first time our pupils worked with ‘The Youth and Philanthropy Initiative (YPI)’. This is a powerful active citizenship
programme, empowering young people to make a difference in their communities while developing a range of skills. The pupils
competed for a £3000 donation to be given to their chosen charity. The winning team secured this money for the Scottish Air
Ambulance, a service that supports the community of Tiree regularly. 
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Section 5 Equity and Attainment – Evaluation of Key Factors 
Factor in
attainment
Data Evaluation of key issues in school Proposed Actions
Attendance School Ave.
Att. 22-23:
86.7% 
This is a little lower than our previous year by
2.76%. 
In Tiree High School 1 pupil accounts for 2.7%
of our High School population so the % change
can be affected by a single event or pupil. 
• Continue with ANA strategies
• Outside agencies employed where appropriate
• Family Liaison Officer support
• Child Plans in place where appropriate
• PT Guidance support
• Continued weekly 1:1 attendance conversation in
House time with pupils House teachers.  
Exclusion No. of
Exclusion
Incidents
22-23: 0 
No. of
Exclusion
Openings
22-23:0 
No Exclusions again this year.  • Continue to embed our Relationship Policy which
has been a key driver in nurturing and
strengthening relationships pupil:pupil,  staff: pupil
and teacher:parent/carer.
• When appropriate: early intervention and
appropriate support put in place via House
Teachers, PT Guidance and FLO 
% of
School Roll
Evaluation of key issues in school Proposed Actions
Additional
Support Needs
60.0% This is a very high proportion of our pupils with
ASN needs. This reflects Stage 3, 2 and 1.
However, there are pupils with support needs
outwith this - sometimes on a temporary basis
including wellbeing concerns that affect learning.
• We have a robust system in place which identifies
and continually monitors pupils' support needs.
Teachers feedback to PT Support/Guidance in
order to adjust support strategies and any
changes in support required.  This will be
continued.
• Continued CLPL opportunities to support
teachers to support pupils with dyslexia,
dyscalculia, ADS etc.
• Continue to ensure ASN assistants are offered
appropriate CLPL 
• Keep all Learner profiles up to date and in form all
involved with the pupil of any changes.
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• Liaise with outside agencies when appropriate
including SALT, Educational Psychologist, OH
etc.
• Continue to work in partnership with
parents/carers. 
SIMD D5 100% The entire Isle of Tiree is in the SIMD D5
category. This masks the identified poverty on
the island and consequently within the school
population. 
The cost of living on the Isle of Tiree is
considerably higher than on the mainland and
the cost of living crisis has hit hard. 
The Tiree Community Development Trust
through the Cruas Energy Grant (Winter
2022/23) was a pilot project that offered an initial
£200 payment generated from the community
wind turbine to residents with energy bills that
were 10% or greater of their monthly income.
The requests for help were very high. There is
also help with food via a ‘Food Bank’. 
• Continue to send out all information regarding
grants and payments available to families via
messenger 5 ensuring the information reaches all
parents. This included information about
accessing free school meals and the clothing
grant. 
• Continue to offer fresh fruit and salad vegetables
to every pupil at the start of the school day to
ensure no pupil is hungry.
• Continue to use our PEF money to fund our
Family Liaison Officer who
• Supports families to access funding/grants when
required
Free School Meal
Entitlement
4.7% We feel this figure does not reflect the
percentage of pupils who could be entitled to
free school meals. 
There is a huge amount of pride on the island
and there is privacy over financial matters. This
has meant some of our families have either not
applied or are reluctant to do so. 
• FLO to continue to make families aware of FSM
and support families to complete applications. 
• The new cashless catering means that no pupils
pay at the tills so pupils on FSM cannot in any
way be identified. This may encourage families to
apply for FSM in future. 
Care Experienced
(and previously
Care
Experienced)
10.0% This is just 1 pupil in our Senior phase who has
now left Tiree High School. 
• Supported provided to the pupil and their family
via PT Guidance and our FLO
• Robust Childs Plan in place with several of our
partners involved
• Pupil has now left the school and is at college
after gaining the required qualifications.  
English as
Additional
Language
0% N/A N/A
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Other (give
details)
N/A N/A N/A
Pupil Equity Funding
Impact of PEF on closing the attainment gap
THS utilise PEF funding to employ our Family Liaison Officer (FLO). Since his employment he has fostered excellent relationships with a
number of our families and our pupils too. Support offered includes: Relationship issues between pupils, supporting families to access financial
help and/or advice; ensuring all pupils are equipped for school and providing resources as appropriate. He also provides support for teachers
and the PT of Guidance/support in order to help them support our young people.
Our FLO also organises and delivers free fresh fruit and salad vegetables to the school reception area every morning so that food is available
free of charge to all pupils on arrival to school. This ensures none of our pupils are hungry and therefore supporting them to access their
teaching and learning. Additionally, THS pupils seek out the FLO in order to share concerns, worries or just looking for some advice.
Improving attendance is one of our key priorities. Working alongside the PT Guidance/Support pupil attendance and lateness to school/lessons
is closely monitored by the FLO. All absences are followed up and coding is entered appropriately into Seemis. Utilising ANA (Addressing Non-
Attendance) procedures pupils and parents/carers are aware of the impact of non-attendance/lateness to school and its effect on attainment.
There has been a significant decrease in the number of TBC’s recorded and we are now in a position where all attendances are only recorded
as TBC’s until parent/carers are contacted. Attendance is monitored daily by the FLO with appropriate action taken, this includes phoning
parents/carers, arranging maximising attendance meetings etc. A weekly report is sent to all House Teachers to support them in their 1:1
supportive conversations with pupils regarding attendance/lateness.
For the session 2022 to 2023 THS attendance was 87.58%, a little lower than last year. We must consider that our small numbers affect our
percentages disproportionality.
Exclusions – Once again we had no exclusion again this year.
Section 6 Other information
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• May 2023 - Employment of a full time Digital Industries with Art& Design teacher
• August 2023 - Employment of a full time Home Economics Teacher, with Gaelic. This appointment allowed THS to offer Practical
Cookery through the medium of Gaelic.
• August 2023 - Employment of a full time Geography and Social Studies Teacher
• August 2023 - THS Chemistry teacher begins her units to become dual qualified in order to offer Biology at Tiree High School.
• Establishment of a Café Area in the school for use by all pupils during breaks and lunches. This area has been designed by the pupils
and is used to its full potential.
• Complete refurbishment of every classroom and corridors including new windows.
• Complete refurbishment of the PE changing rooms along with newly fitted shower facilities.
• Newly installed Home Economics room - gone are the 1960’s cupboards and worktops. We now have enough kitchen stations for 20
pupils with new cookers, refrigeration, washing machines/tumble dryers and a digital promethium board with VC facilities etc.
• Our GME pupils made it to the FilmG Finals and were invited to the presentation ceremony in Glasgow
• All S3 pupils were invited to Loch Eil to complete an Outward Bound week of challenges with school from across Argyll and Bute.
• 80% of Secondary teachers are now either dual qualified or able to teach more than one subject at National level.
• 47% of our S1/2 pupils completed a 3 day event with Hebridean Pursuits
• We offer 22 different subjects at several levels via THS staff alone. Page 57

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ARGYLL AND BUTE COUNCIL SECONDARY SCHOOL ATTAINMENT REPORT
AREA COMMITTEE 
SCHOOL BADGE       
Tobermory High School 
May 2024 
Page 59
Agenda Item
5c

Page 60

School information/school context – include SIMD etc. 
• 2 – 18 school
• ELC – 21 pupils
• Primary –  73 pupils (serves Tobermory solely) 
• Secondary – 150 pupils (Tobermory, Salen, Dervaig, Ulva Ferry and Lochdon) 
• Fluent Gàidhlig speakers from Salen
• 159 families across whole school
• FME Primary (5.6% based on P6 and P7 only) and Secondary (9.9%) 
Unique Island Context: 
• SIMD – all addresses on the island are in vigintiles 12/14 (not indicative of reality) 
• Transport implications (including pupils from mainland) 
• Rural Isolation 
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Section 1 S3 ACEL Attainment in Literacy and Numeracy   
School Level % Achieved
Reading Writing L&T Literacy Numeracy
Tobermory High School Third Level or better 91.4 91.5 91.4 91.4 88.5
Argyll & Bute Third Level or better 88.5 86.9 89.0 83.9 86.0
Tobermory High School Fourth Level 45.7 42.9 45.7 42.9 57.1
Argyll & Bute Fourth Level 54.4 51.4 53.8 45.9 56.4 
S3 ACEL – Gaelic (if applicable) 
School Level
% Achieved
Gaelic
Reading
Gaelic
Writing
Gaelic
L&T   
Third Level or better 66.7 66.7 66.7    
Fourth Level     
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Evaluative Comment – Areas of Strength in BGE Attainment:
• Tobermory High School is outperforming the Argyll and Bute average for Third Level or better in all Literacy and Numeracy areas.
• Tobermory High School has made notable improvements in achievement at Fourth Level. Numeracy is now above the Argyll and Bute average with
roughly 10% gains having been made in Literacy elements. 
Evaluative Comment – Areas for Development in BGE Attainment:
• A focus on a shared understanding of 4th level standards. N5 examination data supports the fact that we should be in line with Argyll and Bute
achievements in this regard, with the target of the majority of our pupils achieving level four across all Literacy and Numeracy areas.
• Continue to develop and enhance the moderation journey, looking outwards as a small school to ensure robust procedures in place to establish
nationally consistent standards.
• Gaelic pupil numbers very small – all pupils in this cohort had additional support needs. 
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Section 2 National Qualifications 2023 – Percentage of Awards – A-C and A-D 
Evaluative Comment – Areas of Strength 
• Tobermory High School outperformed both Argyll and Bute and the National picture at Advanced Higher. This was also the case in the previous
session showing a maintenance of high standards. 100% of pupils gained an A-D pass at Advanced Higher, a significant outperformance on Local
and National measures. 4 out of 5 Advanced Higher subjects gained 100% A-C passes.
• At both N5 and Higher, Tobermory High school performed roughly in line with Argyll and Bute and National levels for pupils gaining A-D grades.
• 8 National 5 subjects with a 100% A – C pass rate: D & M, French, Gaelic Learners, German, Music, Music Technology, PE and Practical
Woodworking
• Extra-curricular Music candidates in S3 – 100% A pass rate at N5 a year early
• 4 Higher subjects with a 100% A – C pass rate: D & M, Maths, Music and Physics
• Success evident at individual pupil level – pupils gaining 8 National 5s (only a few years ago pupils were only presented for five), 5 Highers and
S6 pupils leaving with 5/6 Highers overall
86.90%
89.10% 100%
90.70%
92.10%
93.00%
90.50%
90.50%
92.70%
NAT 5 Higher Adv H
Tob HS % A-D Awards
To HS A&B National
70.20%
68.80% 80.00%
76.93%
77.12%
79.44%
78.80%
77.10%
79.80%
NAT 5 Higher Adv H
Tob HS % A-C Awards
To HS A&B National
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Evaluative Comment – Areas for Development 
Tobermory High School’s small pupil numbers have a significant impact on data and the traditional A-C and A-D data. In 2022/2023, each N5 candidate was worth over 3%
and each S5 and S6 pupil nearly 7%. We also have a higher than national average % of pupils with additional support needs.
• A focus on bringing N5 and Higher results at A-C in line with the National picture.
• Targeting borderline pupils to support them to a C pass.
• To continue to develop attainment support for pupils through focused early interventions, including family learning regarding effective study techniques. 
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Section 3 Insight Data 
What is Insight Scotland?
Insight is a professional tool, aimed at teachers and other staff. It is used to help secondary schools and local authorities identify areas of success and where
improvements can be made for pupils in the senior phase. The dashboard has four measures: 
• Improving Attainment in Literacy and Numeracy (presented below as separate Literacy and Numeracy graphs)
• Increasing Post-School Participation
• Improving Attainment for All
• Attainment Versus Deprivation 
The school’s data below is compared to what is termed The Virtual Comparator. The virtual comparator consists of a sample group of school leavers from
schools in other local authorities who have similar characteristics to the school leavers from the school in question. This allows the most accurate and
meaningful comparison of attainment data. 
3a Improving Attainment in Literacy and Numeracy  Page 65

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Evaluative Comment – Areas of Strength 
• Tobermory High School has maintained and increased the SCQF 5 attainment in Literacy, outperforming its virtual comparator for the last two years.
• At both SCQF Level 4 and Level 5, Tobermory High School has outperformed its virtual comparator for the last two years. At SCQF Level 5 this is a three-year
positive trend.
Evaluative Comment – Areas for Development 
• To maintain the positive position for a third year, ensuring as many pupils as possible achieve SCQF Level 4 and 5 Literacy and Numeracy.
• To bring SCQF Level 4 Literacy back in line with previous attainment in this area. 
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3b Increased post-school participation 
Evaluative Comment – Areas of Strength 
• We have an excellent track record in supporting school leavers into a positive destination, outperforming all comparators.
• Every pupil in 2023 was supported into a positive destination post-school, maintaining the positive trend for Tobermory High School.
• We have seen a decline in any pupil categorised an economically inactive with no pupils in this category in 2022 or 2023. 
Evaluative Comment – Areas for Development 
• Continue to build partnership working to ensure positive and appropriate destinations for all pupils. 
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3c Improving attainment for all 
Evaluative Comment – Areas of Strength 
• Tobermory High School outperforms all comparators for the Lowest 20% of pupils, with Tobermory pupils gaining almost double the Tariff Points in
some cases.
• We have made improvements to the attainment for our Middle 60% cohort, bringing us in line with our virtual comparator and outperforming all other
comparators, including the Argyll and Bute average.
• We have seen a significant gain in Tariff points for our S5 cohort, with a total tariff average of 600.4 compared to 492.5 the previous session.
Evaluative Comment – Areas for Development 
• To focus on stretch and challenge for the highest 20% cohort to develop enhanced attainment for this group of pupils. 
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3d Attainment versus Deprivation 
The restricted nature of our SIMD vigintile placement removes statistical significance in terms of analysis of this measure.
At SIMD 6 we perform better than our virtual comparator.
At SIMD 7 we remain slightly behind our virtual comparator, but the gap has lessened since last session, showing that we are tackling disadvantage and
improving attainment. 
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Section 4 Wider Achievement Qualifications
National Certificates; Higher National Certificates; Scottish Vocational Qualifications; National Progression Awards;
Skills for Work qualifications; Foundation Apprenticeships; Scottish Baccalaureate
Overall evaluative comment/narrative on Wider Achievement Qualifications in your school:
• Pupils in S4 gain a Personal Development unit accreditation through their Work Experience placement.
• Pupils in S5 and S6 have timetabled Wider Achievement time to promote this aspect of the curriculum.
• Pupils in S5 and S6 gain a Community based accreditation unit through their participation in the Youth and Philanthropy Initiative
project.
• This session we also looked at widening accreditation opportunities through Physical Education (PE) and Religious, Moral and Philosophical
Studies (RMPS). This was a successful approach in terms of increasing attainment. The majority of S4 pupils gained a N4 award in RMPS.
Although at an earlier stage in the accreditation journey, over 41% of the same cohort also achieved an additional SQA PE unit qualification. An
alternative in-house provision to replace the college offering of N5 Practical Cookery was established this session, with all pupils presented
gaining at least three unit qualifications. This method of delivery was so successful that it is continuing into session 23/24.
• All pupils in S5 and S6 were presented for the SQA Mental Health and Wellbeing Award at Level 5, with a view to promote pupil understanding of
the positive and negative impacts on mental health and to arm pupils with an increased awareness of healthy coping strategies. This had a strong
and positive impact on attainment. Almost all pupils achieved the full course award, with over 96% of the cohort achieving a qualification in at
least one unit.
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Section 5 Equity and Attainment – Evaluation of Key Factors 
Factor in attainment 
Attendance School Ave. Att. 22-23:  91% 
Exclusion Exclusion Incidents 22-23: 0.03%
Exclusion Openings 22-23:  2
Additional
Support Needs
39% 
SIMD
SIMD – all addresses on the island are in vigintiles 12/14 (not indicative of
reality) 
Free School
Meal
Entitlement
FME Primary (5.6% based on P6 and P7 only) and Secondary (9.9%) 
Care
Experienced
(and previously
Care
Experienced)
3 pupils
English as
Additional
Language
6 pupils
Other (give
details) 
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Pupil Equity Funding
Impact of PEF on closing the attainment gap
• Safe space and lunchtime study support an effective support mechanism that is well utilised by pupils.
• Practical cooking skills offered to pupils to promote engagement and help to prepare pupils for independence and positive destinations post school.
• Additional in-class support offered to help vulnerable pupils
• Set up of a nurture space/sensory support for pupils with additional support needs.
Section 6 Other information
• Mental Health and Wellbeing Award offered to all S5/6.
• YPI offered to S5/6. The winning team’s presentation was identified as an example of best practice nationally.
• N4 RMPS delivered through core time.
• Duke of Edinburgh offered from S3 onwards.
• Live Literature project for S1 pupils. The project was used as a case study for effective partnership working.
• Tracking developed for achievement within the House system.
• BBC worked with pupils to create a podcast “A Mull Sound Walk”.
• Wellbeing Day with Waverley and Workshops – all pupils P1 to S3 and all staff involved in a whole school outing and extra-curricular workshops.
• Developed external partnerships to offer Maritime Studies for a key cohort to support engagement.
• Provision of N5 Music to a group of S3 pupils as an extra-curricular option – all pupils achieved an A grade.
Tobermory High School aimed to promote whole school approaches to an ethos of wellbeing. A successful “Wellbeing Wednesday” was held in May 2023,
with every pupil from P1 to S3 and all staff involved on the day. Some senior pupils on study leave also elected to return for this day. A range of workshops
were on offer, many delivered by local partners, from trampoline to ceilidh dancing and Spanish Language to Italian Cookery. All involved also enjoyed an
outing on the Waverley paddle steamer. Feedback received from all stakeholders indicated that this was a very positive day.
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In session 2022 – 2023 we applied for and were successful in gaining a Scottish Book Trust ‘Writer in Residency’. The early aims were to involve all of S1 in
creative sessions to improve imaginative working; creativity; collaboration; confidence and team work as well as supporting positive mental health and
wellbeing by engaging in fun drama based activities. By the end of the three sessions all groups had produced and performed their short stories. The final
performance was a wonderful success which can be evidenced through the pupil feedback questionnaires; the evaluation from the author Alice Fernbank
herself; and the photos taken of the final performances in which the confidence, learning, fun and performance skills are all clearly visible.
The Rights Respecting Schools Working Group has made some progress in its efforts to establish a culture of respect and inclusion during the current
session. Tobermory High School has achieved in June 23 the Bronze Rights Committed Award, the first stage of the Unicef UK’s Rights Respecting Schools
Award (RRSA). The Bronze status is a significant achievement and provides recognition for the group's efforts towards creating a culture of respect and
inclusion. Good evidence of the UNCRC articles embedded across Primary and ELC is a positive sign, indicating that the group is successfully promoting the
principles of the UNCRC. This suggests that the group is taking a consistent approach to implementing the UNCRC across Primary and ELC.
The use of Gaelic terminology/signage has increased greatly across the school. Gaelic terminology/signage is now displayed in all subject classrooms. Most
of the GME pupils asked said that they referred to these Gaelic signs from time to time. One pupil highlighted that these signs were good for transition,
particularly in Maths, since they are more familiar with the Gaelic terminology than the English.
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1
ARGYLL AND BUTE COUNCIL OBAN, LORN AND THE ISLES
AREA COMMITTEE
CUSTOMER SUPPORT SERVICES 12 JUNE 2024
AREA PERFORMANCE REPORT – FQ4 2023/24
1.0 BACKGROUND
1.1 This paper presents the Area Performance Report for Financial Quarter 4 2023/24
(January to March 2024) and illustrates the agreed performance measures.
1.2 The features of the Performance Report are as follows:-
 Indicators are grouped by Corporate Outcome.
 The data table for each indicator is coded to identify the level of reporting.
o Area level measures are blue
o Council level measures are grey
o COI measures are white
 Each indicator details the
o Target, Actual and Performance status (Green / Red / No Target) for the
current and four previous financial quarters.
o Commentary for the current financial quarter only.
o Narrative explaining the performance trend e.g. This indicator is above
Target and performance has improved since the last reporting period.
o Where appropriate a Performance Trend Line has been added.
o The name of the Responsible Officer.
o Where possible performance is presented at both Area and Council
level.
1.3 The commentary for each indicator helps ‘Tell Our Story’ and enables Elected
Members to put the performance data into perspective and understand if an issue is
local in nature or should be escalated up to a Strategic Committee. 
1.4 As part of our improvements to performance reporting and making best use of the
digital technology available to us, the information contained in this report is also
available in your online scorecard. If support is required to navigate the online
scorecard please contact lorna.gillies@argyll-bute.gov.uk
1.5 To improve the response to performance queries, it is requested that should there
be any queries that either the Responsible Person or Kay Owen are contacted.
This should enable some queries being resolved or clarified prior to the Area
Committee meeting, and therefore being carried forward as Actions at a
subsequent meeting.
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2
2.0 RECOMMENDATIONS
2.1 It is recommended that the Area Committee –
a) Notes and considers the performance and supporting commentary as
presented.
3.0 IMPLICATIONS
3.1 Policy All of the indicators in this report are based on 
agreed Council policy.
