Agenda reports pack
Argyll and Bute Council · 14 June 2023
Back to Oban Lorn & The Isles Area Committee — 14 June 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Argyll and Bute Council Comhairle Earra-Ghàidheal Agus Bhòid Executive Director: Douglas Hendry Kilmory, Lochgilphead, PA31 8RT Tel: 01546 602127 Fax: 01546 604435 DX 599700 LOCHGILPHEAD 7 June 2023 NOTICE OF MEETING A meeting of the OBAN LORN & THE ISLES AREA COMMITTEE will be held in the ON A HYBRID BASIS ON MICROSOFT TEAMS AND IN THE MCCAIG SUITE, CORRAN HALLS, OBAN on WEDNESDAY, 14 JUNE 2023 at 9:00 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 - 8 March 20123 (Pages 3 - 8) (b) Oban, Lorn and the Isles Area Community Planning Group - 10 May 2023 (Pages 9 - 16) (c) Oban Common Good Fund - 30 March 2023 (Pages 17 - 22) 4. OBAN HIGH SCHOOL ATTAINMENT REPORT (Pages 23 - 42) Report by Executive Director with responsibility for Education 5. TIREE HIGH SCHOOL ATTAINMENT REPORT (Pages 43 - 60) Report by Executive Director with responsibility for Education 6. TOBERMORY HIGH SCHOOL ATTAINMENT REPORT (Pages 61 - 74) Report by Executive Director with responsibility for Education 7. PUBLIC QUESTION TIME 8. PRIMARY SCHOOL AREA ATTAINMENT REPORT - OBAN, LORN AND THE ISLES (OLI) (Pages 75 - 90) Report by Executive Director with responsibility for Education Public Document Pack
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9. AREA SCORECARD FQ4 2022/23 (Pages 91 - 126) Report by Executive Director with responsibility for Customer Support Services 10. CEMETERY MAINTENANCE AND ROAD ACCESS FUND (Pages 127 - 130) Report by Executive Director with responsibility for Roads and Infrastructure Services 11. TRAFFIC REGULATION ORDER PROPOSED FOR OBAN (Pages 131 - 168) Report by Executive Director with responsibility for Roads and Infrastructure Services 12. ROADS AND INFRASTRUCTURE UPDATE (Pages 169 - 172) Report by Executive Director with responsibility for Roads and Infrastructure Services 13. GIBRALTAR STREET PUBLIC REALM PROJECT UPDATE (Pages 173 - 176) Report by Executive Director with responsibility for Development and Economic Growth 14. HSCP BI-ANNUAL UPDATE REPORT (Pages 177 - 218) Report by Chief Officer, Argyll and Bute HSCP 15. SUPPORTING COMMUNITIES FUND 2023/24 (Pages 219 - 236) Report by Chief Executive 16. JOHN OF LORN BEQUEST (a) Report by Executive Director responsible for Legal and Regulatory Support (Pages 237 - 240) E1 (b) Exempt Appendix (Pages 241 - 242) REPORTS FOR NOTING 17. DRAFT OBAN, LORN AND THE ISLES AREA COMMITTEE WORKPLAN (Pages 243 - 246) 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 paragraphs are:- 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 (Vice-Chair) Councillor Amanda Hampsey Councillor Willie Hume Councillor Andrew Kain (Chair) Councillor Jim Lynch Councillor Luna Martin Councillor Julie McKenzie 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 ON A HYBRID BASIS BY MICROSOFT TEAMS AND IN THE MCCAIG SUITE, CORRAN HALLS, OBAN on WEDNESDAY, 8 MARCH 2023 Present: Councillor Andrew Kain (Chair) Councillor Kieron Green (Teams) Councillor William Hume (Teams) Councillor Amanda Hampsey (Teams) Councillor Jim Lynch Councillor Andrew Vennard (Teams) Attending: Fergus Murray, Head of Development and Economic Growth Wendy Brownlie, Head of Education Douglas Whyte, Housing Strategy Team Leader Mark Calder, Project Manager, Roads and Infrastructure Stuart McLean, Committee Manager Melissa Stewart, Governance Officer Adrian Jackson-Stark, Project Manager, Development and Economic Growth Genna Lugue, Regeneration Officer, Development and Economic Growth Aileen Jackson, Deputy Head Oban High School Shelly Carmichael, Head of Tobermory High School Megan Day, Oban High School Hannah Benson, Oban High School Skye Gunn, Tiree High School Lewis Baker, Oban High School Malik Cloes, Tobermory High School Millie Mitchell-Stephen, Tobermory High School 1. APOLOGIES FOR ABSENCE The Chair welcomed everyone to the meeting. Apologies were intimated on behalf of Councillor Julie McKenzie. 2. DECLARATIONS OF INTEREST There were no declarations of interest intimated. 3. MINUTES (a) Oban, Lorn and the Isles Area Committee - 14 December 2022 The Minute of the meeting of the Oban, Lorn and the Isles Area Committee, held on 14 December 2022, was approved as a correct record. Page 3 Agenda Item 3a
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(b) Oban, Lorn and the Isles Area Community Planning Group - 8 February 2023 The Minute of the meeting of the Oban, Lorn and the Isles Area Community Planning Group, held on 8 February 2023 , was noted. 4. PUBLIC QUESTION TIME Mary Braithwaite and Innes McQueen on behalf of Luing Community Council When will the long-promised Ferry Users' Survey be undertaken? If this survey will not be undertaken in the next few months, what measures will the Council take to urgently review the needs of users of Cuan ferry, particularly those using the ferry to commute to and from work? Mark Calder confirmed that the timetable will be looked at;, advising that there are currently two posts to be filled for Project Management, one of which will cover, among other things, the Council’s ferry’s review. Mr Calder advised that it is anticipated that the posts will be filled shortly, but no exact timescale can be given. Mr Calder confirmed that he would liaise with Luing Community Council directly on this matter as the recruitment and review progresses. Mary Braithwaite and Innes McQueen on behalf of Luing Community Council What can be done to facilitate a meeting and open discussion between the Council and Luing representatives to resolve the critical issue of travel arrangements for primary-school children on Luing, who are now expected to undertake two long journeys each day involving three modes of transport to attend school on a neighbouring island? Mark Calder advised that the Council had met the legislative requirements for safe transport which are currently in place. Mr Calder gave a commitment to liaise with the Community Council directly on this matter and to facilitate a meeting to discuss their concerns. Question by Duncan Martin There have been a number of applications for Short Term Leases for a flat within a stair otherwise occupied by permanent residents. It is clear that these residences are incompatible, Short Term Leases are bad neighbours. Can the Planning, Protective Services and Licensing Committee make a decision and amend the Council Policy on Short Term Leases? Fergus Murray, Head of Development and Economic Growth, advised that a licensing process is being introduced for Short Term Leases across all Local Authorities and Argyll and Bute Council have already received 200 applications with more expected. Imposing Planning Control Zones in some areas, as suggested, would have to be done in a logical way. Mr Murray, accepted that policy change will be controversial with a huge amount of variations and that any change would involve public consultation with the resulting evidence influencing any subsequent change to policy. In the meantime, the Planning Department will, in consultation with partners, deal with each application individually. Page 4
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Frank Roberts on behalf of Oban Community Council Following the site meeting at Ganavan with Council Officers and Councillors there has been no feedback on the outcome of this meeting. Can the Area Committee advise on the status of the suggested CCTV solution? Mark Calder advised that the site meeting and the points raised during it were useful, and that the council needs to follow an agreed procurement process in securing the necessary equipment. Mr Calder further advised that there are legislative requirements around CCTV installation and this will require further consideration. Question by Marri Malloy Will the Council employ extra wardens to attend Ganavan and will they be ticketing those campervans that have been in situ overnight? Mark Calder advised that tickets would only be issued if it could be proven that drivers had contravened the overnight parking rule and that the proposed installation of CCTV at the location should help in this regard. The installation of CCTV must go through a defined, robust process. Mr Calder stated that any instances of anti-social behaviour should be submitted to the Police. Question by Duncan Martin Prior to the local government elections in May 2022 prospective Councillors commented that they were dissatisfied with the way in which services were delivered, specifically that all decisions were made at Kilmory. Can the Area Committee comment on any considerations given to changing the way in which services are delivered such as employing a Clerk of Works for the Oban area? The Chair advised that the way in which services are delivered is largely determined by the resources available and that elected members and officers are determined to deliver positive outcomes for the residents of Argyll and Bute. 5. AREA SCORECARD FQ3 2022/23 The Committee gave consideration to the Area Performance Report for financial quarter 3 of 2022/23 (October to December 2022) 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. agreed that upon receipt of the Quarterly Performance Report, the Area Committee contact either the Responsible Named Officer or Sonya Thomas with any queries; and Page 5
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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. (Reference: Report by Executive Director with responsibility for Customer Support Services, dated 8 February 2023, submitted) The Chair ruled, and the Area Committee agreed, to a variation in the order of business. The minute reflects the order in which items were discussed. 6. ROADS AND INFRASTRUCTURE SERVICES UPDATE The Committee gave consideration to a report which provided an update on the recent activities of Roads and Infrastructure Services and highlighted works being undertaken which were 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 January 2023, submitted) 7. PUPIL VOICE The Committee gave consideration to a verbal update from pupils at Oban High School, Tiree High School and Tobermory High School who outlined aspects of their learning journeys over the years. Megan Day, a pupil from Oban High School spoke of the large range of subjects she had undertaken and enjoyed in 4th and 5th year. In May 2022 she started work experience with the Oban Times and is hoping to attend university to study Journalism and Politics. Hannah Benson, from Oban High School spoke of her learning journey, the subjects she is studying and that she hopes to attend university to study Sports Coaching. Hannah has also attended work experience with Daniel MacIntyre of The View working in marketing and research. Skye Gunn, a pupil from Tiree High School said during her learning journey she became a sports ambassador in 4th year where she worked with the younger pupils, this led her to consider a future in Childcare. Skye advised that living on an island she faced challenges of finding areas to gain work experience, fortunately she had been able to help out at the nursery within the School. Lewis Baker, from Oban High School decided going into 3rd year that he was considering a pursuing a career in the Royal Navy, so chose Maths, Geography and Sciences. Lewis added that in 4th year he got the opportunity of work experience in welding and fabrication, which he is doing a foundation apprenticeship in. Going forward he wants to do engineering and is happy with the mixed learning at the school. Page 6
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Malik Cloes, a pupil from Tobermory High School spoke of his aim to become a professional badminton player, he stated with the support of the school he attends 3 days a week and the other days travels to Glasgow to train and has played at national level. He has also excelled in his chosen subjects getting mainly As in his exam results. Millie Mitchell-Stephen, a pupil from Tobermory advised that she had attended a career fayre which helped with her decision in subject choices. Since returning to School after the COVID Pandemic, Millie reported that there was more access to counselling and the focus has been on wellbeing of the pupils which she welcomed. Members of the Area Committee stated that they were very impressed with the confidence, ambition and ideas of the pupils and the young people’s wish to remain within the local area. On behalf of the Oban, Lorn and the Isles Area Committee, Councillor Kain, wished the pupils all the very best wishes for their futures. Decision The Oban, Lorn and the Isles Area Committee agreed to note the information provided. 8. 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 January 2023, submitted) 9. 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 8 March 2023, submitted) 10. GIBRALTAR STREET PUBLIC REALM PROJECT - CONSIDERATION OF OPTIONS Page 7
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The Committee gave consideration to a report which outlined possible options for the Gibraltar Street Public Realm Project. Decision The Oban, Lorn and the Isles Area Committee considered and agreed to:- 1. note the content of the report and the feedback provided as a result of public consultation during 2022 and specifically in November 2022; 2. note the issues identified in relation to Option A; 3. that Officers continue to progress Option B which retains existing site levels and looks to resurface the existing streetscape, renew street furniture and improve street lighting; and 4. delegated authority to the Executive Director with responsibility for Development and Economic Growth for the delivery of the project to completion including agreeing a final design. (Reference: Report by Executive Director with responsibility for Development and Economic Growth, dated 13 February 2023, submitted) Page 8
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MINUTES of MEETING of OBAN LORN & THE ISLES COMMUNITY PLANNING GROUP held BY MICROSOFT TEAMS on WEDNESDAY, 10 MAY 2023 Present: Kevin Champion (Chair) Ryan MacIntyre, Scottish Youth Parliament Stuart McLean, Committee Manager, Argyll and Bute Council Councillor Andrew Kain, Argyll and Bute Council Councillor Kieron Green, Argyll and Bute Council Councillor Amanda Hampsey, Argyll and Bute Council Councillor Jim Lynch, Argyll and Bute Council Councillor Luna Martin, Argyll and Bute Council Jen Metcalf, Coll Community Council Inspector Lee page, Police Scotland Sergeant Matt Shaw, Police Scotland PC Laura Evans, Police Scotland Colin Fleming-MacLean, Scottish Fire and Rescue Rory Munro, Health and Social Care Partnership John McLuckie, Community Development Officer, Argyll and Bute Council Kirsty Moyes, Community Development Team Leader, Argyll and Bute Council Kirsty McLuckie, Community Development Officer, Argyll and Bute Council Theresa Bain, UHI Argyll (Oban) Maureen Evans, Community Learning, Live Argyll Susan McRae, Skills Development Scotland Catriona Petit, New Hope Kitchen Linda Duncan, Crossroads Petra Pearce, Third Sector Interface Attending: Mary Braithwaite, Luing Community Council Colin Buchanan, Luing Community Trust Andrew Galloway, Press 1. WELCOME AND APOLOGIES Apologies were intimated on behalf of:- Fergus Murray, Economic and Development, Argyll and Bute Council Jane Fowler, HR and Improvement, Argyll and Bute Council Fiona Bornman, Economic & Development, Argyll and Bute Council Michelle Mundie, Chief Executive Argyll Community Housing Association Jen Broadhurst, Argyll and Bute Citizen’s Advice Bureau Joan Best, North Argyll Carers Becs Barker, Carr Gomm Ali Martin, MECOPP Laura Corbe, Climate Change Lauren Worrell, National Farmers Union Carol Flett, Oban and Lorn and the Islands Living Well Network Page 9 Agenda Item 3b
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2. DECLARATIONS OF INTEREST There were no declarations of interest. 3. MINUTES OBAN, LORN AND THE ISLES AREA COMMUNITY PLANNING GROUP, HELD ON 8 FEBRUARY 2023 (a) Oban, Lorn and the Isles Community Planning Group 8 February 2023 The Minutes of the Oban, Lorn and the Isles Area Community Planning Group meeting held on Wednesday, 8 February 2023 were approved as a correct record. 4. IMPROVING LIVES IN ARGYLL AND BUTE Consideration was given to a presentation by the Council’s Community Planning team on their recent consultation ‘Improving Lives in Argyll and Bute’. The presentation included information on the promotion of the consultation; the support provided for non-digital participation and Community Groups and the responses received from the survey. It was noted that the top three priorities within Oban, Lorn and the Isles were housing, transport and infrastructure, and community wellbeing. Information on how the information collated from the consultation would be used to progress the 2023-2033 iteration of the Argyll and Bute Outcome Improvement Plan (ABOIP) was also provided. Decision The Oban, Lorn and the Isles Area Community Planning Group considered and noted the information provided. (Reference: Presentation by Community Planning and Development Team, Argyll and Bute Council, submitted) 5. COMMUNITY PLANNING PARTNERSHIP MANAGEMENT COMMITTEE UPDATE Consideration was given to a briefing note which provided information on matters discussed during a meeting of the Community Planning Partnership (CPP) Management Committee, held on 23 March 2023. The Committee Manager outlined a number of key highlights from the meeting including the Child Poverty Report; the work around financial Inclusion; the community wealth building audit and the digital communities work. Decision The Oban, Lorn and the Isles Community Planning Group considered and noted the briefing note. (Reference: Report by Committee Manager, Argyll and Bute Council, dated 2 May 2023, submitted) Page 10
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6. ARGYLL AND BUTE HEALTH AND SOCIAL CARE PARTNERSHIP PUBLIC HEALTH ANNUAL REPORT The group gave consideration to a report which provided an update on ongoing wellbeing and prevention activity overseen and delivered by the HSCP Public Health team in Argyll and Bute. Rory Munro presented a number of key messages from the 2022 annual report of the Director of Public Health on Prevention. The full report can be found at:- NHSH DPH Annual Report 2022 (adobe.com) Decision The Oban, Lorn and the Isles Area Community Planning Group considered and noted the information provided. (Reference: Report by Interim Health Improvement Lead, Argyll and Bute Health and Social Care Partnership, submitted) 7. PARTNERS UPDATE (a) Police Scotland Consideration was given to a report which provided an update on the recent work and activities of Police Scotland within the Oban, Lorn and the Isles area. The report included information on Road Safety, Fraud Prevention, the roll out of Naloxone to all officers across Argyll and West Dumbartonshire and the reinstatement of the Pub Watch programme. Decision The Oban, Lorn and the Isles Area Community Planning Group considered and noted the report. (Reference: Report by Police Scotland, submitted) (b) Scottish Fire and Rescue 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 2022-23. The report included information on the local firefighter training plan; incidents during this time period; unwanted fire alarm signals; road and water safety campaigns; community engagement activities; East and West Dumbartonshire and Argyll and Bute Local Senior Officer Activities and home fire safety. Decision The Oban, Lorn and the Isles Community Planning Group considered and noted the information provided. (Reference: Report by Scottish Fire and Rescue Service, submitted) Page 11
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(c) Hope Kitchen The Group gave consideration to the report from Hope Kitchen, Catriona Petit highlighted it has been a difficult time with the cost of living crisis and recent drug deaths. Hope Kitchen has been working with partners and will hold information days where service users will be advised where they can access help. Catriona also advised that the collaborative working with the Youth Café, Healthy Options and ALIenergy had been successful in receiving funding from the Investing in Communities Fund and that they will work alongside Atlantis Leisure to deliver the project, further details on this will be available at the next meeting of the Community Planning Group. Decision The Oban, Lorn and the Isles Area Community Planning Group considered and noted the update. (Reference: Report by Hope Kitchen, submitted) (d) Oban and Lorn and the Island Living Well Network Having noted the apologies of Carol Flett of the Oban and Lorn and the Island Living Well Network, the Group gave consideration to a report which provided information on the next meeting of the Living Well Network which was scheduled to be held on 11 May 2023. It was also noted that a further 3 meetings would be organised throughout the year and will be held on Zoom. Decision The Oban, Lorn and the Isles Area Community Planning Group considered and noted the information provided (Reference: Report by Oban & Lorn and the Islands Living Well Network, submitted) (e) UHI Argyll (Oban) The Group gave consideration to a written report from UHI Argyll (Oban). Theresa Bain had to leave the meeting prior to this item, the Committee Manager advised that he would relay any questions raised by partners for a response. Decision The Oban, Lorn and the Isles Area Community Planning Group considered and noted the report. (Reference: Report by UHI Argyll (Oban), submitted) Page 12
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(f) Argyll and Bute Citizens Advice Bureau Having noted the apologies Jen Broadhurst of the Citizens Advice Bureau (CAB) the Group gave consideration to an update from the Bureau. The update provided statistical information highlighting the rise of clients and advice being given by the Bureau in 2022/23 compared to 2021/22. The update also provided information on the recruitment of volunteer advisors and the advice and support CAB can provide. Decision The Oban, Lorn and the Isles Community Planning Group considered and noted the information provided. (Reference: Report by Argyll and Bute Citizen’s Advice Bureau, submitted) (g) Argyll and Bute TSI Update Consideration was given to a report which provided an update on the work of Argyll TSI during the period 16 February to 21 April 2023. The report included information on Local Strategic Partnerships; Future Funding opportunities as a result of the Community Mental Health and Wellbeing Fund and events taking place across Argyll and Bute, which included the Volunteer of the Year event. Further information was provided in relation to the new and improved digital platform for volunteering; the Argyll and Bute Positive Destination programme and the Argyll and Bute Community Directory, which can be found at https://abcd.scot Decision The Oban, Lorn and the Isles Community Planning Group considered and noted the information provided. (Reference: Report by Third Sector Interface, submitted) (h) Opportunity for Verbal Updates Live Argyll – Community Learning The Group gave consideration to an update from Maureen Evans Live Argyll - Community Learning Services. Maureen provided information relating to drop-in session being held in Oban Library to support customers in undertaking job searches preparing C.V.’s, and basic IT support. Maureen added that the post of Co-ordinator for Literacies Worker is out for advert, social media platform is being revamped, the recruitment for new MSYP’s will begin in May with elections being held in November and that they are currently planning the summer G.I.V.E. programme with you people being rewarded (trip or visit) for doing some volunteering in their local community. Page 13
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Crossroads North Argyll Linda Duncan advised that Crossroads continue to provide respite for unpaid carers with 61 clients receiving around 178 hours of support per week. 6 new carers have been recruited with 8 clients on the waiting list. Crossroads continue to work in partnership with other agencies to facilitate more effective hospital discharges. Skills Development Scotland Susan MacRae advised that Skills Development Scotland (SDS) are awaiting on the results of the Wither’s review which was implemented by the Scottish Government to look at schools around Scotland, this should be available by end of May. Susan added that exams are ongoing with SDS advisors attending to give advice on positive destinations to the pupils. 8. CLIMATE CHANGE (a) Climate Change Working Group Highlight Report Consideration was given to a report which highlighted the ongoing work of the Climate Change Working Group. The report outlined the proposal to produce a strategic Action Plan as a means to address the climate emergency in Argyll and Bute; the approved governance arrangements to support the Climate Change Project Manager post and the ongoing work on the recruitment of a Project Manager. Decision The Oban, Lorn and the Isles Area Community Planning Group considered and noted the information provided. (Reference: Report by Chair of the Community Planning Partnership Climate Change Working Group, dated 27 April 2023, submitted) (b) Opportunity for Updates on Community Based Initiatives Colin Buchanan, Isle of Luing Community Trust, advised that they were successful in obtaining a significant grant to sustain and mitigate against shoreline erosion. Decision The Oban, Lorn and the Isles Area Community Planning Group considered and noted the information provided. Page 14
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9. COMMUNITY FOCUS (a) Luing Community Trust Colin Buchanan from Isle of Luing Community Trust gave a short presentation on the exciting work that the Trust is carrying out on Luing, specifically the development of a small scale slate enterprise to regenerate the economy on the island. Colin advised that the Trust have the mineral rights to the slate with the income generated being used to support housing, employment and climate change related projects. . The Trust has been working with Historic Scotland and Historic Environment Scotland with extensive consultations undertaken. A feasibility study suggested that the project will support 5 full time jobs and the extraction of 200 tonnes of slate per year. Colin advised that Scottish slate has not been available for the last 60 years, with the majority of slate available being Spanish. This enterprise would provide material for walling stone, drystone dyking and high value craft products. The expectation is to bring in £100k per year to develop other projects. A Screening and Scoping Application has been submitted to the Council and Marine Scotland, they have until the end of May to respond. It is also hoped going forward that planning can be sought for a facility to be used as a visitor attraction, which will bring further income to the island through tourism. This is a major achievement for the Island and Argyll and further information can be found at https://isleofluing.org/about-isle-luing/isle- luing-community-trust 10. DATE OF NEXT MEETING - WEDNESDAY, 16 AUGUST 2023 The Chair reminded partners that he would be standing down as Chair in August, and encouraged partners to consider volunteering for this enjoyable position. The Committee Manager gave thanks to Kevin who has served almost 24 months in the chair and will be a huge loss to the Area Community Planning Group, to which all partners agreed and passed on their best wishes. Date of the next meeting is scheduled for Wednesday, 16 August 2023. Page 15
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MINUTES of MEETING of OBAN COMMON GOOD FUND held by MICROSOFT TEAMS on THURSDAY, 30 MARCH 2023 Present: Councillor Kieron Green (Chair) Councillor Luna Martin Councillor Jim Lynch Attending: Melissa Stewart, Governance Officer Marri Malloy, Observer Rev Margi Campbell, Observer 1. APOLOGIES Apologies were intimated on behalf of Councillor Andrew Kain and Fr. James MacNeil. In the absence of Councillor Andrew Kain (Chair), the Trustees agreed that Councillor Kieron Green would Chair the meeting. 2. DECLARATIONS OF INTEREST Councillor Jim Lynch declared a non-financial interest Item 7a and 7c of these minutes, as he is a committee member of the Highlands and Islands Music and Dance Festival and Oban War Memorial Centenary Group. He left the meeting during consideration of the applications and did not participate in the decision making. Marri Malloy declared an interest in item 7d and 7e as she is a committee member of the Port of Oban Group and the Soroba Community Enterprise Ltd. The Trustees noted that given the Declaration of Interest made by Councillor Lynch the meeting would not be quorate in respect of items 7(a) and 7(c) of these minutes, and resolved that for these items only they would agree a temporary delegation to the Governance Officer. The decision recorded is on that basis 3. MINUTES OF MEETING (a) Minutes of Oban Common Good Fund - 22 November 2022 The minutes of the Oban Common Good Fund held on 22 November 2022 were approved as a correct record. 4. REPORT ON CHARITIES REGISTRATION The Trustees considered the report regarding the de-listing of the charitable status of the Oban Common Good Fund by the Scottish Charity Register at the end of the financial year. Page 17 Agenda Item 3c
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Decision The Trustees noted the report. (Ref: Report by Executive Director with responsibility for Governance, submitted) The Council 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 Paragraphs 6 respectively of Part 1 of Schedule 7A to the Local Government (Scotland) Act 1973. E1 5. INCOME AND EXPENDITURE REPORT A financial statement detailing the current position of investment transaction for the period was considered. Decision The Trustees noted the income and expenditure report and agreed that the Governance Officer should make contact with the applicants for funding that had uncashed and unclaimed grant funds to establish whether funding has been obtained from other sources. If these were not drawn down by the next meeting the grant offers would lapse. (Ref: Report by Simmers & Co for period ending 31 March 2023, submitted) E1 6. END OF PROJECT MONITORING (a) McDougall of Dunollie Preservation Trust The Trustees were invited to consider the End of Project Monitoring from McDougall of Dunollie Preservation Trust. Decision The Trustees noted the end of project form. (Ref: End of Project Monitoring Form, submitted) (b) Oban FM Page 18