3.2 Financial All indicators with financial implications are actively
managed through agreed budget monitoring 
processes.
3.3 Legal All appropriate legal implications are complied with.
3.4 HR All HR implications are actively managed  
through agreed Wellbeing and Management 
monitoring processes.
3.5 Fairer Scotland Duty See below.
3.5.1 Equalities All activities comply with Equal Opportunities/Fairer
Scotland Duty policies and obligations.
3.5.2 Socio-economic Duty All activities comply with the council’s socio- 
economic duty.
3.5.3 Islands Duty All activities comply with the council’s islands
duty.
3.6 Climate Change The Council is committed to working towards net
zero.
3.7 Risk Without this information Elected Members are less
informed of activities within their area.
3.8 Customer Service All activities with customer feedback or insight are
rigorously monitored for improvement.
3.9 The Rights of the Child (UNCRC): This report highlights examples of how the
Council is committed to, and working towards reducing
child poverty and improving outcomes for every child.  
Kirsty Flanagan, Executive Director with responsibility for Customer Support
Services
Jane Fowler
Head of Customer Support Services
7 February 2024
For further information, please contact:
Kay Owen
Team Lead - Organisational Development Project Office - Customer Support Services
01546 604073
Appendix 1: FQ4 2023/24 OLI Performance Report
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Appendix 1
Page 1 
All Areas 
FQ4 2023/24 Overall Performance Summary 
The information presented is a summary of the agreed measures. 
Unless stated otherwise, performance is presented at both Area and Council-wide levels. 
The measures show the performance against target for the current and previous three reporting periods with an explanation of performance trend. 
The data table for each indicator is colour coded to identify the level of reporting: 
 Area level measures are blue.
 Council level measures are grey.
 Corporate Outcome Indicators (COIs) are white. 
Where appropriate a Trend Line has been added to illustrate movement in ‘Actual’ over the reporting period.  
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Appendix 1
Page 2 
Performance Reporting
All Areas .................................................................................................................................................................................................................................................. 1
Performance Reporting .............................................................................................................................................................................................................................. 2
Corporate Outcome No.1 – People live active, healthier and independent lives ............................................................................................................................ 5
COI – Maximise distribution of Scottish Welfare Fund ................................................................................................................................................................. 5
Corporate Outcome No.1 – People live active, healthier and independent lives ............................................................................................................................ 6
COI – Percentage of clients satisfied that they are better able to deal with their financial problems following our support and intervention ...................... 6
Corporate Outcome No.2 – People live in safer and stronger communities .................................................................................................................................... 7
Number of parking penalty notices issued – Oban, Lorn and the Isles ........................................................................................................................................ 7
Number of parking penalty notices issued – Argyll and Bute ....................................................................................................................................................... 7
Corporate Outcome No.2 – People live in safer and stronger communities .................................................................................................................................... 8
Car parking income to date – Oban, Lorn and the Isles ................................................................................................................................................................. 8
Car parking income to date – Argyll and Bute ............................................................................................................................................................................... 9
Corporate Outcome No.2 – People live in safer and stronger communities .................................................................................................................................. 10
Dog fouling – total number of complaints – Oban, Lorn and the Isles ....................................................................................................................................... 10
Dog fouling – total number of complaints – Argyll and Bute ...................................................................................................................................................... 10
Corporate Outcome No.3 – Children and young people have the best possible start ................................................................................................................... 11
COI – Increase the percentage of our care experienced young people that have the recommended additional tracking and monitoring plans in place .... 11
Corporate Outcome No.3 – Children and young people have the best possible start ................................................................................................................... 12
COI – Provide quality meals with cost margins to all pupils ....................................................................................................................................................... 12
Corporate Outcome No.4 – Education, skills and training maximises opportunities for all .......................................................................................................... 13
Maximise the percentage of 16-19 years olds participating in education, training or employment – Oban, Lorn and the Isles ............................................ 13
Maintain the percentage of 16-19 years olds in Argyll and Bute participating in education, training or employment services – Argyll and Bute ................ 13
Corporate Outcome No.5 – Our economy is diverse and thriving .................................................................................................................................................. 15
Number of affordable social sector new builds completed per annum – Oban, Lorn and the Isles ......................................................................................... 15
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Appendix 1
Page 3 
Number of affordable social sector new builds completed per annum – Argyll and Bute ........................................................................................................ 15
Corporate Outcome No.5 – Our economy is diverse and thriving .................................................................................................................................................. 16
Percentage of pre-planning application enquiries processed within 20 working days – Oban, Lorn and the Isles .................................................................. 16
Percentage of pre-planning application enquiries processed within 20 working days – Argyll and Bute ................................................................................ 16
Corporate Outcome No.5 – Our economy is diverse and thriving .................................................................................................................................................. 18
Householder planning applications – average number of weeks to determine – Oban, Lorn and the Isles ............................................................................. 18
Householder planning applications – average number of weeks to determine – Argyll and Bute ........................................................................................... 19
Corporate Outcome No.5 – Our economy is diverse and thriving .................................................................................................................................................. 20
COI – Number of new homeless applicants who required temporary accommodation this period ......................................................................................... 20
Corporate Outcome No.5 – Our economy is diverse and thriving .................................................................................................................................................. 21
COI – Maintain the percentage of local suppliers that benefit from the awards of contracts via the procurement portal .................................................... 21
Corporate Outcome No.5 – Our economy is diverse and thriving .................................................................................................................................................. 22
COI – Increase the number of community benefits that are delivered through contracts we award locally ........................................................................... 22
Corporate Outcome No.6 – We have infrastructure that supports sustainable growth ............................................................................................................... 23
Street lighting – percentage of faults repaired within 10 days – Oban, Lorn and the Isles ....................................................................................................... 23
The percentage of street lighting faults are completed within 10 working days – Argyll and Bute .......................................................................................... 23
Corporate Outcome No.6 – We have infrastructure that supports sustainable growth ............................................................................................................... 24
Total number of complaints regarding waste collection – Lorn ................................................................................................................................................. 24
Total number of complaints regarding waste collection – Mull ................................................................................................................................................. 24
Total number of complaints regarding waste collection – Argyll and Bute ............................................................................................................................... 25
Corporate Outcome No.6 – We have infrastructure that supports sustainable growth ............................................................................................................... 26
COI – Percentage of waste recycled, composted and recovered ................................................................................................................................................ 26
Renewi (formerly Shanks) – Percentage of waste recycled, composted and recovered ........................................................................................................... 27
Islands – Percentage of waste recycled, composted and recovered .......................................................................................................................................... 27
H&L – Percentage of waste recycled, composted and recovered ............................................................................................................................................... 28
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Appendix 1
Page 4 
Corporate Outcome No.6 – We have infrastructure that supports sustainable growth ............................................................................................................... 29
COI – The number of tonnes of waste sent to landfill ................................................................................................................................................................. 29
Corporate Outcome No.6 – We have infrastructure that supports sustainable growth ............................................................................................................... 30
LEAMS (Local Environment Audit and Management System) – Lorn ......................................................................................................................................... 30
LEAMS (Local Environment Audit and Management System) – Mull ......................................................................................................................................... 30
LEAMS (Local Environment Audit and Management System) – Argyll and Bute ....................................................................................................................... 31
Making It Happen ............................................................................................................................................................................................................................. 32
Teacher sickness absence – Oban, Lorn and the Isles ................................................................................................................................................................. 32
Teacher sickness absence – Argyll and Bute ................................................................................................................................................................................ 32
Making It Happen ............................................................................................................................................................................................................................. 34
LGE staff (non-teacher) sickness absence – Oban, Lorn and the Isles ........................................................................................................................................ 34
LGE staff (non-teacher) sickness absence – Argyll and Bute ....................................................................................................................................................... 34
Making It Happen ............................................................................................................................................................................................................................. 36
COI – Increase the percentage of all self-service automated contacts ....................................................................................................................................... 36 
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Appendix 1
Page 5
Corporate Outcome No.1 – People live active, healthier and independent lives
COI – Maximise distribution of Scottish Welfare Fund
This indicator is a Corporate Outcome Indicator that is reported quarterly.  The performance presented is Council-wide only.
Reporting Period Target Actual Status
FQ4 2022/23 95.3% 144.0% Green
FQ1 2023/24 95.3% 112.9% Green
FQ2 2023/24 95.3% 134.3% Green
FQ3 2023/24 95.3% 138.2% Green
FQ4 2023/24 95.3% 128.6% Green
This indicator for FQ4 has exceeded the target however the actual has decreased since the last reporting period.
FQ4 Comment 
At 31st March 2024 we have a total spend of £589,168. This represents an overspend of £130,884 on our programme funding allocation of £458,284. However
year end spend was less than we had projected due to a reduction in spend between January and March, which was less than in previous years. Scottish
Government have confirmed that we have the same programme funding for 2024/25 and the Council has approved a £250,000 cost and demand pressure for that
year.  We will continue to monitor spend closely on a month to month basis going forward.
Responsible person: Fergus Walker
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Appendix 1
Page 6 
Corporate Outcome No.1 – People live active, healthier and independent lives 
COI – Percentage of clients satisfied that they are better able to deal with their financial problems following our support and
intervention 
This indicator is a Corporate Outcome Indicator that is reported quarterly.  The performance presented is Council-wide only. 
Reporting Period Target Actual Status
FQ4 2022/23 100% 95% Red
FQ1 2023/24 100% 100% Green
FQ2 2023/24 100% 100% Green
FQ3 2023/24 100% 100% Green
FQ4 2023/24 100% 100% Green 
This indicator for FQ4 has met the target with no change in performance since the last reporting period. 
FQ4 Comment
This is a voluntary survey with no obligation for clients to respond either in full or in part. It is also common for incomplete returns to be received. In FQ4 2023/24,
12 survey forms were distributed to clients. 12 were returned. Of these 12 returns, 11 responded to the question relating to being better able to deal with their
financial problems. Of these 11 respondees, 11 responded positively, whilst 0 responded negatively. Accordingly, 100% of clients that responded were positive
about their experience i.e. no negative comments or responses were reported.
Responsible person: Lee Roberts 
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Appendix 1
Page 7 
Corporate Outcome No.2 – People live in safer and stronger communities 
Number of parking penalty notices issued – Oban, Lorn and the Isles 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 No target 391 No target 
FQ1 2023/24 No target 496 No target
FQ2 2023/24 No target 427 No target
FQ3 2023/24 No target 307 No target
FQ4 2023/24 No target 493 No target 
The indicator for FQ4 shows the number of parking penalty notices has increased since the last reporting period. 
FQ4 Comment
Oban non-compliance with pay and display areas high. Some on-street pay and display areas e.g. Tweeddale Street, Stevenson Street enforcement may not be
possible if lining deterioration continues. Mull enforcement hindered with ferry cancellations/time changes.  
Responsible person: Hugh O’Neill 
Number of parking penalty notices issued – Argyll and Bute 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 No target 1,332 No target 
FQ1 2023/24 No target 1,816 No target
FQ2 2023/24 No target 1,172 No target
FQ3 2023/24 No target 1,015 No target
FQ4 2023/24 No target 1,196 No target 
This indicator for FQ4 shows the number of parking penalty notices has increased since the last reporting period. 
FQ4 Comment
Historical lining and signage issues continue in certain areas of Argyll & Bute - officers are arranging for lining to be redone when the lining teams are available and
weather permitting. Given it is off-season the rate of non-compliance in some areas is disappointing.
Responsible person: Hugh O’Neill
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Appendix 1
Page 8
Corporate Outcome No.2 – People live in safer and stronger communities
Car parking income to date – Oban, Lorn and the Isles
Performance is presented cumulatively for both Area and Council-wide levels. For individual car parks, the income is presented on a quarterly basis.
Reporting Period Target
(Cumulative)
Actual
(Cumulative) Status
FQ4 2022/23 £677,416 £493,218 Red
FQ1 2023/24 £165,702 £151,185 Red
FQ2 2023/24 £413,592 £299,188 Red
FQ3 2023/24 £564,477 £514,847 Red
FQ4 2023/24 £685,489 £604,034 Red
This indicator for FQ4 shows the cumulative amount of income collected is lower the cumulative target. There is no performance trend as this data is cumulative.
FQ4 Comment
Although showing an £81k shortfall, this equates to a variance of just over 10%. The car parks are sometimes utilised for events in the area where fees are waived,
and which has a beneficial impact on the town's economical success. It is difficult, however, to identify a sole cause for this variance; for example, weather can also
impact visitor numbers.
Responsible person: Hugh O’Neill
Actual Quarterly Income collected in Oban, Lorn and Isles during FQ3 and FQ4.
Car Park Location FQ3 Actual FQ4 Actual
Corran No.1, Oban £13,815 £1,524
North Pier, Oban £31,877 £10,730
Corran No.2, Oban £10,032 £1,990
Longsdale, Oban £6,493 £1,524
Non-trunk, Oban £64,794 £38,852
Lochavullin, Oban £12,955 £2,145
Ganavan, Oban £3,146 £1,894
Trunk, Oban £11,577 £9,872
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Appendix 1
Page 9
Car Park Location FQ3 Actual FQ4 Actual
Albany Street, Oban £7,935 £2,516
Oban £3,492 £3,956
Tweedale Street, Oban £34,182 £8,341
Market Street, Oban £3,042 £798
Esplanade, Oban 31,460 £1,170
Craignure, Mull £1,052 £607
Fionnphort, Mull £9,808 £3,268
OLI (parking permits) £0 £0
Total £215,660 £89,187
Car parking income to date – Argyll and Bute
Performance is presented cumulatively for both Area and Council-wide levels.
Reporting Period Target
(Cumulative)
Actual
(Cumulative) Status
FQ4 2022/23 £993,968 £817,788 Red
FQ1 2023/24 £234,056 £253,705 Green
FQ2 2023/24 £584,204 £486,151 Red
FQ3 2023/24 £797,331 £807,348 Green
FQ4 2023/24 £968,262 £937,090 Red
This indicator for FQ4 shows the cumulative amount of income collected is lower than the cumulative target.  There is no performance trend as this data is
cumulative.
FQ4 Comment
Overall, there is a 3% deficit in relation to the target. The new IPS parking meters, alongside its associated back office system, will allow better analysis of parking
trends. The next 12 months will provide a solid baseline for future trends.
Responsible person: Hugh O’Neill
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Appendix 1
Page 10
Corporate Outcome No.2 – People live in safer and stronger communities
Dog fouling – total number of complaints – Oban, Lorn and the Isles
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 No target 18 No target
FQ1 2023/24 No target 4 No target
FQ2 2023/24 No target 9 No target
FQ3 2023/24 No target 4 No target
FQ4 2023/24 No target 10 No target
This indicator for FQ4 shows the number of dog fouling complaints has increased since the last reporting period.
FQ4 Comment
There has been a rise in the number of dog fouling complaints for the OLI area this month, all complaints received were for the Lorn area, a total of 10.
Responsible person: Tom Murphy
Dog fouling – total number of complaints – Argyll and Bute
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 No target 77 No target
FQ1 2023/24 No target 60 No target
FQ2 2023/24 No target 51 No target
FQ3 2023/24 No target 46 No target
FQ4 2023/24 No target 65 No target
This indicator for FQ4 shows the number of dog fouling complaints has increased since the last reporting period.
FQ4 Comment
It is disappointing that the number of dog fouling complaints received has risen from 46 to 65 this quarter. There was one fine issued from the Kintyre area. The
Warden service will continue to monitor and patrol in an effort to reduce the number of complaints.
Responsible person: Tom Murphy
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Appendix 1
Page 11
Corporate Outcome No.3 – Children and young people have the best possible start
COI – Increase the percentage of our care experienced young people that have the recommended additional tracking and monitoring
plans in place
This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only.
Reporting Period Target Actual Status
FQ4 2022/23 100% 100% Green
FQ1 2023/24 100% 100% Green
FQ2 2023/24 100% 100% Green
FQ3 2023/24 100% 100% Green
FQ4 2023/24 100% 100% Green
This indicator for FQ4 has met the target with no change in performance since the last reporting period.
FQ4 Comment
Each care experienced child and young person enrolled in an authority school has tracking and monitoring plans in place via our education management
information system knowns as Seemis. Data collated includes attendance, exclusion, progress and attainment and wellbeing information. The Virtual Head
Teacher (VHT) for Care Experienced Children and Young People (CECYP) works closely with the education data team and receives monthly reports specific to
CECYP. The VHT offers both support and challenge to Designated Managers for CECYP across authority settings to ensure each young person has the correct
framework of support to help them achieve success. The profile of our CECYP continues to be raised through system improvements, training opportunities,
information sharing (as appropriate) leading to greater consideration of personalised support at all stages of the young person’s educational journey. We continue
to develop and refine our tracking and monitoring systems to ensure data is relevant and meaningful. This happens through self-evaluation and linking with wider
local authorities to ensure best practice. Next steps include developing a system to formally track and monitor CECYP who are out-with our authority schools. A
data sharing agreement is currently being produced for this purpose.
Responsible person: Louise Chisholm
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Appendix 1
Page 12 
Corporate Outcome No.3 – Children and young people have the best possible start 
COI – Provide quality meals with cost margins to all pupils 
This indicator is a Corporate Outcome Indicator that is reported quarterly.  The performance presented is Council-wide only. 
Reporting Period Target Actual Status
FQ4 2022/23 +/-5.00% -2.56% Green
FQ1 2023/24 +/-5.00% 5.00% Green
FQ2 2023/24 +/-5:00% -7.07% Red
FQ3 2023/24 +/-5.00% 4.12% Green
FQ4 2023/24 +/-5.00% -3.44% Green 
This indicator for FQ4 is below the +/-5.00% target variance however performance has increased since the last reporting period. 
FQ4 Comment
Work is on-going to monitor schools that have a food cost percentage outwith the +/-5% target.
B&C 1.88%, H&L -2.73%, MAKI -4.78%, OLI 1.02%"
B&C 0.54%
H&L -0.52%
MAKI -2.82%
OLI 6.92%
Responsible person: Christine Boyle 
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Appendix 1
Page 13 
Corporate Outcome No.4 – Education, skills and training maximises opportunities for all 
Maximise the percentage of 16-19 years olds participating in education, training or employment – Oban, Lorn and the Isles 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 94.00% 95.60% Green 
FQ1 2023/24 94.00% 95.45% Green
FQ2 2023/24 94.00% 97.66% Green
FQ3 2023/24 94.00% 95.93% Green
FQ4 2023/24 94.00% 94.43% Green 
This indicator for FQ4 is above target however performance has decreased since the last reporting period. 
FQ4 Comment
As of 21st March 2024, the Participation figure (16-19 year-olds in employment, training or education) in Oban, Lorn and the Isles was 933 young people, which
equates to 94.43%. This is 0.43% above target and 1.17% below the annual Argyll and Bute Participation figure of 95.60%, which was released by Skills
Development Scotland at the end of August 2023. The Participation figure of 94.43% for FQ4 of 2023/24 is a decrease of 1.50% on the Participation figure for FQ3
Responsible person: Jennifer Crocket 
Maintain the percentage of 16-19 years olds in Argyll and Bute participating in education, training or employment services – Argyll and
Bute 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 94.00% 93.62% Red 
FQ1 2023/24 94.00% 93.75% Red
FQ2 2023/24 94.00% 95.94% Green
FQ3 2023/24 94.00% 94.37% Green
FQ4 2023/24 94.00% 93.59% Red 
This indicator for FQ4 is below target and performance has decreased since the last reporting period. 
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FQ4 Comment
As of 21st March 2024, the Participation figure (16-19 year-olds in employment, training or education) for the whole of Argyll and Bute was 3697 young people,
which equates to 93.59%. This is 0.41% below  target and 2.01% below the annual Argyll and Bute Participation figure of 95.60%, which was released by Skills
Development Scotland at the end of August 2023. The Participation figure of 93.59% for FQ4 of 2023/24 is a decrease of 0.78% on the Participation figure for FQ3.
Responsible person: Jennifer Crocket 
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Page 15 
Corporate Outcome No.5 – Our economy is diverse and thriving 
Number of affordable social sector new builds completed per annum – Oban, Lorn and the Isles 
Reporting Period Target Actual Status
FQ4 2022/23 27 27 Green
FQ1 2023/24 26 26 Green
FQ2 2023/24 40 40 Green
FQ3 2023/24 0 0 Green
FQ4 2023/24 0 0 Green 
This indicator for FQ4 show the number of completions has met the target for the reporting period. 
FQ4 Comment
No social sector new builds were due for completion this period.
Responsible person: Kelly Ferns 
Number of affordable social sector new builds completed per annum – Argyll and Bute 
Reporting Period Target Actual Status
FQ4 2022/23 67 67 Green
FQ1 2023/24 26 26 Green
FQ2 2023/24 40 40 Green
FQ3 2023/24 0 0 Green
FQ4 2023/24 0 0 Green 
This indicator for FQ4 shows the number of completions has met the target for the reporting period. 
FQ4 Comment
No social sector new builds were due for completion this period.
B&C 0 MAKI 0
H&L 0 OLI 0
Responsible person: Kelly Ferns
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Corporate Outcome No.5 – Our economy is diverse and thriving 
Percentage of pre-planning application enquiries processed within 20 working days – Oban, Lorn and the Isles 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 75.0% 78.3% Green 
FQ1 2023/24 75.0% 68.8% Red
FQ2 2023/24 75.0% 80.4% Green
FQ3 2023/24 75.0% 87.5% Green
FQ4 2023/24 75.0% 87.5% Green 
This indicator for FQ4 is above target with no change in performance since the last reporting period. 