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The Trustees were invited to consider the End of Project Monitoring from Oban FM. Decision The Trustees noted the end of project form. (Ref: End of Project Monitoring Form, submitted) (c) Oban Gaelic Choir The Trustees were invited to consider the End of Project Monitoring from Oban Gaelic Choir. Decision The Trustees noted the end of project form. (Ref: End of Project Monitoring Form, submitted) (d) Oban Mountain Rescue The Trustees were invited to consider the End of Project Monitoring from Oban Mountain Rescue. Decision The Trustees noted the end of project form. (Ref: End of Project Monitoring Form, submitted) (e) Oban Pride The Trustees were invited to consider the End of Project Monitoring from Oban Pride. Decision The Trustees noted the end of project form. (Ref: End of Project Monitoring Form, submitted) E1 7. NEW APPLICATIONS It was agreed that as Councillor Lynch had declared an interest in items 7a and 7c, that the running order of the Agenda would be amended to allow Councillor Lynch to leave the meeting whilst these items were discussed and the minute would reflect the order items were discussed. (a) Highlands & Islands Music Dance Festival The Trustees considered an application from the Highlands and Islands Music and Dance Festival. Page 19
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Decision It was agreed to award the full amount of £750. (Ref: Application submitted by Highlands and Islands Music and Dance Festival) (b) Oban War Memorial Centenary Group The Trustees considered an application from the Oban War Memorial Centenary Group. Decision It was agreed to award up to £3657 on receipt of invoices. (Ref. Application from Oban War Memorial Centenary Group, submitted) Councillor Jim Lynch re-joined the meeting. (c) Lorn and Oban Healthy Options The Trustees considered the application from Lorn and Oban Healthy Options. Decision It was agreed to:- 1. Award the sum of £4000 2. To delegate authority to the Governance Officer in consultation with the chair to make an additional award of up to £1089, if items to deliver the project cannot be sourced within the initial budget (Ref: Application from Lorn and Oban Healthy Option, submitted) Having declared an interest in the following two applications, Marri Malloy left the meeting. (d) Port of Oban Cruise Group In absence of a complete application, the Trustees noted that the application was withdrawn by the applicants. The Governance Officer was invited to share comments from the Trustees with the applicants regarding the fund criteria. (Ref. Application from Port of Oban Cruise Group, submitted) (e) Soroba Community Enterprise Ltd Page 20
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The Trustees considered an application from the Soroba Community Enterprise Ltd. Decision It was agreed that the application should be continued to the next meeting of the Oban Common Good Fund in May, to allow the Soroba Community Enterprise Ltd time to obtain quotations and to request a representative be available to speak to the application at the same meeting. (Ref. Application from Soroba Community Enterprise Ltd, submitted) 8. DATE OF NEXT MEETING The Trustees agreed to hold their next meeting on Monday 22nd May 2023 at 2.00pm by TEAMS. Page 21
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ARGYLL AND BUTE COUNCIL SECONDARY SCHOOL ATTAINMENT REPORT AREA COMMITTEE SCHOOL BADGE Oban High School May 2023 Page 23 Agenda Item 4
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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. Page 24
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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 for next session. 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. Page 25
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S3 ACEL Attainment in Literacy and Numeracy School Level % Achieved Reading Writing L&T Literacy Numeracy Oban High Third Level or better 95.0 93.8 95.6 93.1 94.4 Argyll & Bute Third Level or better 88.3 87.0 88.2 83.9 87.8 Oban High Fourth Level 80.0 80.0 79.4 76.3 61.9 Argyll & Bute Fourth Level 49.8 47.6 51.5 45.9 57.6 S3 ACEL – Gaelic (if relevant) School Level % Achieved Gaelic Reading Gaelic Writing Gaelic L&T Oban High Third Level or better 100 100 100 Oban High Fourth Level 100 50 0 Page 26
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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: Although third and fourth level numeracy figures are above A&B percentages, these are the narrowest margins in the ACEL data. In terms of Numeracy, we have introduced the SEAL intervention in the BGE to improve attainment. (Stages of Early Arithmetical Learning) The Maths department is focusing on improving attainment at fourth level. This involves the early collection of evidence of Achievement of a Level as well as evidence for N4 Numeracy. Gaps have appeared in the collection of this evidence as a result of COVID-19 disruption but this now must be addressed. The department has introduced high frequency, low stakes testing to support evidence collection. The department has run Maths anxiety workshops to support learners in S3 upwards. In terms of Literacy, OLI primaries are in the process of organising further moderation in-service days. OHS teachers will engage with these in- service days to improve transition, data sharing and the understanding of achievement of a level. OHS staff will also attend Literacy moderation twilights organised by the Authority. Our Fresh Start targeted literacy intervention continues for S1 pupils. This programme has been running for the past 6 years and has been highly successful in improving the Literacy skills of our pupils. As a school, we are currently re-mapping (once again!) our BGE curriculum. At present, we are focusing on Literacy and Numeracy to support the further development of these areas across the school, through the core curriculum in other subject areas and IDL. Our CLPL programme for 2022/23 targets the development of the BGE with our in-service days focusing on the moderation cycle. This will support improvements in learning and teaching and therefore lead to improvements in attainment. This session we hope to build on a more structured curricular transition programme across Literacy and Numeracy between Tiree Primary, Tiree High School and Oban High School. (Subject P.Ts lead and manage both departments) The experiences gained will be shared across our work with all OLI HTs. National Qualifications – Pass rates Page 27
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NATIONAL QUALIFICATIONS 2021-22 A-C Number of Presentations Number Attaining A-C % Attaining A- C Argyll and Bute % Attaining A-C National % Attaining A-C Advanced Higher 48 41 85.4% 85.50% 82.60% Higher 480 369 77% 80.90% 80.30% National 5 961 739 77% 79.70% 81.60% We 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. Page 28
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Level/Stage 2022 A B C D No Award Grade A-B Grade A-C Grade A-D National 5 28.6% (Nat. 41.20% A&B 35.40%) 24.8% (Nat. 23.00% A&B 25.57%) 21.5% (Nat. 17.43% A&B 18.69%) 15.2% (Nat. 10.79% A&B 12.73%) 9.9% (Nat. 7.60% A&B 7.60%) 53.4% (Nat. 64.20% A&B 61%) 74.9% (Nat. 81.60% A&B 79.70%) 90.1% (Nat. 92.4% A&B 92.4%) S4 30% 25.1% 21.3% 14.2% 9.3% 55.2% 76.5% 90.7% S5 6.8% 18.6% 27.1% 30.5% 16.9% 25.4% 52.5% 83.1% S6 30% 30% 10% 10.0% 20% 60% 70% 80% Higher 33.3% (Nat. 36.50% A&B 35.60%) 20.4% (Nat. 24.32% A&B 24.56%) 21.3% (Nat. 19.49% A&B 20.8%) 15.8% (Nat. 11.74% A&B 12.61%) 9.2% (Nat. 7.90% A&B 6.50%) 53.8% (Nat.60.90% (A&B 60.00%) 75.0% (Nat. 80.3% A&B 80.90%) 90.8% (Nat 92.10% A&B 93.50%) S4 S5 33.5% 21.3% 19.4% 17.2% 8.6% 54.8% 74.2% 91.4% S6 33.1% 17.8% 26.3% 11.9% 11% 50.8% 77.1% 89% Advanced Higher 39.6% (Nat 35.00% A&B 30.80%) 25.0% (Nat. 26.28% A&B 26.09%) 20.8% (Nat. 21.35% A&B 28.99%) 4.2% (Nat. 11.27% A&B 11.59%) 10.4% (Nat. 6.20% A&B 3.20%) 64.6% (Nat 61.2% A&B 56.7%) 85.4% Nat. 82.60% A&B 85.50%) 89.6% (Nat. 93.80% A&B 96.8%) S5 S6 39.6% 25% 20.8% 4.2% 10.4% 64.6% 85.4% 89.6% Page 29
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Evaluative Comment – Areas of Strength Given the very positive presentation policy where we continue to present borderline pupils at all levels, the pass rates remain strong. We are particularly pleased with the improvement in Advanced Higher pass rates. Evaluative Comment – Areas for Development The percentage of No Awards for S5/6 pupils sitting National 5 qualifications is a concern. When analysed, it is clear S5/6 pupils re-sitting Application of Maths and Sciences accounted for the bulk of these results. Many of these pupils should have been re-coursed into subjects or qualifications where they could have achieved. The Science Department are introducing Level 5 NPA in Applied Science for this purpose and the Maths department have worked with Guidance staff to ensure more appropriate coursing of pupils. Page 30
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Insight Dashboard 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 4 measures. Page 31
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Improving attainment in literacy and numeracy Evaluative Comment – Areas of Strength Attainment in Literacy and Numeracy at Level 5 is 4% above our virtual comparator and has improved by 5% from our 2021 figure. Evaluative Comment – Areas for Development Attainment in Literacy and Numeracy at Level 4 is 1.92% 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. Page 32
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Increased post-school participation Evaluative Comment – Areas of Strength 97.81% of pupils who left Oban High School last session achieved a positive destination. This figure is above all comparators. Evaluative Comment – Areas for Development Continue to support our pupils into positive destinations and take account of our local context where 50.82% of our leavers went straight into employment. This is much higher than the National figure which is 25.11 and 22% 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. Page 33
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Improving Attainment for All Evaluative Comment – Areas of Strength Our most able pupils and the middle 60% achieved more qualifications than all the comparators. Our highest 20% gained 252 more tariff points than our virtual comparator and 188 points more than the national figure. Our middle 60% gained 124 more tariff points than our virtual comparator and 50 points more than the national figure. Evaluative Comment – Areas for Development Our lowest 20% gained 12 tariff points more than our virtual comparator but were slightly behind the Argyll and Bute figure by 2 points. This is an area for improvement. Page 34
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Attainment versus Deprivation Evaluative Comment – Areas of Strength Performance at SIMD 1, 5 and 6 is very strong and above the National figures. Evaluative Comment – Areas for Development We need to target pupils in SIMD 4 and 7. Often in rural areas poverty can be hidden as the Deprivation Deciles do not accurately reflect the deprivation in some areas e.g areas of Taynuilt, Kilmelford etc. Page 35
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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 - 31 pupils gained these awards last session. Level 6 NPAs are delivered in Exercise and Fitness, Journalism and Sports Development - 52 pupils gained these awards last session. Scottish Studies is also delivered with 65 National 5 Awards and 10 Higher passes achieved last session. Mental Health and Wellbeing Level 5 is delivered in S5. There were 85 passes last session. Leadership Level 6 is delivered in S6. There were 34 passes last session. Our wider achievement qualifications continue to add to the experiences and qualifications our pupils gain in Oban High School Page 36
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Equity and Attainment – Evaluation of Key Factors Factor in attainment Evaluation of key issues in school Proposed Actions Attendance School Ave. Att. 21- 22: 85.21% Post Covid attendance issues Mental Health Issues ANA Pilot to improve attendance. Outside agencies employed FLO Child Plans PT Guidance/support Exclusion No. of Exclusion Incidents 21- 22: 24 No. of Exclusion Openings 21- 22: 70 Continue to foster good relationships Early intervention and appropriate support put in place Continue to foster good relationships with parents Additional Support Needs 40.69% PT support and colleagues have a very clear pathway for all colleagues to follow to identify and evidence the supports required by individual pupils with ASN throughout the whole year for assessment purposes. SIMD We have pupils ranging from SIMD 1 to 8. Our attainment versus deprivation data is improving. Free School Meal Entitlement 8.09% Continue Breakfast Club for targeted pupils. Support parents with FSM applications. Care Experienced (and previously Care Experienced) 12 Individual targeting of pupils to assess progress and attainment and any risk of disengagement. Proactive strategies, working with partners when necessary. Christine Walker asks for regular progress reports in terms of attainment and liaises with PT Guidance as appropriate. English as Additional Language 9 Ukrainian refugees S1-S6 - total immersion approach with myriad of support from classroom teachers, sharing strategies, etc. One-day-a-week temporary support from EAL specialists as groups and individuals. Page 37
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All in one clan/PT Guidance. Have termly meeting/socialising with families, including St Columba’s Primary attended by school staff and Argyll and Bute refugee support team. Other (give details) Pupil Equity Funding Impact of PEF on closing the attainment gap 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. For the target group 81% of pupils either improved their attendance from the previous session or it stayed the same. 44% of pupils in the target group maintained an attendance rate of 95% or above and 60% 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, 19% 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 refusing, failure to engage with Family Liaison Workers and serious mental health issues following the pandemic. For much of the session we also had to adhere to Covid 19 guidelines which meant that key strategies such as outreach and homework clubs did not run as effectively. 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 84% of pupils. By S3 85% of the target group had achieved level 4 in Literacy, 73% had achieved level 4 in Numeracy and 82% 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 19% of pupils whose attendance declined 61% saw limited or no progress in CfE levels. Exclusion – Exclusion rates within the target group are low. The 5 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 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. Page 38
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Engagement – This was measured using an adapted form of the Leuven Scale for Well-Being. 45% of pupils in the target group gained an average rating of 1 for engagement across the session. 46% 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. 6% of the target group gained an average rating of 3 and 3% 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. We then use the data to assess whether participation has improved or not. Clearly at the beginning of Session 21-22 a full suite of extra-curricular activities was not possible. However, as the session progressed and restrictions were eased, we were able to restore activities to, almost, pre-pandemic levels. Therefore, whilst a comparison between September and June is not valid for this session, we did conduct a survey of the targeted pupils in May 2022. For the target group 51% of pupils were attending at least 2 clubs per week and 68% were attending at least one club. This is a reduction of pre-pandemic levels of participation by 10%. Clearly this is an area that we need to re-focus efforts on in the coming session. Pupils from the target group (especially S1) will be 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 will be offered again to increase participation. Page 39
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Other information Please find a link below to a report on our recent NationalThematic Inspection on the Curriculum https://docs.google.com/document/d/17oihhITOxGw17vxyp5Lt2exveAytO2ON/edit?usp=sharing&ouid=100581627322703910759&rtpof=true& sd=true Please also find a link to our Standards and Quality Report for June 2022 https://docs.google.com/document/d/1aGf-X09Awstiin4X- YfzfY9hGctx9kfz/edit?usp=share_link&ouid=100581627322703910759&rtpof=true&sd=true Page 40
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ARGYLL AND BUTE COUNCIL SECONDARY SCHOOL ATTAINMENT REPORT AREA COMMITTEE Tiree High School Page 43 Agenda Item 5
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May 2023 Tiree High School is a non-denominational, co-educational school serving the island of Tiree. We provide both Gaelic and English Medium Education (GME and EME).This academic year we have 40 pupils on the school roll. Over the last 5 years Tiree High School has made significant improvements in a number of areas. In December 2018, the Head Teacher of Oban High School (OHS) was appointed to the position of Executive Head Teacher of Tiree Primary School (TPS) and Tiree High School (THS). A Senior Depute Head Teacher was appointed at this time, who is also the Nursery Manager. Additionally, a Depute Head Teacher for Tiree Primary School was appointed in August 2022. This has enabled both TPS and THS to benefit from strong strategic leadership and management. THS seeks to embrace the rich heritage and culture of the island whilst promoting a progressive, inclusive and holistic approach to education. Our vision and values permeate every aspect of school life and are at the heart of EVERY strategic leadership decision. This agreed, shared vision, with its accompanying values and aims, is embedded across our school. Tiree Schools Visions & Values We at Tiree Primary School believe that we need to nurture and develop our academic, social, emotional and vocational knowledge and skills, inspiring all of us to achieve our full potential, whilst embracing and enriching our Gaelic heritage and culture. Compassion Ambition Respect Resilience THS has successfully significantly enhanced subject and course choices for all pupils year on year. This year we have pupils studying the following courses: English, Mathematics, Mathematics Applications, Gaelic, Gaidhlig, Physics, Chemistry, Computing Studies, Digital Media, Modern Studies, Art, History, Geography, Music, Music Technology, Business Management, Administration, Physical Education, Biology, Creative industries, French, Home Economics, Practical Cookery (Through the medium of Gaelic and English). Please note: Subjects in red have been added within the last 24 months. Additionally we offer our senior pupils further subject choices during the option processes, at times this can amount to a choice of around 50 courses. These additional courses such as Radio Broadcasting and Journalism are delivered via VC. Tiree High School currently delivers 3 courses to Oban High School via VC for their senior pupils: Creative Industries, Music Technology and Digital Media. Our 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. In recent years we have restructured our pastoral support system in Tiree High School. Following the relaunch of the House System, every pupil attends a period of ‘House Time’. In that time pupils have access to their House Teachers, they are our first line of pastoral support. In 2022 we appointed a Pastoral and Support for Learning principal Teacher for the High School. The House Teachers, the Family Liaison Officer and the PT work together to ensure timely appropriate interventions and support measures are in place for our pupils and their families. Pupils at THS all come under SIMD decile 5. In order to support our pupils we make full use of our Pupil Equity Funding (PEF). We have employed a Family Liaison Officer (FLO) who continues to be a significant support to everyone in Tiree High School. Page 44
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S3 ACEL Attainment in Literacy and Numeracy School Level % Achieved Reading Writing L&T Literacy Numeracy Tiree High Third Level or better 77.8 77.8 88.9 77.8 77.8 Argyll & Bute Third Level or better 88.3 87.0 88.2 83.9 87.8 Tiree High Fourth Level 55.6 22.2 66.7 22.2 44.4 Argyll & Bute Fourth Level 49.8 47.6 51.5 45.9 57.6 S3 ACEL – Gaelic (if relevant) School Level % Achieved Gaelic Reading Gaelic Writing Gaelic L&T Tiree High Third Level or better 100.0 50.0 100.0 Tiree High Fourth Level n/a n/a n/a Page 45
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Evaluative Comment – Areas of Strength in BGE Attainment: Background Facts There are 9 pupils in this cohort – each pupil equates to just over 11 percentage points. 1 pupil included in this data returned to THS a couple of weeks prior to the ACEL data uplift following a full year of enrolment in an online school and in the previous year they were unable to attend school due to mental health reasons. Only 22% of this cohort achieved a CAT score of 100 or more. Significant absences regarding COVID affected attendance. One third of this cohort have identified Literacy and Numeracy ASN. Listening and talking – Every pupil bar 1 achieved third level or better, a great achievement considering the profile of this cohort. Reading, Writing, Literacy and Numeracy – Every pupil bar 3 achieved third level or better, all of these pupils have identified Literacy/Numeracy ASN Although Writing, Numeracy and Literacy at Fourth level was below Argyll and Bute percentages, our results did reflect the expected outcomes suggested by CAT scores. The Maths Department has introduced ‘Maths Anxiety Workshops’ to support learners in S3 upwards – the first session was well received by our S3 pupils. Our CLPL programme for 2022/23 targets the development of the BGE with our in-service days focusing on the moderation cycle. This will support improvements in learning and teaching and therefore lead to improvements in attainment. There is: Effective use of support from class teacher/CA/ASN assistants. Effective differentiation is in place to support pupil progress and maximise attainment. Targeted support is implemented when appropriate. There are clear updated Learner Profiles in place detailing individual effective and proven learning and teaching strategies that are to be used with each pupil. Excellent relationships with the pupils leading to increased confidence, particularly in speaking and listening. Effective monitoring and implementation of assessment support needs – extra time, Reader/Scribe/Prompter/coloured paper/use of IT etc. Evaluative Comment – Areas for Development in BGE Attainment: Literacy: Pupils require more focus and assistance to improve their reading/analysis skills - Dedicated time during lessons each week to improve these skills is required. Targeted intervention implemented when appropriate. Numeracy: The full implementation of the OHS SOW. Improvement in the quality of teaching with agreed methodologies and use of appropriate resources. Update of the S1/S2 SOW to ensure pupils are building their Numeracy skills effectively and in sequence. Ensure all transition information is scrutinised and then used to plan work in S1/2 – and consequently supporting attainment of levels in S3 and beyond. Page 46
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National Qualifications – Pass rates NATIONAL QUALIFICATIONS 2021-22 A-C Number of Presentations Number Attaining A-C % Attaining A-C Argyll and Bute % Attaining A-C National % Attaining A-C Advanced Higher 0 N/A N/A 85.50% 82.60% Higher 17 13 77% 80.90% 80.30% National 5 38 23 61% 79.70% 81.60% Level/Stage 2022 A B C D No Award Grade A-B Grade A-C Grade A-D National 5 (Nat. 41.20% A&B 35.40%) (Nat. 23.00% A&B 25.57%) (Nat. 17.43% A&B 18.69%) (Nat. 10.79% A&B 12.73%) (Nat. 7.60% A&B 7.60%) (Nat. 64.20% A&B 61%) (Nat. 81.60% A&B 79.70%) (Nat. 92.4% A&B 92.4%) THS National 5 18.4% 26.3% 15.8% 15.8% 23.7% 44.7% 60.5% 76.3% S4 17.7 26.5 14.3 14.3 26.5 44.1 58.8 73.5 S5 0 0 0 100 0 0 0 100 S6 33.33 33.33 33.33 0 0 66.66 100 100 Higher (Nat. 36.50% A&B 35.60%) (Nat. 24.32% A&B 24.56%) (Nat. 19.49% A&B 20.8%) (Nat. 11.74% A&B 12.61%) (Nat. 7.90% A&B 6.50%) (Nat.60.90% (A&B 60.00%) (Nat. 80.3% A&B 80.90%) (Nat 92.10% A&B 93.50%) THS Higher 25.0% 0.0% 25.0% 25.0% 25.0% 25.0% 50.0% 75.0% S4 S5 25 43.8 6.25 18.75 6.25 68.75 75 93.75 S6 0 0 100 0 0 0 100 100 Page 47
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Evaluative Comment – Areas of Strength Background to stats S4 – Although our base Cohort is recorded as 8, we had 6 pupils who completed the year and sat assessments. One pupil was a Christmas leaver and the other transferred to another school. These 2 pupils equate to 25% of any stats. S5 – Although our base cohort is recorded as 6, we had 5 pupils who completed the year and sat assessments. The remaining pupil was a school refuser and was receiving support regarding Mental Health and Wellbeing. School supported the family and child - work was sent home and contact with teachers was maintained when possible. This one pupil equates to 16.7% of any stats. S6 = THS only had 1 pupil in this cohort with significant support and health needs. (During this year he had 2 blood clots on the brain and was flown off to hospital etc) Evaluative Comment National 5 Awards were on average 20% below the national average for each of the grade boundaries. However, we only had 6 pupils in our S4 year - that means each pupil accounts for 17% each. When we interrogate XBRA data, Cat scores, SNSA data the SQA results were in fact better than initial expectation. Pupils clearly benefited from the smaller classes, individualised support and targeted intervention. In S5/6 all students entered for National 5 assessments achieved an Award. Higher Awards were, in the A-B category, almost 9 points above the national average and they were in line with the national average and A&B average. This cohort consisted of just 5 pupils who completed the year, with 2 pupils leaving school to gain employment. Areas for Development ● Ensure pupils are supported when choosing course choices - ensuring they are appropriate for them. ● Support parents to understand the nature of the courses and assessment details so that they can support their child to make appropriate choices ● We have introduced Applications of Maths into our Curriculum and this is proving to be more accessible for some of our pupils when compared with mathematics Page 48
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Insight Dashboard 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 4 measures. Page 49
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Improving attainment in literacy and numeracy Evaluative Comment – Areas of Strength Literacy and Numeracy attainment of our leavers is showing as being significantly lower than our virtual comparator for SCQF 4 and just over 10% lower at SCQF 5. Our pupil numbers are significantly below our virtual comparison therefore an individual result will affect our percentages far more than the comparator. The results were significantly affected by attainment realised in Numeracy. THS appointed a full time permanent teachers of Mathematics December 2023. Evaluative Comment – Areas for Development ● THS has a focus on attainment in Numeracy via completion of SQA Numeracy assessments at National 3, 4 or 5. Every pupil this year has attained a National 4 or National 5 pass in Numeracy. Unit assessments will be submitted for those pupils not attaining the full SQA award for mathematics where appropriate. ● Pupils attaining full National 3 or 4 applications are now supported to attain the Numeracy unit in the level above. ● New Schemes of Work are currently being implemented Page 51
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● Most able pupils entered for Mathematics and Mathematics Applications from August 2023, with all pupils attaining National 3 or National 4 Numeracy at the end of S3. Increased post-school participation Evaluative Comment – Areas of Strength All Tiree High Schools leavers secured a positive designation again in the year 2021/22 and this has been the case every year. THS exceeds figures for our virtual comparator and all other measures detailed in the chart above. Page 52
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Evaluative Comment – Areas for Development ● THS should continue to work closely with our careers advisors from Skills Development Scotland. ● Further develop careers advice and guidance in Tiree Primary School ● Continue to involve and engage with local and National employers ● Further develop the Careers Fabre we help this year - ensuring we invite organisations out with Tiree - inspiring and informing our pupils of the possibilities available to them Improving attainment for all The significance of comparisons was not tested for Tiree High School. Page 53
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Attainment versus Deprivation Data is not available for Tiree HIgh School Evaluative Comment – Areas of Strength Although we cannot comment in relation to data from Insight Tiree High School does observe ‘hidden’ deprivation. We are aware of low income families, families in receipts of school clothing grants and free school meals, along with families utilising the islands Solar Scheme. (Solar is a food aid and household essential scheme.) Additionally families are also accessing the Cruas Energy Grant offered by the Tiree Trust. This grant is a one off payment to assist with the current cost of living crisis and especially heating costs on Tiree. Since January 2023 every pupil attending Tiree Schools’ is able to access fresh fruit and salad vegetables completely free of charge on arrival to school. Our pupils may take as much as they need and choose which fruits and salad vegetables they want to. This has been a fantastic success. Pupils have really engaged with this and have even supported each other to try fruit and salad vegetables they have never had before. This initiative was to ensure that no pupils started their school day hungry. Evaluative Comment – Areas for Development ● Continue to utilise our PEF fund to support our pupils and their families. ● Continue to signpost families to supportive organisations and funding streams ● Continue the ‘Fresh Fruit and Salad Vegetable’ initiative, ensuring all of our pupils have access to and benefit from a healthy food source Page 54