FQ4 Comment
Performance across the Development Management Service continues to be impacted as it works through a backlog of casework that has accumulated through the
Covid pandemic and which has been exacerbated by extended periods of operating with reduced staffing levels due to issues with recruitment to vacant posts,
and the introduction of National Planning Framework 4. Whilst vacancies across the service have now largely been filled the focus of officers remains geared
toward the resolution of statutory casework with the handling of pre-application enquiries afforded lower priority in caseload management. To assist with the
management of reduced customer expectations the target for responding to pre-app enquiries has been temporarily extended to 6 weeks. During FQ4 48 pre-apps
were responded to within OLI. 93.8% were issued within 6 weeks. This excellent performance is indicative of the more settled position of the OLI DM team.
Responsible person: Peter Bain 
Percentage of pre-planning application enquiries processed within 20 working days – Argyll and Bute 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 75.0% 55.4% Red 
FQ1 2023/24 75.0% 47.5% Red
FQ2 2023/24 75.0% 49.1% Red
FQ3 2023/24 75.0% 55.0% Red
FQ4 2023/24 75.0% 52.4% Red 
This indicator for FQ4 is below target and performance has decreased since the last reporting period. 
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FQ4 Comment
Performance across the Development Management Service continues to be impacted as it works through a backlog of casework that has accumulated through the
Covid pandemic and which has been exacerbated by extended periods of operating with reduced staffing levels due to issues with recruitment to vacant posts,
and the introduction of National Planning Framework 4. Whilst vacancies across the service have now largely been filled the focus of officers remains geared
toward the resolution of statutory casework with the handling of pre-application enquiries afforded lower priority in caseload management. To assist with the
management of reduced customer expectations the target for responding to pre-app enquiries has been temporarily extended to 6 weeks. During FQ4 48 pre-apps
were responded to within OLI. 93.8% were issued within 6 weeks. This excellent performance is indicative of the more settled position of the OLI DM team.
Responsible person: Peter Bain 
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Page 18 
Corporate Outcome No.5 – Our economy is diverse and thriving 
Householder planning applications – average number of weeks to determine – Oban, Lorn and the Isles 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 8.0 weeks 9.4 weeks Red 
FQ1 2023/24 8.0 weeks 10.7 weeks Red
FQ2 2023/24 8.0 weeks 11.4 weeks Red
FQ3 2023/24 8.0 weeks 9.2 weeks Red
FQ4 2023/24 8.0 weeks 5.2 weeks Green 
This indicator for FQ4 has met the target and performance has increased since the last reporting period (lower is best). 
FQ4 Comment
This measure only relates to planning applications received for alterations to existing premises.
Performance across the Development Management Service continues to be impacted as it works through a backlog of casework that has accumulated through the
Covid pandemic and which has been exacerbated by extended periods of operating with reduced staffing levels due to issues with recruitment to vacant posts,
and the introduction of National Planning Framework 4. Improving resource availability has allowed the focus of the DM Service to shift from the prioritisation of
the most significant applications to addressing the accrued backlog of older applications. The determination of a higher-than-normal volume of older cases has a
significant impact on "average time taken" performance measures as a relatively small number of older cases can skew the outcome. It is also noted that these
performance measures are based on "raw data" and as such have not been adjusted to take into account delays to determination out with the control of the
planning authority. FQ4 has seen the determination of 2 'legacy' applications and continued high volume of newer case work. The determination of an increasing
proportion of older casework items during FQ4 has impacted negatively on overall performance from FQ3. 72% of applications determined in FQ4 were less than 6
months old; these items were determined in an average time of 12.0 weeks.
Responsible person: Peter Bain 
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Householder planning applications – average number of weeks to determine – Argyll and Bute 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 8.0 weeks 17.3 weeks Red 
FQ1 2023/24 8.0 weeks 21.6 weeks Red
FQ2 2023/24 8.0 weeks 18.1 weeks Red
FQ3 2023/24 8.0 weeks 16.8 weeks Red
FQ4 2023/24 8.0 weeks 20.0 weeks Red 
This indicator for FQ4 has not met the target and performance has decreased since the last reporting period (lower is best). 
FQ4 Comment
This measure only relates to planning applications received for alterations to existing premises.
Performance across the Development Management Service continues to be impacted as it works through a backlog of casework that has accumulated through the
Covid pandemic and which has been exacerbated by extended periods of operating with reduced staffing levels due to issues with recruitment to vacant posts,
and the introduction of National Planning Framework 4. Improving resource availability has allowed the focus of the DM Service to shift from the prioritisation of
the most significant applications to addressing the accrued backlog of older applications. The determination of a higher-than-normal volume of older cases has a
significant impact on "average time taken" performance measures as a relatively small number of older cases can skew the outcome. It is also noted that these
performance measures are based on "raw data" and as such have not been adjusted to take into account delays to determination out with the control of the
planning authority. FQ4 has seen the determination of 2 'legacy' applications and continued high volume of newer case work. The determination of an increasing
proportion of older casework items during FQ4 has impacted negatively on overall performance from FQ3. 72% of applications determined in FQ4 were less than 6
months old; these items were determined in an average time of 12.0 weeks.
Responsible person: Peter Bain 
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Page 20
Corporate Outcome No.5 – Our economy is diverse and thriving
COI – Number of new homeless applicants who required temporary accommodation this period
This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only.
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 No target 30 No target
FQ1 2023/24 No target 32 No target
FQ2 2023/24 No target 36 No target
FQ3 2023/24 No target 26 No target
FQ4 2023/24 No target 30 No target
This indicator for FQ4 shows the number of applicants has increased since the last reporting period.
FQ4 Comment
During FQ4, the housing service provided temporary accommodation for 30 new homeless households. B&C: 14 households (4 x Registered Social Landlord
Property, 1 x Private Sector Property, 6 x Serviced Accommodation, 3 x Bed & Breakfast). H&L: 4 households (2 x Private Sector Property, 2 x Bed & Breakfast).
MAKI: 1 household (1 x Bed & Breakfast). OLI: 11 households (1 x Private Sector Property, 8 x Supported Accommodation, 2 x Bed & Breakfast).
Please note:
• The Registered Social Landlord and Private Rented Sector properties are leased by the Council and sub-let to homeless households as temporary
accommodation.
• Serviced Accommodation is available in Cowal and Helensburgh and is for single people providing an en-suite bedroom and shared kitchen facilities.
• Supported accommodation is provided in Lorn by Blue Triangle Housing Association.
• Accommodation may be offered outwith the HMA area that the homeless application was taken due to availability, i.e. application taken in Oban and the
applicant offered accommodation in Dunoon as there was no accommodation available in Oban.
B&C 14
H&L 4
MAKI 1
OLI 11
Responsible person: Morven Macintyre
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Page 21 
Corporate Outcome No.5 – Our economy is diverse and thriving 
COI – Maintain the percentage of local suppliers that benefit from the awards of contracts via the procurement portal 
This indicator is a Corporate Outcome Indicator that is reported quarterly.  The performance presented is Council-wide only. 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 20.0% 22.5% Green 
FQ1 2023/24 20.0% 10.8% Red
FQ2 2023/24 20.0% 26.5% Green
FQ3 2023/24 20.0% 27.8% Green
FQ4 2023/24 20.0% 14.3% Red 
This indicator for FQ4 is below and performance has decreased since the last reporting period. 
FQ4 Comment
From the 63 contracts awarded during FQ4, 19 contracts received local bids. The nature of the types of contracts awarded can impact on submission of local
bidders. Of the 19 contracts, 9 were awarded to local suppliers (47.4%) with an estimated total contract value of £2.5m. The Procurement, Commercial and
Contract Management Team will continue to support local suppliers by providing useful information on the Council's website.
Responsible person: Anne MacColl-Smith 
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Corporate Outcome No.5 – Our economy is diverse and thriving 
COI – Increase the number of community benefits that are delivered through contracts we award locally 
This indicator is a Corporate Outcome Indicator that is reported quarterly.  The performance presented is Council-wide only. 
Reporting Period Target Actual Status
FQ4 2022/23 No target 43 No target
FQ1 2023/24 No target - No target
FQ2 2023/24 No target 37 No target
FQ3 2023/24 No target - No target
FQ4 2023/24 No target 37 No target 
This indicator is reported in FQ2 and FQ4. 
This indicator for FQ4 shows the number of community benefits has remained the same since the last reporting period. 
FQ4 Comment
During FQ4, 37 community benefits have been achieved through contract management. A full report will be published on the Council's website at this location:
https://www.argyll-bute.gov.uk/business-and-licensing/selling-council/procurement-useful-links-and-documents - following a meeting with the Procurement
Board at the end of April 2024.
Responsible person: Anne MacColl-Smith 
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Corporate Outcome No.6 – We have infrastructure that supports sustainable growth 
Street lighting – percentage of faults repaired within 10 days – Oban, Lorn and the Isles 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 75% 43% Red 
FQ1 2023/24 75% 28% Red
FQ2 2023/24 75% 41% Red
FQ3 2023/24 75% 50% Red
FQ4 2023/24 75% 20% Red 
This indicator for FQ4 is below target and performance has decreased since the last reporting period. 
FQ4 Comment
As per the low percentage figure OLI has suffered due to absence within the team.
Responsible person: Tom Murphy 
The percentage of street lighting faults are completed within 10 working days – Argyll and Bute 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 75% 32% Red 
FQ1 2023/24 75% 37% Red
FQ2 2023/24 75% 43% Red
FQ3 2023/24 75% 46% Red
FQ4 2023/24 75% 49% Red 
This indicator for FQ4 is below target however performance has increased since the last reporting period. 
FQ4 Comment
In January, February and March we have low percentage figures due to absence affecting the OLI and MAKI areas. Contractors were carrying out work in MAKI and
OLI.  As a result the percentage of faults being attended to within 10 working days was not met. Bute and Cowal had no issues as shown in the 90% figure.
Responsible person: Tom Murphy 
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Corporate Outcome No.6 – We have infrastructure that supports sustainable growth 
Total number of complaints regarding waste collection – Lorn 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 No target 18 No target 
FQ1 2023/24 No target 8 No target
FQ2 2023/24 No target 41 No target
FQ3 2023/24 No target 1 No target
FQ4 2023/24 No target 2 No target 
This indicator for FQ4 shows the number of waste collection complaints has increased since the last reporting period. 
FQ4 Comment
Only 2 waste collection complaints were received for the months of January, February and March in the Oban area. Given the number of properties serviced this is
a very good level of service.
Responsible person: Tom Murphy 
Total number of complaints regarding waste collection – Mull 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 No target 0 No target 
FQ1 2023/24 No target 0 No target
FQ2 2023/24 No target 0 No target
FQ3 2023/24 No target 1 No target
FQ4 2023/24 No target 0 No target 
This indicator for FQ4 shows the number of waste collection complaints has decreased since the last reporting period. 
FQ4 Comment
There were no waste collection complaints received this quarter for the Isle of Mull, excellent level of service.
Responsible person: Tom Murphy
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Total number of complaints regarding waste collection – Argyll and Bute 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 No target 53 No target 
FQ1 2023/24 No target 67 No target
FQ2 2023/24 No target 101 No target
FQ3 2023/24 No target 18 No target
FQ4 2023/24 No target 7 No target 
This indicator for FQ4 shows the number of waste collection complaints has decreased since the last reporting period. 
FQ4 Comment
There were only 7 waste collection complaints received for the whole of Argyll and Bute over the months of January, February and March. Given the areas covered
and the various bins serviced, domestic, recycling, glass and food, this is an excellent level of service.
Responsible person: Tom Murphy  Page 101

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Corporate Outcome No.6 – We have infrastructure that supports sustainable growth 
COI – Percentage of waste recycled, composted and recovered 
Performance is presented by Council-wide service provision. 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 45.0% 52.0% Green 
FQ1 2023/24 45.0% 47.6% Green
FQ2 2023/24 45.0% 59.8% Green
FQ3 2023/24 45.0% 49.0% Green
FQ4 2023/24 45.0% 74.0% Green 
This indicator for FQ4 is above target and performance has increased since the last reporting period. 
FQ4 Comment
74% recycling, composting and recovery (44.6% recycling/composting plus 29.4% recovery). Barr closed their landfill operations from 1st January and their waste
operations as at 31st March. Barr sent all general waste received during the quarter to an energy from waste plant which has greatly increased recovery and
reduced landfill during the quarter. Renewi sent over 2000 tonnes of previously stockpiled green waste for composting and recovery during the quarter. Renewi
also sent some general waste to an energy from waste plant as part of a trial during January 24. These actions have improved recovery figures in particular plus
reduced landfill during the quarter. 2023/24 F/Year figures overall are 58.2% recycling, composting and recovery (44.2% recycling/composting plus 14.0%
recovery).
Responsible person: John Blake 
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Renewi (formerly Shanks) – Percentage of waste recycled, composted and recovered 
Performance is presented by Council-wide service provision. 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 No target 61.9% No target 
FQ1 2023/24 No target 53.0% No target
FQ2 2023/24 No target 68.7% No target
FQ3 2023/24 No target 55.3% No target
FQ4 2023/24 No target 66.5% No target 
This indicator for FQ4 shows the percentage of waste recycled has increased since the last reporting period. 
FQ4 Comment
66.5% recycling, composting and recovery (47.1% recycling/composting plus 19.4% recovery). Renewi sent over 2000 tonnes of previously stockpiled green waste
for composting and recovery during the quarter. Renewi also sent some general waste to an energy from waste plant as part of a trial during January 24. Both
actions have improved composting and recovery figures plus reduced landfill during the quarter.2023/24 F/Year figures overall are 62.3% recycling, composting
and recovery (46.7% recycling/composting plus 15.6% recovery).
Responsible person: John Blake 
Islands – Percentage of waste recycled, composted and recovered 
Performance is presented by Council-wide service provision. 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 No target 35.9% No target 
FQ1 2023/24 No target 39.2% No target
FQ2 2023/24 No target 35.6% No target
FQ3 2023/24 No target 34.2% No target
FQ4 2023/24 No target 41.5% No target 
This indicator for FQ4 shows the percentage of waste recycled has increased since the last reporting period. 
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FQ4 Comment
41.5% recycling, composting and recovery. Higher than normal mainly due to over 100 tonnes of wood being sent for recycling during the quarter from the
Gartbreck (Islay) waste and recycling site. F/Year to date figures overall are 37.6% recycling, composting and recovery (37.6% recycling/composting and 0%
recovery).
Responsible person: John Blake
H&L – Percentage of waste recycled, composted and recovered
Performance is presented by Council-wide service provision.
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 No target 34.5% No target
FQ1 2023/24 No target 40.1% No target
FQ2 2023/24 No target 41.6% No target
FQ3 2023/24 No target 41.5% No target
FQ4 2023/24 No target 100.0% No target
This indicator for FQ4 shows the percentage of waste recycled has increased since the last reporting period.
FQ4 Comment
100% recycling, composting and recovery during the quarter i.e. no landfill (39.6% recycling/composting plus 60.4% recovery). Barr Environmental closed their
landfill operations from 1st January and their waste operations completely on 31st March. Barr sent all general waste received during the quarter to an energy
from waste plant, which has greatly increased recovery and resulted in no landfill during the quarter. 2023/24 F/Year figures overall are 54.6% recycling,
composting and recovery (40.5% recycling/composting plus 14.1% recovery).
Responsible person: John Blake
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Corporate Outcome No.6 – We have infrastructure that supports sustainable growth 
COI – The number of tonnes of waste sent to landfill 
This indicator is a Corporate Outcome Indicator that is reported quarterly.  The performance presented is Council-wide only. 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 5,000 4,610 Green 
FQ1 2023/24 5,850 5,075 Green
FQ2 2023/24 5,550 5,510 Green
FQ3 2023/24 5,100 4,253 Green
FQ4 2023/24 5,000 2,567 Green 
This indicator for FQ4 is below target (lowest is best). 
FQ4 Comment
Barr Environmental (contractor for Helensburgh and Lomond's general waste) closed their landfill operations from 1st January and their waste operations as at
31st March. Barr sent all general waste received during the quarter to an energy from waste plant which has greatly reduced landfill during the quarter.  Renewi
also sent some general waste to an energy from waste plant as part of a trial during January 24. These actions have significantly reduced landfill during the quarter
and therefore the tonnage of municipal biodegradable waste to landfill was well within target.
Responsible person: John Blake 
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Corporate Outcome No.6 – We have infrastructure that supports sustainable growth 
LEAMS (Local Environment Audit and Management System) – Lorn
(Monthly data combined to show quarterly average) 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 73 86 Green 
FQ1 2023/24 73 87 Green
FQ2 2023/24 73 87 Green
FQ3 2023/24 73 86 Green
FQ4 2023/24 73 85 Green 
This indicator for FQ4 is above target however performance has decreased since the last reporting period. 
FQ4 Comment
Lorn's street cleanliness figure is high this quarter with 85, broken down from January 84, February 85 and March 86.
Responsible person: Tom Murphy 
LEAMS (Local Environment Audit and Management System) – Mull
(Monthly data combined to show quarterly average) 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 73 93 Green 
FQ1 2023/24 73 95 Green
FQ2 2023/24 73 95 Green
FQ3 2023/24 73 93 Green
FQ4 2023/24 73 93 Green 
This indicator for FQ4 is above target with no change in performance same since the last reporting period. 
FQ4 Comment
Mull have hit a high return of 93 this quarter, this shows a very high level of street cleanliness. January 91, February 94 and March 95.
Responsible person: Tom Murphy
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LEAMS (Local Environment Audit and Management System) – Argyll and Bute
(Monthly data combined to show quarterly average) 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 73 83 Green 
FQ1 2023/24 73 84 Green
FQ2 2023/24 73 83 Green
FQ3 2023/24 73 85 Green
FQ4 2023/24 73 83 Green 
This indicator for FQ4 is above target however performance has decreased since the last reporting period. 
FQ4 Comment
The overall level of street cleanliness this quarter shows 83. This is a very good level of street cleanliness carried out by the Amenity teams.
Responsible person: Tom Murphy  Page 107

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Making It Happen 
Teacher sickness absence – Oban, Lorn and the Isles 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 No target 2.54 days No target 
FQ1 2023/24 No target 1.79 days No target
FQ2 2023/24 No target 0.53 days No target
FQ3 2023/24 No target 2.04 days No target
FQ4 2023/24 No target 2.75 days No target 
This indicator for FQ4 shows the number of sickness absence days has increased since the last reporting period. 
FQ4 Comment
Work days lost per FTE is slightly less (0.09 day) than the same quarter last year. There has been an increase of 0.71 of a day on Q3 of this year. Most work days
lost have been due to Stress/Depression/Mental Health followed by Chest/Respiratory issues.
Responsible person: Wendy Brownlie 
Teacher sickness absence – Argyll and Bute 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 No target 2.48 days No target 
FQ1 2023/24 No target 2.15 days No target
FQ2 2023/24 No target 1.25 days No target
FQ3 2023/24 No target 2.82 days No target
FQ4 2023/24 No target 2.82 days No target 
This indicator for FQ4 shows the number of sickness absence days has remained the same since the last reporting period. 
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FQ4 Comment
Work days lost has increased on the same quarter last year by 0.34 of a day. Against Q3 this year work days lost have remained exactly the same. Most work days
lost have been due to Stress/Depression/Mental Health followed by Infections. Actions to address Stress/Depression/Mental Health absences are included in the
Wellbeing Implementation Plan including a new Employee Assistance Programme, exploring a Stress Audit and support for managers. It is unusual for infections to
feature in the top 3 reasons for work days lost and further analysis of the reasons for this and benchmarking will be carried out.
Responsible person: Jennifer Crocket (B&C and MAK) and Wendy Brownlie (H&L and OLI) 
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Making It Happen 
LGE staff (non-teacher) sickness absence – Oban, Lorn and the Isles 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 No target 4.48 days No target 
FQ1 2023/24 No target 3.63 days No target
FQ2 2023/24 No target 3.69 days No target
FQ3 2023/24 No target 4.62 days No target
FQ4 2023/24 No target 4.76 days No target 
This indicator for FQ4 shows the number of sickness absence days has increased since the last reporting period. 
FQ4 Comment
Work days lost per FTE has increased by 0.28 work days from the same quarter last year. There has been a very small increase of 0.14 of a day on Q3 this year.
Most work days lost are due to Stress/Depression/Mental Health followed by Back and Neck.
Responsible person: Carolyn Cairns 
LGE staff (non-teacher) sickness absence – Argyll and Bute 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 No target 4.04 days No target 
FQ1 2023/24 No target 3.53 days No target
FQ2 2023/24 No target 3.18 days No target
FQ3 2023/24 No target 3.73 days No target
FQ4 2023/24 No target 4.12 days No target 
This indicator for FQ4 shows the number of sickness absence days has increased since the last reporting period. 
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Page 35 
FQ4 Comment
Work days lost per FTE is around the same as the same quarter last year - just a very small increase of 0.08 work days lost. There has been an increase of 0.39 work
days on the last quarter this year. Most days lost are due to Stress/Depression/Mental Health followed by Infections. Actions to address Stress/Depression/Mental
Health absences are included in the Wellbeing Implementation Plan including a new Employee Assistance Programme, exploring a Stress Audit and support for
managers. It is unusual for infections to feature in the top 3 reasons for work days lost and further analysis of the reasons for this and benchmarking will be carried
out.