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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: National Certificates etc NPA in Business, NPA Administration 100% pass rate Scottish Studies 50% of our cohort achieved this award. All other pupils passed units but did not complete the whole award. Personal Finance Award Level 4 was gained via a personalised timetable. Duke of Edinburgh Duke of Edinburgh Award has been re-launched at Tiree High School. Our pupils have the opportunity to work with and attend challenges with pupils form Oban High School. Our pupils are additionally supported by Duke of Edinburgh by the Tiree Trust Youth Worker. Charity This year we have engaged with the Youth Philanthropy Initiative (YPI). This has gibven our S1 and S2 pupils are great insight into charitable organisations and empowered them to make a difference in their communities whist developing a range of skills. YPI will be run bi-annually in THS. SQA Awards Scottish Studies, Mental Health and Well-being Award , Employability Award, Leadership Award are now supported in Tiree High School with increasing numbers of pupils accessing and attaining these awards. My Tribe Establishment of ‘My Tribe’ and pupils volunteering to become ambassadors in School. This supports Argyll and Bute’s ‘Period Products are free to everyone who needs them; initiative. Music Clubs Weekly music club re-established following the COVID Pandemic. This provides our pupils with free tuition on a variety of instruments. Some of our pupils also take the role of tutor to some of our Primary Pupils - this gives then opportunities for leadership. Some of our pupils have gone on to achieve grades in piano, become members of or set up their own bands playing at Ceilidh’s and concerts. Page 55
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Fèis Thiriodh This is now in its 31st year with, at some point in their schooling. all of our pupils have attended and benefited from. With some attending every year. This is a week long event with instruction provided by Gaelic speaking tutors through a variety of media. Our pupils significantly benefit from attending and/or supporting this event. Some of the returning tutors are THS leavers returning to help current pupils. Wider opportunities ● Attending Outward Bound Courses ● Attending the Skye Sports Tour ● Attending sporting events such as international Rugby matches ● Foreign School trips - Battlefields (belgium and France), Paris Disneyland, Skiing in Europe ● Attending the Royal Highland Show in Edinburgh ● Attending the Argyllshire Gathering, Oban Games ● Attending School dances with Oban High School pupils - this means our pupils can socialise with young people outwith the 12 pupils that were in our S4-S6 years. Equity and Attainment – Evaluation of Key Factors Factor in attainment Evaluation of key issues in school Proposed Actions Attendance School Ave. Att. 21-22: 86.3% Heightened covid issues - large families Prolonged mental health LAC child ANA Outside agencies employed FLO Child Plans PT Guidance/support Exclusion No. of Exclusion Incidents 21-22: 0 No. of Exclusion Openings 21-22: 0 We are very proud of our improved exclusion rate since Peter Bain became our Executive Head Teacher. The introduction of the House system, with House teachers offering ‘First Line’ Pastoral support, the employment of a PT Guidance Teacher of Secondary and a Family Liaison Officer plus the implementation of our Relations policy has most definitely moved us into this position. Continue to foster good relationships Early intervention and appropriate support put in place Continue to foster good relationships with parents Page 56
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Additional Support Needs 50% We have a significant percentage of pupils with ASN. With one tenth of our schools population at ASN stage 3. We struggle to employ ASN support staff at the school – and we have two temporary vacancies for 20 hours and 12 hours. The team we have in place are used fully with a detailed timetable in place plus explicit details regarding support required. We liaise with outside agencies but we have found at times our island location delays matters. SIMD All the same SIMD - SIMD 5 It should be noted that there are significant levels of poverty on the island and also at the other extreme significant wealth. Poverty is hidden in a community of just 650 residents through pride etc. Free School Meal Entitlement 8.33% This is only 1 pupil Care Experienced (and previously Care Experienced) 8.33% We have one pupil that is Care Experienced. This is a first for the school when looking back over the last 12 years. Support is in place and we meet regularly with social work and other outside agencies as appropriate in order to ensure support is timely and appropriate. English as Additional Language 0 Other (give details) Pupil Equity Funding Page 57
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Family Liaison Officer We utilise our 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 in order to help them support our young people. The FLO also organises and delivers free fresh fruit and salad vegetables to the school reception area every morning so that is is available to all pupils on arrival to school. This ensures non of our pupils are hungry and therefore able to access their teaching and learning, thus supporting maximising attainment. THS pupils seek out the FLO in order to share concerns, worries or just looking for some advice. Working alongside the PT Guidance attendance is also closely monitored by the FLO. A decrease in TBC’s, work provided via google Classroom is promoted during times of absence, supported offered to parents/careers to access Glow, referrals to School Counselling, the school nurse and other supportive actions are all either initiated by the FLO or supported for the duration of the support implemented. . 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 utilise in House Time. Supportive conversations with House teachers take place each week where appropriate, supported by the FLO and PT Guidance. We are also implementing the ANA intervention and supportive techniques too. For the session 2021 to 2022 THS attendance was 89.6%. Again due to our small numbers our stats are affected significantly by just one/two pupils. This year the figures look to be a little better, if current trends continue. Exclusions – We had no exclusion again this year. Page 58
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Other information January 2023 - Employment of a full time Mathematics and Physics teacher May 2023 - Employment of a full time Digital Industries with Art teacher August 2023 - Employment of a full time Home Economics Teacher, with Gaelic August 2023 - E,payment 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. Complete refurbishment of every classroom, 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. S1-3 pupils participated in a poetry competition run by Young Writers called ‘The Power of Poetry’.All of our pupils that completed entries have been selected to be published in a book showcasing young adults work, called 'The Power of Poetry – Set Your Voices Free’. Our “Beataidh Banrigh Super Bee” team were invited to the Nature of Scotland Awards in Edinburgh as Finalist. School Captains and School Vice Captains- This was a first for Tiree. 3 of our senior pupils applied and were interviewed for these positions. Throughout the year they have supported the school in a number of initiatives as well as producing news updates for our parents/cares. Please also view our Quality and Standards Doc Page 59
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ARGYLL AND BUTE COUNCIL SECONDARY SCHOOL ATTAINMENT REPORT AREA COMMITTEE SCHOOL BADGE TOBERMORY HIGH SCHOOL MAY 2023 Page 61 Agenda Item 6
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School information/school context – include SIMD etc. 2 – 18 school ELC – 21 pupils Primary – 77 pupils (serves Tobermory solely) Secondary – 159 pupils (Tobermory, Salen, Dervaig, Ulva Ferry and Lochdon) Fluent Gàidhlig speakers from Salen 165 families across whole school FME – in Primary (5.2%) and in Secondary (10.1%) 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 Page 62
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S3 ACEL Attainment in Literacy and Numeracy School Level % Achieved Reading Writing L&T Literacy Numeracy Tobermory High School Third Level or better 100 100 100 100 92.9 Argyll & Bute Third Level or better 88.3 87.0 88.2 83.9 87.8 Tobermory High School Fourth Level 25 25 25 25 39.3 Argyll & Bute Fourth Level 49.8 47.6 51.5 45.9 57.6 S3 ACEL – Gaelic (if relevant) School Level % Achieved Gaelic Reading Gaelic Writing Gaelic L&T Tobermory High School Third Level or better 100 100 100 Tobermory High School Fourth Level N/A N/A N/A Page 63
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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. All cluster primaries have been involved in BGE moderation hosted by Tobermory High School. The focus this session was on Literacy (personal writing), Numeracy and Gaelic, as well as on embedding the rights of the child in early years. This has resulted in increased staff confidence and a more robust shared understanding of standards, as evidenced by staff feedback following the moderation groups. Staff also chose to independently arrange additional moderation sessions, which is indicative of their benefit. 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. Page 64
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National Qualifications – Pass rates NATIONAL QUALIFICATIONS 2021-22 A-C Number of Presentations Number Attaining A-C % Attaining A- C Argyll and Bute % Attaining A-C National % Attaining A-C Advanced Higher 13 13 100 85.50% 82.60% Higher 58 53 91 80.90% 80.30% National 5 131 102 78 79.70% 81.60% Level/Stage 2022 A B C D No Award Grade A-B Grade A-C Grade A-D National 5 (Nat. 41.20% A&B 35.40%) (Nat. 23.00% A&B 25.57%) (Nat. 17.43% A&B 18.69%) (Nat. 10.79% A&B 12.73%) (Nat. 7.60% A&B 7.60%) (Nat. 64.20% A&B 61%) (Nat. 81.60% A&B 79.70%) (Nat. 92.4% A&B 92.4%) S4 41 14 22 14 9 55 75.3 91 S5 35 30 25 0 10 65 90.42 90 S6 11.1 55.6 22.2 11.1 66.7 81.68 100 Higher (Nat. 36.50% A&B 35.60%) (Nat. 24.32% A&B 24.56%) (Nat. 19.49% A&B 20.8%) (Nat. 11.74% A&B 12.61%) (Nat. 7.90% A&B 6.50%) (Nat.60.90% (A&B 60.00%) (Nat. 80.3% A&B 80.90%) (Nat 92.10% A&B 93.50%) S4 100 100 100 100 S5 26.7 40 24.4 6.7 2.2 66.7 89.93 97.8 S6 45.4 27.3 18.2 9.1 72.7 93.46 90.9 Advanced Higher (Nat 35.00% A&B 30.80%) (Nat. 26.28% A&B 26.09%) (Nat. 21.35% A&B 28.99%) (Nat. 11.27% A&B 11.59%) (Nat. 6.20% A&B 3.20%) (Nat 61.2% A&B 56.7%) Nat. 82.60% A&B 85.50%) (Nat. 93.80% A&B 96.8%) S5 100 100 100 100 S6 27.3 36.4 36.4 63.7 100 100 Page 65
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Evaluative Comment – Areas of Strength Every pupil who was presented for an Advanced Higher (across S5 and S6) achieved an A- C grade, considerably outperforming at both a local and national level. Higher A-C % pass rate across all pupils presented increased from 77.4% to 91% N5 roughly maintained A-C% in recovery period, evidence of the support and preparation for pupils following the challenges of the pandemic. In several subjects, every pupil achieved an A – C pass at N5 and in a few subjects, every pupil achieved an A grade who was presented. Every pupil making course choices now receives an individual SDS Career appointment, as well as there being a clear school focus on support with individual options meetings to work towards the most appropriate coursing for all. Data indicates that this approach is already having a positive impact on potential attainment. Evaluative Comment – Areas for Development To continue to develop attainment support for pupils through focused early interventions, including family learning regarding effective study techniques. Enhanced whole school tracking to monitor pupil progress. Page 66
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Insight Dashboard 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 4 measures. Page 67
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Improving attainment in literacy and numeracy Evaluative Comment – Areas of Strength Tobermory High School focuses on every pupil as an individual to ensure achievement for all. Insight trainer who had been invited to the school to deliver data analysis training as part of the school focus on self-evaluation commented positively on the evidence that all pupils were supported to achieve. Over the last three years, Tobermory High School has been in line with or slightly outperforming virtual comparators at SCQF Level 4. Over the last three years, Tobermory High School has outperformed virtual comparators at SCQF Level 5. Evaluative Comment – Areas for Development To utilise whole school tracking to continue to ensure that every pupil is supported to achieve in both Literacy and Numeracy. Increased focus on BGE moderation and a focus on 4th level as a method of targeting improved attainment at levels 4 and 5 in both Literacy and Numeracy. Page 68
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Increased post-school participation Evaluative Comment – Areas of Strength We have seen an improving trend in terms of positive destinations for leavers over the last three years – 91%, 95%, 100% Every pupil in 2022 was supported into a positive destination post-school. We have seen a decline in any pupil categorised an economically inactive with no pupils in this category in 2022. Evaluative Comment – Areas for Development Continue to build partnership working to ensure positive and appropriate destinations for all pupils. Page 69
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Improving attainment for all Evaluative Comment – Areas of Strength Across all year groups S4 – S6, we are outperforming virtual comparators and the national picture for our lowest 20% cohort, with a significant positive outcome for S4 pupils in this category. In S4, we also outperform all comparators with the middle 60% cohort and we are in line with comparators for the top 20%. We are in line with Argyll and Bute attainment for middle and highest groups when looked at as an S4 – S6 overall picture. Evaluative Comment – Areas for Development To focus on stretch and challenge for the highest 20% cohort to focus on enhanced attainment for this group of pupils. Page 70
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Attainment versus Deprivation Evaluative Comment The restricted nature of our SIMD vigintile placement removes statistical significance in terms of analysis of this measure. Page 71
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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: We have been working towards the implementation of the Scottish Studies Award for all S3 pupils from session 23/24 as accredited recognition of wider achievement. Timetabled provision for Duke of Edinburgh accreditation introduced from S3 (with 33 pupils involved across S3 – S6 and taking part in wider community volunteering). 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. We utilise virtual partner links to offer a wider course selection for pupils and have through proactive promotion of these extended opportunities increased the number of pupils engaging in this manner for 23/24. Pupils are working virtually towards a variety of qualifications including NPAs and Skills for Work qualifications. We have secured a partnership for session 23/24 to allow us to offer an NPA in Maritime Studies to a cohort of pupils across S4 – S6. Page 72
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Equity and Attainment – Evaluation of Key Factors Factor in attainment Attendance School Ave. Att. 21-22: 89.64% Exclusion No. of Exclusion Incidents 21-22: 2 No. of Exclusion Openings 21-22: 4 Additional Support Needs Secondary – approximately 13% of cohort SIMD SIMD – all addresses on the island are in vigintiles 12/14 (not indicative of reality) Free School Meal Entitlement FME – in Primary (5.2%) and in Secondary (10.1%) Care Experienced (and previously Care Experienced) English as Additional Language 2 pupils Other (give details) Page 73
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Pupil Equity Funding Impact of PEF on closing the attainment gap Supervised homework club run at lunchtimes to support pupils to have a safe and appropriate setting in which to study or complete home learning tasks. Key cohort of pupils given the opportunity to develop life skills around cooking and healthy eating in a practical approach. All pupils in S5 are offered the opportunity to gain a Mental Health and Wellbeing Award at level 5 (SQA). This was extended to S6 pupils in 22/23 as this was the first year that this was implemented, with almost all pupils across the two year groups gaining the award. Other information HMIe Recovery Visit in June 2022 identified the following strengths: The effective GAPE programme has the potential to improve staff collaboration and ensure good practice is shared widely. It should help staff to develop expertise and a shared vision of high-quality learning and teaching. Staff are responsive to the wellbeing needs of young people. They know CYP and their families well and use this knowledge to offer appropriate support. Children and Young People enjoy accessing the extensive range of clubs and activities which support their sense of achievement. These clubs are effectively planned, and many are delivered by older peers. Cluster primary (Salen) accommodated within Tobermory High School August 2021 – January 2022 whilst their school was being refurbished. Page 74
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1 Argyll and Bute Council 2022 - 2023 OUR CHILDREN… THEIR FUTURE… Education Service Primary Area Attainment Report: Oban, Lorn and the Isles (OLI) Page 75 Agenda Item 8
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2 Introduction Within the OLI area there are 25 Primary Schools (Luing Primary School, Achaleven Primary School and Kilchrenan Primary School are currently mothballed). There is secondary school provision in Oban High School, Tiree High School and Tobermory High School. Nursery provision is provided within several of these schools and Gaelic Medium Education is provided at Bunessan Primary School, Strath of Appin Primary School, Rockfield Primary School, Salen Primary School and Tiree Primary School. Our primary school rolls vary considerably ranging from 3 pupils (Kilchattan Primary School) to over 250 pupils (Rockfield Primary School). This report provides a range of key information about school provision during the school session August 2022 to June 2023 and reports the National collection of attainment and achievement data from June 2022. Additional and more detailed information about each school can be found in the schools’ Standards and Quality Reports. In addition each school’s Improvement Plan outlines their main priorities for improvement. Most schools have an active website where these documents can be accessed and further links or information can be obtained from the Head Teacher. Page 76
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3 Oban, Lorn and the Isles School Profiles 2022-2023 Primary School Roll (as at census) * Cluster Primary Schools 18/19 19/20 20/21 21/22 22/23 % change in Roll over 5 years1 Achaleven Primary School (mothballed) 13 9 7 0 0 -100% Barcaldine Primary School 9 10 10 13 14 +55% Bunessan Primary Gaelic Unit 4 4 3 11 10 +150% Bunessan Primary School 23 19 21 7 10 -56% Dalmally Primary School 38 35 31 29 37 -2% Dervaig Primary School 30 25 22 22 19 -36% Dunbeg Primary School 88 98 90 88 89 +1% Easdale Primary School 14 16 17 20 25 +78% Iona Primary School 20 18 17 14 15 -25% Kilchattan Primary School 4 6 8 2 3 -25% Kilchrenan Primary School (mothballed Feb 2022) 7 8 12 6 0 -100% Kilninver Primary School 26 22 29 26 23 -11% Lismore Primary School 9 12 11 11 9 0% Lochdonhead Primary School 4 10 10 10 12 +200% Lochnell Primary School 124 114 112 119 118 +5% Luing Primary School (mothballed) 10 7 0 0 0 -100% Park Primary School 250 252 240 240 225 -10% Rockfield Gaelic Primary School 49 58 61 56 50 +2% Rockfield Primary School 321 308 276 259 250 -22% Salen Gaelic Primary School 51 48 45 42 31 -39% Salen Primary School 34 35 29 25 26 -24% St Columba’s Primary School 109 103 132 148 169 +55% Strath of Appin Gaelic Primary School 7 7 11 12 13 +85% Strath of Appin Primary School 17 17 17 16 13 -23% Taynuilt Primary School 72 69 67 70 66 -8.3% Tiree Primary School 32 31 27 23 16 -50% Tiree Primary School Gaelic Unit 34 38 36 40 38 +12% Tobermory Primary School 61 62 62 68 76 +25% Ulva Primary School 9 8 8 16 12 +33% TOTAL 1469 1449 1411 1393 1369 -7% * Data for rolls provided at Census each year 1 Please note the % change in Roll over 5 years shows the percentage change in roll figures from 2018/19 to 2022/23 and is not an average. SIMD Profile SIMD is the Scottish Government's standard approach to identify areas of multiple deprivation in Scotland, with SIMD 1 indicating areas of highest deprivation and SIMD 10 indicating the least deprived. It can help improve understanding about the outcomes and circumstances of people living in the most deprived areas in Scotland. It can also allow effective targeting of policies and funding where the aim is to wholly or partly tackle or take account of area concentrations of multiple deprivation. Table shows number of pupils at each SIMD level in each area of Argyll and Bute. Page 77
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4 Area 1 2 3 4 5 6 7 8 9 10 Unkn own TOTAL Bute and Cowal 186 159 233 108 255 219 32 0 17 20 1229 HALCO 40 83 105 50 130 223 274 352 192 138 33 1620 MAKI 0 84 115 137 128 568 301 0 0 1 4 1338 OLI 18 0 5 166 389 236 408 107 0 0 92 1421 Total 244 326 458 461 902 1246 1015 459 209 139 149 5608 * SIMD data from March 2023 Footwear and Clothing Grant and Free School Meal Information for AREA Clothing and Footwear Grant (CFG) is not shown as a National Average as each authority set their own criteria and therefore cannot be compared accurately. Please note that 2022-20223 data for CFG and Free School Meals (FSM) is to date (end February 2023) and therefore may change as the year progresses. In January 2022, the Scottish Government launched the extension of free school meal universal eligibility to include all children in primary 1-5. The above figures only show those pupils in P6 and P7. In August 2021 the Scottish Government introduced a School clothing grant minimum for all authorities set at £120 for Primary pupils and £150 for Secondary pupils. During session 2020/21 the Scottish Government introduced ‘Bridging’ payments of £130 per pupil in receipt of FSM under the National criteria (this excludes anyone eligible who receive Page 78
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5 FSM in P1 to P6 who do not qualify financially). These payments are made 4 times per year (Easter, Summer, October and Christmas).Further information can be found at Scottish Child Payment Bridging Payments - mygov.scot. In addition to this anyone eligible for these payments have been paid a FSM payment during the school holiday period. Further information School meals - mygov.scot Exclusion and Attendance Information for AREA Authorised absence includes bereavement, short – term exceptional domestic situations, religious observance, weddings of immediate family. Unauthorised absence includes truancy, unexplained absence and most family holidays during term time. Attendance and absence is outlined in Management Circular 3.03. During 2020/21 there were additional attendance codes added for COVID. These codes can count as attendance, authorised absence or unauthorised absence depending on the circumstance. Please note that attendance data for 2022/23 is up to 28 February and not a complete year. It is therefore subject to change. Please note that exclusion data for 2022/23 is up to 28 February and not a complete year. It is therefore subject to change. Page 79
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6 Additional Support needs Table below indicates the numbers of pupils identified as having Additional Support needs across the Oban, Lorn and the Isles area at each stage of primary schools. Care Experienced Children and Young People A virtual Head Teacher took up post in April 2023. The core purpose of the role of the Virtual Head Teacher is to be relentless in driving improvements in the educational progress and attainment/achievement of an identified group of young people, including Care Experienced, across Argyll and Bute. The core function of the Virtual Head Teacher in terms of planning is to ensure that all children have access to appropriate and timely support achieved by collaborating with relevant professionals to ensure plans are of a high quality, with impact and outcomes followed up. The table below shows the numbers of care experienced children in our primary schools across each area of the Council. Area Previously looked after Looked after at home Looked after away from home. Total HALCO 14 4 11 29 OLI 13 2 5 20 MAKI 21 8 5 34 B&C 21 12 23 56 Page 80
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7 Attainment of Curriculum for Excellence Levels over time Curriculum levels are national levels to describe different stages of learning and progress. For most children the expectation is: Throughout the Broad General Education, children and young people are assessed and decisions are made by teachers on when a child or young person has achieved learning at a particular level. This means that they have broadly covered the experiences and achieved the expected outcomes for that level. In making this decision, the teacher takes into account the evidence mentioned above, and considers the benchmarks produced by Education Scotland for each level as well as diagnostic feedback from the National Standardised Assessments (NSAs). Attainment of Curriculum for Excellence Levels (ACEL) data is collected annually each June by the Scottish Government. The data collection collects information on pupil performance in four areas, known as organisers. Organisers consist of Numeracy and the three literacy components; Reading, Writing and Listening and Talking. A combined literacy measure is also produced based on the three literacy organisers: reading, writing and listening and talking. The data is collected for pupils at the key stages of P1, P4,P7 and S3. Achievement of Curriculum for Excellence Levels across OLI schools: June 2017-June 2022 Page 81
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8 NOTES: ER English reading, EW English writing, ELT English Listening and talking N Numeracy GR Gaelic reading, GW Gaelic writing, GLT Gaelic Listening and talking. There was no ACEL collection during session 2019/20 due to COVID In English medium By June 2022: In reading, 77.06% of P1 pupils in the OLI area achieved early level, this is compared with 75% at authority level and 79% nationally In writing, 72.35% of P1 pupils in the OLI area achieved early level, this is compared with 68% at authority level and 77% nationally In talking and listening, 81.76% of P1 pupils in the OLI area achieved early level, this is compared with 81% at authority level and 86% nationally. In numeracy, 77.65% of P1 pupils in the OLI area achieved early level, this is compared with 78% at authority level and 84% nationally. In reading, 76.67% of P4 pupils in the OLI area achieved first level, this is compared with 71% at authority level and 76% nationally In writing, 66.11% of P4 pupils in the OLI area achieved first level, this is compared with 61% at authority level and 70% nationally In talking and listening, 83.33% of P4 pupils in the OLI area achieved first level, this is compared with 78% at authority level and 85% nationally. In numeracy, 70.59 of P4 pupils in the OLI area achieved first level, this is compared with 65% at authority level and 75% nationally. In reading, 76.21% of P7 pupils in the OLI area achieved second level, this is compared with 74% at authority level and 79.33% nationally In writing, 64.65% of P7 pupils in the OLI area achieved second level, this is compared with 67% at authority level and 73% nationally Page 82
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9 In talking and listening, 77.78% of P7 pupils in the OLI area achieved second level, this is compared with 82% at authority level and 86% nationally. In numeracy, 71.11% of P7 pupils in the OLI area achieved second level, this is compared with 65% at authority level and 76% nationally. In Gaelic medium By June 2022: In reading, 80% of P1 pupils in the OLI area achieved early level, this is compared with 82% at authority level and 83% nationally In writing, 75% of P1 pupils in the OLI area achieved early level, this is compared with 79% at authority level and 80% nationally In talking and listening, 80% of P1 pupils in the OLI area achieved early level, this is compared with 82% at authority level and 84% nationally. In reading, 75% of P4 pupils in the OLI area achieved first level, this is compared with 76% at authority level and 71% nationally In writing, 66.67% of P4 pupils in the OLI area achieved first level, this is compared with 68% at authority level and 63% nationally In talking and listening, 66.67% of P4 pupils in the OLI area achieved first level, this is compared with 68% at authority level and 63% nationally. In reading, 62% of P7 pupils in the OLI area achieved second level, this is compared with 65% at authority level and 75% nationally In writing, 41.38% of P7 pupils in the OLI area achieved second level, this is compared with 43% at authority level and 66% nationally In talking and listening, 62% of P7 pupils in the OLI area achieved second level, this is compared with 68% at authority level and 80% nationally. Page 83
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10 Argyll and Bute Stretch Aims Session 2022-23 (Authority Level) Scottish Attainment Challenge - Stretch Aims The Scottish Attainment Challenge (SAC) is about achieving equity in educational outcomes, with a particular focus on closing the poverty-related attainment gap. SAC funding is provided to all of Scotland’s local authorities to help tackle the attainment gap and support education recovery and improve outcomes for children and young people most impacted by poverty. The Scottish Attainment Challenge aims to raise the attainment of children and young people living in deprived areas, in order to close the equity gap. Attainment Advisors within Education Scotland’s regional improvement teams work with authorities to identify core attainment measures and specific aims (Stretch Aims) which, informed by local evidence and data, are identified as local priority areas for improvement. The stretch aims are intended to be both ambitious and achievable within local contexts and targets are specific to individual authorities. Progress towards achieving the current stretch aims will be reported on later in 2023. The Stretch Aims are intended to support recovery from the pandemic and accelerate progress in closing the attainment gap and include: Achievement of Curriculum for Excellence Levels (literacy P1/4/7 combined and numeracy P1/4/7 combined) The stretch aims for literacy and numeracy identify the percentage of young people who achieve their expected Curriculum for Excellence (CfE) level: An overall attainment target, which includes all young people An attainment target for young people who live in the most deprived areas (SIMD quintile 1) An attainment target for young people who live in the least deprived areas (SIMD quintile 5) A target to reduce the attainment gap between the most and least deprived young people The Argyll & Bute literacy and numeracy tables illustrate the progress from the 2021 ‘post pandemic’ ACEL collection, through the most recent ACEL collection in 2022 (published December 2022), to the Stretch Aim targets in place for 2023. The year-on-year trend in ACEL data has been positive; in the two-year period between 2021 and 2022 the overall proportions of primary school pupils achieving the expected levels in literacy had increased by 3 percentage points, while in numeracy there had been an increase of 4 percentage points. The percentage of Quintile 1 (most deprived) young people who achieved their expected CfE level has increased by 5% in literacy and 10% in numeracy between 2021 and 2022. Scottish Attainment Challenge - Stretch Aim 2023: Literacy In literacy, the attainment gap between young people from the most and least deprived areas of Argyll & Bute was 33 percentage points in 2021, and by 2022 this narrowed to 27 percentage points. Argyll & Bute’s target is to reduce the attainment gap to 21.5 percentage points by 2023. Page 84