Responsible person: Carolyn Cairns 
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Appendix 1
Page 36 
Making It Happen 
COI – Increase the percentage of all self-service automated contacts 
This indicator is a Corporate Outcome Indicator that is reported quarterly. The performance presented is Council-wide only. 
Reporting Period Target Actual Status Trend of ‘Actual’ over the period
FQ4 2022/23 70.0% 72.2% Green 
FQ1 2023/24 70.0% 80.7% Green
FQ2 2023/24 70.0% 72.1% Green
FQ3 2023/24 70.0% 72.7% Green
FQ4 2023/24 70.0% 70.1% Green 
This indicator for FQ4 is above target however performance has decreased since the last reporting period. 
FQ4 Comment
In FQ4 there was 38,538 transactions dealt with by Customer Service Agents (29.9%) and 90,224 automated or self-service transactions (70.1%) so the 70.0%
target was exceeded. The full year statistics for 2023-24 showed that of the 593,362 customer interactions handled by the Customer Engagement Team, 443,283
(75%) were completed wholly by digital self-service.
Responsible person: Robert Miller  
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1 
Oban, Lorn and the Isle Area Committee 
Date of Meeting: 12 June 2024 
Title of Report: Quarterly performance reporting 
Presented by: as per committee attendee    
The  Committee is asked to:
▪ Consider and note the quarterly reports 
1. EXECUTIVE SUMMARY
HSCP Performance reporting for Quarter 3 and 4 was presented to the
Integrated Joint Board in March and May 2024 and is shared with area
committees for information. 
2. RECOMMENDATIONS
Consider and note the quarterly reports
3. DETAIL OF REPORT 
Appendix 1 and 2 are the Quarter 3 and 4 Performance Reports bringing the
Area Committee up to date with HSCP performance reporting. 
4. RELEVANT DATA AND INDICATORS
Culmination of reporting data collated through the Integrated Performance
Management Framework 
5. CONTRIBUTION TO STRATEGIC PRIORITIES
Performance monitoring supports the delivery of strategic priorities. 
6. GOVERNANCE IMPLICATIONS
6.1 Financial Impact none
6.2 Staff Governance none
6.3 Clinical and Care Governance none 
7. PROFESSIONAL ADVISORY
The framework supports the reporting requirement and is reviewed to
ensure we are meeting reporting requirements and any additional required
outcome reporting. 
8. EQUALITY & DIVERSITY IMPLICATIONS
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2
Performance evaluation supports planning and review of meeting needs of a
diverse population. 
9. GENERAL DATA PROTECTION PRINCIPLES COMPLIANCE 
Data sharing and storage meets GDPR principles. 
10. RISK ASSESSMENT
The IPMF gives a self service oversight of performance and in some cases
outcome data which provide relevant management information on service
delivery and corresponding narrative on risk. 
11. PUBLIC & USER INVOLVEMENT & ENGAGEMENT
Heads of Service work directly with an analyst on an ongoing basis, this has
been advantageous in developing reporting and narrative. 
12. CONCLUSIONS
The report notes the performance for quarter 3 and 4 for consideration. 
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)
Integration
Joint Board  
Q3 Performance Report 27/03/24 approved
Integration
Joint Board  
Q4 Performance Report 29/05/24 pending         
REPORT AUTHOR AND CONTACT 
Author Name Charlotte Craig
Email  charlotte.craig@argyll-bute.gov.uk 
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Oban, Lorn and the IslesArea Committee       
Date of Meeting: 12 June 2024 
Title of Report:  Health & Social Care Partnership - Performance Report - FQ3 (Oct - Dec 2023/24) 
Presented by: tbc    
The Committee is asked to:
• Note performance for FQ3 (October - December 2023/24) and performance against
the previous quarter
• Note supporting performance commentary across 8 key service areas 
• Note performance update on the National Health & Wellbeing Outcomes and
Ministerial Steering Group Integration Indicators (Appendix 1)
• Note System Pressure Report for December 2023 (Appendix 2)
• Note Delayed Discharge Sitrep as of 15 January 2024 (Appendix 3) 
EXECUTIVE SUMMARY 
This report details performance for FQ3 (October – December) 2023/24, the performance outputs
are taken from the new Integrated Performance Management Framework (IPMF) Reporting
Dashboard with the focus on the eight key service areas. Overall performance for FQ3 notes an
overall decrease in the number of measures reporting as on target against the previous quarter. The
report details performance against each of the service areas and the 93 supporting Key
Performance Indicators. Analysis of the KPI’s is supported by performance commentary. National
Health & Wellbeing Indicators performance is included alongside performance and trend overview
with regards to System Pressures and 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. 
1. INTRODUCTION 
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.  This report
includes an overview of the previous Health & Wellbeing Outcome Indicators and Ministerial
Steering Group- Integration measures. To support the use of the dashboard, HSCP Performance &
Information Team analysts have been identified for each of the Heads of Service and Service Leads
to support and check performance across 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.   
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2. DETAIL OF REPORT
The report details the HSCP (Health and Social Care Partnership) performance for Financial Quarter
3 (October - December 2023/24) highlighting key performance trends across the 93 KPIs (Key
Performance Indicators). In addition, the report includes performance updates across eight service
areas. Latest National Health and Wellbeing Outcomes Indicators are reported (Appendix 1).Also included
is an update on System Pressures (Appendix 2) and Delayed Discharges (Appendix 3).
3. RELEVANT DATA & INDICATORS
3.1 FQ3 (October- December) 23/24 Performance Summary
Overall performance for FQ3 notes that 49% of KPI’s are scoring against target, with 46 reporting
as on-track and 47 off-track, this is a slight decrease (-6%) against previous FQ2 performance.
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 total performance for each of the eight
services and 93 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.
3.2 Analysis of Key Performance
This analysis identifies performance across the 8 service reporting categories within the Integrated
Performance Management Framework (IPMF) and performance commentary is provided as part of
Head of Service and Service Leads one-to-one sessions with analysts.
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3
3.2.1 Children & Families
Across 11 KPIs, C&F services performance notes 5 (45%) on track, with 6 (55%) off track against
the targets set in Q3 23/24. This is an increase from 27% on track reported (+18%) variance on the
previous quarter performance. It is recognised that some of this is an artefact of phasing of targets
and other elements are due to data collection issues. Work is continuing to rectify these issues to
give a more accurate picture of actual performance.
Performance on or above target:
• Increasing the number of care experienced children placed at home or in Kinship or Fostering
Care is on track, noting 21% above target performance and increase above target from Q2
23/24 of 3%. There is a positive trend over time well above the set target.
• Increasing the number of public sector staff receiving VAWG basic training is on track, noting
39% above target, an improvement on Q2 which was 30% off target. The performance in Q2
and Q3, matches expectation, with the expected drop in numbers being trained over the
summer period (Q2), and the subsequent catch-up in Q3, with the resumption of training.
Performance below target & areas for improvement:
• Performance around reducing numbers of care experienced children looked after living in
residential care commissioned out with A&B has declined due to noted increased this quarter
to 50% above target, of all children looked after. The number of children cared for in ‘external
placements’ is small and any resultant % changes, positive or negative, should be treated
with extreme caution. Experience and analysis would now lead us to believe that we have
reached the long-term low for those placed out with.
• Performance with regards to the number of children seen within 18 weeks for Child &
Adolescent Mental Health Services remains off track, with FQ3 noting 68.5% against a 90%
target. This is a decrease of 9% on previous quarter’s performance. Viewed over the longer
term the trend is decreasing performance in this area.
• Performance to reduce the % of young people referred to the Emotional, Health and
Wellbeing Pathway remains off track noting 71% against a 100% target, however this is an
improvement of 21% over Q2. The trend over the longer term is decreasing performance in
this area.
3.2.2 Telecare and Digital
Benchmarked performance across the 8 Key Performance Indicators against target notes a slight
decrease (1) in the number of KPI’s reporting on-track with Q2 noting (5) 63.0% on track against
FQ3 reporting (4) 50.0%. 4 KPI’s remain off –track against target for FQ3.
Performance on or above target:
• The number of new Telecare service agreements continues to exhibit growth.
• The number of 'Near Me' clinic appointments has remained stable and on target.
• The digitalisation of telecare equipment has surpassed expectations, achieving the year-
end target last quarter and further growing by 8%.
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4
• Both the usage of Just Checking equipment and Buddi hubs has rebounded after a period
of lower performance in the last quarter.
Performance below target & areas for improvement:
• Despite efforts, the number of outstanding annual telecare reviews continues to be below
the target. However, Q3's figures provide a more accurate reflection of the actual
outstanding reviews, and efforts are underway to address this issue.
• Silver Cloud referrals fell short of the target this quarter, with 4 fewer referrals than the
previous quarter.
• Some (1) freedom of information requests were not completed on time in the last quarter.
3.2.3 Public Health and Primary Care
Q3 performance notes 11 (85%) KPIS on track, with 2 (15%) reporting off track. This is a slight
decrease from 92% on track in Q2. Across the Public Health KPIs, Health performance notes 5
(100%) are on track set against the targets in Q3 2023/24. 8 KPI covering Primary Care notes
6 (75%) on track, with 2 (25%) off track.
Performance on or above target:
• Increasing the monthly number of quit dates has increased by 10% on Q2 and sitting above
target, currently 11 against a target of 10.
• Monitoring contracts and KPIs of all PH commissioned contracts is exactly on target of
100%. This follows a 100% trend from Q3 2022/23.
• Increasing the number of engagement activities delivered in communities and supported
through the living well shows a quarterly increase. It has increased by 18% on Q2, currently
26 against a target of 1.
• Increasing the number of people in A&B attending Money Counts, Behaviour change shows
a quarterly increase. It has increased by 9% on Q2 and above a rolling target, currently 58
against a target of 51.
• Increasing the number of referrals to community link workers supported by “We are with
you” has increased by 24% on Q2 and above target, currently 148 against a target of 101.
Performance below target & areas for improvement:
• All Public Health targets are being achieved.
• During Quarter 3, the delivery of winter vaccinations fell short of the established target,
achieving only 62% coverage for Covid and 55% for Influenza among eligible recipients. It
should be noted that Scotland wide has only achieved 57% and 53% coverage for Covid
and Influenza respectively during the winter 23/24 program.
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5
• Only 93% of practices have access to Community Treatment Assessment Centre services.
3.2.4 Hospital Care & Delayed Discharge
Across all 17 measures, 3 (18%) are reported as on track 11. This is a decrease from Q2 where 6
(35%) reported as on track. Q3 Hospital Care performance notes 1 (9%) on track, with 10 (91%)
off track against the targets. This is a decrease from 36% on track reported last quarter. The one
KPI showing on track is the number of unplanned admissions to hospital reported due to a Fall.
This KPI is impacted by data lag, and Q3 only includes Oct & Nov data.
Across 6 KPIs, Delayed Discharge Q3 performance notes 2 (33%) on track, with 4 (67%) off track
against the targets. This is a decrease from 50% on track reported in Q2 performance.
Performance on or above target:
• The occupied bed days for people delayed in hospital due to AWI (Adults with Incapacity)
has reduced significantly by 57% on Q2. It now stands at 283 against a target of 589.
• The occupied bed days for people delayed in hospital awaiting care home placement
continues to meet target. It shows further improvement with 13% decrease on Q2 bed
days. It now stands at 1029 against a target of 1632.
Performance below target & areas for improvement:
• Unplanned admissions to hospital for 65+ remain above target, and although down slightly
on Q2.
• Compared with previous quarter, the average length of stay has increased by 33% (from 6
days to 8). Average crude Length Of Stay (LOS) in each A&B hospital ranged between 6-13
days. The Number of Falls being reported in hospital setting shows a 23% decrease on Q2,
and now only slightly above target. Performance on outpatient waiting times continues to be
off track, although both KPIs are down slightly on Q2. Waiting times for cancer
appointments at the 31 and 62 day targets have increased to 10, from zero in Q2. Instance
of medication errors, tissue viability and infections have all increased this quarter and are all
above target.
• The number of people delayed in hospital is off track in Q3. The number of people delayed
has risen by 22% on Q2, it now stands at 161 against a target of 132.
• Reduce the overall length of stay in hospital (Delayed Discharge Bed Days) continues off
target. There has been improvement with a 32% decrease on Q2, which stands at 3343
against a target of 3025.
• The number of people delayed in hospital due to care at home availability continues off
target. It shows a 26% increase on Q2 and stands 122 against a target of 80.
• Increase the number of inpatients 18+ who are discharged without delay is slightly of target
in Q3 with a 7% decrease on Q2. It now stands at 1154 against target of 1222.
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3.2.5 Finance
Across 5 KPIs, Financial services performance notes 1 (20%) on track, with 4 (80%) off track against
the targets set in Q3 23/24. This is the same % reported on track reported as the previous quarter
performance.
Performance on or above target:
There is currently one KPI’s on or above target
• The performance on reducing the % of clients with high-cost packages of care KPI is
improving and noting 6% above target performance.
Performance below target & areas for improvement:
• Performance around the reduction in value of assessed unmet need for care at home
remains off track with costs increased this quarter on previous quarter.
• Performance with regards to reducing the cost of hospital stays because of delayed
discharge remains off track, with FQ3 noting 33% above target, an increase of 9% on
previous quarter’s performance.
• Performance on reducing the cost on pharmacy expenditure remains off track, with FQ2
noting 11% above target, an improvement by a decrease of 5% above target on the
previous quarter.
• Performance on reducing the costs of agency nursing staff in A&B hospitals remains off
track, with FQ3 noting 6% above target, matching the % above target on the previous
quarter.
3.2.6 Carers & Allied Health Professionals (AHP’s)
Across 11 KPI, Carers / AHP services performance notes 5 (45%) on track, with 6 (55%) off track
against the targets set. This is a decrease from 64% on track reported (-19%) variance on the
previous quarter performance.
Performance on or above target:
• The number of Unpaid Carers Supported / Registered across A&B’s Carers Centres
continues to increase – up 4% on last quarter.
• There has been another slight increase this quarter in the number of completed Adult Carer
Support Plans – continues to be on target.
• The number of AHP community patients discharged this quarter has increased significantly
– 14% - well above the target set.
• The rate of New Outpatient AHP referrals seen as a proportion of all referrals seen
continues to be on track. The current rate of 29% well above target set (25%).
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Performance below target & areas for improvement:
• Although Outpatient referral waits are currently off-track, they have improved this quarter.
There is a slight improvement of 1% this quarter of those Outpatients waiting more than 4
weeks for MSK (Muscular Skeletal), and a significant improvement of 12% for Outpatients
waiting over 12 weeks for AHP services.
• AHP Outpatient completed waits slightly down on last quarter – this is due to significant
drop-off in patients discharged in December 2023. This is likely to be down to the holiday
period impacted with reduced staffing levels.
• Community AHP referral waits breaching over 12 week waits have significantly increased
this quarter – up 87% – although slightly lower than Q1.
• Young Carers Statements Completed have decreased this quarter. As mentioned
previously, this target will need to be revised due to the unique aspects of gathering
information from Young Carers.
3.2.7 Care at Home and Care Home
Across 7 KPIs, Care at Home/Care Homes performance notes 4 on track, with 3 off-track against
the targets. The overall picture has improved, as only 2 KPIs were on track in Q2 (29%). As before,
proxy data has been used in Q3 for the 2 on track KPIs (49 and 50), as it was not possible to
obtain data from Eclipse.
Performance on or above target:
• The number of Older People who waited > 6 months for their homecare monitoring review
has improved and is on target.
• There has been a big drop in unplanned admissions to A&B hospitals from a care home,
which now stands at 26 against a target of 36, this is on target.
Performance below target & areas for improvement:
• Performance on % of Older People receiving nursing care home service continues a plateau
of 8 to 9% below target.
• The % of Older People in receipt of Care at Home receiving >15 hours per week has improved
by 1% and is now 2% below target.
• Occupancy rates across A&B care homes continue to improve, and now stand just 1% below
target.
3.2.8 Learning Disability & Mental Health
Across 21 KPI, Learning Disability / Mental Health/ Adult Support & Protection / Alcohol & Drugs
Partnership performance notes 13 (62%) on track, with 8 (38%) off track against the targets set.
This is a decrease from 71% on track reported (-9%) variance on the previous quarter’s
performance.
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Performance on or above target:
• People with dementia supported by a Care at Home service continues to increase in Q3.
Since the last quarter it has risen by 23 (48%) to 71.
• Post Diagnostic Support referrals has increased again this quarter rising from 62 to 75
(+21%).
• The number of HSCP staff completing Adult Support Protection Training has significantly
increased this quarter – up from 95 to 172 (+81%) – and is now on target.
Performance below target & areas for improvement:
• The number of people with needs assessed via Universal Adult Assessments by the A&B
Dementia teams has dropped below target this quarter. This has decreased from 24 to 8
over the quarter (-67%).
• The number of people waiting more than 12 weeks for a new Mental Health Outpatient
service continues to increase over recent quarters. At Q3 2023/24 there were 532 waiting,
an increase of 21% on previous quarter.
• ASP duty to inquire completion times saw a significant decrease, falling further below target
from 58% to 32%, with only a third being completed within the designated 5 days.
• ASP investigation times also fell off target, dropping from 77% to 60% completion within the
specified 15 days. The review of case conferences within 3 months of the initial meetings
failed to meet targets, dipping from 100% to 50%
4. NATIONAL HEALTH & WELLBEING OUTCOMES (HWBOI) and MINISTERIAL STEERING
GROUP (MSG) INTEGRATION INDICATORS
The National Health and Wellbeing Outcomes provide a strategic framework for the planning and
delivery of health and social care services. This suite of outcomes serves to focus on improving
the experiences and quality of services for people using those services, carers, and their families.
These indicators form the basis of the annual reporting requirement for Health and Social Care
Partnerships across Scotland.
The national indicators will be updated and reported within A&B HSCP’s Integrated Performance
Management Framework to provide the national performance position alongside the local service
Key Performance Indicators suite.
The latest data in relation to 26 HWBOI and MSG Indicators reports 42% on track, with 11 on track
and 15 off track. An overview of A&B HSCP’s latest performance against the 26 measures is
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9
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. The next update for this data will be reported at FQ4.
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
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.
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. Performance reports
are used by operational management to identify service delivery risk and to inform mitigation action
accordingly.
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11. PUBLIC & USER INVOLVEMENT & ENGAGEMENT
Performance reporting is available for the public is 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 should note that this report has been considered at both  the Clinical and Care
Governance Committee for scrutiny and the Integration Joint Board is asked to note FQ3 (October-
December) 2023/24 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 
REPORT AUTHOR AND CONTACT 
Author Name: Douglas Hunter- Senior Manager Performance & Improvement
Email: douglas.hunter@argyll-bute.gov.uk 
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Appendix 1 – HWBOI & MSG Integration Indicators – Latest Available (as at 30 Jun 2023, due to national data lag the next update will be
available for FQ4) 
National
Indicator
No.
Measure Type No Measure Detail Target Actual Status
1 HWBOI Outcomes 1 % of adults able to look after their health very well or quite well 90.9% 90.8% R
2 HWBOI Outcomes 2 % of adults supported at home who agree they are supported to live as independently 78.8% 75.0% R
3 HWBOI Outcomes 3 % of adults supported at home who agree they had a say in how their support was provided 70.6% 66.9% R
4 HWBOI Outcomes 4 % of adults supported at home who agree that their health & care services seemed to be well co-
ordinated 66.4%    66.0% R
5 HWBOI Outcomes 5 % of adults receiving any care or support who rate it as excellent or good 75.3% 68.6% R
6 HWBOI Outcomes 6 % of people with positive experience of their GP practice 66.5% 77.6% G
7 HWBOI Outcomes 7 % of adults supported at home who agree their support had impact improving/maintaining quality of
life 78.1% 76.7% R
8 HWBOI Outcomes 8 % of carers who feel supported to continue in their caring role 29.7% 38.0% G
9 HWBOI Outcomes 9 % of adults supported at home who agree they felt safe 79.7% 76.4% R
National
Indicator
No.
Measure Type No Measure Detail Target Actual Status
11 HWBOI Data 1 Rate of premature mortality per 100,000 population 466 386 G
12 HWBOI Data 2 Rate of emergency admissions per 100,000 population for adults 11629 11916 R
13 HWBOI Data 3 Emergency Admissions bed day rate 112637 112371 G
14 HWBOI Data 4 Readmission to hospital within 28 days per 1,000 admissions 107 91 G
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15 HWBOI Data 5 Proportion of last 6 months of life spent at home or in a community setting 89.8% 92.6% G
16 HWBOI Data 6 Falls rate per 1,000 population aged 65+ 22.6 30 R
17 HWBOI Data 7 % of SW care services graded ‘good’ '4' or better in Care Inspectorate inspections 75.8% 80.0% G
18 HWBOI Data 8 % of adults with intensive needs receiving care at home 64.6% 72.2% G
19 HWBOI Data 9 No of days people [75+] spent in hospital when ready to be discharged, per 1,000 population 748 764 R
National
Indicator
No.
Measure Type No Measure Detail Target Actual Status
19 MSG 1.1 Number of emergency admissions - A&B 8505 8559 R
20 MSG 2.1 Number of unplanned bed days acute specialties - A&B 63655 77477 R
21 MSG 2.2 Number of unplanned bed days MH specialties - A&B 12475 9388 G
22 MSG 3.1 Number of A&E attendances - A&B 16120 20683 R
23 MSG 3.2 % A&E attendances seen within 4 hours - A&B 95.0% 83.3% R
24 MSG 4.1 Number of DD bed days occupied - A&B 7528 11944 R
25 MSG 5.1 % of last six months of life by setting community & hospital - A&B 89.8% 90.8% G
26 MSG 6.1 % of 65+ population  at Home (unsupported) - A&B 92.3% 92.6% G 
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Appendix 2- System Pressures Reporting- December 2023 
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Appendix 3- Delayed Discharge Sitrep – 15th January 2024 
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Oban, Lorn and the Isles Area Committee       
Date of Meeting: 12 June 2024 
Title of Report:  Health & Social Care Partnership - Performance Report – FQ4 2023/24 (Jan - Mar) 
Presented by: Kristin Gillies - Head of Strategic Planning, Performance & Technology    
The Committee is asked to:
• Note performance for FQ4  2023/24 (January - March) and performance against the
previous quarter
• Note supporting performance commentary across 8 key service areas 
• Note performance update on the National Health & Wellbeing Outcomes and
Ministerial Steering Group Integration Indicators (Appendix 1)
• Note System Pressure Report for March 2024 (Appendix 2)
• Note Delayed Discharge Sitrep as of 15 April 2024 (Appendix 3) 
1. EXECUTIVE SUMMARY 
This report details performance for FQ4 2023/24 (January – March), the performance outputs
are taken from the Integrated Performance Management Framework (IPMF) Reporting
Dashboard with the focus on the eight key service areas. Overall performance for FQ4 notes
an overall increase in the number of measures reporting as on target 49 (53%) against 43
(46%) in the previous quarter. 
The report details performance against each of the service areas and the 93 supporting Key
Performance Indicators. Analysis of the KPI’s is supported by performance commentary.
National Health & Wellbeing Indicators performance is included alongside performance and
trend overview with regards to System Pressures and the National Delayed Discharge Sitrep.
The use of the performance dashboard within SharePoint is designed to offer a more
focussed approach to the access and analysis of data, offering scope for self-service. 
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.  
This report includes an overview of the previous Health & Wellbeing Outcome Indicators and
Ministerial Steering Group- Integration measures. To support the use of the dashboard,
HSCP Performance & Information Team analysts have been identified for each of the Heads
of Service and Service Leads to support and check performance across 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.   
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2. RECOMMENDATIONS
The Committee is invited to note the quarterly performance, further noting it will be considered
at the Clinical and Care Governance Committee in respect of any action required.
3. DETAIL OF REPORT
The report details the HSCP (Health and Social Care Partnership) performance for Financial
Quarter 4 2023/24 (January – March) highlighting key performance trends across the 93 KPIs
(Key Performance Indicators). In addition, the report includes performance updates across
eight service areas. The latest performance against the National Health and Wellbeing
Outcomes Indicators is reported (Appendix 1). Also included is an update on System
Pressures (Appendix 2) and Delayed Discharges (Appendix 3).
4. RELEVANT DATA & INDICATORS
4.1 FQ4 2023/24 (January – March) Performance Summary
Overall performance for FQ4 notes that 53% of KPI’s are scoring against target, with 49
reporting as on-track and 44 off-track, this is a slight increase (+7%) against previous FQ3
performance. 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 total
performance for each of the eight services and 93 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 8 service reporting categories within the
Integrated Performance Management Framework (IPMF) and performance commentary is
provided as part of Head of Service and Service Leads one-to-one sessions with analysts.
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4.2.1 Children & Families
Across 11 KPI, C&F services performance notes 3 (27%) on track, with 8 (73%) off track
against the targets set in Q4 23/24. This is a decrease from 36% on track reported (-9%)
variance on the previous quarter performance.
Performance on or above target:
• Increasing the number of care experienced children placed at home or in Kinship or
Fostering Care is on track, noting 24% above target performance.
• VAWG training is as achieving 250 staff trained against a target of 100 being trained.
Performance below target & areas for improvement:
• Performance around reducing numbers of care experience children looked after away
from home has failed to meet target of 94, with 109 residing out with the home, 69%
of all care experienced children, with no improvement on the previous quarter.
• Performance with regards to the number of children accepted onto the Emotional and
Wellbeing Pathway is below the target of 100%, with 81% accepted. This is an
improvement on Q3 where performance was 71%.
• It is noted that recording issues on Eclipse has resulted in several KPI’s not accurately
reflecting performance on the ground, this will be addressed in the 2024/25 version of
the IPMF, which is currently under development.
4.2.2 Telecare and Digital
Benchmarked performance across 8 Key Performance Indicators (KPIs) for Telecare and
Digital Services shows an increase in the overall Quarter 4 performance, with 6 KPIs (75%)
remaining on track compared with 5 (50%) on track at Quarter 3. 2 KPIs (25%) are reported
as off track against target for FQ4.
Performance on or above target:
• The number of new Telecare service agreements continues to exhibit growth,
indicating a promising trend.
• The number of 'Near Me' clinic appointments has continued to rise, now showing a
clear increasing trend after a post-COVID slump.
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• The digitalisation of telecare equipment has further increased by 6% to reach 40%,
surpassing the 25% target.
• The utilisation of Buddi hubs has increased by 43% this quarter.
• Freedom of Information requests are now back to being completed on time at a rate
of 100%, after falling off target last quarter.
Performance below target & areas for improvement:
• The number of Telecare annual reviews overdue continues to decline, remaining
below target.
• Silver Cloud referrals have decreased a further 6%.
• Only one installation of the Just Checking system was completed during this quarter
4.2.3 Public Health and Primary Care
Public Health and Primary Care Quarter 4 performance notes 10 (77%) measures on track,
no change from Quarter 3. Public Health have achieved 100% target performance across
all 5 KPIs in Q4 of 2023/24. Out of the 8 Key Performance Indicators (KPIs) for Primary
Care services, 3 (37.5%) are currently off track, while 5 (62.5%) are on track to meet their
set targets. This overall performance aligns with Q3, however, there have been changes in
which specific KPIs are meeting or not meeting their targets.
Performance on or above target:
• IPMF No 63: In Q4, we increased the number of quit dates set by achieving 20,
exceeding the target of 10, representing an 82% increase from Q3. Noted we were on
target in Q2, exceeded by one in Q3 with a significant change in Q4.
• IPMF No 64: Our actual performance of monitoring contracts and KPIs has
consistently matched the target of 100% for each quarter of 2023/24, remaining at
100%.
• IPMF No 65: In Q4, we achieved 31 engagement activities, significantly exceeding
the target of 1, marking a continuous improvement throughout each quarter of 2023/24
and a 19% increase from Q3.
• IPMF No 66: We successfully achieved the rolling training target of 68 with an actual
count of 69. Our actual performance has shown steady increase in each quarter of
2023/24, representing a 19% improvement compared to Q3.
• IPMF No 67: In Q4, we achieved 163 referrals to community link workers, exceeding
the target of 101. Our performance has seen a consistent trend above the target each
quarter, and we improved by 10% compared to Q3.
• The "ChildSmile: Enroll 100% of eligible nurseries into Daily Toothbrushing
Programme" demonstrated exceptional performance, reaching 97%, well above the 80%
target.
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• The Fluoride Varnish Programme remains consistent, still implemented in 29% of
eligible schools for P1-P3 pupils.
• Vaccination transfer from GP practices has been successfully accomplished.
• "Community Link Workers within Primary Care settings established within areas with
the highest level of deprivation" achieved full compliance, meeting the target of 100%.
• Significant progress was observed in the reduction of instances of 2C practices
entering contingency measures, with a remarkable 96% improvement from Q3. The
number decreased from 56 occurrences to only 2 during Q4.
Performance below target & areas for improvement:
• All Public Health targets are being achieved.
• Vaccination delivery during autumn, winter, and spring booster programs for COVID-
19 reached 58%, below the targeted 80%. It's noteworthy that the Scottish National
average achieved only 56.6% coverage.
• The establishment of Community Treatment Assessment Centres (CTAC) across
Argyll and Bute fell short of the 100% target, reaching 93%. This includes 2 practices
outside of rural flexibility arrangements that have yet to offer this service.
• The metric assessing practices operating at Level zero within the Practice Escalation
policy, with no reduction in services, attained 93%, slightly under the 100% target.
4.2.4 Hospital Care & Delayed Discharge
Hospital Care & Delayed Discharge Quarter 4 performance notes 4 (24%) measures on track,
an increase from 12% in Quarter 3. Across 11 Hospital Care KPIs, performance notes 1 (9%)
on track, with 9 (82%) off track against the targets. In terms of the 6 Delayed Discharge KPIs,
there was an improvement in Quarter 4 with 3 (50%) on track, compared to 33% in Quarter
3.
Performance on or above target:
• Number of unplanned admissions to hospital reported as a result of a fall. This has
been reported as on track however it is acknowledged this is likely to be due to lag
with the full quarter data. This measure will be subject to review at year end.
• Reduce the number of bed days for people delayed due to AWI. Whilst staying on
target, there has been an increase in actual occupied bed days during Q4 of 35%
from Q3. The actual stands at 381 against a target of 589.
• Reduce the number of occupied bed days for people delayed awaiting a care home
placement. Continuing to stay on target each quarter of 2023/24, we’ve seen an
increase in actual occupied bed days during Q4 of 19% compared to Q3. The actual
stands at 1227 against a target of 1632.
• Increase the number of inpatients 18+ who are discharged without delay. Q4 shows
an improvement of 15% from Q3, and we’re back on target after being slightly off
track in Q3. The actual stands at 1328 against a target of 1222.
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Performance below target & areas for improvement:
• There has been an unusually large increase in unplanned admissions to hospital,
with the Q4 total up 15% on Q3.
• Reduce the Average Length of Stay (ALOS) for inpatients in A&B Hospitals -
Although we missed the target, there was a 13% improvement from Q3, achieving an
ALOS of 7 against a target of 6.
• A&E Attendances in LIH meet the 4 hours wait target - Throughout each quarter of
2023/34, we consistently fell short of the 95% target, with our performance being
sustained at 90% for Quarter 4.
• The Number of Falls being reported in a hospital setting shows a 38% decrease on
Q3. The biggest contributor to this was Mid Argyll, which in March reported 20 falls –
over twice the average for that hospital.
• Waiting times for cancer appointments at the 31 and 62-day targets are down by
71% from the Q3 peak, but still some way above the zero target.
• Outpatient waiting time breaches >12 weeks are down 9% on Q3, but long waits
(>52 weeks) are up by 9%.
• Instances of infections and medication errors increased for the 2nd quarter in a row,
whereas instances of tissue viability decreased by 6% (but still 41% above target).
• Reduce the number of people delayed in hospital In Q4, we were off track again,
with actual increasing by 4% from Q3. The actual stands at 167 against a target of
132
• Reduce the overall length of stay in a hospital (delayed discharge bed days) It is
noted that despite remaining off target in Q4, there has been a trend of improvement
in slightly reducing the overall stay over quarters 2, 3 and 4. The actual stands at
3212 against a target of 3025.
• Reduce the number of people delayed in hospital due to care at home availability.
There has been a consistent trend of staying off target each quarter in 2023/24, with
a slight 3% reduction from Q3. The actual is 118 against a target of 80.
4.2.5 Finance
Across 5 KPIs, Financial services performance notes 3 (60%) on track, with 2 (40%) off track
against the targets set in FQ4 23/24. This is an improvement in the % reported on track for
the previous quarter performance.
Performance on or above target:
• The performance on reducing the % of clients with high-cost packages of care KPI is
improving and below target and 1% improvement on last quarter.
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• Performance around the reduction in value of assessed unmet need for care at home
is 27% improvement on previous quarter
• Performance on reducing the costs of agency nursing staff in A&B hospitals is above
track, with FQ4 noting 21% compared to the previous quarter. This represents a
reduction of circa £50k per month on spend.
Performance below target & areas for improvement:
• Performance with regards to reducing the cost of hospital stays due to a delayed
discharge remains off track, with FQ4 noting 28% above target, a decrease of 4% on
previous quarter’s performance.
• Performance on reducing the cost on pharmacy expenditure remains off track, with
FQ4 noting 32% variance in expenditure on previous quarter.
4.2.6 Carers & Allied Health Professionals (AHP’s)
Across 11 KPI, Carers / AHP services performance notes 5 (45%) on track, with 6 (55%) off
track against the targets set form FQ4 23/24. No variance on the previous quarter
performance.
Performance on or above target:
• The number of Unpaid Carers Supported / Registered across A&B’s Carers Centres
continues to increase – up 5% on last quarter.
• There has been another slight increase this quarter in the number of completed Adult
Carer Support Plans – continues to be on target.
• Community Patient Discharges have again increased this quarter – up 10% on last
quarter.
Performance below target & areas for improvement:
• Referral waits are currently off-track, although Outpatients waiting over 12 weeks for
AHP services has continually decreased over recent quarters.
• AHP Outpatient completed waits again slightly down on last quarter.
• Young Carers Statements Completed have increased this quarter although still off-
track. The target for this measure, and other Carers and AHP KPIs, are going to be revised
in the new IPMF which begins next quarter (Q1 2024/25).
4.2.7 Care at Home and Care Home
Across 7 KPIs, Care at Home/Care Homes performance notes 3 on track (43%), with 4 off
reporting as track against target for FQ4 23/24. The overall picture has declined slightly, as
4 KPIs were reported as on track in Q3. However, there is a noted data lag in recording of
Unplanned Admissions to Hospital directly from a Care Home. As before, proxy data has
been used in Q4 as it is not currently possible to obtain this data from Eclipse. Annual
review of these KPIs from 2024/25 should resolve this.
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Performance on or above target:
• Unplanned admissions to A&B hospitals from a care home are showing a drop of
42% against Q3, although it is likely this number is underreported.
Performance below target & areas for improvement:
• The number of Older People who waited >6 months for their homecare monitoring
review increased by 21% from Q3.
• Occupancy rates across A&B care homes dropped in Q4 for the first time in a year,
by 1%.
• Performance on % of Older People receiving nursing care home service continues
on a plateau of 8 to 9% below target. Note there are concerns from the service about
the legitimacy about this target.
4.2.8 Learning Disability & Mental Health
Across 21 KPIs Learning Disability / Mental Health performance notes 15 (71%) on track,
with 6 (29%) off track against the targets set for FQ4 23/24. This is an increase from 62% on
track reported (+9%) variance on the previous quarter’s performance.
Performance on or above target:
• People with dementia supported by a Care at Home service continues to increase in
Q4. Since the last quarter it has risen by 20 (28%) to 91.
• The number of people with needs assessed via Universal Adult Assessments by the
A&B Dementia teams has increased this quarter and now on target. This has increased
from 21 to 27 over the quarter (+29%).
• The number of HSCP staff completing Adult Support Protection Training has again
significantly increased this quarter – up from 171 to 260 (+52%) – and remains on
target.
• ASP training for HSCP staff continued to perform well compared to previous
quarters, exceeding the 2023/24 yearly target by 20%.
• ASP investigation completion times improved significantly, with 100% completed
within the specified 15 days, an increase from 60% the previous quarter.
Performance below target & areas for improvement:
• Post Diagnostic Support referrals after recent quarterly increases has decreased this
quarter from 75 to 39 (-48%).
• ASP duty to inquire completion times experienced a notable decrease, falling further
below target from 32% to 26%, with only a quarter being completed within the
designated 5 days.
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• The review of case conferences within 3 months of the initial meetings failed to meet
the target again, remaining at 50% completion on time.
4.2.9 NATIONAL HEALTH & WELLBEING OUTCOMES (HWBOI) and MINISTERIAL
STEERING GROUP (MSG) INTEGRATION INDICATORS
The National Health and Wellbeing Outcomes provide a strategic framework for the
planning and delivery of health and social care services. This suite of outcomes serves to
focus on improving the experiences and quality of services for people using those services,
carers, and their families. These indicators form the basis of the annual reporting
requirement for Health and Social Care Partnerships across Scotland.
The national indicators will be updated and reported within A&B HSCP’s Integrated
Performance Management Framework to provide the national performance position
alongside the local service Key Performance Indicators suite.
The latest data in relation to 27 HWBOI and MSG Indicators reports 37% on track, with 10
on track and 17 off track. An overview of A&B HSCP’s latest performance against the 27
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. The next update for this data will be reported after Jul 2024.
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 advisors with self –service performance information to inform their role in
maintaining professional standards and outcomes.
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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 note FQ4 2023/24 (January - March) 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)     
REPORT AUTHOR AND CONTACT 
Author Name: Douglas Hunter- Senior Manager Performance & Improvement
Email: douglas.hunter@argyll-bute.gov.uk 
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Appendix 1 – HWBOI & MSG Integration Indicators. 
Core Suite of Integration Indicators 
Indicators 1-9. The results of the 2024 HACE survey will be published by the Scottish Government on 28 May 2024, and will be updated and
included in the PHS Core suite publication on 2 July 2024. 
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. 
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PHS has not provided information for indicator 20 beyond 2019/20 because detailed PLICS cost information is not available. PHS previously
published information to calendar year 2020 using costs from 2019/20 as a proxy but, given the impact of the COVID-19 pandemic on activity
and expenditure, PHS no longer consider this appropriate. 
Ministerial Steering Group Integration Indicators 
Indicators 1.1,1.2, 2,1, 2.2,5.1 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. 
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Appendix 2- System Pressures Reporting - April 2024 
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Appendix 3- Delayed Discharge Sitrep – 15th April 2024 
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ARGYLL AND BUTE COUNCIL                                    OBAN, LORN AND THE ISLES
AREA COMMITTEE                                                                                                         
ROADS AND INFRASTRUCTURE                                                12 JUNE 2024
SERVICES                     
ROADS AND INFRASTRUCTURE SERVICES UPDATE 
1.0 INTRODUCTION 
1.1 A Roads and Infrastructure standing report was a fixture on Area Committee
agendas throughout the life of the last Council. In the first two rounds of Area
Committee meetings in the new Council feedback was sought on the value of
these updates, and their format and frequency. Generally Members felt having a
standard item was beneficial and it was acknowledged that the Roads and
Infrastructure weekly briefings issued to all members each Friday afternoon
provide for the main sources of live information on current activities. On top of
these briefings there is a bank of resources on the new Member Zone system
which include the weekly briefings, subject specific briefings, ad hoc short
briefings on issues, relevant previous committee reports, operational service
procedures, legislation and Council policies. 
1.2 In the last Council the purpose of these reports was to provide an update on
service activities but since weekly briefings these have largely superseded the
original stated purpose of these reports. 
1.3 On the basis of the above this new format has been agreed through the
December 2022 round of area committees for this standing item. This format
removes duplication for Officers and rather links to existing published
information, with additional updates only in the body of the reports if these are
specifically requested/noted from previous meetings. The report remains as a
standing item and continues to provide the opportunity for Officer engagement at
the committee meetings.   
2.0 RECOMMENDATIONS 
It is recommended that the Area Committee: 
2.1 Note and consider the contents of this report. 
3.0 DETAIL 
3.1 Roads and Infrastructure Services provides Members with weekly briefings on
topical service activities which are all available here.  
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3.2 As part of the resources on the new Member Zone system there are various key
documents available in an online library here. 
3.3 There are also additional online resources covering the streetlighting, footway,
surface dressing and roads reconstruction programmes available on the website
here. 
Oban Flooding 
3.4 The Environment, Development and Infrastructure Committee meets on 20 June
2024 where a report providing an update on medium and long term flooding
mitigation measures will be considered. 
4.0 CONCLUSION 
4.1 This report provides links to existing published information on service activities
and provides for the opportunity for Officer attendance and engagement at
committee meetings. 
5.0 IMPLICATIONS 
5.1 Policy – Roads and Infrastructure work to a number of policies across the range
of service areas. 
5.2 Financial – revenue and capital budgets are in place to deliver projects and
cyclic work. 
5.3  Legal – Roads and Infrastructure Services work to a number of different pieces
of legislation such as the Roads Scotland Act 194 and the Environmental
Protection Act 1990. 
5.4  HR – none known. 
5.5  Fairer Scotland Duty: 
5.5.1   Equalities - protected characteristics – where appropriate EqSEIAs will be
carried out to identify any implications. 
5.5.2   Socio-economic Duty – where appropriate EqSEIAs will be carried out to
identify any implications. 
5.5.3 Islands – where appropriate Island impacts assessments will be carried out to
identify any implications. 
5.6. Climate Change – due regard will be given to climate change with a view to
minimising any climate change impact and these will be considered as and
when they arise.
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5.7  Risk – risk managed through toolbox talks, safety briefings and where
appropriate risk registers – all of the above are monitored through the RIS
leadership and management teams. 
5.8  Customer Service – none known. 
5.9  The Rights of the Child (UNCRC) – none known. 
Executive Director with responsibility for Roads and Infrastructure Services,
Kirsty Flanagan 
Policy Lead for Roads, Transport and Amenity 
Councillor John Armour 
May 2024 
For further information contact: 
Jim Smith, Head of Roads and Infrastructure Services 
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ARGYLL AND BUTE COUNCIL                     OBAN LORN AND THE     
ISLES AREA COMMITTEE 
ROADS AND INFRASTRUCTURE                    12 JUNE 2024
SERVICES                     
TOBERMORY PLAY PARK – UPDATE REPORT No 2 
1.0 EXECUTIVE SUMMARY 
1.1 In August 2022, the Scottish Government confirmed a full 5 year funding package
to all Scottish Local Authorities from 2020/21 through to 2025/26.  Argyll and Bute
Council will receive a total of £938k for Play Park funding. 