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11 Literacy P1/4/7 combined Dec 22 update Overall SIMD Q1 SIMD Q5 GAP (Q1-Q5) ACEL 2021 59% 48% 81% 33pp 2022 ACEL (published Dec 22) 62% 53% 80% 27pp Stretch Aims 2022/23 68.4% 60% 81.5% 21.5pp Improvement Target (p.p. 2021-2023) 9.4pp 12pp 0.5pp 11.5pp Literacy P1/4/7 combined Overall SIMD Q1 SIMD Q5 Gap (Q1-Q5) ACEL June 2021 59% 48% 81% 33pp Provisional 2022 ACEL data 62.2% 54.8% 79.2% 24.4pp OCT 22 Projections 62.5% 63.7% 77.8% 14.1% Feb 23 Projections* 65.7% 68.6% 77.8% 9.2% Stretch Aim 2022/23 68.4% 60% 81.5% 21.5pp Improvement Target (p.p. 2021-2023) 9.4pp 12pp 0.5pp 11.5pp *RAG’d against 2023 Stretch Aim In literacy, the attainment gap between young people from the most and least deprived areas of Argyll & Bute was 33 percentage points in 2021, and by 2022 this narrowed to 27 percentage points. Argyll & Bute’s target is to reduce the attainment gap to 21.5 percentage points by 2023. Scottish Attainment Challenge - Stretch Aims 2023: Numeracy In numeracy, the attainment gap between young people from the most and least deprived areas of Argyll & Bute was 29 percentage points in 2021, and by 2022 this narrowed to 18 percentage points. Argyll & Bute’s target is to reduce the attainment gap to 13.5 percentage points by 2023 Numeracy P1/4/7 combined Dec 22 update Overall SIMD Q1 SIMD Q5 GAP (Q1-Q5) ACEL 2021 69% 58% 87% 29pp 2022 ACEL (published Dec 22) 73% 68% 86% 18pp Stretch Aims 2022/23 75% 74% 87.5% 13.5pp Improvement Target (p.p. 2021-2023) 6pp 16pp 0.5pp 15.5pp Page 85
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12 Numeracy P1/4/7 Overall SIMD Q1 SIMD Q5 GAP (Q1-Q5) Current Level (ACEL June 2021) 69% 58% 87% 29pp Provisional 2022 ACEL data 72% 69% 83.5% 14.4% OCT 22 Projections 69% 69.6% 84.2% 14.6% Feb 23 Projections* 71% 72% 83.9% 11.9% Stretch Aim 2022/23 75% 74% 87.5% 13.5pp Improvement Target (p.p. 2021-2023) 6pp 16pp 0.5pp 15.5pp *RAG’d against 2023 Stretch Aim The table below outlines the National expectations of when most children and young people may achieve each level: CfE Level Stage Early The final two years of early learning and childcare before a child goes to school and P1, or later for some. First To the end of P4, but earlier or later for some. Second To the end of P7, but earlier or later for some. Third and fourth S1-S3, but earlier or later for some. Further information: National Improvement Framework for Scottish Education – https://www.gov.scot/policies/schools/national-improvement-framework/ Page 86
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13 Initiatives to raise attainment and achievement In response to data and evidence gathered in the areas of literacy, numeracy and health and wellbeing, a range of work has been undertaken in order to drive forward improvement and raise attainment and achievement across the authority. Literacy 8 schools have undertaken training in using a Quality Improvement approach to support writing attainment at 1st level. The training was originally offered by CYPIC and is now being delivered within the authority, supported by allied health professionals. Data shows that attainment at 1st level within the first set of schools to undertake the training has increased from an average of 56.2% in 2022 to an average of 72.8% based on Feb 23 predictions. 4 schools are undertaking training provided by Talk for Writing to support the development of sound pedagogical approaches to writing across their settings. The schools have set clear stretch aims for each class, against which attainment will be evaluated as implementation of the approach continues. Bespoke support has been offered to schools, covering aspects of literacy such as approaches to reading comprehension, writing pedagogy, emerging literacy and 1 to 1 reading interventions. Numeracy Schools within OLI and Mull clusters have worked with Dr Lio Moscardini to develop cognitively guided instruction, an approach to problem solving within schools. As of March 2023, 73.3% of staff were confident that CGI was having or would have a positive effect on pupils, 13.3% were extremely confident. Evidence from Head Teachers and practitioners shows that this approach has had a particular impact on lower ability pupils: by giving pupils different opportunities to approach their work, practitioners report that it has levelled the playing field in classrooms. Authority-wide, numeracy based CLPL has been delivered to a total of 78 practitioners representing all cluster areas, focusing primarily on the development of SEAL (stages of early arithmetical learning) to support foundation skills in mathematical thinking. Support has also been offered to ASN departments in 2 secondary schools. Numeracy ACEL attainment data has risen from 69% across P1,4 & 7 in 2021 to a projected 70.95% as of Feb 23. Wellbeing , Rights and Relationships As part of COVID renewal plans, schools have had a continued focus on positive relationships focussing and the health and well-being of learners. The Exchange are now providing a counselling service for pupils aged 10+ within schools, again, this is helping to support the wellbeing needs of pupils. A focus on play pedagogy and outdoor learning alongside developments in the health and wellbeing curriculum have also been an important focus within school improvement plans to help support wellbeing. As it is anticipated that the United Nations Rights of the Child will become law later this year, a UNCRC Conference for Head Teachers was held in November 2022. The Rights Respecting Schools Award continues to support schools in developing awareness of children’s rights across our school communities as well as imbed a rights based approach within the school environment. In the past year, 16 schools have progressed their Rights Respecting Schools Journey. With 45 Primary schools on their accreditation journey to achieve with UNICEF, 31 have achieved Bronze, 10 Silver, 4 Gold and a further 11 have registered to date. A further 4 Silver accreditation visits are due to take place between now and the end of term. Support sessions for registered schools (not yet accredited) and information session for schools yet to register are also being delivered. Page 87
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14 Equality and diversity has been a key focus for professional learning for staff. The career long professional learning sway has provided a range of opportunities for staff to develop their professional knowledge and reflect on the practice within this area. As part of the Period Products (Free Provision) (Scotland) Act 2021, schools have engaged in the My Tribe project which has made period products available to pupils and staff across all our schools. The launch of My Tribe has been supported by two launch events and online webinars. The webinar was recorded and shared with practitioners to ensure that information was accessible post this series of support events. Schools have enjoyed welcoming partners back into school to support the delivery of key aspects of the curriculum. The health and wellbeing drama productions that are delivered in partnership with our colleagues in NHS returned to face to face delivery. A total of 54 primary schools attended the Smoke Free Me production that was aimed at P6/P7 pupils. The performance was updated to include information and scenarios around vaping. Head Teachers have received information with regards to key messages that have been concluded from the March 2022 PIE Census. With the updated national data released in November, we were also able to draw comparisons against the national data. Developments in this area have been enhanced with professional learning from Connect who support the partnership between parents/carers, parent councils and schools. Schools and parent councils are responding to the needs of their community in how they are structuring events and meetings with many Parent Council meetings continuing to take place virtually, increasing accessibility and reducing travel requirements. The partnership working is also helping school communities respond to financial and environmental pressures with examples of good practice including Christmas jumper/dress swaps. Page 88
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15 School Contacts School Contact Position Address Phone No. Barcaldine Primary Caroline Fothergill/Elaine Campbell Temporary shared headship with Rockfield Primary Barcaldine, Connel, PA37 1SG 01631 720391 Bunessan Primary Kate Petrie Head Teacher Bunessan, Isle of Mull, PA67 6DL 01681 700283 Dalmally Primary Lynn Sinclair Head Teacher Dalmally, Argyll PA33 1BE 01838 200359 Dervaig Primary Tricia Evans Head Teacher Dervaig, Isle of Mull, PA75 6QW 01688 400227 Dunbeg Primary Marny McCulloch Head Teacher Dunbeg, Connel, PA37 1QF 01631 564781 Easdale Primary Judith Frost Head Teacher (Joint Headship with Luing – currently mothballed) Easdale, Oban, PA34 4RF 01852 300243 Iona Primary Stephen Glen- Lee Head Teacher Isle of Iona, PA76 6SJ 01681 700348 Kilchattan Primary Kim Bentley Head Teacher Isle of Colonsay, Argyll, PA61 7YR 01951 200340 Kilninver Primary Sharon Burt Head Teacher Kilninver, Oban, PA34 4UT 01852 316236 Lismore Primary Debbie Harris Head Teacher Isle of Lismore, Oban, PA34 5UG 01631 760258 Lochdonhead Primary Susie Carmichael Head Teacher (Joint Headship with Ulva Primary) Lochdonhead, Isle of Mull, PA64 6AP 01680 812473 Lochnell Primary Allison Acting Head Teacher Lochnell, Ledaig, Connel, Argyll PA37 1QS 01631 720300 Park Primary Shirley Stuart Head Teacher Kerrera Terrace, Oban, PA34 5AU 01631 563941 Rockfield Primary Caroline Fothergill Head Teacher Oban Primary Campus, Soroba Road, Oban, PA34 4SB 01631 568090/5680 91 Salen Primary Mairi Maclean Head Teacher Salen, Isle of Mull, PA72 6JL 01680 300348 St Columba’s Primary Michaelina MacLellan Head Teacher Oban Primary Campus, Soroba Road, Oban, PA34 4SB 01631 568092/ 568090 Strath of Appin Primary Natalie White Head Teacher Strath of Appin, Appin, PA38 4BG 01631 730345 Taynuilt Primary Bernie McMillan Head Teacher Taynuilt, Argyll, PA35 1JE 01866 822343 Tiree HS Primary Peter Bain Head Teacher Isle of Tiree, PA77 6XA 01879 220383/ 220790 Page 89
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16 Tobermory HS Primary Dept. Julien McKenzie Acting Depute Head Teacher Tobermory, Isle of Mull, PA75 6PB 01688 302062 Page 90
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1 ARGYLL AND BUTE COUNCIL OBAN, LORN AND THE ISLES AREA COMMITTEE CUSTOMER SUPPORT SERVICES 14 JUNE 2023 AREA PERFORMANCE REPORT – FQ4 2022/23 1 Background 1.1 This paper presents the Area Performance Report for Financial Quarter 4 2022/23 (January to March 2023) 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 three 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 To improve the response to performance queries, it is requested that either the Responsible Named Officer or Sonya Thomas are contacted once the Quarterly Performance Report is received with any queries. 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. 2 Recommendations 2.1 It is recommended that the Area Committee – a) Notes and considers the performance and supporting commentary as presented. Page 91 Agenda Item 9
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2 b) Upon receipt of the Quarterly Performance Report the Area Committee contact either the Responsible Named Officer or Sonya Thomas with any queries. c) Note that work is ongoing and to respond to Sonya Thomas with requests or comments regarding the layout and format of the Performance Report. 3.0 IMPLICATIONS 3.1 Policy: None 3.2 Financial: None 3.3 Legal: None 3.4 HR: None 3.5 Fairer Scotland Duty: No impact assessment required for this report. 3.5.1 Equalities: None. If requested the Area Committee Performance Report can be supplied in a different format. 3.5.2 Socio-economic Duty: None 3.5.3 Islands: None 3.6 Climate Change: None 3.7 Risk: None 3.8 Customer Service: None Kirsty Flanagan, Executive Director with responsibility for Customer Support Services Jane Fowler Head of Customer Support Services 4 May 2023 For further information, please contact: Sonya Thomas Organisation Development Officer - Performance and Improvement Customer Support Services 01546 604454 Appendix 1: FQ4 2022/23 OLI Performance Report Page 92
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Appendix 1 Page 1 Performance Reporting Performance Reporting .............................................................................................................................................................................................................................. 1 All Areas .................................................................................................................................................................................................................................................. 4 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 ............................................................................................................................................................................. 10 Corporate Outcome No.2 – People live in safer and stronger communities .................................................................................................................................. 11 Dog fouling – total number of complaints – Oban, Lorn and the Isles ....................................................................................................................................... 11 Dog fouling – total number of complaints – Argyll and Bute ...................................................................................................................................................... 11 Corporate Outcome No.3 – Children and young people have the best possible start ................................................................................................................... 12 COI – Increase the percentage of our care experienced young people that have the recommended additional tracking and monitoring plans in place .... 12 Corporate Outcome No.3 – Children and young people have the best possible start ................................................................................................................... 13 COI – Provide quality meals with cost margins to all pupils ....................................................................................................................................................... 13 Corporate Outcome No.4 – Education, skills and training maximises opportunities for all .......................................................................................................... 14 Maximise the percentage of 16-19 years olds participating in education, training or employment – Oban, Lorn and the Isles ............................................ 14 Maintain the percentage of 16-19 years olds in Argyll and Bute participating in education, training or employment services – Argyll and Bute ................ 14 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 Page 93
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Appendix 1 Page 2 Number of affordable social sector new builds completed per annum – Argyll and Bute ........................................................................................................ 15 Corporate Outcome No.5 – Our economy is diverse and thriving .................................................................................................................................................. 17 Percentage of pre-planning application enquiries processed within 20 working days – Oban, Lorn and the Isles .................................................................. 17 Percentage of pre-planning application enquiries processed within 20 working days – Argyll and Bute ................................................................................ 17 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 ........................................................................................... 18 Corporate Outcome No.5 – Our economy is diverse and thriving .................................................................................................................................................. 20 COI – The 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 ........................................................................................................... 26 Islands – Percentage of waste recycled, composted and recovered .......................................................................................................................................... 27 H&L – Percentage of waste recycled, composted and recovered ............................................................................................................................................... 28 Page 94
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Appendix 1 Page 3 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.............................................................................................................................................................................................................................. 33 LGE staff (non-teacher) sickness absence – Oban, Lorn and the Isles ........................................................................................................................................ 33 LGE staff (non-teacher) sickness absence – Argyll and Bute ....................................................................................................................................................... 33 Making It Happen.............................................................................................................................................................................................................................. 34 COI – Increase the percentage of all self-service automated contacts ....................................................................................................................................... 34 Page 95
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Appendix 1 Page 4 All Areas FQ4 2022/23 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. Page 96
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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 FQ1 2022/23 95.3% 87.5% Red FQ2 2022/23 95.3% 115.1% Green FQ3 2022/23 95.3% 129.2% Green FQ4 2022/23 95.3% 144.0% Green Performance in FQ4 has exceeded target and actual has increased since the last reporting period. FQ4 Comment At 31 March 2023 our total Scottish Welfare Fund (SWF) spend is £659,812. Our 2022/23 allocation was £458,338 so this represents an overspend of £201,474. However the Council has earmarked reserves from the previous years’ Covid related underspend to offset this. Responsible person: Fergus Walker Page 97
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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 FQ1 2022/23 100% 100% Green FQ2 2022/23 100% 100% Green FQ3 2022/23 100% 100% Green FQ4 2022/23 100% 95% Red This indicator for FQ4 is below the target and performance has decreased since the last reporting period. FQ4 Comment There were no Debt Arrangement Schemes set up in this quarter. All of the clients provided with a Personal Debt Recovery Action Plan were satisfied. Out of 13 surveys issued 9 were returned showing 95% of clients satisfied. 2 of the 9 survey returns had comments showing their appreciation of the service and how it had helped them. Responsible person: Lee Roberts Page 98
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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 FQ1 2022/23 No target 322 No target FQ2 2022/23 No target 240 No target FQ3 2022/23 No target 153 No target FQ4 2022/23 No target 391 No target The indicator for FQ4 shows the number of parking penalty notices has increased significantly since the last reporting period. FQ4 Comment Some lining/signing issues in Oban town centre require attention. George Street (trunk road restrictions) has been relined. 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 FQ1 2022/23 No target 2,043 No target FQ2 2022/23 No target 2,124 No target FQ3 2022/23 No target 1,343 No target FQ4 2022/23 No target 1,332 No target This indicator for FQ4 shows the number of parking penalty notices has decreased slightly since the last reporting period. FQ4 Comment Seasonal car parks remain free, various signing and lining issues throughout region. Responsible person: Hugh O’Neill Page 99
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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 FQ1 2022/23 £170,832 £84,992 Red FQ2 2022/23 £426,247 £286,288 Red FQ3 2022/23 £554,026 £423,730 Red FQ4 2022/23 £677,416 £493,218 Red This indicator for FQ4 shows the cumulative amount of income collected is significantly lower than the cumulative target. There is no performance trend as this data is cumulative. FQ4 Comment The figures to date show an under-recovery of £184,198. It is difficult to ascertain the exact reasons for under-recovery in parking income however it can be affected by such things as events, weather and commuting. The upgrade of the remaining cash only parking meters (across the whole Council area) is due to start in May/June 2023; this will provide multi-payment options and may deliver an increase in ticket income. 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 £8,773 £1,284 North Pier, Oban £20,209 £7,343 Corran No.2, Oban £5,883 £1,113 Longsdale, Oban £2,578 £1,344 Non-trunk, Oban £50,120 £26,160 Lochavullin, Oban £5,588 £3,273 Ganavan, Oban £3,240 £1,895 Trunk, Oban £8,162 £10,028 Albany Street, Oban £3,291 £1,713 Page 100
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Appendix 1 Page 9 Car Park Location FQ3 Actual FQ4 Actual Oban £2,987 £4,790 Tweedale Street, Oban £17,641 £6,112 Market Street, Oban £1,065 £826 Esplanade, Oban £2,305 £214 Ledaig, Tobermory £0 £0 Craignure, Mull £532 £255 Fionnphort, Mull £5,066 £3,137 Page 101
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Appendix 1 Page 10 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 FQ1 2022/23 £250,661 £165,678 Red FQ2 2022/23 £625,430 £491,453 Red FQ3 2022/23 £812,919 £709,585 Red FQ4 2022/23 £993,968 £817,788 Red This indicator for FQ4 shows the cumulative amount of income collected is significantly lower than the cumulative target. There is no performance trend as this data is cumulative. FQ4 Comment Improved income in both MAKI and OLI areas but overall there is an under-recovery in income of £176,180. It is difficult to ascertain the exact reasons for under- recovery in parking income however it can be affected by such things as events, weather and commuting. The upgrade of the remaining cash only parking meters (across the whole Council area) is due to start in May/June 2023; this will provide multi-payment options at all (RIS) on and off street parking facilities and may deliver an increase in ticket income. Responsible person: Hugh O’Neill Page 102
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Appendix 1 Page 11 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 FQ1 2022/23 No Target 9 No Target FQ2 2022/23 No Target 4 No Target FQ3 2022/23 No Target 6 No Target FQ4 2022/23 No Target 18 No Target This indicator for FQ4 shows the number of dog fouling complaints has increased since the last reporting period. FQ4 Comment The Mull area received only 1 complaint, this is very good. There were 17 dog fouling complaints received for the Lorn area this quarter which is up on last quarter, however the Warden service will continue to monitor this in an effort to resolve this problem. Responsible person: Tom Murphy Dog fouling – total number of complaints – Argyll and Bute Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 No Target 61 No Target FQ2 2022/23 No Target 45 No Target FQ3 2022/23 No Target 47 No Target FQ4 2022/23 No Target 77 No Target This indicator for FQ4 shows the number of dog fouling complaints has increased significantly since the last reporting period. FQ4 Comment The number of dog fouling complaints received this quarter is high with a total of 77; B&C: 25, H&L: 8, MAKI: 26 and OLI: 18. The Warden service will continue to monitor and liaise with partners in a bid to educate and reduce the numbers. Responsible person: Tom Murphy Page 103
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Appendix 1 Page 12 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 FQ1 2022/23 100% 100% Green FQ2 2022/23 100% 100% Green FQ3 2022/23 100% 100% Green FQ4 2022/23 100% 100% Green This indicator for FQ4 is on track with no change in performance since the last reporting period. FQ4 Comment There is individual tracking and monitoring in place on SEEMIS in schools for care experienced children and young people. In addition to this, the Principal Teacher for care experienced children and young people monitors the information in SEEMIS and has subsequent conversations with staff in schools to ensure care experienced children and young people are receiving all the support they need to achieve and that the staff in school have the right strategies in place to help the child remain engaged with their education attainment and achievement. Often the care experienced health and wellbeing officers are used to provide extra support for the child and the family. The new Virtual Head Teacher post started on 17th April 2023. Responsible person: Louise Lawson Page 104
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Appendix 1 Page 13 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 Trend of ‘Actual’ over the period FQ1 2022/23 +/-5.00% 3.77% Green FQ2 2022/23 +/-5.00% 0.98% Green FQ3 2022/23 +/-5.00% 6.09% Red FQ4 2022/23 +/-5.00% -2.56% Green This indicator for FQ4 is within the +/-5% target variance and performance has improved since the last reporting period. FQ4 Comment Total percentage variance for Argyll and Bute -2.56%. We will continue to monitor any locations continuing to have food cost percentages over this target. B&C -6.15% H&L -2.00% MAKI -2.00% OLI -0.80% Responsible person: Jayne Jones Page 105
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Appendix 1 Page 14 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 FQ1 2022/23 94.00% 95.95% Green FQ2 2022/23 94.00% 95.48% Green FQ3 2022/23 94.00% 95.34% Green FQ4 2022/23 94.00% 95.60% Green This indicator for FQ4 is above target however and performance has increased slightly since the last reporting period. FQ4 Comment As of 20/03/2023, the participation figure for OLI was 920 pupils which equates to 95.6%. This is 1.7% above the Argyll and Bute Participation figure for 2021/22 of 93.9%. Responsible person: Simon Easton 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 FQ1 2022/23 94.00% 94.00% Green FQ2 2022/23 94.00% 93.90% Red FQ3 2022/23 94.00% 93.90% Red FQ4 2022/23 94.00% 93.62% Red This indicator for FQ4 is slightly below target and performance has decreased slightly since the last reporting period. FQ4 Comment The Annual Participation Measure for 2021/22 was released on 31/08/2022 which showed 93.9% of young people aged 16-19 were participating (in work, training or education). This figure is 0.4% above the national average. 3.8% were not participating, which is 0.2% below the national average. 2.3% were unconfirmed, which is 1.3% below the national average. As at 20/03/2023, the Participation figure for Argyll and Bute stood at 3,640 pupils which equates to 93.62%. Responsible person: Simon Easton Page 106
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Appendix 1 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 FQ1 2022/23 18 18 Green FQ2 2022/23 38 38 Green FQ3 2022/23 36 36 Green FQ4 2022/23 27 27 Green This indicator for FQ4 show the number of completions has met the target for the reporting period. FQ4 Comment Link Group Development at Dunbeg Phase 3; 23 General Needs (made up of 7 x 2 bed Terraced Houses, 15 x 3 bed Semi Detached/Terraced Houses, 1 x 4 bed End Terrace House) and 4 wheelchair accessible (4 x 2 bed Wheelchair Bungalows). All for social rent. Responsible person: Allan Brandie Number of affordable social sector new builds completed per annum – Argyll and Bute Reporting Period Target Actual Status FQ1 2022/23 36 36 Green FQ2 2022/23 48 48 Green FQ3 2022/23 37 37 Green FQ4 2022/23 67 67 Green This indicator for FQ4 shows the number of completions has met the target for the reporting period. FQ4 Comment B&C No units were scheduled for completion in FQ4. H&L Loretto Housing Association (Wheatley Group) Development at Sawmill Field; 32 General Needs and 4 Amenity (made up of 8 x 1 bed Flats, 12 x 2 bed Flats, 10 x 2 bed Houses, 6 x 3 bed Houses). All for social rent. MAKI Argyll Community Housing Association Development at Oakhill Tarbert; 4 General Needs (made up of 4 x 3 bed houses). All for social rent. Page 107
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Appendix 1 Page 16 OLI Link Group Development at Dunbeg Phase 3; 23 General Needs (made up of 7 x 2 bed Terraced Houses, 15 x 3 bed Semi Detached/Terraced Houses, 1 x 4 bed End Terrace House) and 4 wheelchair accessible (4 x 2 bed Wheelchair Bungalows). All for social rent. Responsible person: Alan Brandie Page 108
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Appendix 1 Page 17 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 FQ1 2022/23 75.0% 75.0% Green FQ2 2022/23 75.0% 86.2% Green FQ3 2022/23 75.0% 76.9% Green FQ4 2022/23 75.0% 78.3% Green This indicator for FQ4 is above target and performance has increased since the last reporting period. FQ4 Comment The team processed 78.3% of Pre-Applications enquiries within 20 working days – the fifth consecutive quarter of above target performance. Given the particularly challenging operational circumstances of this financial quarter, the team are to be commended on this achievement. 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 FQ1 2022/23 75.0% 60.5% Red FQ2 2022/23 75.0% 64.7% Red FQ3 2022/23 75.0% 52.5% Red FQ4 2022/23 75.0% 55.4% Red This indicator for FQ4 is below target however performance has increased since the last reporting period. FQ4 Comment Performance across Development Management remains impacted by extended periods of operating with staff vacancies and a backlog of casework from the pandemic. The introduction of National Planning Framework 4 in February 2023 by The Scottish Government has further impacted on productivity as the Development Management staff interpret this new policy landscape and its implications for current applications and enquiries. Responsible person: Peter Bain Page 109
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Appendix 1 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 FQ1 2022/23 8.0 weeks 9.4 weeks Red FQ2 2022/23 8.0 weeks 8.5 weeks Red FQ3 2022/23 8.0 weeks 7.7 weeks Green FQ4 2022/23 8.0 weeks 9.4 weeks Red This indicator for FQ4 has not met the target and performance has decreased since the last reporting period. FQ4 Comment This measure only relates to planning applications received for alterations to existing premises. Performance across Development Management remains impacted by extended periods of operating with staff vacancies and a backlog of casework from the pandemic. The introduction of National Planning Framework 4 in February 2023 by The Scottish Government has further impacted on productivity as the Development Management staff interpret this new policy landscape and its implications for current applications and enquiries. Responsible person: Peter Bain Householder planning applications – average number of weeks to determine – Argyll and Bute Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 8.0 weeks 12.4 weeks Red FQ2 2022/23 8.0 weeks 13.1 weeks Red FQ3 2022/23 8.0 weeks 12.0 weeks Red FQ4 2022/23 8.0 weeks 17.3 weeks Red This indicator for FQ4 has not met the target and performance has decreased significantly since the last reporting period. FQ4 Comment This measure only relates to planning applications received for alterations to existing premises. Page 110
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Appendix 1 Page 19 Performance across Development Management remains impacted by extended periods of operating with staff vacancies and a backlog of casework from the pandemic. The introduction of National Planning Framework 4 in February 2023 by The Scottish Government has further impacted on productivity as the Development Management staff interpret this new policy landscape and its implications for current applications and enquiries. Responsible person: Peter Bain Benchmarking The year-end statistics from The Scottish Government were published on 31st August. FY21/22 benchmarking figures have now been updated and FY22/23 have been forward projected in the usual way. Readers should note that our own Pyramid data in Development Management measures is "unadjusted", whereas that of the benchmarks (represented by the blue and green columns on the graph) is adjusted for "clock-stopping". Clock-stopping is where The Scottish Government allow for the removal of specific time periods for identified applications where delays were out with the control of the Local Planning Authority. Page 111
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Appendix 1 Page 20 Corporate Outcome No.5 – Our economy is diverse and thriving COI – The 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 FQ1 2022/23 No Target 32 No Target FQ2 2022/23 No Target 28 No Target FQ3 2022/23 No Target 41 No Target FQ4 2022/23 No Target 30 No Target This indicator for FQ4 shows the number of applicants has decreased since the last reporting period. FQ4 Comment During FQ4, the housing service provided temporary accommodation for 30 new homeless households. B&C 9 H&L 4 MAKI 1 OLI 16 Responsible Person: Morven Macintyre Page 112
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Appendix 1 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 FQ1 2022/23 20.0% 13.2% Red FQ2 2022/23 20.0% 22.2% Green FQ3 2022/23 20.0% 19.4% Red FQ4 2022/23 20.0% 22.5% Green This indicator for FQ4 is above target and performance has increased since the last reporting period. FQ4 Comment Of the 9 bids made by local contractors, 9 were awarded the contract with a total value of over £883k. A summary of all contracts awarded in FQ4 is available. The Procurement, Commercial and Contract Management Team (PCCMT) continue to support local suppliers by providing useful information on the Council’s website i.e. pre-recorded webinars on how to bid for Council contracts, hints and tips for tendering as well as our contract plan, details of upcoming supplier development events and our category officer’s contact details all of which enable local suppliers to be able to bid for our contracts. Responsible person: Anne MacColl-Smith Page 113
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Appendix 1 Page 22 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 FQ1 2022/23 No Target - No Target FQ2 2022/23 No Target 30 No Target FQ3 2022/23 No Target - No Target FQ4 2022/23 No Target 43 No Target This indicator for FQ4 shows the number of community benefits has increased since the last reporting period. FQ4 Comment This indicator is reported in FQ2 and FQ4. The Procurement, Commercial and Contract Management Team (PCCMT) has been working closely with their suppliers to deliver additional social, economic and environmental value and achieved 43 community benefits through Contract Management, Contract Awards and the Request List from 1st October 2022 to 31st March 2023. Further details are available. Responsible person: Anne MacColl-Smith Page 114
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Appendix 1 Page 23 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 FQ1 2022/23 75% 38% Red FQ2 2022/23 75% 39% Red FQ3 2022/23 75% 25% Red FQ4 2022/23 75% 43% Red This indicator for FQ4 is below target however performance has increased significantly since the last reporting period. FQ4 Comment The percentage of jobs completed in FQ4 within the 10 day indicator equates to 43%, an increase from the 25% indicator in FQ3. This represents 51 jobs completed on time from a total of 118 completed and signed off within FQ4. The majority of these jobs were in Lorn 102 but include 16 completed on Mull. This again shows an increase in the overall number of jobs dealt with within the period, up a further 18 from FQ3 total of 110. 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 FQ1 2022/23 75% 29% Red FQ2 2022/23 75% 48% Red FQ3 2022/23 75% 30% Red FQ4 2022/23 75% 32% Red This indicator for FQ4 is below target however performance has increased slightly since the last reporting period. FQ4 Comment The total number of Street Lighting jobs completed in FQ4 was 393, similar (up 10) to the throughput of instructions in FQ3. Of this total number of completed jobs, 125 were completed within the 10 day timescale for dark lamps, giving a performance of 32%, again a slight increase of 2% on the performance in FQ3. Similar to FQ3, more jobs were completed and closed off than new ones raised, 393 vs 280, which has resulted in a continued reduction in the repairs backlog. Responsible person: Tom Murphy Page 115
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Appendix 1 Page 24 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 FQ1 2022/23 No Target 14 No Target FQ2 2022/23 No Target 12 No Target FQ3 2022/23 No Target 8 No Target FQ4 2022/23 No Target 18 No Target This indicator for FQ4 shows the number of waste collection complaints has increased since the last reporting period. FQ4 Comment There were 18 waste collection complaints received this quarter in the Lorn area, although higher than last quarter this is still very good given the number of properties serviced. Responsible person: Tom Murphy Total number of complaints regarding waste collection – Mull Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 No Target 0 No Target FQ2 2022/23 No Target 0 No Target FQ3 2022/23 No Target 0 No Target FQ4 2022/23 No Target 0 No Target This indicator for FQ4 shows the number of waste collection complaints has remained the same as the last reporting period. FQ4 Comment Again this quarter there were no waste collection complaints received for the Isle of Mull. This is an excellent level of service. Responsible person: Tom Murphy Page 116
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Appendix 1 Page 25 Total number of complaints regarding waste collection – Argyll and Bute Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 No Target 58 No Target FQ2 2022/23 No Target 65 No Target FQ3 2022/23 No Target 35 No Target FQ4 2022/23 No Target 53 No Target This indicator for FQ4 shows the number of waste collection complaints has increased since the last reporting period. FQ4 Comment There were a total of 53 waste collection complaints received this quarter, although this may seem high, given the number of properties serviced and the operational difficulties and staffing issues this is still a good level of service. Responsible person: Tom Murphy Page 117
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Appendix 1 Page 26 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 FQ1 2022/23 45.0% 52.1% Green FQ2 2022/23 45.0% 50.5% Green FQ3 2022/23 45.0% 56.7% Green FQ4 2022/23 45.0% 52.0% Green This indicator for FQ4 is above target however performance has decreased since the last reporting period. FQ4 Comment 52% recycling/composting and recovery (40.7% recycling/composting and 11.3% recovery) in Q4. Overall 22/23 f/year rates are 52.6% recycling/composting and recovery (39.2% recycling/composting plus 13.4% recovery). Recovery is higher than normal in PPP area due to a trial by Renewi (formerly Shanks), who have taken some residual general waste for disposal mainly from their Dalinlongart (by Dunoon) waste facility to an energy from waste (EFW) plant near Edinburgh. Recycling and composting in PPP area has also been higher mainly due to Renewi sending stockpiled wood waste for onward recycling and green garden waste for onward composting. These have both helped offset the reduction in recycling and recovery from the Helensburgh and Lomond area following on from The Scottish Government Landfill Tax Abatement Order (which commenced from 1st July 2022), whereby Barr Environmental no longer carry out any recycling or recovery from mixed residual general waste. Responsible person: John Blake 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 FQ1 2022/23 No Target 54.4% No Target FQ2 2022/23 No Target 58.1% No Target FQ3 2022/23 No Target 67.4% No Target FQ4 2022/23 No Target 61.9% No Target Page 118
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Appendix 1 Page 27 This indicator for FQ4 shows the percentage of waste recycled has decreased since the last reporting period. FQ4 Comment 61.9% recycling/composting and recovery (44.2% recycling/composting and 17.7% recovery) in Q4. 22/23 f/year rates in PPP area are 60.4% recycling/composting and recovery (39.7% recycling/composting plus 20.7% recovery). Recovery is higher than normal in PPP area due to a trial by Renewi (formerly Shanks), who have taken some residual general waste for disposal mainly from their Dalinlongart (by Dunoon) waste facility to an energy from waste (EFW) plant near Edinburgh. Recycling and composting in PPP area has also been higher mainly due to Renewi sending stockpiled wood waste for onward recycling and green garden waste for onward composting. 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 FQ1 2022/23 No Target 33.3% No Target FQ2 2022/23 No Target 34.7% No Target FQ3 2022/23 No Target 43.5% No Target FQ4 2022/23 No Target 35.9% No Target This indicator for FQ4 shows the percentage of waste recycled has decreased since the last reporting period. FQ4 Comment 35.9% recycling/composting and recovery (35.9% recycling/composting and 0% recovery). 22/23 f/year rates are 36.8% recycling/composting and recovery (36.5% recycling and recovery and 0.3% recovery) which is similar to previous year. Responsible person: John Blake Page 119
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Appendix 1 Page 28 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 FQ1 2022/23 No Target 53.6% No Target FQ2 2022/23 No Target 41.0% No Target FQ3 2022/23 No Target 37.5% No Target FQ4 2022/23 No Target 34.5% No Target This indicator for FQ4 shows the percentage of waste recycled has decreased since the last reporting period. FQ4 Comment 34.5% recycling/composting and recovery (34.3% recycling/composting and 0.2% recovery) in Q4. 22/23 f/year rates in Helensburgh and Lomond area are 41.3% recycling/composting and recovery (39.1% recycling/composting plus 2.2% recovery). There has been a reduction in recycling and recovery from the Helensburgh and Lomond area following on from The Scottish Government Landfill Tax Abatement Order (which commenced from 1st July 2022), whereby Barr Environmental no longer carry out any recycling or recovery from mixed residual general waste. Responsible person: John Blake Page 120
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Appendix 1 Page 29 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 FQ1 2022/23 5,850 4,546 Green FQ2 2022/23 5,550 4,947 Green FQ3 2022/23 5,100 3,882 Green FQ4 2022/23 5,000 4,610 Green This indicator for FQ4 is below target (lowest is best) and performance has decreased since the last reporting period. FQ4 Comment Landfill tonnages within limits in Q4 and f/year. Main reason for slight reduction in landfill during year is due to a trial by Renewi (formerly Shanks), who have taken some residual general waste for disposal mainly from their Dalinlongart (by Dunoon) waste facility to an energy from waste (EFW) plant near Edinburgh. This has helped offset the reduction in recycling and recovery from the Helensburgh and Lomond area following on from The Scottish Government Landfill Tax Abatement Order (which commenced from 1st July 2022), whereby Barr Environmental no longer carry out any recycling or recovery from mixed residual general waste. Responsible person: John Blake Page 121
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Appendix 1 Page 30 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 FQ1 2022/23 73 84 Green FQ2 2022/23 73 86 Green FQ3 2022/23 73 88 Green FQ4 2022/23 73 86 Green This indicator for FQ4 is above target however performance has decreased slightly since the last reporting period. FQ4 Comment The level of street cleanliness within the Lorn area is very good again this quarter with January 83, February 85 and March 89 all months exceeding the National Standard of 67 and Benchmark Figure of 73. 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 FQ1 2022/23 73 94 Green FQ2 2022/23 73 85 Green FQ3 2022/23 73 88 Green FQ4 2022/23 73 93 Green This indicator for FQ4 is above target and performance has increased since the last reporting period. FQ4 Comment The Isle of Mull is showing a very high level of street cleanliness this quarter, January 96, February 93 and March 90. Responsible person: Tom Murphy Page 122
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Appendix 1 Page 31 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 FQ1 2022/23 73 85 Green FQ2 2022/23 73 82 Green FQ3 2022/23 73 83 Green FQ4 2022/23 73 83 Green This indicator for FQ4 is above target with no change in performance since the last reporting period. FQ4 Comment Again this quarter the level of street cleanliness for the whole are remains very high. The role of the Amenity Warden has a key influence around littering to assist in maintaining the good level of performance. Responsible person: Tom Murphy Page 123
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Appendix 1 Page 32 Making It Happen Teacher sickness absence – Oban, Lorn and the Isles Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 No Target 1.80 days No Target FQ2 2022/23 No Target 1.59 days No Target FQ3 2022/23 No Target 1.52 days No Target FQ4 2022/23 No Target 2.54 days No Target This indicator for FQ4 shows the number of sickness absence days has increased since the last reporting period. FQ4 Comment Teacher absence has increased by almost one day on the same quarter last year and by one day on the previous quarter. The biggest reason for absence is stress and the number of days related to this has increased by over 100% on the previous quarter. Responsible person: Simon Easton Teacher sickness absence – Argyll and Bute Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 No Target 1.79 days No Target FQ2 2022/23 No Target 1.22 days No Target FQ3 2022/23 No Target 1.70 days No Target FQ4 2022/23 No Target 2.48 days No Target This indicator for FQ4 shows the number of sickness absence days has increased since the last reporting period. FQ4 Comment Overall teacher absence has increased by almost 3/4 of a day on the same quarter last year and by 3/4 of a day on the previous quarter. The top reason for absence is infections, followed by stress and then medical treatment. Responsible person: Simon Easton Page 124
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Appendix 1 Page 33 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 FQ1 2022/23 No Target 3.52 days No Target FQ2 2022/23 No Target 4.07 days No Target FQ3 2022/23 No Target 4.17 days No Target FQ4 2022/23 No Target 4.48 days No Target This indicator for FQ4 shows the number of sickness absence days has increased since the last reporting period. FQ4 Comment LGE absence has increased by a day on the same quarter last year and by 1/3 of a day on the previous quarter. The biggest reason for absence is Stress which has seen over a 100% increase on last quarter. Infections is the second biggest reason and it has seen over a 200% increase on last quarter. Responsible person: Carolyn Cairns LGE staff (non-teacher) sickness absence – Argyll and Bute Reporting Period Target Actual Status Trend of ‘Actual’ over the period FQ1 2022/23 No Target 3.57 days No Target FQ2 2022/23 No Target 3.66 days No Target FQ3 2022/23 No Target 3.65 days No Target FQ4 2022/23 No Target 4.04 days No Target This indicator for FQ4 shows the number of sickness absence days has increased since the last reporting period. FQ4 Comment Overall LGE absence has increased by just over half a day on the same quarter last year and just under half a day on the previous quarter. The top three reasons for absence are stress, infections and other musculoskeletal reasons. Responsible person: Carolyn Cairns Page 125
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Appendix 1 Page 34 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 FQ1 2022/23 70.0% 79.4% Green FQ2 2022/23 70.0% 75.4% Green FQ3 2022/23 70.0% 72.5% Green FQ4 2022/23 70.0% 72.2% Green This indicator for FQ4 is above target however performance has decreased slightly since the last reporting period. FQ4 Comment In FQ4 there were 36,799 transactions dealt with by customer service agents (27.8%) and 95,336 automated or self-service transaction (72.2%) so the 70% target was exceeded. FQ4 2021/22 2022/23 Mediated 42,712 38,657 Automated 104,938 104,572. Responsible person: Robert Miller Page 126
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ARGYLL AND BUTE COUNCIL OBAN, LORN AND THE ISLES AREA COMMITTEE ROADS AND INFRASTRUCTURE SERVICES JUNE 2023 CEMETERY MAINTENANCE AND ROADS ACCESS FUND 1.0 INTRODUCTION 1.1 At the Policy and Resources Committee in October 2022 it was agreed that, subject to confirmation of the Crown Estates allocation for 2022-23, to allocate £300,000 towards a Cemetery Maintenance and Roads Access Improvement Fund (£75,000 for each administrative area). This report provides options for approval and has been informed by a meeting with the Oban, Lorn and the Isles Members. 2.0 RECOMMENDATIONS 2.1 It is recommended that the Area Committee: agree the package of proposals up to the value of £75,000, note that regular updates will be provided via the Roads and Infrastructure weekly briefing. 3.0 DETAIL 3.1 The Council allocated £300,000 of Crown Estate funding to a Cemetery Maintenance and Roads Access Fund, to be split between the four administrative areas (£75k each). A Oban, Lorn and the Isles business day meeting was held on 8 February 2023 where officers presented some suggestions for use of the Fund and the following proposals were discussed as priorities for members: Area Location Proposed Works Estimated Cost Mull Kilpatrick Cemetery, Bunessan Wall repair £7,500 Kilfinichan Cemetery Remove steps and replace gate £5,000 Tobermory, Middle Cemetery Gravel for paths £7,500 Page 127 Agenda Item 10
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3.2 It is proposed that regular updates on progress will be provided via the Roads and Infrastructure weekly briefing. 3.3 In the future, it is open to the Policy and Resources Committee to consider allocating further funding from the Crown Estates allocation to a second phase Cemetery Maintenance and Roads Access Fund, if Members agreed that this was a good use of funding. 4.0 CONCLUSION 4.1 This report provides the Oban, Lorn and the Isles Area Committee with options on how to spend the £75,000 that has been allocated from the Crown Estates funding to a Cemetery Maintenance and Roads Access Fund. 5.0 IMPLICATIONS 5.1 Policy – Policy decision taken through P&R Committee for this funding allocation 5.2 Financial – Crown Estate Funding allocation of £75,000 per administrative area. 5.3 Legal – none known 5.4 HR – none known. 5.5 Fairer Scotland Duty: none known. 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 Lorn Kilbrandon Cemetery Wall repair and fence repair £10,000 Pennyfuir Cemetery New road for extension to north £40,000 All areas All OLI cemeteries Levelling of lairs £5,000 Page 128
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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 – the works to the cemeteries will help towards improving customer experience. Executive Director with responsibility for Roads and Infrastructure: Kirsty Flanagan Head of Roads and Infrastructure: Jim Smith Policy Lead for Roads and Infrastructure Councillor Ross Moreland May 2023 For further information contact: Tom Murphy, Operations Manager Jim Smith, Head of Roads and Infrastructure Service Page 129
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ARGYLL AND BUTE COUNCIL OBAN, LORN AND THE ISLES AREA COMMITTEE ROADS & INFRASTRUCTURE JUNE 2023 PROPOSED ARGYLL AND BUTE COUNCIL (VARIOUS STREETS, OBAN) (AMENDMENT) ORDER 202_ 1.0 EXECUTIVE SUMMARY 1.1 The report provides an update on the Oban on street restriction Traffic Regulation Order (TRO). 1.2 Following officer engagement from 2020 via the Community Participation Request process with Oban Community Council, local Members and local businesses, a draft TRO was produced. The formal TRO process commenced on 30 April 2021. An overview of the process can be found at A Guide to Consultation on Traffic Regulation Orders for Community Organisations (argyll-bute.gov.uk) 1.3 This report provides detail of the objections to the draft “Argyll and Bute Council (Various Streets, Oban) (Amendment) Order 202_”TRO. RECOMMENDATIONS 1.4 That the Committee agree that the draft “Argyll and Bute Council (Various Streets, Oban) (Amendment) Order 202_”TRO is made. Page 131 Agenda Item 11
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ARGYLL AND BUTE COUNCIL OBAN, LORN AND THE ISLES AREA COMMITTEE ROADS & INFRASTRUCTURE JUNE 2023 PROPOSED ARGYLL AND BUTE COUNCIL (VARIOUS STREETS, OBAN) (AMENDMENT) ORDER 202_ 2.0 INTRODUCTION 2.1 This report provides an update on the Oban on street restriction Traffic Regulation Order (TRO). 2.2 Following officer engagement via the Community Participation Request process with Oban Community Council, local Members and local businesses, a draft TRO was produced. The formal TRO process commenced on 30 April 2021. 2.3 This report provides detail of the objections to the draft “Argyll and Bute Council (Various Streets, Oban) (Amendment) Order 202_”TRO. 3.0 RECOMMENDATIONS 3.1 That the Committee agree that the draft “Argyll and Bute Council (Various Streets, Oban) (Amendment) Order 202_”TRO is made. 4.0 DETAIL 4.1 In early 2019, Officers prepared draft plans regarding the proposed implementation of additional on street waiting restrictions in Oban. Following comments received at Consultation 1 & 2, the initial proposal was abandoned and a second proposal was drafted incorporating the additional requests for waiting restrictions. 4.2 On the 2nd September 2020, prior to the second proposal being issued to the Consultation 1 & 2 consultees, a Community Participation Request (CPR) was received from Oban Community Council (OCC). The desired improvement outcome submitted by OCC was “An increase in the use of council car parks and on-street bays. A decrease in inconsiderate parking around the town and a better flow of traffic as a result.” Page 132
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4.3 Officers agreed to pause the proposed draft on-street Traffic Regulation Order (TRO) as the CPR was expected to generate additional proposals. 4.4 The first meeting of the group was held on 6 November 2019 and included the OCC, the local Community Development Officer, local Traffic & Development Officer and the Assistant Network & Standards Manager. Subsequent meetings were widened out to include local Members. 4.5 As part of the CPR, the OCC carried out community engagement surveys, seeking views from local residents and businesses about parking and the need for waiting restrictions to minimise irresponsible parking. 4.6 Officers engaged with the local public transport provider to identify ‘pinch-points’ on the local bus routes. This included a “ride-along” to identify where the local bus service was at risk of being reduced or cancelled due to the narrowing of carriageways through irresponsible parking. 4.7 The progress of the review was delayed due to the onset of the COVID-19 pandemic, however; drawings for the proposed on-street restrictions were produced and circulated amongst the group prior to recommencing the TRO process in 2021. 4.8 On 30 April 2021, the combined Consultation 1 & 2 letters were again issued seeking views from parties by the 21 May 2021. Following closure of this phase, the proposed TRO was drafted and published on 15 July 2021 with a closing date for formal objection by 9 August 2021. Appendix 1 contains the draft TRO as published. Appendix 2 provides location plans for each of the proposed restrictions. 4.9 The draft TRO received 12 objections. Following engagement between Officers and the Objectors, none of these objections were withdrawn. These objections are considered to be extant and as per the TRO legislative process, the draft TRO is now referred to the Committee for consideration. 4.10 While there is no right for anonymity for maintained objections, it is standard practice to withhold the names and addresses of the objectors. Copies of the objections can be provided on request. The objections have been grouped together thematically in Appendix 3 alongside the Councils response to the objections. 4.11 Objections (i-v) were submitted in relation to the proposals on the U004 Croft Road. Objections under (vi) were in relation to the restrictions on the U82 Kerrera Terrace. No other objections or views were submitted in relation to the other streets included in the TRO. 4.12 To ensure the provision of public transport, emergency service access and in the interest or road safety, it is the view of Officers that the Order should be made as published. 4.13 An informal Business Day meeting was held with members of the Area Committee on 10 May 2023 where a presentation was given on the proposals for the TRO followed by a Q&A session. 5.0 CONCLUSION Page 133
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5.1 This report provides detail of the objections to the draft “Argyll and Bute Council (Various Streets, Oban) (Amendment) Order 202_”TRO and recommends that the TRO be made. 5.2 It is expected that the TRO will introduce improvement to road safety for all users. The TRO will mitigate against irresponsible and dangerous parking and ensure that the bus service can continue providing its service across Oban town. 5.3 The implementation of the TRO will incur costs in relation to the installation of signs and road markings. This is deliverable within existing budgets. 6.0 IMPLICATIONS 6.1 Policy - Parking Policy Framework 2014 6.2 Financial - Signs and lining will be funded from the car parking revenue budget. 6.3 Legal - That the TRO be implemented as modified 6.4 HR - None known 6.5 Fairer Scotland Duty: 6.5.1 Equalities - protected characteristics – where appropriate EqSEIAs will be carried out to identify any implications 6.5.2 Socio-economic Duty – Public Transport (bus service) will be able to continue to operate. 6.5.3 Islands - N/A 6.6 Climate Change – n/a 6.7 Risk – Safer roads for all road users 6.8 Customer Service – in-line with Parking Policy Framework 2014 Executive Director with responsibility for Roads and Infrastructure: Kirsty Flanagan Head of Roads and Infrastructure: Jim Smith Policy Lead for Roads and Transport Councillor Andrew Kain May 2023 For further information contact: Stuart Watson, Assistant Network & Standards Manager, 01546 604 889 Page 134
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APPENDICES Appendix 1 – draft “Argyll and Bute Council (Various Streets, Oban) (Amendment) Order 202_” Appendix 2 – Oban TRO Plans Appendix 3 – Objections - Thematic Summary Page 135
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TRAFFIC REGULATION ORDER ARGYLL AND BUTE COUNCIL (VARIOUS STREETS, OBAN) (AMENDMENT) ORDER 202_ Page 137
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2 ARGYLL AND BUTE COUNCIL (VARIOUS STREETS, OBAN) (AMENDMENT) ORDER 202_ Argyll and Bute Council in exercise of their powers conferred on it by Sections 1(1), 2(1) to (3), and Part IV of Schedule 9 of the Road Traffic Regulation Act 1984, as amended, and all other enabling powers and after consultation with the Chief Constable of Police Scotland in accordance with Part III of Schedule 9 to the 1984 Act, hereby make the following Order:- Citation and commencement 1. This Order may be cited as the “Argyll and Bute Council (Various Streets, Oban) (Amendment) Order 202_” and shall come into operation on the __ day of ___ Two Thousand and ___. Sealed with the Common Seal of Argyll and Bute Council and subscribed for them and on their behalf by David Logan, Head of Legal and Regulatory Support at Lochgilphead on Monday _____ Day of _____ Two Thousand and _______. Signed................................................................ Date......................................................... Page 138