1.2 A report was presented to the December 2022 EDI Committee outlining the Play
Park budget from the Scottish Government and the criteria which covered all of
Argyll and Bute’s 30 Council managed Play Parks. The Committee noted the
available funding for play park equipment and agreed the budget split for each of
the 4 administration areas which did not include the Lochgilphead Play Park and
Atlantis Play Park as they were relatively new and at that time needed no funding. 
1.3 Oban Lorn and the Isles (OLI) Area Committee received an update report in
September 2023 which noted the breakdown of engagement and consultation
responses across the Argyll and Bute area with the majority of responses
focusing on new/replacement equipment and agreed the relevant spend on
Tobermory Play Park at £33,500. All work must be completed by 31 March 2026
to ensure full funding is received. 
1.4 Previously in June 2016 a constituted group of local residents formed the
Tobermory Play Park Committee and entered into a formal agreement with the
Council whereby they raised money to replace old equipment and the Council
took on a 10 year maintenance agreement. This agreement runs out on 1 June
2026. 
RECOMMENDATIONS 
It is recommended that the Oban Lorn and the Isles Area Committee: 
• Note the engagement process and supportive work from local residents in
the Tobermory Area. 
• Note the suggestion that local residents will continue with a constituted
group with the option to take on the play park replacement works locally.
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• Note the Community Benefit work which has agreed a further £24k can be
added to the funding for the play park.  
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ARGYLL AND BUTE COUNCIL                               OBAN LORN AND THE    
ISLES AREA COMMITTEE 
ROADS AND INFRASTRUCTURE                              12 JUNE 2024
SERVICES                     
TOBERMORY PLAY PARK – UPDATE REPORT No 2   
2.0 INTRODUCTION 
2.1 This report provides an update regarding the Tobermory Play Park engagement
work for the Oban Lorn and the Isles Area Committee. 
2.2 The report further outlines options available to potentially take the works
forward either in-house by the Council or, as per previous agreement, with the
local Tobermory Play Park Committee. 
2.3 Previously Argyll and Bute Council carried out an engagement survey across the
whole Council area in relation to play parks. This was well answered, however
feedback from the Tobermory area was that locally the community felt that they
could have been more involved. Subsequent meetings have taken place with local
residents which included a further survey which supported the initial findings as
well as a site visit where the local residents agreed to look at whether they would
take the play works on from the Council to replace and improve the area. At the
time of writing this report this is still being considered locally. 
2.4 There are however potential procurement issues as previous work in the Oban
area where a similar agreement was entered into proved costly for the Council
when materials were found to be substandard. This will require prolonged
discussions and agreements with the group to satisfy the Council that no
likelihood of extra post-delivery costs will be encountered. 
2.5 Whilst this is being considered as an option to allow the constituted group to take
on the works, it may be preferrable and more prudent to allow the group to have
a full say on what they want for the play park locally and go through the Council
tender. 
2.6 As part of tender processes for any works carried out across the Council,
community benefits are actively pursued by Officers within the Council. It was
highlighted that there are building works being carried out near to the Tobermory
play park and as part of this contract management process it was agreed that
£24k funding would also be allocated to support the Scottish Government play
park funding for the Tobermory play park. This brings a total of £57.5k which can
be used to replace equipment or if using the £24k build new equipment. 
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3.0 RECOMMENDATIONS
3.1 It is recommended that the Oban Lorn and the Isles Area Committee:
• Note the engagement process and supportive work from local residents in
the Tobermory Area.
• Note the suggestion that local residents will continue with a constituted
group with the option to take on the play park replacement works locally.
• Note the Community Benefit work which has agreed a further £24k can be
added to the funding for the play park.
4.0 IMPLICATIONS
4.1 Policy – This project will be delivered within the Procurement tendering process
however, as we have had two unsuccessful processes already as well as a
direct award failure members should note that this may well delay matters and
officers.
4.2 Financial – funded from grant funding from Scottish Government and
community benefit funding of £24k.
4.3 Legal – None known.
4.4 HR – None known.
4.5 Fairer Scotland Duty: None known
4.5.1 Equalities - protected characteristics – engagement will take place with
appropriate groups, including the disability forum, to provide a positive impact
on our young people.
4.5.2 Socio-economic Duty – None known.
4.5.3 Islands – elements of renewal on all play parks, which therefore will not
adversely affect islands.
4.6. Climate Change – we will endeavour to minimise carbon footprint of this project.
4.7 Risk – Failure to deliver within the allotted Scottish Government timescales may
result in losing the budget allocated.
4.8 Customer Service – the intention of this funding is to provide better facilities for
our customers.
4.9 The Rights of the Child (UNCRC) – None known.
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Executive Director with responsibility for Roads and Infrastructure Services,
Kirsty Flanagan 
Policy Lead for Roads, Transport and Amenity Services
Councillor John Armour 
22 May 2024                                                  
For further information contact: 
Jim Smith, Head of Roads and Infrastructure Services
Jim.Smith@argyll-bute.gov.uk 
Hugh O’Neill, Network and Standards Manager 
Hugh.ONeill@argyll-bute.gov.uk 
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Page 153

ARGYLL AND BUTE COUNCIL  OBAN LORN AND THE ISLES AREA
COMMITTEE 
DEVELOPMENT AND ECONOMIC
GROWTH 
12 JUNE 2024 
OBAN TOWN CENTRE NORTH ACTIVE TRAVEL PROJECT: CONCEPT
DESIGN AND FUTURE EXTERNAL FUNDING 
1.0 EXECUTIVE SUMMARY 
1.1. This report provides an update to Members on the progress made to date on the
Oban Town Centre North Active Travel Project, highlights the next steps and
seeks support for the continuation of the project to complete the design process
from Members.  A further report will be presented to Members prior to any
construction stage. 
1.2. A concept design has been produced for the preferred design option based on
the findings of a feasibility study and appraisal that was completed in February
2024. 
1.3. A business engagement workshop was held on 28th February for businesses
within the study area (comprising George St and Esplanade and interlinking side
streets between Corran Halls and Stafford St).  This workshop was directly
promoted to businesses in the study area by the design team who visited and
distributed flyers to businesses. 
1.4. A public consultation on the proposed concept design was held between 14th
March and 5th April 2024. The consultation received 104 responses. 
1.5. The preferred interventions are within the A85 trunk road on George St and The
Esplanade. Transport Scotland have confirmed they are happy in principle, but
will require to approve the detailed design and technical design drawings which
future design stages, if approved to progress by this Committee, will provide
before Transport Scotland can sign off on a design. 
1.6. The funding for the feasibility study, options appraisal and concept design has
come from Transport Scotland through the Sustrans administered Places for
Everyone programme (PFE) which is a challenge fund that requires designs to
adhere to strict design parameters in order for them to be considered by the
PFE funding application assessment panels. 
1.7. If members approve the progression of this project, additional funding for the
developed and technical design stages will be required. At present the primary
route to access new funding for this project (and other active travel infrastructure
projects) would be through the Transport Scotland PFE programme. 
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RECOMMENDATIONS 
It is recommended that the Oban, Lorn and the Isles members: 
• Acknowledge the progress made to date.
• Support the continuation of the project and the submission of a new PFE
funding application for design stages 3 (Developed Design) to complete
the design work required. 
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ARGYLL AND BUTE COUNCIL  OBAN LORN AND THE ISLES AREA
COMMITTEE 
DEVELOPMENT AND ECONOMIC
GROWTH 
12 JUNE 2024 
OBAN TOWN CENTRE NORTH ACTIVE TRAVEL PROJECT: CONCEPT DESIGN
AND FUTURE EXTERNAL FUNDING 
2.0 INTRODUCTION 
2.1 This report provides an update to Members on the progress made to date on the
Oban Town Centre North active travel project, highlights the next steps and
seeks support for the project from Members. 
3.0 RECOMMENDATIONS 
3.1  It is recommended that the Oban Lorn and the Isles members: 
• Acknowledge the progress made to date.
• Support the continuation of the project and the submission of a new PFE
funding application for design stages 3 (Developed Design) to complete
the next design stage required. 
4.0 DETAIL 
4.1 The Council’s Active Travel Team, 1.7 FTE (Full Time Equivalent employees), is
part of the Strategic Transport Team within the Development and Economic
Growth Service.  No Council funding is currently received by the Active Travel
Team. All project costs, including internal staff costs, have to be funded via
successfully securing highly competitive external challenge funds. 
4.2 In 2023/24, the Active Travel Team secured £2.56M external funding for the
development and delivery of a total of 22 projects across Argyll and Bute, including
the Oban Town Centre North Active Travel Project.   
4.3 Transport Scotland’s Places for Everyone (PFE) programme is structured around
8 project stages with a competitive challenge fund, with the 32 local authorities, 7
regional transport partnerships, two national parks and numerous community
groups across Scotland competing against each other to secure the funding each
project requires. 
4.4 A minimum of three new competitive funding submissions are required to
complete a project using PFE funding, with competitive applications required, as
a minimum, prior to Stage 0 (Strategic Definition), Stage 3 (Developed Design)
and Stage 5 (Construction).  The project stages are (0) Strategic Definition, (1)
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Preparation and Brief, (2) Concept Design, (3) Developed Design, (4) Technical
Design, (5) Construction, (6) Handover & Close Out and (7) In Use. 
4.5 Oban Town Centre North Active Travel project Design Stage 0-2 (work
completed to date) 
4.5.1 The project area falls within Area For Action 5/2 as identified in the Argyll and
Bute Local Development Plan (2015). The LDP Action Plan included the
following actions for this AFA: 
• To consider landward and seaward congestion issues which are
associated with peaks in the ferry operations.
• To consider traffic management and vehicle parking implications (short
and longer-term)
• To consider townscape and waterfront opportunities for enhancement.
• To consider part-pedestrianisation potential in this area of the town. 
LDP2 was adopted in February 2024 and now supersedes LDP. LDP2 seeks
to deliver High Quality Places through policies and design guidance to promote
the creation of safe, inclusive high quality places where people want to live,
work, invest and visit and where they are encouraged to lead active lifestyles.
The project area fall within A4005 and A4006. LDP2 states that “These Areas
For Action are areas which, subject to resource availability during the plan-
period, will be the focus for partnership or community action. Area remits for
these AFAs are being worked up in the Action Programme and other Technical
Working Notes; these area remits may include investment and funding
packages, land assembly and asset management programmes, development
and redevelopment proposals, infrastructure provision and environmental
enhancement proposals. Depending on circumstances, AFAs may coincide
with other categories of sites such as potential development areas.” 
4.5.2 Amongst other development pressures facing Oban LDP 2 notes that traffic
management, parking and accessibility in Oban is under severe pressure. LDP2 
has committed to the development of the Oban Strategic Development
Framework, which “The Council will take forward in conjunction with key
partners  to deliver a coordinated approach to the rationalisation of existing land
uses, improved traffic management and parking (including potential for park and
ride), identification of new development opportunities for housing and economic
uses, development of the Strategic Transport Hub, investigation of development
potential and improvements to network resilience associated with the strategic
road and rail network, including the possibility of the Oban Development Road
and the consented Dunbeg Half-Way Roundabout, in order to realise the full
potential of this strategically important area.” (A&BC LDP2) 
4.5.3 In November 2022 the Oban Town Centre North project was awarded PFE
funding to deliver design Stages 0-2 before the end of financial year 2023/24. In
July 2023 LUC were appointed through a competitive tender process as the
consultant design team to progress the project through the PFE 0-2 design
stages and produce a concept design that adhered to the principles of Cycling
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by Design and that provided a route with as a high a level of service as was
practicably possible. 
Design Stage 1: Feasibility and Options Appraisal (September 2023 –
February 2024) 
4.5.4 A Public consultation event was held in Corran Halls on 28th September 2023;
emails about this event were sent out to stakeholders on 22nd August and again
on the 14th September. This initial consultation event coincided with the launch
of an online public consultation that ran from 28th September until 30th October.
This initial consultation was intended to help identify opportunities and
constraints within the project area and to help understand how people currently
use the space and how they would like to see it improved for active travel. 
4.5.5 A dedicated workshop was also held with pupils from Oban High School on 6th
November 2023 to get their thoughts and views about active travel in Oban and
the project area. 
4.5.6 Based upon the findings from the public consultation, workshops and a range of
technical surveys, including parking surveys and automatic traffic counts that
were undertaken, four sketch options were developed. The options considered a
range of level of intervention from ‘light touch’ to more extensive works and are
summarised below: 
• Approach 1: Light Touch with No Reduction in Parking Provision:
Formalising and creating minimum 2m footways. Reducing carriageway
widths to minimum 4m. Retaining the formal parking throughout and
removing the provision for informal yellow line parking. General
improvements to surfacing, crossings and street clutter.
• Approach 2: Mid-level Intervention with localised reduction in
parking provision:
Builds on Approach 1, with the added introduction of: Significant green
infrastructure, space for seating and cycle facilities. To enable these, a
localised reduction of parking and a new loading strategy are required.
• Approach 3A: High Level Interventions (Maintaining existing traffic
management) :
Builds on Approach 2, with the added introduction of a cantilever/made
ground to widen Corran Esplanade, which enables 1-way traffic and 2-
way cycle lane on Corran Esplanade. 
• Approach 3B: High Level Interventions (Pedestrianisation on
George Street)
Builds on Approach 2, with the added introduction of a cantilever/made
ground to widen Corran Esplanade, which enables 2-way traffic on
Corran Esplanade and pedestrianisation or controlled access to George
St. 
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4.5.7 A steering group meeting was held on 14th November to discuss the emerging
options. As well as the design team the steering group comprised of Officers
from Argyll and Bute Council, Sustrans, HITRANS and Transport Scotland. 
4.5.8 A second public consultation event was held in Rockfield Centre on 7th
December 2023 to present the 4 options; Emails were sent out to stakeholders
on 24th October and again on 24th November to promote this event and ask for
assistance in promoting the event and the upcoming public consultation. The
public consultation on the options was held online and ran between 8th
December 2023 and 12th January 2024. 
4.5.9 The options appraisal, which included a high level benefit-cost analysis,
identified Approach 2 to be the preferred option. A copy of the Stage 1
Feasibility and Options Appraisal Report can be provided. 
Design Stage 2: Concept Design (February 2024– March 2024) 
4.5.10 The design team, led by LUC, developed concept design proposals based on
the preferred option identified in Stage 1. 
4.5.11 A dedicated workshop with businesses located within the boundary of the
project area was held on 29th February 2024. Businesses were invited to book a
set 30-minute 1-2-1 session with a member of the project team, any time
between 10am and 9pm. This was advertised by hand delivering leaflets to
businesses in the study area on 25th and 26th January 2024. This was followed
up with emails to businesses that have public email addresses. Some
businesses did not receive a leaflet if they were closed and did not have a visible
letterbox or did not have a publicly available email address. 
4.5.12 A dedicated workshop was held with Oban Access Panel at the Rockfield
Centre on 14th March 2024 to present the concept design and receive feedback.  
4.5.13 A public consultation drop in event was held at the Rockfield Centre on 14th
March 2024. This event was to mark the launch of the online public consultation
on the concept design which ran between 14th March and 5th April 2024.
Approximately 300 people attended the event. 
4.5.14 Although it is estimated that approximately 300 people attended the consultation
drop in event only 104 survey responses to the consultation were received.
Although it cannot be substantiated it is believed that the majority of people who
attended the event on the 14th March came along based on incorrect information
that was given in the local paper and in the local Facebook page. 
4.5.15 The incorrect information that was given generated a lot of negativity about the
project; however when people saw the actual concept design drawings and
what was being proposed the majority of people gave verbal feedback that they
were neutral-positive about the design and that their initial concerns were
alleviated. 
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4.5.16  34% of the 104 survey responses were supportive or very supportive of the
concept design proposal. 52 % were opposed or very opposed to the concept
design proposals. The objections focused on the principle of the scheme (to
encourage people to walk, wheel and cycle more), the cost, the possible loss of
parking and the design worsening the levels of congestion currently experienced
in the town. Some of the objections felt that the proposed concept design did not
do enough to help cyclists and that the designs should be more radical. 
4.5.17 A pattern was observed during the drop in event that those who continued to
hold strong feelings about the scheme completed surveys at the event. It is
therefore considered there is a large proportion of event attendees, and Oban
residents more broadly, who hold generally neutral or less strong opinions, that
did not engage with the survey. A high proportion of the event attendees were
engaged through direct conversations with project representatives and this may
have impacted the level of survey responses with attendees having been given
a face-to-face platform to provide their thoughts. 
4.5.18 The concept design is not a fixed design and if the project is awarded Places
For Everyone funding for design stage 3 a programme of extensive consultation
with stakeholders, including, but not limited to, local business owners, Oban
Access Panel and school pupils will be undertaken as a priority to help inform
and shape the developing design. 
5.0 CONCLUSION 
5.1 A concept design for active travel improvements to Oban Town Centre North
has been produced for consultation. The results from the consultation showed
that 34% of respondents to the consultation were supportive of the concept
design. However from conversations held at the consultation drop in event it is
believed that a large number of people who are supportive of the project did not
complete the consultation questionnaire as a result of speaking with members of
the design team at the event. 
5.2 Further targeted consultation will take place if the project progresses.   
5.3 External funding from PFE has been sought for 2024/25 to progress the concept
design through the design stages 3. However, the award of this funding is not
guaranteed. 
6.0  IMPLICATIONS 
6.1  Policy – Completion of this project will support the Council’s Local Outcome
Improvement Plan (2024-34) outcomes 1: Transport Infrastructure and 3:
Community Wellbeing. The project is in keeping with LDP2. The project also
supports achievement of the Scottish Government’s objectives set out in the
Cycling Action Plan for Scotland (CAPS) and Let’s Get Scotland Walking -
The National Walking Strategy. 
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6.2  Financial – The design and any land purchase will be funded by external
competitive funding applications. The Council has not contributed any funding
to design costs.  
The design currently shows the loss of two on street parking bays which each
currently generate approximately £8,000 income per year for the Council.
There is strong evidence that people who are more active, for example by
walking or cycling, have improved physical and mental health and are less
likely to require social care services in later life which could result in a future
saving to the Council or HSCP. 
6.3  Legal – Continued input will be required from Legal Services to support any
land purchase. 
6.4  HR – None.   
6.5  Fairer Scotland Duty
6.5.1  Equalities - Completion of this project will provide enhanced opportunities
within the project area for people to travel more sustainably and actively by
walking, wheeling and cycling. 
The route has been designed to be DDA compliant and will provide a safe and
accessible route for those with mobility aids including wheelchairs and
parents/guardians with a child’s pram or buggy.
6.5.2  Socio-economic Duty – The route will improve access to essential services,
retail, leisure and employment opportunities for local residents, with studies
demonstrating those who travelled actively had a higher monthly spend in
local businesses than those who travel via motorised transport. 
The design will also offer opportunities for individuals to travel for leisure,
again encouraging spend in local businesses connected by the route.
6.5.3  Islands – There are no adverse impacts. 
6.6  Climate Change – Active Travel is the least carbon intensive mode of travel. 
Providing the opportunity for residents and visitors to consider an alternative to
having to use a private car to travel between these communities will help lower
Argyll and Bute’s carbon footprint. 
6.7  Risk – There is a reputational risk to the Council if the project is not completed
within a reasonable timeframe and if community support for the project is not
obtained. 
6.8  Customer Service – None.   
6.9  The Rights of the Child (UNCRC) – Completion of this project will provide
enhanced facilities designed to be suitable for use by an unaccompanied 12
year old. 
The route has been designed to be DDA compliant and will provide a safe and
accessible route for children with disabilities.   
Executive Director with responsibility for Development and Economic Growth:
Kirsty Flanagan 
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Policy Lead for Roads, Transport and Amenity Services: Councillor John
Armour 
02 May 2024 
For further information contact:  
Fergus Murray, Head of Development and Economic Growth 
fergus.murray@argyll-bute.gov.uk 
Douglas Grierson, Sustainable Transport Coordinator
douglas.grierson@argyll-bute.gov.uk 
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ARGYLL AND BUTE COUNCIL  OBAN, LORN AND THE ISLES AREA
COMMITTEE                                                                     
CHIEF EXECUTIVE’S UNIT         12th June 2024 
SUPPORTING COMMUNITIES FUND 2024/25 
1.0 EXECUTIVE SUMMARY 
1.1 The purpose of this report is to decide on the allocation of the Council’s Supporting
Communities Fund (SCF) for Oban, Lorn and the Isles. 
1.2 The total Supporting Communities Fund available by the Council for allocation in
Oban, Lorn and the Isles in 2024/25 is £32,117.50.
1.3 It is recommended that 15 applicants are awarded funding.
1.4 Applicants awarded funds from the Council’s Supporting Communities Fund
have 18 months in which to spend the funds. 
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ARGYLL AND BUTE COUNCIL  OBAN, LORN AND THE ISLES AREA
COMMITTEE 
CHIEF EXECUTIVE’S UNIT          12th June 2024 
SUPPORTING COMMUNITIES FUND 2024/25 
2.0 INTRODUCTION 
2.1 The report details recommendations for the award of the Council’s Supporting
Communities Fund (SCF). The Supporting Communities Fund available from
the council in Oban, Lorn and the Isles for 2024/25 is £29,500 
2.2 The total available for allocation is £32,117.50 due to the return of unspent
funds from previous applicants.