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3 SCHEDULE ORDERS TO BE AMENDED NAME OF ORDER EXTENT OF AMENDMENT The Strathclyde Regional Council (Oban Town Centre) (Traffic Management) Order 1995 as amended Insert Article 13b “Save as provided in Articles 14, 18 and 19 of this Order no person shall, except upon the direction or with the permission of a police constable in uniform, cause or permit any vehicle to wait between the hours of 8.00 am to 6.00 pm Monday to Friday in any of the lengths of roads specified in Schedule 36 to this Order” Article 14.a delete “and 13” insert “13, 13a and 13b” Article 16.a (iv) Delete “; and” insert “.” (full stop) Article 18. delete “and 12” insert “,12, 13, 13.a and 13.b” Article 19 (a) delete “and 12” insert “,12, 13, 13.a and 13.b” Article 21 (a) (ii) delete “; and” and insert “.” (full stop) Authorised Signature _______________________________ Page 139
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4 SCHEDULE ORDERS TO BE AMENDED (continued) NAME OF ORDER EXTENT OF AMENDMENT The Strathclyde Regional Council (Oban Town Centre) (Traffic Management) Order 1995 as amended Insert after Schedule 35, “Schedule 36.” Title “PROHIBITION OF WAITING 8AM TO 6PM MONDAY TO FRIDAY” 1. McCalls Terrace a.From the extended east kerbline of Soroba Road(A816), extending in an easterly direction for a distance of 72 metres or thereby……………………………………………………….. North b.From the extended north kerbline of McCalls Terrace (running west to east) extending in an northerly direction into McCalls Terrance (running south to north) for a distance of 10 metres or thereby………………………………………………………… Both c.From a point 80 metres or thereby east of the extended east kerbline of Soroba Road(A816), extending in an easterly direction for a distance 10 metres or thereby……………. North d.From the extended east kerbline of Soroba Road(A816), extending in an easterly direction for a distance of 92 metres or thereby…………………………………………………….South Authorised Signature _______________________________ Page 140
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5 SCHEDULE ORDERS TO BE AMENDED (continued) NAME OF ORDER EXTENT OF AMENDMENT The Strathclyde Regional Council (Oban Town Centre) (Traffic Management) Order 1995 as amended Schedule 36. Title “PROHIBITION OF WAITING 8AM TO 6PM MONDAY TO FRIDAY” (continued) 2. Millpark Avenue a.From the extended south kerbline of Millpark Road extending in a southerly direction for a distance of 58 metres or thereby. ………………………………………………………………….Both 3. Millpark Road a.From a point 11 metres or thereby west of its junction with Soroba Road (A816), extending in a westerly direction for a distance of 45 metres or thereby……………………………South b.From the extended west kerbline of Millpark Avenue, extending in a westerly direction for a distance of 116 metres or thereby………………………………………………………South c.From a point 90 metres or thereby west of its junction with Soroba Road (A816) extending in a westerly direction for a distance of 97 metres or thereby………………………….North Authorised Signature _______________________________ Page 141
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6 SCHEDULE ORDERS TO BE AMENDED (continued) NAME OF ORDER EXTENT OF AMENDMENT The Strathclyde Regional Council (Oban Town Centre) (Traffic Management) Order 1995 as amended In Schedule 1 delete Albany Street item 2. (f) In Schedule 7 under Glencruitten Road item 10, add the following descriptions:- 10. Glencruitten Road b. From the extended east kerbline of Quarry Road, extending in an easterly direction to the extended south west kerbline of Mossfield Drive a distance of 79 metres or thereby..............................................................................South c. From the extended northeast kerbline of Mossfield Drive, extending in a north easterly direction for a distance of 43 metres or thereby...............................................................South d. From the extended east kerbline of Quarry Road extending in an easterly direction for a distance of 130 metres or thereby...............................................................................North Insert in Schedule 7, at the end of item 29. Croft Road, add the following descriptions 29. Croft Road b. From the extended east kerbline of Croft Road (South) at the property known as “Beechgrove” extending in an easterly direction for a distance of 11 metres or thereby..............................................................................South c. From the extended south kerbline of Croft Road (East) at the property known as “Beechgrove” extending in a southerly direction for a distance of 12.5 metres or thereby.................................................................................East Authorised Signature _______________________________ Page 142
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7 SCHEDULE ORDERS TO BE AMENDED (continued) NAME OF ORDER EXTENT OF AMENDMENT The Strathclyde Regional Council (Oban Town Centre) (Traffic Management) Order 1995 as amended Insert in Schedule 7, at the end of item 29. Croft Road, add the following descriptions 29. Croft Road (continued) d. From a point 75 metres or thereby south thence eastwards of the extended southeast kerbline of Dunollie Road, extending in an easterly direction for a distance of 50 metres or thereby ………………………………………………………………….North e. From a point 98 metres or thereby east of the extended east kerbline of Croft Road at the property known as “Beechgrove” extending in an easterly direction for a distance of 50 metres or thereby ………………………………………………………South f. From a point 103 metres or thereby northwest of the extended north west kerbline of Croft Drive extending in a westerly direction for a distance of 73 metres or thereby…………………….… Both g. From the extended west kerbline of Croft Drive extending in a westerly direction for a distance of 60 metres or thereby………………………………………..………....Northeast Authorised Signature _______________________________ Page 143
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8 SCHEDULE ORDERS TO BE AMENDED (continued) NAME OF ORDER EXTENT OF AMENDMENT The Strathclyde Regional Council (Oban Town Centre) (Traffic Management) Order 1995 as amended Insert at the end of Schedule 7, the following items and descriptions:- 34. Angus Terrace a. From the extended east kerbline of Glencruitten drive (north) extending in an easterly direction for a distance of 10 metres or thereby................................................................................Both 35. Crannog Lane a. From the extended northwest kerbline of Lochavullin Road, extending in a northerly direction for a distance of 30 metres or thereby................................................................................West b. From the extended northwest kerbline of Lochavullin Road, extending in a northerly direction for a distance of 23 metres or thereby........................................................................East c. From a point 35 metres or thereby northwest of the extended north west kerbline of Lochavullin Road extending in a northerly direction for a distance of 93 metres or thereby West d. From a point 101 metres or thereby northwest of the extended north west kerbline of Lochavullin Road extending in a northerly direction for a distance of 11 metres or thereby East e. From a point 114 metres or thereby northwest of the extended north west kerbline of Lochavullin Road extending in a northerly direction for a distance of 11 metres or thereby East f. From the extended west kerbline of Crannog Lane extending in a westerly direction for a distance of 43 metres or thereby on Crannog Lane (west access #1) located 26 metres or thereby north of extended north kerbline of Lochavullin road North Authorised Signature _______________________________ Page 144
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9 SCHEDULE ORDERS TO BE AMENDED (continued) NAME OF ORDER EXTENT OF AMENDMENT The Strathclyde Regional Council (Oban Town Centre) (Traffic Management) Order 1995 as amended Insert at the end of Schedule 7, the following items and descriptions:- 36. Glencruitten Drive a.From the extended north kerbline of Glencruitten Drive (west), at its junction with Knipoch Place, extending in a northerly direction for a distance of 13 metres or thereby………………………………………………………….West b. From the extended north kerbline of Angus Terrace extending in a northerly direction for a distance of 15 metres or thereby…………………………………………………………East c. From the extended west kerbline of Knipoch Place extending in a westerly direction for a distance of 15 metres or thereby………………………………………………………….Both d. From the extended west kerbline of Mossfield Avenue extending in a westerly direction for 10.5 metres or thereby………………………………………………………… Both e. From the extended east kerbline of Mossfield Avenue extending in an easterly direction for a distance of 15 metres of thereby……………………………………………………….. South f. From the extended east kerbline of Mossfield Avenue extending in an easterly direction for a distance of 10 metres of thereby………………………………………………………. North 37. Glengallan Road a.From a point 39 metres or thereby southwest of the extended south west kerbline of Rhuvaal Road, extending in a south- westerly direction for a distance of 34 metres or thereby.....................................................................North-west b. From a point 39 metres or thereby southwest of the extended south west kerbline of Rhuvaal Road, extending in a south- westerly direction for a distance of 220 metres or thereby......................................................................South-east Authorised Signature _______________________________ Page 145
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10 SCHEDULE ORDERS TO BE AMENDED (continued) NAME OF ORDER EXTENT OF AMENDMENT The Strathclyde Regional Council (Oban Town Centre) (Traffic Management) Order 1995 as amended Insert at the end of Schedule 7, the following items and descriptions:- 37. Glengallan Road (continued) c. From a point 1 metre or thereby northeast of the extended northeast kerbline of the Access Road to Unit 7A-1B Glengallan Road, extending in an easterly direction for a distance of 9 metres or thereby ………………………….…….……North-west d. From a point 4 metres or thereby southwest of the extended southwest kerbline of the Access Road to Unit 7A-1B Glengallan Road, extending in a westerly direction for a distance of 39 metres or thereby..............................North-west e. From a point 3 metres or thereby northeast of the extended northeast kerbline of the Access Road to Unit 7A-1 and 7A-2 Glengallan Road, extending in an easterly direction for a distance of 10 metres or thereby.............................North-west f. From a point 3 metres or thereby southwest of the extended southwest kerbline of the Access Road to 7A-1 and 7A-2 Glengallan Road, extending in a westerly direction for a distance of 12 metres or thereby..... .....................North-west 38. Kerrera Terrace a. From a point 85 metres or thereby south of the extended south kerbline of Cruachan Crescent, extending in a southerly thence easterly direction for a distance of 28 metres or thereby.......................................................................Southwest b. From a point 78 metres or thereby south of the extended south kerbline of Cruachan Crescent, extending in a southerly thence easterly direction for a distance of 35 metres or thereby.......................................................................Northeast Authorised Signature _______________________________ Page 146
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11 SCHEDULE ORDERS TO BE AMENDED (continued) NAME OF ORDER EXTENT OF AMENDMENT The Strathclyde Regional Council (Oban Town Centre) (Traffic Management) Order 1995 as amended Insert at the end of Schedule 7, the following items and descriptions:- 39. Knipoch Place a. From the extended south kerbline of Angus Terrace, extending in a southerly direction for a distance of 10.5 metres or thereby..........................................................................Both 40. Lochavullin Road a. From a point 85 metres or thereby southwest of the extended southwest kerbline of Lochavullin Drive, extending in a south- westerly direction to the extended northeast kerbline of Crannog Lane, a distance of 98 metres or thereby.......................................................................Northwest b. From the extended southwest kerbline of Crannog Lane, extending in a south-westerly direction for a distance of 13 metres or thereby..........................................Northwest c. From a point 106 metres or thereby south-west of the extended southwest kerbline of Lynn Road extending in a south-westerly direction for a distance of 55 metres or thereby…………………………………..……………….Southeast d. From a point of 15 metres or thereby northeast of the extended east kerbline of Crannog Lane extending in a north- easterly direction to the extended southwest kerbline of the access to Industrial Units 1 to 4 on Lochavullin Road a distance of 20 metres or thereby………………………Southeast Authorised Signature _______________________________ Page 147
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12 SCHEDULE ORDERS TO BE AMENDED (continued) NAME OF ORDER EXTENT OF AMENDMENT The Strathclyde Regional Council (Oban Town Centre) (Traffic Management) Order 1995 as amended Insert at the end of Schedule 7, the following items and descriptions:- 41. Longsdale Crescent a. From the extended southeast kerbline of Croft Drive extending in a south-westerly direction for a distance of 50 metres or thereby to the extended northwest kerbline of the branch road leading to number 4 to 9 Longsdale Crescent .............................................................Northeast b.From the extended southeast kerbline of the branch road leading to numbers 4 to 9 Longsdale Crescent extending in a south-easterly direction for a distance of 48 metres or thereby ………………………………………………….…………Northeast 42. McCaig Road a. From the extended southwest kerbline of Jura Road , extending in a southwesterly direction for a distance of 13.5 metres or thereby......................................................Northwest b.From the extended northeast kerbline of Jura Road, extending in a northeasterly direction to the extended southwest kerbline of Scalpay Terrace a distance 28 metres or thereby thereby.......................................................................Northwest c. From the extended northeast kerbline of Scalpay Terrace , extending in a northeasterly direction for a distance of 11.5 metres or thereby......................................................Northwest Authorised Signature _______________________________ Page 148
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13 SCHEDULE ORDERS TO BE AMENDED (continued) NAME OF ORDER EXTENT OF AMENDMENT The Strathclyde Regional Council (Oban Town Centre) (Traffic Management) Order 1995 as amended Insert at the end of Schedule 7, the following items and descriptions:- 42. McCaig Road (continued) d. From a point 13.5 metres or thereby southwest of the extended southwest kerbline of Jura Road , extending in a north-easterly direction to a point 11.5 metres or thereby northeast of the extended northeast kerbline of Scalpay Terrace, a distance of 64 metres or thereby ..........................Southeast 43. Mill Lane a From a point 10 metres or thereby southwest of the extended southwest kerbline of Lynn Road, extending in a south-westerly direction for a distance of 130 metres or thereby...............................................................Southeast b. From a point 140 metres or thereby southwest of the extended southwest kerbline of Lynn Road, extending in a north-westerly direction for a distance of 5 metres or thereby.............................................................Southwest c. From a point 10 metres or thereby southwest of the extended southwest kerbline of Lynn Road, extending in a south-westerly direction for a distance of 131 metres or thereby..................................... ......Northwest Authorised Signature _______________________________ Page 149
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14 SCHEDULE ORDERS TO BE AMENDED (continued) NAME OF ORDER EXTENT OF AMENDMENT The Strathclyde Regional Council (Oban Town Centre) (Traffic Management) Order 1995 as amended Insert at the end of Schedule 7, the following items and descriptions:- 43. Mill Lane (continue) Branch Road#1 off Mill Lane to Lochavullian Industrial Estate unit 1 and 2 d. The Branch Road #1 which located from a point 37 metres or thereby southwest of the junction Mill Lane and Lynn Road extending in a north-westerly direction for a distance of 17 metres or thereby.…………………………..Both Branch Road#2 off Mill Lane to Lochavullian Industrial Estate unit 3 and 4 e. The Branch Road #2 which located from a point 113 metres or thereby southwest of the junction Mill Lane and Lynn Road extending in a north-westerly direction for a distance of 16 metres or thereby.…………………………..Both 44. Miller Road a.From the extended west kerbline of Quarry Road extending in a westwards direction for a distance of 10 metres or thereby. Northwest b.From the extended east kerbline of Quarry Road extending in an eastwards direction for a distance of 10 metres or thereby. Northwest 45. Mossfield Drive a.From the extended north kerbline of Glencruitten Drive extending in a northerly direction for a distance of 10 metres or thereby .……………………………………….Both b.From the extended south kerbline of Glencruitten Drive extending in a southerly direction for a distance of 15 metres or thereby………both Authorised Signature _______________________________ Page 150
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15 SCHEDULE ORDERS TO BE AMENDED (continued) NAME OF ORDER EXTENT OF AMENDMENT The Strathclyde Regional Council (Oban Town Centre) (Traffic Management) Order 1995 as amended Insert at the end of Schedule 7, the following items and descriptions:- 46. Quarry Road a.From the extended north kerbline of Miller Road, extending in a northerly direction for a distance of 14 metres or thereby West b.From the extended north kerbline of Miller Road, extending in a northerly direction for a distance of 12 metres or thereby East 47. Soroba Road a.From the extended north kerbline of McCalls Terrace, extending in a northerly direction for a distance of 15 metres or thereby East 48. Tweedale Street a. From a point 6 metres or thereby north of the extended north kerbline of Argyll Street, extending in a northerly direction for a distance of 20 metres or thereby. East Authorised Signature _______________________________ Page 151
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16 SCHEDULE ORDERS TO BE AMENDED (continued) NAME OF ORDER EXTENT OF AMENDMENT The Strathclyde Regional Council (Oban Town Centre) (On-road Parking and Charges) Order 1995 In Schedule 1, item 6 in column 2 Albany Street, for the words “50 metres” there shall be substituted the words “92 metres or thereby” and in column 3 the number “9” shall be deleted and substituted with the number “17”. Item 8 Albany Street shall be deleted. Authorised Signature _______________________________ Page 152
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Plans showing the location of the proposed amendments outlined in the proposed Traffic Regulation Order “ARGYLL AND BUTE COUNCIL (VARIOUS STREETS, OBAN) (AMENDMENT) ORDER 202_” Drawing No Title OLI-ON-001 Glengallan Road OLI-ON-002 Maccaig Road / Jura Road / Scalpay Terrace OLI-ON-003 Millpark Road / Soroba Road OLI-ON-004 McCall Terrace / Soroba Road OLI-ON-005 Crannog Lane / Lochavullin Road OLI-ON-006 Mill Lane OLI-ON-007 Miller Road / Quarry Road OLI-ON-008 Glencruitten Drive / Angus Terrace / Knipoch Place OLI-ON-009 Glencruitten Drive / Mossfield Drive OLI-ON-010 Glencruitten Road / Mossfield Drive / Quarry Road OLI-ON-011 Kerrera Terrace OLI-ON-012 Croft Road / Longsdale Crescent Page 153
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SUNDERLAND DRIVE 55 44 42 40 45 LEGEND - Prohibition of Waiting Double Yellow Line - No Waiting at any time Single Yellow Line - No Waiting 8am to 6pm Monday to Friday Argyll and Bute Council (Various Streets, Oban) (Amendment) Order 202_ NETWORK & STANDARDS, MANSE BRAE, LOCHGILPHEAD, ARGYLL, PA31 8RD DIRECTOR OF DEVELOPMENT & INFRASTRUCTURE SERVICES ARGYLL & BUTE COUNCIL - DEVELOPMENT & INFRASTRUCTURE SERVICES Title Drawn By Traced By Checked By Approved By Date JJ SW SC SW April 2021 Drawing Number: OLI-ON-001 Scale: Date Issued: n.t.s 27 April 2021 Page 154
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LEGEND - Prohibition of Waiting Double Yellow Line - No Waiting at any time Single Yellow Line - No Waiting 8am to 6pm Monday to Friday Argyll and Bute Council (Various Streets, Oban) (Amendment) Order 202_ NETWORK & STANDARDS, MANSE BRAE, LOCHGILPHEAD, ARGYLL, PA31 8RD DIRECTOR OF DEVELOPMENT & INFRASTRUCTURE SERVICES ARGYLL & BUTE COUNCIL - DEVELOPMENT & INFRASTRUCTURE SERVICES Title Drawn By Traced By Checked By Approved By Date JJ SW SC SW April 2021 Drawing Number: OLI-ON-002 Scale: Date Issued: n.t.s 27 April 2021 Page 155
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LEGEND - Prohibition of Waiting Double Yellow Line - No Waiting at any time Single Yellow Line - No Waiting 8am to 6pm Monday to Friday Argyll and Bute Council (Various Streets, Oban) (Amendment) Order 202_ NETWORK & STANDARDS, MANSE BRAE, LOCHGILPHEAD, ARGYLL, PA31 8RD DIRECTOR OF DEVELOPMENT & INFRASTRUCTURE SERVICES ARGYLL & BUTE COUNCIL - DEVELOPMENT & INFRASTRUCTURE SERVICES Title Drawn By Traced By Checked By Approved By Date JJ SW SC SW April 2021 Drawing Number: OLI-ON-003 Scale: Date Issued: n.t.s 27 April 2021 Page 156
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LEGEND - Prohibition of Waiting Double Yellow Line - No Waiting at any time Single Yellow Line - No Waiting 8am to 6pm Monday to Friday Argyll and Bute Council (Various Streets, Oban) (Amendment) Order 202_ NETWORK & STANDARDS, MANSE BRAE, LOCHGILPHEAD, ARGYLL, PA31 8RD DIRECTOR OF DEVELOPMENT & INFRASTRUCTURE SERVICES ARGYLL & BUTE COUNCIL - DEVELOPMENT & INFRASTRUCTURE SERVICES Title Drawn By Traced By Checked By Approved By Date JJ SW SC SW April 2021 Drawing Number: OLI-ON-004 Scale: Date Issued: n.t.s 27 April 2021 Page 157
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LEGEND - Prohibition of Waiting Double Yellow Line - No Waiting at any time Single Yellow Line - No Waiting 8am to 6pm Monday to Friday Argyll and Bute Council (Various Streets, Oban) (Amendment) Order 202_ NETWORK & STANDARDS, MANSE BRAE, LOCHGILPHEAD, ARGYLL, PA31 8RD DIRECTOR OF DEVELOPMENT & INFRASTRUCTURE SERVICES ARGYLL & BUTE COUNCIL - DEVELOPMENT & INFRASTRUCTURE SERVICES Title Drawn By Traced By Checked By Approved By Date JJ SW SC SW April 2021 Drawing Number: OLI-ON-005 Scale: Date Issued: n.t.s 27 April 2021 Page 158
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LEGEND - Prohibition of Waiting Double Yellow Line - No Waiting at any time Single Yellow Line - No Waiting 8am to 6pm Monday to Friday Argyll and Bute Council (Various Streets, Oban) (Amendment) Order 202_ NETWORK & STANDARDS, MANSE BRAE, LOCHGILPHEAD, ARGYLL, PA31 8RD DIRECTOR OF DEVELOPMENT & INFRASTRUCTURE SERVICES ARGYLL & BUTE COUNCIL - DEVELOPMENT & INFRASTRUCTURE SERVICES Title Drawn By Traced By Checked By Approved By Date JJ SW SC SW April 2021 Drawing Number: OLI-ON-006 Scale: Date Issued: n.t.s 27 April 2021 Page 159
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LEGEND - Prohibition of Waiting Double Yellow Line - No Waiting at any time Single Yellow Line - No Waiting 8am to 6pm Monday to Friday Argyll and Bute Council (Various Streets, Oban) (Amendment) Order 202_ NETWORK & STANDARDS, MANSE BRAE, LOCHGILPHEAD, ARGYLL, PA31 8RD DIRECTOR OF DEVELOPMENT & INFRASTRUCTURE SERVICES ARGYLL & BUTE COUNCIL - DEVELOPMENT & INFRASTRUCTURE SERVICES Title Drawn By Traced By Checked By Approved By Date JJ SW SC SW April 2021 Drawing Number: OLI-ON-007 Scale: Date Issued: n.t.s 27 April 2021 Page 160
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LEGEND - Prohibition of Waiting Double Yellow Line - No Waiting at any time Single Yellow Line - No Waiting 8am to 6pm Monday to Friday Argyll and Bute Council (Various Streets, Oban) (Amendment) Order 202_ NETWORK & STANDARDS, MANSE BRAE, LOCHGILPHEAD, ARGYLL, PA31 8RD DIRECTOR OF DEVELOPMENT & INFRASTRUCTURE SERVICES ARGYLL & BUTE COUNCIL - DEVELOPMENT & INFRASTRUCTURE SERVICES Title Drawn By Traced By Checked By Approved By Date JJ SW SC SW April 2021 Drawing Number: OLI-ON-008 Scale: Date Issued: n.t.s 27 April 2021 Page 161
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LEGEND - Prohibition of Waiting Double Yellow Line - No Waiting at any time Single Yellow Line - No Waiting 8am to 6pm Monday to Friday Argyll and Bute Council (Various Streets, Oban) (Amendment) Order 202_ NETWORK & STANDARDS, MANSE BRAE, LOCHGILPHEAD, ARGYLL, PA31 8RD DIRECTOR OF DEVELOPMENT & INFRASTRUCTURE SERVICES ARGYLL & BUTE COUNCIL - DEVELOPMENT & INFRASTRUCTURE SERVICES Title Drawn By Traced By Checked By Approved By Date JJ SW SC SW April 2021 Drawing Number: OLI-ON-009 Scale: Date Issued: n.t.s 27 April 2021 Page 162
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LEGEND - Prohibition of Waiting Double Yellow Line - No Waiting at any time Single Yellow Line - No Waiting 8am to 6pm Monday to Friday Argyll and Bute Council (Various Streets, Oban) (Amendment) Order 202_ NETWORK & STANDARDS, MANSE BRAE, LOCHGILPHEAD, ARGYLL, PA31 8RD DIRECTOR OF DEVELOPMENT & INFRASTRUCTURE SERVICES ARGYLL & BUTE COUNCIL - DEVELOPMENT & INFRASTRUCTURE SERVICES Title Drawn By Traced By Checked By Approved By Date JJ SW SC SW April 2021 Drawing Number: OLI-ON-010 Scale: Date Issued: n.t.s 27 April 2021 Page 163
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LEGEND - Prohibition of Waiting Double Yellow Line - No Waiting at any time Single Yellow Line - No Waiting 8am to 6pm Monday to Friday Argyll and Bute Council (Various Streets, Oban) (Amendment) Order 202_ NETWORK & STANDARDS, MANSE BRAE, LOCHGILPHEAD, ARGYLL, PA31 8RD DIRECTOR OF DEVELOPMENT & INFRASTRUCTURE SERVICES ARGYLL & BUTE COUNCIL - DEVELOPMENT & INFRASTRUCTURE SERVICES Title Drawn By Traced By Checked By Approved By Date JJ SW SC SW April 2021 Drawing Number: OLI-ON-011 Scale: Date Issued: n.t.s 27 April 2021 Page 164
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LEGEND - Prohibition of Waiting Double Yellow Line - No Waiting at any time Single Yellow Line - No Waiting 8am to 6pm Monday to Friday Argyll and Bute Council (Various Streets, Oban) (Amendment) Order 202_ NETWORK & STANDARDS, MANSE BRAE, LOCHGILPHEAD, ARGYLL, PA31 8RD DIRECTOR OF DEVELOPMENT & INFRASTRUCTURE SERVICES ARGYLL & BUTE COUNCIL - DEVELOPMENT & INFRASTRUCTURE SERVICES Title Drawn By Traced By Checked By Approved By Date JJ SW SC SW April 2021 Drawing Number: OLI-ON-012 Scale: Date Issued: n.t.s 27 April 2021 Page 165
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ARGYLL AND BUTE COUNCIL (VARIOUS STREETS, OBAN) (AMENDMENT) ORDER 202_ Total Objections Received: 12 Total Objections Maintained: 12 No. Objection Theme Number of Objections per Theme Officer Response These proposals have been developed in conjunction with Oban Community Council, local Members, input from local officer knowledge and input from local businesses. The proposals were developed in response to concerns of access and egress through Croft Road and its impact on vehicles passing through this area due to inappropriate parking by some drivers; resulting in delays to vehicles in particular Bus Services and this could potentially affect deliveries and emergency services. The parking on Croft Road poses a risk to the continuation of the public transport service which will impact on all bus users. Reducing the size of bus (vehicles) would not necessarily address the issue; firstly, it could make bus service commercially unviable, reduce uptake of services and increase private cars use and may have an impact on the poorest members of our community who may not have access to any other means of transport than Bus Services. Other larger vehicles may also have difficulty navigating pinch points on this route, from deliveries to emergency services. Some objectors have suggested removing the proposed restrictions and expecting drivers to stop their vehicle, identify and locate the owner of a vehicle obstructing their passage. This is not a reasonable or sensible approach (for example: an emergency vehicle being delayed ) that the Roads Authority would accept. The proposed markings are “no waiting” restrictions only. Loading/unloading is still permitted; subject to certain conditions being met, i.e., actively loading and unloading (this includes passengers). You have suggested a one system, at this stage we have to reject this suggestion, as current bus services operate one way. Experience has shown that one- way systems for all traffic will increase traffic speed, increase vehicle distance and emissions. This may increase the potential of the number of incidents and the level of severity of injury of road users, especially pedestrians. ii. The proposed no waiting will prevent residents parking outside their property. This will affect resident with limited mobility and access 7 Those with mobility concerns may wish to consider applying for a Blue Badge. Blue Badge holders can park on no waiting restrictions providing they don’t cause obstruction or danger to other road users. A Blue Badge holder would also be eligible to apply for an on-street disabled bay which can be enforced (if necessary). iii. Displacing residents parking and requiring them to walk further 7 The convenience of parking directly outside a property is not a statutory right and road safety, including the safe flow of larger vehicles, will in most cases take precedence. (refer also to response (i) and (ii)). iv. Objection to the time period of the restriction and noted that a shorter time waiting restriction (single yellow lines) would be a better option. Noted that the times could be altered to allow parking outside of timetabled service 2 Bus Services on Croft Road are the West Coast motor no.415, 416 and 417 services, (https://www.westcoastmotors.co.uk/services) with the majority of services operating between 8AM to 5pm Monday to Friday. We have considered the viability of this option carefully; however, it does not address potential safety concerns of other vehicles, such as deliveries and emergency vehicles, accessing and egressing Croft Road. Should the TRO be made, we will however monitor and review the situation once the double yellow lines are place. v. Proposals are not required and no issues to address 4 The proposals have been developed in response to concerns of access and egress through Croft Road and it impact on vehicle passing through this area due to inappropriate parking by some drivers, resulting in delays to vehicles in particular Bus Services and this could potentially affect deliveries and emergency services. These proposals have been developed in conjunction with Oban Community Council, local Members, bus operators, input from local officer knowledge and input from local businesses. Restrictions are only being proposed where there is an issue considered to justify said restrictions. We consider the proposals, while the need is not necessarily evident to local residents, are appreciated and understood by the wider community. The Council, as roads authority, have a responsibility to protect access for the wider community and to mitigate the impact of inappropriate parking within the Council Road space if it presents an operational and safety concern. vi. Proposal associated with school buses and will have a detrimental impact on residents who already suffer from a lack of parking 4 As part of the review process, the local Traffic & Development Officer took part in a tour around the various locations identified as being “pinch points” on a bus. This location was not identified as being an issue, however, should the proposed TRO be successful we will monitor and seek to mitigate any post- implementation impacts. The proposed no waiting (double yellow lines) will lead to displacement of vehicles to park outside objectors property and restrict access/egress i. Traffic Regulation Order Name: 5 Page 167
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ARGYLL AND BUTE COUNCIL OBAN LORN AND THE ISLES AREA COMMITTEE ROADS AND INFRASTRUCTURE JUNE 2023 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 were introduced around 18 months ago [at the time of writing this report we are on to briefing Edition 97] 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. Page 169 Agenda Item 12
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3.0 DETAIL 3.1 Roads and Infrastructure Services provides Members with weekly briefings on topical service activities which are all available here. 3.2 As part of the resources on the new Member Zone system there are various key documents available in an online library here. 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 – none known 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 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 Page 170
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Executive Director with responsibility for Roads and Infrastructure Services, Kirsty Flanagan Policy Lead for Roads and Transport, Councillor Andrew Kain May 2023 For further information contact: Jim Smith, Head of Roads and Infrastructure Services; or Mark Calder, Project Manager Page 171
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ARGYLL AND BUTE COUNCIL OBAN LORN AND ISLES AREA COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH 14 JUNE 2023 GIBRALTAR STREET PUBLIC REALM PROJECT - UPDATE 1.0 EXECUTIVE SUMMARY 1.1 The purpose of this report is to update the Oban, Lorn and the Isles Area Committee on the Gibraltar Street public realm project. 1.2 Argyll and Bute Council agreed to allocate £250,000 of Place Based Investment (PBI) Programme Funding to Gibraltar Street, Oban to enhance the public realm and improve access to Oban Town Centre given the function of this space as a key pedestrian thoroughfare linking a key centre of retail to the town centre. 1.3 It was agreed at Oban, Lorn and Isles Area Committee in March 2023 that officers progress with the resurfacing option and report back to Committee in June 2023 with a progress report. RECOMMENDATIONS It is recommended that the Oban, Lorn and the Isles Area Committee: Agree to endorse the proposed approach for this project including that construction will take place within the autumn/winter period. Page 173 Agenda Item 13
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ARGYLL AND BUTE COUNCIL OBAN LORN AND ISLES AREA COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH 14 JUNE 2023 GIBRALTAR STREET PUBLIC REALM PROJECT - UPDATE 2.0 INTRODUCTION 2.1 The purpose of this report is to update Oban, Lorn and the Isles Area Committee on the Gibraltar Street public realm project. 2.2 On the 12th August 2021, Argyll and Bute Council agreed to allocate £250,000 of Place Based Investment (PBI) Programme Funding to Gibraltar Street, Oban to enhance the public realm and improve access to Oban town centre. 2.3 It was agreed at Oban, Lorn and Isles Area Committee in March 2023 that officers progress with the resurfacing option and will report back to Committee in June 2023. 3.0 RECOMMENDATIONS It is recommended that the Oban, Lorn and the Isles Area Committee: 3.1 Agree to endorse the proposed approach for this project including that construction will take place within the autumn/winter period. 4.0 DETAIL 4.1 On 12th August 2021, Argyll and Bute Council agreed to allocate £250,000 of Place Based Investment (PBI) Programme funding to Gibraltar Street, Oban to enhance the public realm and improve the access to Oban town centre. The total budget for the project is £250,000. Page 174
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4.2 Roads and Infrastructure colleagues are currently drawing up a full cost breakdown to replace the existing paviours with the proposal being to use similar paviours to those used on Combie Street; repairs to steps; and installation of new lighting. 4.3 Officers will procure bespoke high quality street furniture, consisting of benches, planter and signage. 4.4 The works will take place within the autumn/winter period to minimise disruption for businesses by avoiding the busy summer season. 4.5 It is anticipated that works will be delivered within the existing budget. 5.0 CONCLUSION 5.1 The purpose of this report is to update Oban, Lorn and the Isles Area Committee on the Gibraltar Street public realm project. 6.0 IMPLICATIONS 6.1 Policy – the works would support Oban Town Centre which in turn will support the overarching objective and long term outcomes of the Council’s Corporate Plan, Argyll and Bute Outcome Improvement Plan, the Local Development Plan and the Economic Strategy. Capital works must be in line with the Place Based Investment Programme criteria. 6.2 Financial - £250,000 of Place Based Investment funding has been allocated to the project. Budget remaining for construction works is £216,000. 6.3 Legal – None. 6.4 HR – None. 6.5 Fairer Scotland Duty: 6.5.1 Equalities - protected characteristics – None. 6.5.2 Socio-economic Duty – The project supports local economy and community through place-based regeneration activity. 6.5.3 Islands - None. 6.6 Climate Change – Construction works undertaken will result in carbon emission although it is anticipated that these will be restricted to the construction period. The works are to a key pedestrian thouroughfare that links the town centre to the adjacent retail park and carpark. 6.7 Risk – Project implementation needs to be keep within the available budget. 6.8 Customer Service – None. Kirsty Flanagan Executive Director with responsibility for Development and Economic Growth Page 175
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Policy Lead for Strategic Development, Councillor Robin Currie 4 May 2023 For further information contact: Fergus Murray, Head of Development and Economic Growth Fergus.Murray@argyll-bute.gov.uk Adrian Jackson-Stark, Lorn Arc Regeneration Project Manager Adrian.Jackson-Stark@argyll-bute.gov.uk Genna Lugue, Economic Regeneration Officer Genna.Lugue@argyll-bute.gov.uk Page 176
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1 Year One Progress Report Page 177 Agenda Item 14
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2 Contents Foreword ........................................................................ 4 Introduction .................................................................... 5 Key Achievements ........................................................... 6 Children’s Services ............................................................................................................. 6 Child Poverty ......................................................................................................................... 6 Child Protection .................................................................................................................... 7 Violence Against Women and Girls ............................................................................... 8 Adult Protection ................................................................................................................... 9 Community Justice ........................................................................................................... 10 Public Health ....................................................................................................................... 11 Right Care Right Time ..................................................................................................... 12 Adult Care –Older Adults/Adults and Hospitals ..................................................... 13 Learning Disabilities ......................................................................................................... 14 Mental Health ...................................................................................................................... 15 Primary Care ....................................................................................................................... 16 Dentistry ............................................................................................................................... 17 Alcohol and Drug Partnership (ADP) .......................................................................... 18 Allied Health Professionals (AHP) ................................................................................ 22 Carers .................................................................................................................................... 22 Prevention Programme ................................................................................................... 23 Digital Health and Care Strategy ................................................................................ 23 Coporate Services ............................................................................................................. 24 Technology Enabled Care (TEC) .................................................................................. 24 Performance Management and Governance ........................ 26 Introduction ......................................................................................................................... 26 Integrated Performance Management Framework (IPMF) ................................ 26 Key Performance Overview ........................................................................................... 27 Benchmarking ..................................................................................................................... 27 Waiting Times & Long Waits ......................................................................................... 27 Homecare ............................................................................................................................. 28 Residential Care ................................................................................................................. 29 Delayed Discharge ............................................................................................................ 29 Adult Support & Protection ............................................................................................ 30 Resilience in Care at Home (Unmet Need).............................................................. 30 Page 178
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3 Children & Families ........................................................................................................... 31 Community Health ............................................................................................................ 32 Adult Care ............................................................................................................................ 32 Technology Enabled Care & Falls ................................................................................ 33 Child & Adolescent Mental Health & Psychological Therapies .......................... 34 Winter & Systems Pressures ......................................................................................... 34 Financial Performance and Best Value ............................... 35 Financial Performance ..................................................................................................... 35 Financial Performance 2022-23 ................................................................................... 35 Financial Outlook, Risks and Plans for the Future ................................................ 35 Best Value ............................................................................................................................ 36 Appendices ................................................................... 39 Appendix 1 IJB Scorecard ................................................................................................... 39 Appendix 2 HWBOI’s/ Benchmarking .............................................................................. 41 Page 179
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4 Foreword Argyll and Bute Health and Social Care Partnership has experienced another difficult year as we try to recover from the obvious challenges of the past few years. This year the HSCP continued to struggle with workforce sustainability, reduced capacity in the community and backlogs in our waiting times to name just a few. Despite this, the HSCP continues to be ambitious for our communities and this report highlights the positive outcomes the integration of health and social care services can have on individuals, families and the wider community along with the input of those with lived experiences of our services. Our Staff, Partners, Carers and Volunteers continue to demonstrate the upmost dedication, hard work, resilience and commitment to our services. We continue to be thankful and grateful for everyone’s efforts in these difficult times. Sarah Compton-Bishop Fiona Davies Chair of Argyll & Bute Chief Officer of Argyll & Bute Integration Joint Board HSCP Page 180
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5 Introduction Welcome to Argyll and Bute’s Annual Performance report for the year 2021 as required by Public Bodies (Joint Working) (Scotland) Act of 2014. This document sets out how the Health and Social Care Partnership (HSCP) has performed and builds on the information published within previous reports and to provide progress on how we have improved and adapted, reshaping services which are fit for the future. The HSCP is a complex organisation bringing together a range of partners, services and substantial financial resources. The partnership is responsible for meeting local and national objectives and it is therefore important that we publically report on how we are performing against the agreed outcomes that we aspire to. The Annual Performance report provides an opportunity to reflect on the past year. A year that was extremely challenging yet we were still able to celebrate achievements. I thank all colleagues and partners for their ongoing efforts to deliver our vision and essential health and social care services for local people and those most in need, and hope we can all share in the successes of delivering longer, healthier and independent lives. Page 181
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6 Key Achievements Priorities Year 1 Progress Continue to deliver on the Children and Young Peoples Service Plan (CYPSP). The Children and Young Peoples Service Plan work continues, the new Plan for 2023 – 26 is currently being progressed. Continue to deliver on the Corporate Parenting Plan. On track and progress monitored by Corporate Parenting Board and reported to Strategic Group. Continue to monitor and evaluate progress in all our service plans. Progress is monitored and evaluated annually, updated are reported and send to Scottish Government. Develop transformation aspirations for the Service. Work is progressing to ensure more young people are involved in the CYPSP. Develop programme of change in relation to the Children’s Promise Change programme. The Promise is an ambitious 10 yr national transformational change programme for Scotland’s Care system. Local actions embedded in Corporate Parenting Plan and CYPSP. Continue to engage with Children and staff on transformation agenda. We have established 7 locality care experienced participation forums which meet regularly. Work is progressing to ensure more young people are involved in the CYPSP. Evaluate the outcomes of the 2018-2021 Argyll and Bute Equally Safe Implementation Plan. A meeting took place to discuss this but it was decided to delay update in order to align the plan with the Community Justice Plan. Update will take place in 2023. Continue to act as a conduit for information and resources on Equally Safe / Train/ National initiatives for managers and staff. This has been taking place and will continue to do so. Develop project plan for Transforming Responses to Violence against Women and Girls Project. Plan was developed and will be updated in 2023. Priorities Year 1 Progress Child Poverty Action Group to continue to meet and develop actions to tackle the three drivers of child poverty. Child Poverty Action Group has continued to meet and monitor and tackle the three drivers of poverty. Look at impacts of Covid-19 and EU exit; consider what actions are required by the Child Poverty Action Group and its members to address these. This has been done and necessary measures taken by our members; for example extending the Flexible Food Fund and ensuring best coverage by advice services. Produce a formal communications and engagement plan. A Communications and Engagement Group has been formed and there is a draft communications and Children’s Services Child Poverty Page 182
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7 engagement plan that is being worked on. Begin to deliver Money Counts training to staff in Argyll and Bute. This has taken place and is ongoing. There was also the delivery of a wide range of other training events for staff designed to improve awareness and service delivery. Review the Child Poverty Action Plan and assess progress on key areas of work. The plan was reviewed and published in 2022. Reporting duties were met and the report outlined key areas of work. Begin to develop a Data Base to improve monitoring and focus of resources locally. Data has been collated for the plan and other purposes. A new data collection and analysis system “Power BI” is now being developed and will greatly improve our ability to recognise areas of local need. Priorities Year 1 Progress All new Child Protection Committee (CPC) members will receive a CPC induction pack and will meet with Lead Officer to discuss the role of the CP and expectations of CPC members. All CPC members will attend CPC development sessions to contribute to the role and function of the CPC. Members will be required to demonstrate through the delivery of the CPC improvement plan that information is being disseminated within their organisation and that actions attributed to their organisation are progressed and reported to CPC. Induction pack complete. All new members have met with Lead Officer. This is ongoing as and when new members attend. We have recorded via minutes when information has to be disseminated within organisations and what action has been taken. Produce and implement a biennial Strategic improvement plan which will be monitored by the Performance, Quality and Assurance (PQA) using a RAG system. Red actions will be reviewed by PQA and reported to CPC. Plan in place and being monitored. Some slippage due to post Covid challenges and staffing challenges. CPC does not currently have a lead officer so plan needs to be reviewed to ensure on track for rest of 2023. Multi agency training will be delivered using a tiered approach to learning which will include: General contact workforce, Specific contact workforce and Specialist contact workforce. Training has been delivered via online following Covid challenges. Some face to face key training delivered. Training has had to be halted as CPC does not have a training officer – awaiting advert and appointment. Online training can be accessed across partner agencies. This will require to be addressed as soon as the training officer is in post. Develop and implement training framework which supports practitioner knowledge and confidence in working with Child Sexual Abuse which includes Child Sexual Exploitation and child trafficking. This work had to be cancelled last year due to competing practice demands. Will be picked up when the new Lead Officer comes in to post. Domestic Abuse Guidance and Flowchart implementation to be evaluated and regular audits of referrals to be carried out. Domestic Abuse guidance has been implemented however no auditing working has taken place. This should be a priority during 2023. Improved interface between children & adult services particularly where parental mental health substance misuse and domestic abuse are present. One meeting has taken place, but still significant work to align Children and Families and adult processes Joint session between Adult Protection Committee and Child Protection planned for May 2023. Child Protection Page 183
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8 Advocacy services will engage with children on the Child Protection register to understand their experience and to provide the CPC with recommendations as to how things can be improved. CPC receives bi-annual reports from the advocacy worker. The reports provide evidence of face to face engagement with children and seek the views and comments by children and families. CPC find these reports very informative re needs of children on the Child Protection register. Priorities Year 1 Progress Establish a Project Board to oversee the delivery of the Transforming Responses to Violence Against Women and Girls Project. A board has been established although there have been difficulties in arranging some meetings. Use the Domestic Abuse-Informed Practice and Systems: Self-Assessment Tool to establish a baseline for services prior to training and service change measures. The tool was used and the survey stage undertaken; it has not yet been possible to complete the process with the board. Establish working groups to facilitate training and other aspects of the transformation project. Working Groups have delivered on the necessary areas of training and on the research elements of the plan. This will continue in 2023. Research to assess the impact of the Transforming Responses to Violence Against Women and Girls Project, to begin. The first phase of research has taken place, looking at lived experience and staff views of services. A second phase looking at the views of perpetrators will take place in 2023. Roll out of the Safe and Together Model to commence. This has begun and a large number of staff and some managers are currently undertaking training. There has been some delay due to operational reasons. Roll out will continue through 2023 – 2024. Roll out of other training to commence including; Awareness Raising; Routine Enquiry; Zero Tolerance and Commercial Sexual Exploitation. Seven events were successfully delivered and this will continue in 2023-2024. It was not possible to delivery Zero Tolerance as the organisation no longer offers specific training to organisations. Roll out of DASH training to relevant workers. This has been taking place and will continue in 2023. Review the Argyll and Bute Equally Safe Plan. This was delayed due to the need to align with Community Justice Plans. Will take place in 2023. Development of Data Base that will assist us to monitor trends in Domestic Violence and other gendered violence. Whilst some data was collected development of a data base still requires to be done in 2023. Deliver Annual Return from Argyll and Bute to the Improvement Service / National Violence Against Women Forum. This did take place and will be updated in 2023. Violence Against Women and Girls Page 184
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9 Priorities Year 1 Progress Meet the Improvement Plan targets arising from Inspection. Progress made:- We have introduced a trial of a new Chronology format to ensure standardisation and improve quality of chronologies. We have encouraged in person participation in Adult Support and Protection (ASP) case conferences where appropriate and safe to do so. Training has been developed to ensure appropriate use of trained second workers from Health and other disciplines. Through the Council Officer Forum and ASP training we have ensured regular use of case studies and Significant Case Review (SCR) Findings. Staff support is provided by development of Council Officer, Multi-Agency Forums and ASP training. Emphasis is placed on Trauma Informed Practice via revised Codes of Practice dissemination. Further development of Awareness ASP training achieved and targeted at specific groups, to improve knowledge and understanding of ASP process, across the Partnership, and raise awareness within the Community. Implement Code of Practice changes. We have continued to implement Code of Practice revision sharing briefings on changes across the Partnership, including:- Further detail on the 3 point criteria. Clarification on capacity and consent. Emphasis on duty to refer and co-operate in Inquiries. Clarification regarding sharing expectations and the new section on chronologies. Clarification of relationship between inquiries and investigations. Further detail and clarification on visits and interviews. Implement guidance for Primary Care and GP’s. New guidance introduced July 2022, promoted through Adult Protection Committee and Authority wide ASP Action Team. Material passed to NHS colleagues for their attention. Progress audit activity, case files. Investigation undertaken to determine most appropriate platform in order to streamline process. Short life working group to be established to plan audit proposed for May/June 2023. Adult Protection Page 185
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10 Develop issues arising from Initial Case Reviews, Large Scale Investigation findings. Several overarching Adult Protection and Adults with Incapacity themes have been scrutinised and practice improvements made with regard to the findings of an Initial case review. Specifically process around Guardianship/Adults with Incapacity/Mental Health Officer roles, and reviews, Care at Home – Social Work support, financial management where an individual is considered an Adult with Incapacity and there is a requirement for clear lawful authority. Major review of care at home services and financial controls introduced following an Initial Case Review. Develop ‘escalation’ policy. Recognising that ASP case escalation forms part of a wider multi-agency escalation policy the service has contributed to the development of the Partnership’s Complex Case Escalation Protocol. Support staff and communities as recovery from Covid regulation emerges. Emphasis within staff and community awareness training has been placed on neglect and self-neglect (particularly identifying signs and symptoms) increasingly evident in larger numbers since Covid. Staff have been supported to consider best practice in ensuring the Adult remains at the centre of all ASP activity as work practice changes - working from home, online case conferences. Priorities Year 1 Progress Develop a local Community Justice Outcome Improvement Plan, in line with the priorities of the Scottish Government national Justice and Community Justice Strategies. Refreshed National Strategy for Community Justice published June 2022. Associated Outcomes, Performance and Improvement Framework delayed publication date now 01/04/2023. Local plan development progressing well, draft key actions agreed by Community Justice Partnership, statutory consultation process underway. Expected publication date June 2023. Develop strategic and operational links with Third Sector and Children’s Services (Youth Justice) and other key local partnerships. Community Justice Partnership agreed a Youth Justice work stream, in the process of establishing a multi-agency sub group. Third Sector statutory consultation underway in relation to development of the local Community Justice Outcome Improvement Plan. Support and monitor the implementation of the Justice Social Work (Community Justice) Improvement Plan. Justice Social Work Service Plan is complete, Community Justice Partnership scrutiny process in final stages of completion, reliant on the publication of the Scottish Government Outcomes and Performance Improvement Framework due 1 April 2023. Review the learning from the first phase jointly commissioned research report for Violence Against Women & Girls and implement key recommendations. Final report due March 2023. Draft report (excluding analysis and key findings from consultation) received and presented to Community Justice Partnership. Community Justice Page 186
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11 Implement the prison Custody to Community pathway, including performance reporting and monitoring. Proposals for model of delivery agreed by Community Justice Partnership, consultation with wider third sector partners underway. Commissioning additional third sector support in relation to independent advocacy underway. Publication of the Scottish Government Community Justice Outcomes and Performance Improvement Framework delayed until 1st April 2023. Finalise the review of our local Community Justice Partnership. Significant progress has been made in prioritising and streamlining the Partnership. Due to the delay in publication of the national Outcomes, Performance and Improvement Framework, we will finalise during 2023/2024. Priorities Year 1 Progress Develop joint Health Improvement plan between Argyll and Bute and North Highland. A joint two-year Health Improvement plan has been developed between Argyll and Bute and Highland, with a view to delivering some pieces of work NHS Highland- wide where appropriate. The joint workplan was developed using team workshops to identify priorities and then small working groups to refine each topic. As this is a new joint development, it will be monitored for effectiveness. The aim is to improve collaboration and working relationships, share learning and streamline pieces of work where relevant. Local context will always be considered within each workstream. Pandemic recovery - Social Mitigation Strategy: child poverty; financial inclusion; children’s rights; equalities; mental health improvement and support. The public health team contribute to the Child Poverty agenda through the Argyll and Bute Child Poverty Action Group and the Argyll and Bute Financial Inclusion and Advice Group. We have delivered Money Counts training to a range of health, social care, and 3rd sector staff. Deliver on the 5-year implementation plan for Living Well strategy: workforce development; self- management; community link working; physical activity; mental wellbeing; suicide prevention; smoking cessation. Public Health and partners (including Argyll and Bute HSCP, Argyll and Bute Council and 3rd sector) continue to deliver on the 5-year Living Well strategy implementation plan. A mid-strategy report was published and disseminated. This report celebrates the wealth of work undertaken by Living Well partners, the Living Well Networks and via the Living Well capacity building fund over the first 2.5 years of the strategy. It also allows us to reflect on the challenges of the COVID-19 pandemic and how this impacted on self-management and our communities. Finally, this report looks ahead to the future of Living Well and the importance of its links to the Argyll and Bute Health and Social Care Partnership (HSCP) Joint Strategic Commissioning Strategy (JSCS) and Joint Strategic Plan (JSP). Public Health Page 187