2.3 Organisations applying to the fund were able to request up to £2,500.  The SCF
is popular and this year has attracted 33 applications from the Oban, Lorn and
the Isles area, requesting a total of over £70,000.
2.4 Applications have been scored by the Council’s Community Development Team
against criteria set out in the guidance (https://www.argyll-bute.gov.uk/my-
community/communities-and-partnerships/supporting-communities-fund) Also
the SCF Scoring Matrix can be found here Supporting Communities Fund -
Scoring Matrix (argyll-bute.gov.uk). A summary of applications is appended to
this report.15 are recommended to be funded.   
3.0 RECOMMENDATIONS 
3.1 Members are asked to agree that the 15 applications, marked as ‘Award’ and
‘Partial Award’ within Appendix 1 are awarded funding from the Supporting
Communities Fund totalling £32,117.50. Detailed information about these projects
is contained within Appendix 2. 
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4.0 DETAIL 
4.1 The SCF is assessed through a robust process which involves financial checks
and Community Development Team contact with the applicant to verify any
information where required.  All applicants need to provide satisfactory essential
information on governance and finance to be eligible.  Scoring is based on a set
of criteria outlined in the guidance and available on the council’s website. 
Applications to the fund must be for projects that come under one or more of these
categories:
• Fairer Communities – tackling poverty by sharing opportunities.   
• Resilient Communities – community capacity building/rebuilding and
repairing from a pandemic
• Greener, Cleaner Communities – environmental action to support
addressing climate change 
• Creative Communities – creativity for health and wellbeing  
4.2 Of the 35 applications received (requesting a total of £70,136.19), 2 were
withdrawn or ineligible and of the 33 remaining applications, 27 are either new
applicants or have not applied within the last two years.  
4.3 Of the eligible applications to the SCF, 15 are recommended to be awarded
funding from the available funds. 9 of these are for island-based projects.  The
applications recommended for funding are labelled as ‘Award’ or ‘Partial Award’
in the recommendation column in Appendix 1. 
4.4 The projects recommended will deliver a range of activities from sporting activities
to self-management programmes, and they aim to support vulnerable
communities in many ways including community transport, lunch clubs and
environmental action. The detail of the projects is in Appendix 2.    
4.5 Unsuccessful applications are marked as ‘No award’ in Appendix 1.  These
applicants will be offered support from the Community Development Team and
provided with information on alternative sources of funding. 
4.6 This year the total of £32,117.50 available for allocation is comprised of:
• £29,500 from the Council’s Supporting Communities Fund.
• Return of unspent funds from projects from the financial periods 2022/23
due to underspend and loss of capacity to deliver. 
4.7 Successful projects funded have to complete a report at the end to evidence the
impact of the spending of the money. The results of this are brought to Area
Committee in March 2026 if not before depending on project duration. 
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5.0 CONCLUSION 
5.1 The Supporting Communities Fund application and assessment process has
been completed as set out within its guidance (Supporting Communities Fund |
Argyll and Bute Council (argyll-bute.gov.uk). 
5.2 The recommendations made fully allocate the funding available for financial year
2024/25.
5.3 The 15 projects being put forward for an award will help communities to deliver
priority activities in their area in 2024/25 – 2025/26.
5.4  All applicants to the fund are supported throughout the process and beyond by
the Community Development Team.
5.5     Given that fund is oversubscribed, the team is considering potential changes to
the fund for the future and recommendations will come to members to decide. 
6.0 IMPLICATIONS 
6.1 Policy: n/a
6.2 Financial: Recommendations in the report are limited to the budget allocation
available in 2024/25 for the Supporting Communities Fund in Oban, Lorn and
the Isles.
6.3  Legal:  Applications are initially assessed to ensure that groups are constituted
with managed accounts.
6.4  HR: n/a 
6.5  Fairer Scotland Duty: The Supporting Communities Fund supports community
groups in tackling poverty, reducing inequality and building a fairer and more
inclusive Scotland. 
6.5.1   Equalities - protected characteristics: Applicants are given the options
of receiving the application in large print and other languages. 
6.5.2   Socio-economic Duty: None known 
6.5.3  Islands: 15 of the applicant projects are island based from 4 islands.  9
of these are being recommended funding from 2 islands. 
6.6 Climate Change: One of the four criteria within the process is specific to
mitigating climate change. 
6.7 Risk: risk to the public pound is managed through the assessment and scoring,
and through end of project monitoring process.
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6.8  Customer Service: None
6.9      The Rights of the Child (UNCRC): None 
Pippa Milne
Chief Executive 
Mark Irvine
Policy Lead Councillor 
12th June 2024                                                 
For further information contact: 
Antonia Baird – Community Development Officer
Tel. 01546 604270
Email: antonia.baird@argyll-bute.gov.uk 
Suzanne Mason- Engagement and Communities Lead
Tel. 01436 658933
Email. suzanne.mason@argyll-bute.gov.uk 
APPENDICES
Appendix 1- Assessment Score and Recommendations
Appendix 2 – Project Summary Sheet
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Appendix 1 – Assessment Score and Recommendations
Applicant Recommendatio
n
Assessment
Score
Value of
Project
Amount
Requested
Recommended
Award 2024/25
Cumulative
Total 
Bendoran Watersports CIC Award 7.5  £ 3,200.00   £ 2,500.00   £ 2,500.00   £ 2,500.00 
Taynuilt Primary School and ELC
Parent Council
Award 7.4  £ 3,000.00   £ 2,500.00   £ 2,500.00   £ 5,000.00 
Lorn and Oban Healthy Options  Award 7.3  £ 2,500.00   £ 2,500.00   £ 2,500.00   £ 7,500.00 
Home-Start Lorn Award 7.2  £ 3,000.00   £ 2,500.00   £ 2,500.00   £ 10,000.00 
Mull and Iona Community Trust (MICT) Award 7.2  £84,926.24   £ 2,500.00   £ 2,500.00   £12,500.00 
Tiree Community Development Trust 1 Award 7.2  £37,151.30   £ 2,500.00   £ 2,500.00   £15,000.00 
Dervaig Community Hall  Award 7.1  £ 3,870.00   £ 2,500.00   £ 2,500.00   £17,500.00 
Tiree Community Development Trust 2  Award 7.1  £ 5,413.00   £ 2,500.00   £ 2,500.00   £ 20,000.00 
The Victory Hall, Benderloch  Award 7.1  £ 3,120.00   £ 2,500.00   £ 2,500.00   £ 22,500.00 
Appin Skiff Coastal Rowing Club Award 7  £ 2,122.00   £ 2,122.00   £ 2,122.00   £ 24,622.00 
Tiree Makery CIC  Award 6.8  £ 2,499.00   £ 2,499.00   £ 2,499.00   £ 27,121.00 
Mull and Iona Community Trust (MICT)
2 
Award 6.8  £32,881.00   £ 2,500.00   £ 2,500.00    £ 29,621.00
Live Music Now  Award 6.7 £ 2,457.60  £    614.40   £ 614.40  £ 30,235.40
Pennyghael Community Hall Partial award 6.7  £ 2,500.00   £ 2,500.00   £ 941.05   £ 31,176.45
An Iodhlann – Tiree’s Historical Centre Partial award 6.7  £ 5,537.40   £ 2,500.00   £ 941.05  £ 32,117.50
Hynish Trust (was the Hebridean Trust)  No award 6.7 £ 3,500.00   £ 2,500.00   £ 0.00  
Mull and Iona Community Trust (MICT)
3 
No award 6.6  £ 3,542.00   £ 2,500.00   £ 0.00  
Luing Community Council  No award 6.6  £ 1,800.00   £ 1,800.00   £ 0.00  
Argyll FM  No award 6.5  £ 4,500.00   £    666.66   £ 0.00   
Lismore Historical Society  No award 6.2  £20,000.00   £ 2,500.00   £ 0.00   
Developing Potential SCIO No award 6  £ 4,500.00   £ 2,500.00   £ 0.00   
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Hebridean Pursuits Outdoor Learning  No award 5.9  £  1,400.00   £ 1,400.00   £ 0.00   
Argyll & Bute Citizens Advice Bureau  No award 5.8  £18,756.00   £ 2,300.00   £ 0.00    
Còisir Ghàidhlig Thaigh an Uillt No award 5.7  £  700.00   £    700.00   £ 0.00    
37th Argyll (Ardchattan) Scout Group.  No award 5.6  £  3,920.00   £ 1,960.00   £ 0.00   
Oban FM Community Radio  No award 5.4  £  7,300.00   £ 2,400.00   £ 0.00   
Tobermory High School Parent Council  No award 5.4  £  2,500.00   £ 2,500.00   £ 0.00   
Argyll Wellbeing Hub No award 5.3  £  2,500.00   £ 2,500.00   £ 0.00    
Argyll Talking Newspapers  No award 5.2  £    666.67   £   666.67   £ 0.00    
Craignure Village Hall and Community
Centre 
No award 4.7  £  3,200.00   £ 2,500.00   £ 0.00   
Oban Pipe Band  No award 4.6  £ 20,150.00   £ 2,500.00   £ 0.00    
Comunn Gàidhealach An Òbain (Oban
Mod Academy)
No award 4.5  £ 13,000.00   £ 2,000.00   £ 0.00    
Appin Hall  No award 3.8  £   1,007.46   £ 1,007.46   £ 0.00   
TOTAL      £307,119.67   £70,136.19   £ 32,117.50   
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Appendix 2 – Project Summary Sheet         
Applications Received (in order of scoring by Community Development Officer)
For submission to Oban, Lorn and the Isles Area Committee for final decision
(maximum value £2,500). 
Ref:  1
Applicant:  Bendoran Watersports CIC 
Recommended Award: £2,500 Assessment Score (out of 10): 7.5
Project Summary: 
Developing a new community sailing club by delivery of some taster sessions and
some classes to the local community, with the aim of letting community members
learn new skills and build relationships in the community thus improving their
mental and physical health.  
Recommendation: Award
Conditions: No conditions 
Ref:  2
Applicant:  Taynuilt Primary School and ELC Parent Council 
Recommended Award: £2,500 Assessment Score (out of 10): 7.4
Project Summary:
The costs of running cycle training for Taynuilt and Barcaldine Primary Schools’ “After
School Kids On Wheels” project in order to support more children to gain the health and
wellbeing benefits of cycling, particularly respiratory endurance.  It will also keep them
safe and support a transition to active travel. The project would take place in the
2024/2025 school year. 
Recommendation: Award
Conditions: No conditions 
Ref:  3
Applicant:  Lorn and Oban Healthy Options 
Recommended Award: £2,500 Assessment Score (out of 10):  7.3
Project Summary:
To remove barriers to attendance to their self-management programmes for people living
with long-term health conditions.  They have offered evidence showing that attendees face
between 3 and 6 barriers to attending these valuable courses, ranging from travel costs,
lack of sports clothing to poor confidence.  They work with exercise and health
professionals to deliver these programmes and support people to be the healthiest they
can be.  
Recommendation: Award
Conditions: No conditions 
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Ref:  4
Applicant: Home-Start Lorn
Recommended Award: £2,500 Assessment Score (out of 10): 7.2
Project Summary:
The main contribution towards a summer programme of activities for families in the area to
help them with social isolation, give children learning opportunities, help them meet their
developmental milestones and get them outdoors thus promoting positive wellbeing.  The
activities will run during the months of July and August and last year were attended by 511
people from 206 families.  
Recommendation: Award
Conditions: No conditions 
Ref:  5
Applicant: Mull and Iona Community Trust (MICT)
Recommended Award: £2,500 Assessment Score (out of 10): 7.2
Project Summary:
A contribution towards Ulva Ferry Community Transport scheme, which serves one of the
most rural, remote areas in Argyll.  It will help address isolation and support the fragile and
isolated community delivering over 1,000 passenger journeys a year. It operates an
electric mini-bus and a people carrier in the north end of the island and services
communities and groups, particularly Mull Musical Minds. 
Recommendation: Award
Conditions: No conditions 
Ref:  6
Applicant:  Tiree Community Development Trust 1 
Recommended Award: £2,500 Assessment Score (out of 10): 7.2
Project Summary:
A contribution towards two poverty mitigation measures is requested, with a pilot
collaboration with Argyll and Bute Citizen’s advice and a Home Energy Efficiency project
aiming to target greatest need and improve the sustainability of the island and its homes. 
Recommendation: Award
Conditions: No conditions 
Ref:  7
Applicant: Dervaig Village Hall 
Recommended Award: £2,500 Assessment Score (out of 10): 7.1
Project Summary:
Dervaig Lunch Club supports up to 39 older persons with a healthy lunch and good
company to the improvement of their wellbeing.  Community transport is offered. 
There are 4 treat trips which support local businesses and are very much looked
forward to by regulars and volunteers alike.  Lunch Club is seeking funding for
ingredients, special events and from 2025 for the hire and heating expense of the
hall.
Recommendation: Award
Conditions: No conditions 
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Ref:  8
Applicant: Tiree Community Development Trust 2
Recommended Award: £2,500 Assessment Score (out of 10): 7.2
Project Summary:
Match funding towards a year’s running costs of a new Environmental Action Group to be
managed by Tiree Development Trust.  The work of the group will include the restoration
and management of the natural environment, including safeguarding of the machair which
is now under threat due to erosion, coastal flooding and extreme weather events. The
project will aim to tell the story of how crofting helps steward the machair and aims to
highlight best practices already taking place within the crofting community. 
Recommendation: Award
Conditions:  No conditions 
Ref:  9
Applicant: The Victory Hall, Benderloch
Recommended Award: £2,500 Assessment Score (out of 10): 7.1
Project Summary:
The hire of a consultant to carry out community engagement to determine the
community’s needs for the hall in the future and help to plan to attract more diverse users.    
Recommendation: Award
Conditions: No conditions 
Ref:  10
Applicant: Appin Skiff Coastal Rowing Club
Recommended Award: £2,122 Assessment Score (out of 10): 7
Project Summary:
To increase accessibility and diversity of Skiff rowing within the local community of Port
Appin by the provision of reduced membership fees and financially supported events.
Involvement in the club has shown to improve fitness, mental wellbeing and decrease
loneliness as well as re-establishing a connection to the sea and learning essential
maritime skills. 
Recommendation: Award
Conditions: No conditions 
Ref:  11
Applicant: Tiree Makery CIC
Recommended Award: £2,499 Assessment Score (out of 10): 6.8
Project Summary:
A small contribution towards this newly-formed artist-led CIC who will offer creative
workshops to the community, particularly the oldest residents, with the aim of
improving community and individual wellbeing.  The CIC also aims to contribute to
increasing economic resilience, heritage awareness and generate a creative future
for Tiree allowing the resident artists to remain on the island.   
Recommendation: Award 
Conditions: No conditions 
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Ref:  12
Applicant: Mull and Iona Community Trust (MICT) 2
Recommended Award: £2,500 Assessment Score (out of 10): 6.8
Project Summary:
MICT is seeking match funding towards new biodiversity restoration work in Ardura
Community Forest specifically to fund the post of Ardura Biodiversity Officer, for 6
months to lead that work.  The improvements will lead to a healthy and flourishing
ecosystem for the benefit of the natural world, the people of Mull and its visitors.
Recommendation: Award
Conditions: No conditions 
Ref:  13
Applicant: Live Music Now 
Recommended Award: £614.40 Assessment Score (out of 10): 6.7
Project Summary:
8x Musician’s fees, lunch and travel to deliver a 1 hour participatory music
performance to 7 care homes and 2x 45minute performances to one primary
school in order to bring music to a wider audience, and improve health and
wellbeing. Two of these care homes would be in Oban. 
Recommendation: Award
Conditions: No conditions 
Ref:  14
Applicant: Pennyghael Community Hall
Recommended Award: £ 941.05 Assessment Score (out of 10): 6.7
Project Summary:
Seedcorn funding towards a volunteer coordinator is requested, who will set up and run a
weekly café in the hall.  This will bring the community together, support the other
community ideas and activities and raise funds to sustain the hall in the winter months.  
Recommendation: Partial award
Conditions: No conditions 
Ref:  15
Applicant: An Iodhlann – Tiree’s Historical Centre
Recommended Award: £ 941.05 Assessment Score (out of 10): 6.7
Project Summary:
Community based sessions in Tiree’s Historical Centre involving the whole community,
but particularly the older generation, to explore the extensive Gaelic archive, led by a
guest expert educator, musician, and Gaelic speaker. 
Recommendation:  Partial award
Conditions: No conditions 
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Ref:  16
Applicant: Hynish Trust (was the Hebridean Trust)
Recommended Award: 0 Assessment Score (out of 10): 6.7
Project Summary:
The group aims to co-design a new and refreshed Skerryvore Exhibition with the young
people of Tiree to provide an exciting educational experience for them using technology,
music, art, history and creativity.  Hynish has recently returned to local ownership and this
is a way to engage young people with their heritage as well as enhancing the visitor offer. 
Recommendation: No award
Conditions: 
Ref:  17
Applicant: Mull and Iona Community Trust (MICT) 3
Recommended Award: 0 Assessment Score (out of 10): 6.6
Project Summary:
Towards a summer of ranger activities for all the family including, outreach
sessions for 6 Mull primary schools, outdoor sessions for children during the
holidays including den-building and wildlife watching and finally river-fly monitoring
to track the health of Mull’s rivers, involving the community as Citizen Scientists
and feeding the findings into national databases.  
Recommendation: No award
Conditions: 
Ref:  18
Applicant: Luing Community Council
Recommended Award: 0 Assessment Score (out of 10): 6.6
Project Summary:
This application seeks funding to deliver an expert survey and report to inform and
devise solutions to address local land-based flooding so that the community can
take appropriate mitigating action. This aims to identify practical ways the island
community can address and adapt to the effects of climate change. 
Recommendation: No award
Conditions: 
Ref:  19
Applicant: Argyll FM
Recommended Award: 0 Assessment Score (out of 10): 6.5
Project Summary:
Equipment, installation, commissioning and data connection costs, plus
recruitment and training costs for volunteers and broadcasters in order to deliver a
pilot project to future proof the service, improve reception, accessibility and
reliability. Hoping to involve young people in the project. 
Recommendation: No award
Conditions: 
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Ref:  20
Applicant: Lismore Historical Society
Recommended Award: 0 Assessment Score (out of 10): 6.2
Project Summary:
Professional services from National Museum of Scotland to study and conserve 1500
finds and permit the analysis and conservation of these artefacts found in and around the
ancient church of Lismore.  This will contribute to the increase of knowledge of this
prestigious site of the Early Christian period as well as adding to the case for community
acquisition of this site as a potential multi-purpose site and interpretation centre.
Recommendation: No award
Conditions: 
Ref:  21
Applicant: Developing Potential SCIO
Recommended Award: 0 Assessment Score (out of 10): 6
Project Summary:
Gaelic language classes for members of this group, as requested by them, in order
to improve their cognition, mental acuity and health and wellbeing.  48 weeks of
classes for up to 50 learners are requested. 
Recommendation: No award
Conditions: 
Ref:  22
Applicant: Hebridean Pursuits Outdoor Learning
Recommended Award: 0 Assessment Score (out of 10): 5.9
Project Summary:
Full cost of 2 days of coasteering sessions for 46 young people attending Atlantis
Leisure’s hugely popular Summer Sensations programme which is for P6/7 pupils
(ages 10-12) making the transition to Oban High School.  These sessions
encourage new friendships and team work as well as a healthy fitness activity in
our stunning landscape.  Activities are offered free across the 21 schools feeding
into Oban and Tiree High Schools and support successful transitions.  The cost
includes footwear which has been identified as a barrier to participation.
Recommendation: No award
Conditions: 
Ref:  23
Applicant: Argyll & Bute Citizens Advice Bureau
Recommended Award: 0 Assessment Score (out of 10): 5.8
Project Summary:
To fund a Laptop, stationary, telephone, internet access and room booking at 3hrs
per month for 16 months, to support the launch of a Volunteer recruitment project
to tackle poverty and increase community capacity building on the islands and in
the remoter areas of Oban, Lorn and the Isles. 
Recommendation: No award
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Conditions:
Ref: 24
Applicant: Còisir Ghàidhlig Thaigh an Uillt
Recommended Award: Assessment Score (out of 10): 5.6
Project Summary:
The full cost of three professional musical workshops for the Taynuilt Gaelic Choir
in order to enthuse the choir members and maximise their singing and Gaelic
language potential. Argyllshire Gaelic and music has always been promoted by the
choir. Choral singing improves stamina, breath and wellbeing.
Recommendation: No award
Conditions:
Ref: 25
Applicant: 37th Argyll (Ardchattan) Scout Group.
Recommended Award: Assessment Score (out of 10): 5.6
Project Summary:
Funding for struggling families towards, a 2-night residential trip for the Cub Pack
(age 8 -10) at the Lochgoilhead Scout Outdoor Centre. Cubs would take part in a
wide range of outdoor adventure activities and stay in bunk accommodation. This
aims to build a range of skills, including planning, teamwork and confidence
building for both the young people, the young leaders and the adult volunteers
involved.
Recommendation: No award
Conditions:
Ref: 26
Applicant: Oban FM Community Radio
Recommended Award: 0 Assessment Score (out of 10): 5.4
Project Summary:
Live broadcasting of the 2024 National Mòd in Oban. The radio station will be opened to
the public for the entirety of the week so volunteers can pool their talents, whether as
broadcasters, journalists or technicians and get more people involved in the Mòd week. It
also allows the housebound and the distant to listen to all the competitions and support
their communities.
Recommendation: No award
Conditions:
Ref: 27
Applicant: Tobermory High School Parent Council
Recommended Award: 0 Assessment Score (out of 10): 5.4
Project Summary:
New and improved sporting equipment for the lunchtime and evening sports clubs
which have membership of 80% of the older school. The younger children have
requested a willow dome, a mud kitchen and gardening equipment. The aim is to
improve the physical and mental health and wellbeing of the Learning Community
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at Tobermory High School particularly in light of the huge impact that the Covid-19
pandemic has had on scholars and the loss of fund-raising opportunity for the
parent council itself.    
Recommendation: No award
Conditions: 
Ref:  28
Applicant: Argyll Wellbeing Hub
Recommended Award: 0 Assessment Score (out of 10): 5.3
Project Summary:
The provision of counselling support and CBT to persons with a mental health diagnosis.
This need has been identified by the group due to long waiting lists and unaffordability as
well as a successful pilot last year, where the evidence showed was that it could be life
changing and life-saving.  
Recommendation: No award
Conditions: 
Ref:  29
Applicant: Argyll Talking Newspapers
Recommended Award:  Assessment Score (out of 10): 5.2
Project Summary:
A project to upgrade  the receiving and listening technology to assist visually
impaired persons stay in touch with their communities.  A contribution is requested
towards the outreach to install and explain the new technology to users. The
upgrade is to Alexa and they are being assisted by the RNIB. 
Recommendation: No award
Conditions: 
Ref:  30
Applicant: Craignure Village Hall and Community Centre
Recommended Award: 0 Assessment Score (out of 10): 4.7
Project Summary:
Improving the appearance, safety, and amenity of the shoreside environment of
Craignure hall to improve it for the benefit of families, residents and visitors, by the
removal of abandoned boats and trailers and the planting of wildlife friendly
shrubs.  
Recommendation: No award
Conditions: 
Ref:  31
Applicant: Oban Pipe Band
Recommended Award: 0 Assessment Score (out of 10): 4.6
Project Summary:
Towards the 2024/5 season of competitions and local events, including costs of travel and
replacement kilts for band members.
Recommendation: No award
Conditions: 
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Ref:  32
Applicant: Comunn Gàidhealach An Òbain (Oban Mod Academy)
Recommended Award: 0 Assessment Score (out of 10): 4.5
Project Summary:
Towards the fees for tutors to support children and young people to participate in
the Mòd, both in spoken and sung Gaelic.  This will boost their confidence and
enjoyment of the event and give them a grounding in their culture and heritage. 
Recommendation: No award
Conditions: 
Ref:  33
Applicant: Appin Hall
Recommended Award: 0 Assessment Score (out of 10): 3.8
Project Summary:
While the hall is fundraising for essential repairs to the roof, a year’s wifi costs are
requested.  Wifi is essential both to the functioning of the hall and to the benefit of the
residents and includes training, worship, health and sustainability.  
Recommendation: No award
Conditions: 
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ARGYLL AND BUTE COUNCIL  Oban, Lorn & The Isles Area
Committee 
Legal and Regulatory Support  12 June 2024 
Appointments to Outside Organisations 
1.0 EXECUTIVE SUMMARY 
1.1 The purpose of this report is to consider appointments to local
bodies/organisations within the Oban, Lorn & The Isles area. 
1.2 The Area Committee is asked to consider making appointments to those
bodies/organisations listed in Appendix 1 to the report.   
Page 179 Agenda Item 12

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ARGYLL AND BUTE COUNCIL  Oban, Lorn & The Isles Area
Committee 
Legal and Regulatory Support  12 June 2024 
Appointments to Outside Organisations 
2.0 INTRODUCTION 
2.1 Following the Council meeting held on 25 April 2024, this report takes forward
the decision of Council that that all area based appointments to outside bodies
and organisations should be taken to the next meetings of the Area Committees.   
3.0 RECOMMENDATIONS 
3.1 The Area Committee is asked to consider making appointments to those
bodies/organisations listed in Appendix 1 to the report. 
4.0 DETAIL 
4.1 The Council at the meeting held on 25 April 2024 made a number of
appointments to outside bodies/organisations within Argyll and Bute and agreed
that all area based appointments should be taken to the next meetings of the
Area Committees. The Council did make appointments to the 4 Area Community
Planning Groups and these are excluded from this report. 
4.2 Governance staff undertook an exercise in early 2022 to identify outside bodies
and organisations in the Oban, Lorn & The Isles area which would like to have an
Elected Member representative nomination.  The table at Appendix 1 provides
information on those organisations and their request for Elected Member
representation.  Members of the Area Committee are asked to consider making
appointments to the organisations listed. 
5.0 CONCLUSION 
5.1 This report takes forward the Area Committee appointments which were
vacated following the recent changes in political management arrangements.   
6.0 IMPLICATIONS 
6.1 Policy – none 
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6.2 Financial – there will be costs incurred in terms of Members attending
these meetings. 
6.3 Legal – none 
6.4 HR – none   
6.5 Fairer Scotland Duty – none 
6.5.1  Equalities – protect characteristics – none 
6.5.2  Socio-economic Duty – none 
6.5.3   Islands – none 
6.6 Climate Change – none 
6.7 Risk – none 
6.8 Customer Service – none 
6.9 The Rights of the Child (UNCRC) – some appointments to bodies and
committees may have direct involvement with this. 
Executive Director with responsibility for Legal and Regulatory Support 
Councillor Mark Irvine, Policy Lead for Community Planning and Corporate
Services 
13 May 2024 
For further information contact: Melissa Stewart, Democratic Services Manager 
(01564 604331) 
APPENDICES 
Appendix 1: Table listing outside bodies/organisations which have requested
Elected Member representation.  
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Appendix 1 
Table listing outside bodies/organisations which have requested Elected Member representation 
Organisation Purpose No. of
Appointments
Previous
Appointment
Essential/Desirable Term of
Appointment
Oban, Lorn and the Isles
Area Locality Group
Planning Group
Argyll and Bute Health and
Social Care Partnership has 4
Locality Planning Groups (Bute
& Cowal, Helensburgh &
Lomond, Mid Argyll, Kintyre &
Islay and Oban, Lorn & Islands) 
These LPGs bring together
NHS and Council staff,
community members, carers,
representatives from third and
independent sectors and
community based groups who
work together to improve the
health and wellbeing of the
community in which they live. 
LPGs develop a locality plan,
influence priorities in their local
area, agree mechanisms for all
members to contribute to the
delivery of actions at a local
level and review and regularly
report progress to the Strategic
Planning Group. 
Minimum of 1
Elected
Member/Maximum
of 2
Councillors
Lynch and
McKenzie
(appointed 
15 June
2022)
Essential Till next Local
Government
Elections
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Organisation Purpose No. of
Appointments
Previous
Appointment
Essential/Desirable Term of
Appointment
Atlantis Leisure Charity who deliver key
services to the local community.
Incorporated in July 1992 and
run a centre with facilities
including a 4 lane 25 metre
swimming pool, small pool, 2
squash courts, 3 tennis courts,
2 outdoor pitches, climbing wall,
3 tier soft play, two dance
studios, 35 station gym,
meeting rooms, cafe, beauty
therapy room and a 6 court
sports hall. Within these
facilities we run sporting and
non-sporting events
(National/Regional/Community),
group fitness classes. 
2 Elected
Members 
Councillor
Vennard
appointed 
13/9/23)
Essential Till next Local
Government
Elections.
Bid 4 Oban Ltd A business improvement
project. A not for profit
organisation whose aim is to
improve the links between
business, Local Authority and
community. 
1 Elected Member  Councillor
Lynch
(appointed
15/6/22)
Essential Till next Local
Government
Elections.
Catherine McCaig’s Trust Trust which is administered by
a local solicitor and distributes
funds.
3 Elected
Members 
Councillors
McKenzie,
Hampsey
and Hume
(appointed
Essential Till next Local
Government
Elections.
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Organisation Purpose No. of
Appointments
Previous
Appointment
Essential/Desirable Term of
Appointment
15/6/22)
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ARGYLL AND BUTE COUNCIL  OBAN, LORN AND THE ISLES AREA
COMMITTEE 
LEGAL & REGULATORY SUPPORT 12 June 2024 XX MARCH 2021 
CHARITABLE TRUSTS, BEQUESTS AND TRUST FUNDS – AWARD
RECOMMENDATIONS 
1.0 APPLICATIONS 
1.1 This report gives Members information regarding a number of applications that
have been received for support from the John of Lorn Bequest, MacKinnon
Ledigham Bequest, Archibald Dow Bequest and Coals for the Poor Oban. 
2.0  RECOMMENDATIONS 
2.1 The Oban, Lorn and the Isles Area Committee are asked to: 
1. note and consider the number of awards made from the John of Lorn
Bequest  since March 2024; 
2. note that no applications had been submitted to the MacKinnon Ledigham
Bequest; 
3. agree to award £50 to the two individual applicants who meet the criteria of
the Archibald Dow Bequest; 
4. refuse the 2 family applicants and 1 individual applicant who do not meet the
criteria of the Coals for the Poor Oban fund. 
3.0 JOHN OF LORN BEQUEST   
3.1 The Oban, Lorn and the Isles Area Committee on 09 September 2020 agreed
new distribution arrangements for the John of Lorn Bequest, which had been
established to support ‘poor persons resident in the Burgh of Oban’. In order to
be considered for an award applicants must: 
3.1.1 be in receipt of a qualifying benefit (Jobseekers Allowance, Employment
Support Allowance, Income Support, or Universal Credit) and for those
people who are employed/self-employed, they must be in receipt of
some amount of Universal Credit as well (a nil payment due to
deductions for earned income would mean they do not qualify); 
3.1.2 live within the Burgh of Oban; and 
3.1.3 be over the age of 16. 
3.2 Furthermore, it was agreed that successful individual applicants would receive
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£50 while those applying on behalf of their family would receive £100. 
3.3 The Area Committee on 14 September 2022 agreed to delegate to the Executive
Director with responsibility for Legal and Regulatory Support or officers nominated
by him, in consultation with the Chair, the authority to make awards from the John
of Lorn Bequest using the criteria agreed in September 2020 and that reports be
submitted to subsequent Area Committees to update trustees on awards made
under this delegation. 
3.4 Prior to this delegation those in need of support could wait up to 14 weeks for
payment. Applications are now processed on receipt with payments made once
applicants submit their banking details. 
3.5 A total of 32 applications have been received since the March 2024 meeting of the
Area Committee. Officers, in consultation with the Chair have confirmed awards
for 15 family and 11 individual applications, with a total of £2050 being awarded to
individuals living within the Burgh. 
3.6 Six applications were refused. Applications will only be refused if the applicant has
either received a grant this calendar year or they live out with the Burgh of Oban.
Details of each application can be found at appendix 1. 
3.7 The total funds available for distribution from the John of Lorn Bequest at the time
of preparing this report is around £3k. 
4.0  Mackinnon Ledigham Bequest 
4.1 The Oban, Lorn and the Isles Area Committee on 06 March 2024 agreed
distribution arrangements for the Mackinnon Ledigham Bequest, which had been
established to offer relief of aged persons in the Ross of Mull.  
4.2 In order to be considered for an award applicants must be of state pension age,
66 years of age and above, and live within the Ross of Mull. Furthermore, it was
agreed that successful applicants would receive £50 and that applicants receive a
maximum of one award each calendar year. 
4.3 Despite advertising the availability of this fund widely no applications have been
received. Legal and Regulatory Support Officers will undertake further promotion
of this fund. 
4.4 The total funds available for distribution from the Mackinnon Ledigham Bequest at
the time of preparing this report is around £4.2k. 
5.0 ARCHIBALD DOW BEQUEST 
5.1 The Oban, Lorn and the Isles Area Committee on 06 March 2024 agreed
distribution arrangements for the Archibald Dow Bequest. In order to be
considered for an award applicants must be: 
• be in receipt of a qualifying benefit (Jobseekers Allowance, Employment
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Support Allowance, Income Support, or Universal Credit); and 
• for those people who are employed/self-employed, they must be in
receipt of some amount of Universal Credit as well (a nil payment due to
deductions for earned income would mean they do not qualify). 
5.2 In order to be considered for an award applicants must be a resident of Taynuilt.
Furthermore, it was agreed that successful individual applicants would receive
£50 and families would receive £100. 
5.3 A total of 2 individual applications have been received since the introduction of the
application process. Of these applications both are recommended for award.
Details of each application can be found at appendix 2. 
5.4 The total funds available for distribution from the Archibald Dow Bequest at the
time of preparing this report is around £1.3k. 
6.0  COALS FOR THE POOR OBAN 
6.1 The Oban, Lorn and the Isles Area Committee on 06 March 2024 agreed
distribution arrangements for Coals for the Poor Oban. To ensure a consistency in
approach it was agreed that the criteria for the Coals for the Poor Oban be the
same as the Archibald Dow Bequest, specifically applications would only be
welcomed by those on a qualifying benefit or from those who are employed/self-
employed in receipt of some amount of Universal Credit. 
6.2 In order to be considered for an award applicants must be over the age of 16 with
awards set at £50 for individuals and £100 for families and limited to one award
each calendar year. 
6.3 A total of 3 applications have been received since the introduction of the
application process. Of these applications none are recommended for award as
the applicants live out with the defined locality. Details of each application can be
found at appendix 3. 
6.4 The total funds available for distribution from the Coals for the Poor Oban at the
time of preparing this report is around £2k. 
7.0 CONCLUSION 
7.1 Members are asked to consider the applications that have been received for
support from the John of Lorn Bequest, Archibald Dow Bequest and Coals for the
Poor Oban and to approve the financial awards recommended within the report. 
8.0 IMPLICATIONS 
8.1 Policy – None 
8.2 Financial – None, the Council acts as trustee for the Fund, it does not
represent assets of the Council. However, there is a risk that the Council
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would have to repay the Trust if an objection was raised as to the use of the
funds. 
8.3 Legal – Area Committees, as Trustees, must ensure that the distribution
arrangements comply with the terms of the funds, failure to do so would result
in the Council being liable. 
8.4 HR – None 
8.5 Fairer Scotland Duty – None 
8.5.1 Equalities – protected characteristics – None 
8.5.2 Socio-economic Duty – None 
8.5.3 Islands – None 
8.6 Climate Change – None 
8.7 Risk – None 
8.8 Customer Service – None 
8.9 The Rights of the Child (UNCRC) – None 
Douglas Hendry - 
Executive Director with responsibility for Legal and Regulatory Support 
Councillor Mark Irvine, Policy Lead for Community Planning and Corporate
Services 
May 2024                                                  
For further information contact: 
Stuart McLean, Committee Manager
Tel. No.: 01436 658717
Email: Stuart.Mclean@argyll-bute.gov.uk 
APPENDICES: 
Appendix 1: Spreadsheet of applications – John of Lorn Bequest (exempt)
Appendix 2: Spreadsheet of applications – Archibald Dow Bequest (exempt)
Appendix 3: Spreadsheet of applications – Coals for the Poor Oban (exempt) 
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NOT FOR PUBLICATION by virtue of paragraph(s) 6
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Oban, Lorn and the Isles Area Committee
Workplan 2024-25 
Committee Date Report Description Lead Service and
contact officer
Regularity of
occurrence/consideration
Date for Reports to
Committee Services
Additional Comment
12 June 2024
12 June 2024 Tobermory Play Park Development and 
Infrastructure
Hugh O’Neill
Update on one off funding 
Spend
20 May 2024 May come to June
depending on
discussions with Mull
Community Council
12 June 2024 Area Performance
Report FQ4 23/24
Improvement and
HR – Sonya
Thomas
Quarterly Report 20 May 2024 
12 June 2024 Roads and
Infrastructure Service
Update
Development and 
Infrastructure
Jim Smith
Quarterly Report 20 May 2024 
12 June 2024 HSCP Bi-Annual
Update Report
Health & Social Care 
Partnership – 
Charlotte Craig 
Bi-Annual Report 20 May 2024 
12 June 2024 Secondary School
Reports - Oban High
School
Head Teacher
Peter Bain
Annual Report 20 May 2024 
12 June 2024 Secondary School
Reports - Tiree High
School
Head Teacher 
Peter Bain
Annual Report 20 May 2024 
12 June 2024 Secondary School
Reports - Tobermory
High School
Head Teacher
Shelly Carmichael
Annual Report 20 May 2024 
12 June 2024 Charitable Trusts and
Bequests 
Legal and
Regulatory Support
As required 20 May 2024 Cut off for applications
20 May 2024
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Agenda Item
14

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Oban, Lorn and the Isles Area Committee
Workplan 2024-25
Committee Date Report Description Lead Service and
contact officer
Regularity of
occurrence/consideration
Date for Reports to
Committee Services
Additional Comment
12 June 2024 Supporting
Communities Fund
Applications
Rona Gold/Kirsty
McLuckie
Chief Executive
Annual Report 20 May 2024 
12 June 2024 Area Committee
Workplan
Melissa Stewart 
Legal and 
Regulatory Support
For updating 20 May 2024 
12 June 2024 Oban Town Centre
North Active Travel
Project: Concept
Design and Future
External Funding
Douglas Grierson
Economic 
Development
For Updating 20 May 2024 
11 September 2024
11 September
2024
Area Performance
Report FQ1 24/25
Performance
Management and
Improvement Officer
Quarterly Report 19 August 2024 
11 September
2024
Roads and
Infrastructure Service
Update
Development and 
Infrastructure
Jim Smith
Quarterly Report 19 August 2024 
11 September
2024
Annual Recycling
Performance Report
Jim Smith
Roads and
Infrastructure
Services
Annual Report 19 August 2024 
11 September
2024
Supporting
Communities Fund –
End of Project
Monitoring 22/23
Rona Gold/Ailie Law
Chief Executive 
Annual Report 19 August 2024 
11 September
2024
Charitable Trusts and
Bequests
Stuart McLean, 
Legal & Regulatory 
As required  19 August 2024 Cut off for applications
19 August 2024
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Oban, Lorn and the Isles Area Committee
Workplan 2024-25
Committee Date Report Description Lead Service and
contact officer
Regularity of
occurrence/consideration
Date for Reports to
Committee Services
Additional Comment
11 September
2024
Area Committee
Workplan
Melissa Stewart For updating 19 August 2024 
11 December 2024
11 December
2024
Area Performance
Report FQ2 24/25 
Performance
Management and
Improvement Officer
Quarterly report 18 November 2024 
11 December
2024
Roads and
Infrastructure Service
Update
Development and 
Infrastructure
Jim Smith
Quarterly report 18 November 2024 
11 December
2024
ACHA Annual Update Chief Executive
ACHA
Annual Report 18 November 2024 
11 December
2023
HSCP Bi-Annual
Update Report
Charlotte
Craig/Fiona Davies
Argyll and Bute 
HSCP 
Annual 18 November 2024 
11 December
2024
Charitable Trusts and
Bequests
Legal & Regulatory 
Support – Stuart 
McLean
As required  18 November 2024 Cut off for applications
18 November 2024
11 December
2024 
Area Committee
Workplan
Melissa Stewart For updating 18 November 2024 
12 March 2025
12 March 2025 Primary School
Update
Wendy Brownlie, 
Head of Education
Annual Report 17 February 2025 
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Oban, Lorn and the Isles Area Committee
Workplan 2024-25
Committee Date Report Description Lead Service and
contact officer
Regularity of
occurrence/consideration
Date for Reports to
Committee Services
Additional Comment
12 March 2025 Area Performance
Report FQ3 24/25
Improvement and
HR – Sonya
Thomas 
Quarterly Report 17 February 2025 
12 March 2025 Roads and
Infrastructure Service
Update
Development and 
Infrastructure -
Jim Smith
Quarterly Report 17 February 2025 
12 March 2025 Roads Capital
Reconstruction
Programme
Development and 
Infrastructure – 
Jim Smith
Annual Report 17 February 2025 
12 March 2025 Housing Services
Activity Update-
Strategic Housing
investment plan
Upadate (SHIP)
Director of 
Development
and Infrastructure – 
Douglas Whyte
Annual Report 17 February 2025 
12 March 2025 Active Travel Progress
Report 2023-24
Colin Young, 
Development & 
Economic Growth
Annual Report 17 February 2025 
12 March 2025 Supporting
Communities Fund
2022/23 End of Project
Monitoring Report
Kirsty McLuckie, 
Chief Executive
Annual Report 17 February 2025 
12 March 2025 Charitable Trusts and
Bequests
Stuart McLean
Legal & Regulatory 
Support
When required 17 February 2025 Cut off for applications
17 February 2025
6 March 2024 Charitable Trusts,
Bequests & Trust
Funds – Review of
Distribution
Arrangements
Stuart McLean,
Legal & Regulatory 
Support
Review following initial 12 
Months’ operation
17 February 2025 
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Oban, Lorn and the Isles Area Committee
Workplan 2024-25
Committee Date Report Description Lead Service and
contact officer
Regularity of
occurrence/consideration
Date for Reports to
Committee Services
Additional Comment
12 March 2025 Area Committee
Workplan
Melissa Stewart
Legal & Regulatory
Support
For updating 17 February 2025 
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