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12 The 5-year implementation plan has been reviewed and focused steering group meetings have been agreed to progress any outstanding pieces of work. The Living Well steering group continue to meet bi-monthly. Building capacity for health improvement: education; Living Well Networks; community planning; locality planning groups; engagement; place-based work. The Public Health team continue to build capacity for health improvement in partners and our communities. Our Living Well networks hold quarterly meetings within their local areas which are well attended by members of the community, Third Sector and Statutory sector. In addition, communications, surveys, consultations etc from various sources (e.g. Public Health team, Locality Planning Groups, Third Sector) are sent out by email and social media via the Networks. The Public Health team regularly attend Area Community Planning Groups, relevant thematic Community Planning groups and Locality Planning groups to build capacity for health improvement and coproduction. The Public Health team host bimonthly education sessions open to HSCP staff and Third Sector. Recent sessions included survey design, Versus Arthritis, gambling harm and the Shaping Places for Wellbeing programme. Respond and deliver national strategy and targets – suicide prevention; smoking cessation; Fairer Scotland. The Smoking Cessation team within Public Health continue to deliver a service across A&B that targets the 40% most deprived communities but is available to all residents. The targets set by Scottish Government for NHSH are reviewed regularly to ensure the optimum progress is made towards achieving these. The team are also employing their expertise in working with clients on a 1-1 basis to raise awareness of screening opportunities in line with strategy from the Scottish Government. The Public Health team supports the delivery of the local suicide prevention action plan working with the suicide prevention group. Alcohol and Drug Strategy actions – reduce drug deaths; recovery orientated support. Alcohol and Drug strategy actions are reported under the Alcohol and Drug specific priorities. Priorities Year 1 Progress Unscheduled Care (USC) leadership post in place. Recruitment of Programme Manager start date April 2023. Localities will have agreed actions plans to support the two key areas of improvement. No we re-focused this as an area wide plan rather than on localities. Plan and progress spend on the recurring A sub group has been established to oversee spend in Right Care Right Time Page 188
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13 funding from Scottish Government. relation to Key Performance Indicators, this reports to USC Steering Group. Established working groups with capacity to progress change and support localities. Three sub groups established: Enablers, Community Teams and Discharge without Delay. Focusing on key priorities. Programme Manager will support. Enhancing multi-disciplinary community teams to be responsive, flexible, highly skilled, continually assessing with a re-abling and rehabilitation ethos and high quality end of life care with the skills to provide simple care that currently involves a hospital admission. This will relate to the work of the Community Teams and the care at home strategy group. There is also overlap with the development of the palliative care section of the older adult strategy. Enhance clinical education for all staff develop skill mix, apprenticeships and health care support worker skilled roles. The updated action plan developed by the Community Teams from the Community Standards will be supported in implementation through the Enablers sub group. This forms part of the Enablers sub group. Provide enabling care at home that is effectively commissioned and planned for those who need it, with enough capacity to be provided following assessment at home and at the point of need. A Smarter Commissioning Process has been developed. Assessment of unmet need is ongoing there is a clear process of reviewing unmet need. Longer term focus on re- ablement and care at home modelling is required and being considered through the Care at Home Strategy development. Performance metrics regular reported on. Key Performance Indicators have been developed and will link with the Integrated Performance Framework. Evaluate spend on community teams, unpaid carer services & short breaks, response services, care at home, community palliative care and NHS GG&C delayed discharge. For year 2 Consider models for community services with the aim of minimising different services/staff visiting people in community and improving flow through hospital. As above- linked to Community Teams and Social Work Action plan through the review of Community Standards. What do our communities want to increase support unpaid carers? Engagement on short breaks-looking for short break support at home. What do communities want from HSCP community teams? Limited engagement so far. Agree model that assist us to move towards a National Care Service. Partly related to Getting It Right For Everyone. Priorities Year 1 Progress Support care at home through a challenging winter, linking unscheduled care elements to limit duplication and make best use of the total resource available. Extensive efforts have gone into both reporting and assuring on care at home services including the development of mobile teams to meet unmet need. Smarter Commissioning is being rolled out with providers. A review of this process will provide information required on resource availability and whether this way of working is beneficial to service users and staff. It will also ensure that Adult Care –Older Adults/Adults and Hospitals Page 189
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14 all providers are working collaboratively to deliver the most effective and efficient service possible and will feed into the tender process due next year. A redesign of care at home with relevant support from other disciplines is required. Develop a care at home strategy to agree and monitor key developments to build a flexible and sustainable service. Work has been undertaken to scope the main elements of the care at home strategy which needs to link with internal redesign and timescales for developing the care at home contract. Develop an Older Adult Strategy. We have worked on a number of areas of the strategy focusing on: Care Homes and Housing Palliative and End of Life Care Care at Home Right Care, Right Time There have also been links to National areas of strategy Strategy needs completed and consulted on. Develop a robust plan around winter planning, mapping out all elements of service delivery, what the pressures are and how they impact on each other. We submitted a Winter Checklist to the Scottish Government in November 2022 and a winter plan was developed for Argyll and Bute. We reviewed our operational and governance structures for winter planning and pressures and with refinement we should retain this structure and process for 2023-2024. Work in partnership with providers, supporting elements such as recruitment, training to ensure best use of resources. Additional human resource support has been identified to link recruitment and retention processes with all care providers – internally provided and externally commissioned by the HSCP. These posts will also link to the wider corporate regeneration agenda for Argyll and Bute. Review the use of Extended Community Care Teams (ECCT) and link them to other community services. A review was completed however its scope did not allow for an examination of a changing role for ECCT. This needs to link with redesign of care at home. Complete a building appraisal for internal care homes and develop an overarching care home and housing strategy. This will include the position of intermediate care within Argyll and Bute. The building appraisal has been completed for internal care homes and a Short Life Working Group on repairs is looking to prioritise repairs. Demand modelling was undertaken. The strategy requires further work. Complete a needs assessment and collaborative health and social care plan for Coll, as a template for island approaches. This was completed by the Coll Collaborative Group. Key learning needs to be rolled out to other island communities. Priorities Year 1 Progress Development of A&B specific Learning Disability and Autism Strategies, in line with the A&B HSCP Engagement Framework. Initial scoping work was undertaken, however this required to be paused due to capacity issues. Temporary post currently advertised to lead on the development and implementation of Neurodevelopment Strategy with a full lifespan approach. Review and redesign of Learning Disabilities Day Stage 1 of the Review and Redesign on Day Services now Learning Disabilities Page 190
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15 Services across A&B, working in partnership with H&SC staff, care providers, service users, carers and wider communities to develop future models of support. complete. Redesign of Staffing Structure for Internal Registered Services completed in 2022, with remaining vacant posts currently being recruited to. Stage 2 – the development of services currently ongoing and will be carried over to Year 2 and Year 3 as part of the 3 year action plan for services. Implementation of the actions set out in the Learning/Intellectual Disability and autism – Recovery and Transformation Plan. This is no longer considered a specific priority for the HSCP. Any outstanding actions will be considered as part of the Neurodevelopmental Strategy. Continue to utilise technology and telecare where appropriate to increase independence, whilst ensuring the safety and wellbeing of service users. Ongoing – utilisation of technology and telecare where appropriate has resulted in the removal of many sleepover provision across A&B in order to increase service user independence. Priorities Year 1 Progress Progress planned developments associated with Transforming Together agenda for mental health. Core and cluster has not progressed for mental health services, this needs dedicated project support and commissioning to progress. Community Mental Health Services review and outcomes. The 2018 review outcomes continue to progress such as developing a Mental Health directorate, Consultant sector/locality model, developing Primary care teams and crisis interventions. This agenda was paused through Covid and will be refreshed to ascertain the aspects and recommendations remain outstanding. Psychological Therapies (PT) – we are working with the Scottish government to develop a business case to enhance and develop our PT services across A&B and to assist us to meet the expectations and demand for services in a timely and effective manner. The teams are now realigning to make an A&B wide service under one management structure to ensure better oversight of waitlist and service delivery at tier 3 and 4. We continue to work with the Scottish Government to develop services and capacity planning to address waiting times. In the past 2 years we have realigned Psychological therapies for tier 3 and 4 to develop a team with appropriate governance, oversight and ownership. We recruited a Consultant Psychologist and strengthened the relationship with the Director of Psychology in NHS Highland. The business case was submitted and we continue to apply developing capacity models and standards currently under development. The primary care mental health team have also realigned to work across GP surgeries and to support those presenting with mild and moderate mental health concerns. This team have a Multidisciplinary Team approach and have a wellbeing nurse, Occupational Therapy (OT), guided self-help worker and primary mental health worker in each locality. This is complete and the teams are embedded in each locality. Helensburgh and Lochside are served via a Service Level Agreement (SLA), additional resource was provided to the SLA to secure an OT and wellbeing nurse within their delivery model. The next stage will be determined by the Mental Health and Wellbeing in Primary Care agenda and directives awaited from the Scottish Government. Care Reviews. The reviewing team were required to be redirected to Adult support and protection, however care reviews and care packages are under review by our local teams and through the Care Resource Group process. Inpatient services – addition of a consultant This Consultant post has just become vacant and in the Mental Health Page 191
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16 psychiatrist for the inpatient unit 3 days per week. Recruitment of Registered Mental Nurses remains fragile due to the national shortage and the inpatient environment holds large vacancies, support around recruitment and retention is well under way across NHS Highland. process of being re-advertised. We are attempting to source a locum in the interim period, and cover is being provided by our sector General Adult Psychiatry Consultants. The inpatient ward remains very fragile, recruitment continues to be very challenging. We secured retention and recruitment premium of £5k per annum to offer Band 5 RMNs to maximise recruitment opportunities alongside the offer of shared accommodation in our newly refurbed flats, however uptake to date has been nil. Concentrated targeted communications and advertising is ongoing to maximise our options. Additionally, last year we developed our earn to learn scheme, this scheme is in collaboration with open university whereby we have recruited new Health Care Workers specifically to train. This pilot has gained interest and is being piloted in Tayside also, we hope to offer a further 3 places this year to continue succession planning. Priorities Year 1 Progress Establish immunisation teams to administer vaccines in all localities and assess recruitment priorities based on the impact on workload of delivering Covid vaccines and the additional flu vaccine cohorts. Majority of vaccinations will be carried out by HSCP nursing teams by March 2023. Full flexibility for island practices to continue to provide vaccinations. Develop an HSCP model for travel health and travel vaccinations. Service Level Agreement with community pharmacists has commenced in some areas. Recruit to primary care nursing posts as agreed in the Primary Care Modernisation Implementation Plan to support community treatment and care and some aspects of urgent care. In progress Implement transitional arrangements where practices continue to provide some services. In progress Provide information of what services will not transfer from GP practices as an outcome of the rural options appraisal process. The Scottish Government and Scottish General Practitioner's Committee of the British Medical Association (SGPC) will negotiate a separate arrangement including funding for these practices who will continue to provide services after 1 April 2022. Agreement reached; discussions with the rural practices ongoing. Contribute to review of sustainable services on the island of Coll. Ongoing Primary Care Page 192
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17 Priorities Year 1 Progress Post-covid recovery. All current clinics have recovered, but there remain staffing pressures due to covid related absence. Staffing levels are tight, but we remain flexible and will rearrange staffing at short notice to accommodate clinics. There are rare times when due to staff illness this is not possible. Restarting all non-urgent care. All no-urgent care restarted. Significant waiting times but in line with rest of Scotland. This has no bearing upon General Dental Service Provision. Identification of service needs and associated development. Service need identified: Kintyre and Mid Argyll area. There is limited provision for Personal Dental Service (PDS) services in these areas. Redesign of service provision to allow flexibility and greater provision of dental care in this region for priority groups. National Dental Inspection Programme provision, which is mandated by Scottish Government is challenging. Clinical staff are being used to fulfil this at present Development of current services for Island communities and priority groups. Discussion with General Dental Practitioner Islay regarding contracting to provide PDS careScoping Mobile dental service (limited provision) and in collaboration with Coll and Colonsay Communities. Tiree dentist and DHT visiting Coll regularly. Mull clinic remains extremely busy. Over 3000 patients registered. Long waiting list. Only service provider on the island15 of 17 care homes have nominated dentist. (Islay and Campbeltown – Islay potential for GDP to take over). Advanced care options for priority group’s patients – General Anaesthesia or Intravenous (IV) sedation services for complex care cases/anxiety cases. Currently no provision for this within A&B staffing cohort. External referral to NHSH North or GGC is only route for these patients. Increasing access for patients in assisted and looked after accommodation settings. Domiciliary dental care has resumed. Caring for Smiles Programme for Care Home staff has resumed. 14 care staff signed up to take qualification. Oral health care shop to provide oral healthcare items at cost price to care homes piloted and successful. Increase skill mix in association with in-house training and also NHS Education Scotland partners. AWI training offered to all dentists. A either qualified or allocated to training. Inhalation sedation training to Helensburgh, Dunoon and Oban. Associated support staff identified for training. Clinicians peer review group meetings – Continuing Professional Development Motivation, Action and prompts (MAP) behaviour change and Oral Health improvement training for all Public Dental Service sites. Team building. Regular team meetings and 1 to 1 meetings as standard. Senior Management Team to Mull for team building Dentistry Page 193
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18 exercise Standardising processes. Single point of referral in final stages with Scottish Care Information (SCI) gateway Standard Operating Procedures. Fixed term recruitment in Orthodontic services. Unable to recruit. Accessing Consultant services on temp contract (weekends currently). Looking at agreement with NHSH North for permanent solution for weekday clinics. Scoping of in-house development of SDO for Orthodontic services. Senior Dental Officer development underway. Mentoring by Consultant in NHSH North PAYs in establishment take to advert to increase staffing numbers. Complete. Meeting with finance in 2 weeks to review. Capital funding application for service improvements. Capital funding applications being prepared Tiree, Mull, Mobile Dental equipment. Co-located sites, increase communication with corporate bodies and GDP services. Lines of communication open to facilitate good working relationships. Priorities Year 1 Progress The ADP strategy. The work of the ADP is informed by a strategy that covers the period of 2020-2023. The strategy has 4 pillars: 1. Prevention and early intervention 2. Developing recovery-oriented systems of care 3. Getting it right for everybody 4. Public health approach to justice Updates on some of the work covered under this strategy is provided below however the majority of updates are provided under the remaining ADP priorities below. Planet Youth The ADP provided funding for two secondary schools to take part in the Planet Youth approach to substance use prevention through a community collaborative approach. Planet Youth surveys were used to inform strategies within each of the schools and communities. This baseline data is important for measuring the impact of this approach and will allow schools to identify priority areas for development. This work is ongoing and additional funding will allow this to be rolled out to further secondary schools. S3 Drama “You Are Not Alone” The ADP continues to contribute funding to the S3 Drama which is delivered across secondary schools in Argyll and Bute. This has continued to be delivered via a filmed performance. The performances provide an opportunity for young people to engage in Alcohol and Drug Partnership (ADP) Page 194
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19 questions, understand support that is available and connect with other services. Planning for the return of the live performance for March 2023 is already underway. The ADP also offer professional learning to education staff in relation to substance misuse to support staff in the development of high quality and relevant PSHE programmes. The ADP work in line with the strategy and a strategy refresh for 2023-2024 is being developed following a successful ADP strategy day in February 2023. Initiate MAT standards. The Drug Deaths Taskforce was set up in September 2019 and prioritised the introduction of standards for Medication Assisted Treatment (MAT). The aim is to reduce deaths, and other harms and to promote recovery. The standards provide a framework to ensure that MAT is sufficiently safe, effective, acceptable, accessible and person centered. In discussion with the MAT standards Implementation Support Team (MIST), partners produced a project specification document to initially implement MAT in Cowal & Bute. Dedicated co-located teams will work in partnership to provide appropriate and evidenced access to medication assisted treatment that promotes harm reduction and a whole person approach. The MAT steering and implementation groups continue to meet regularly to progress the implementation of the standards in Cowal and Bute. Learning from this will be used to scope roll out to other Argyll and Bute areas, a process which is supported by Public Health Scotland and Healthcare Improvement Scotland. Increase access to residential rehab. A new residential rehabilitation pathway has been developed for use in Argyll and Bute, to support those seeking residential rehabilitation and/or detoxification. This was developed via a Residential Rehabilitation Group, which was formed to ensure all partners who would be involved in care and support before and after residential rehabilitation would be involved in the discussions to enable clients to maintain the benefits of residential rehabilitation. This is a partnership of third sector, NHS and Council member. Historically referrals to residential rehabilitation were made only to Phoenix Futures in Glasgow and Kings Court in Tighnabruaich, the number of organisations that can be referred to has increased. The pathway encourages pre and post rehabilitation Page 195
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20 support to maximise support for the individual. In financial year 2021-22 eighteen people were approved for residential rehabilitation and/or detoxification, twelve were men and six were women. Develop a revised approach for children and young people’s support. The existing school-based support service continued to deliver throughout 2021/22. There was evidence that the interventions resulted in improvements in young people’s lives and had a positive impact on families. A needs analysis was carried out in 2021 by an independent organisation to map and match current service, identify service gaps and adapt or commission new services to meet the identified needs of young people across all communities. Work is ongoing to respond to the needs identified. Initiate the whole family approach strategy. Argyll & Bute’s first Family Support group was established, with the support and funding from the ADP, in Helensburgh in October 2018 by two family members with experience of caring for and living with someone with drug and/or alcohol dependency issues. With their support, a second group was established in Dunoon. Work is ongoing to implement the Whole Family Approach across all localities of Argyll and Bute. Increase access to advocacy. A partnership was established by the ADP involving Lomond & Argyll Advocacy Service, Scottish Recovery Consortium and Reach Advocacy to train people with lived experience as Peer Advocates (recovery advocacy peers). The partners successfully recruited and trained 4 individuals from across Argyll and Bute as Lived Experience Advocates. All four successfully completed the Reach Advocacy Rights Based Approach SQA Advocacy Award. Advocates work closely with the substance use support teams in localities supporting the needs of their communities and encourage people to access the types of supports that enable their recovery journeys. Lomond and Argyll Advocacy Services will play an important role in the delivery of MAT Standards in Argyll and Bute and the recovery advocacy Team will also all complete interview training, interviewing service users about their experiences of MAT. The Group Recovery Advocacy’s work has been valuable and the voices of people in recovery have helped shape some developments and improvements within Argyll. Scottish Recovery Consortium aim to establish a Page 196
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21 National Network of Peer Advocacy Services and will look to Argyll and Bute as a model of good practice. The combination of national and local based partners helped secure the funding for this project and it is hoped the establishment of a National Network will help develop and support this service as we move forward. Work with criminal justice to create a continuation of shared care. The ADP, in partnership with Community Justice, Criminal Justice, Police Scotland and We Are With You, established a Police Custody to Community pathway for people who wished to speak to a member of staff from We Are With You. The offer of support is not limited to those with identified needs associated with their use of alcohol or drugs but, by using the ADP Recovery Orientated Systems of Care (ROSC), can link into a wide range of services and opportunities. We Are With You function as a first point of contact and link people into the appropriate service providers on their release from custody. A pathway has been developed to allow continuation of care and Opioid Substitution Treatment (OST) for someone who is entering prison. If an individual is admitted to prison, there is contact between the prison and the service prescribing OST to confirm both the prescription and the willingness of the service to continue this on release. Due to the challenges of the pandemic, this pathway requires review. The ADP and Community Justice continue to work on the development of the pathways for those people leaving Prison and returning to Argyll & Bute. Central to this is the need to ensure all are provided with Naloxone on liberation and continuity of care where OST is prescribed. Argyll & Bute prisoners can be held in a range of prisons and work is ongoing to ensure an equitable approach. Prior to release from prison, contact is made to substance use service providers in order to continue with any clinical treatments in the community. This has worked well for the continuation of prescribed methadone and buprenorphine. Page 197
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22 Priorities Year 1 Progress Continue to develop standard tools and process for establishment setting ready for cycle three. Agree establishments for A&B teams. First cycle reported to SLT and supported with investment and service redesign requirements over next year. Cycle two planned spring 2023. Health & Care Staffing Act implementation in 2024. Develop a dashboard for visible demand and activity data for AHP teams. Work underway with Performance Management Team. IMPF submission for AHP’s complete. Working on process for collating all AHP minimum data for analysis. Work with MS365 for daily activity App Scope offer of first contact physiotherapy to remote and rural practices. Project progressed with fixed-term band 7 physio to establish plans for smaller practices. Currently 16 out of 31 practices have FCP service which is 80% of Argyll and Bute’s total Population All AHP staff to do Health Behaviour Change training and review the professions offer to prevention. Training offered, 6 AHP attended, plan in place to recruit further staff for TURAS module. Service pressures have impacted. Review of recruitment within AHP professions and enhance skill set opportunities g. Increase number of advanced practice roles, therapy assistant support to qualify as an AHP. New admin & assistant roles being trialled in Occupational Therapy, Podiatry, Learning Disabilities and Paediatrics. No progress with work-based professional apprenticeships due to national issues. Increasing number of overseas recruits. Priorities Year 1 Progress Continue to work closely with our Carer Centre Services to deliver on A&B Caring Together Strategy. We continue to meet regularly, attend training and development events. We will develop a Carer APP which will assist in the sharing of information and provide guidance to carers. Young Carer App developed and now in use. There will be a learning and development plan to support implementation and knowledge of the Carers (Scotland) Act. In progress There will be multi-agency guidance for our workforce on identifying, supporting, listening to and involving Carers during the planning of services and recognising their involvement as an equal partner in care. This will include guidance on how we communicate and work together. Developed and out for feedback. Will be in place by end of April. Develop and implement processes to ensure that Carers Support Plans, Young Carers Statements, and Emergency Plans are completed, and the information is shared across all services as agreed. Completed We will increase Communication and engagement; ensuring carer’s voices are heard. Produce an In Progress Allied Health Professionals (AHP) Carers Page 198
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23 Engagement framework. We will work collaborative with Carers and Carer centres to create a Carer Pathways. Completed We will work to develop guidance to support carer visibility and involvement prior to hospital discharge. Completed , Poster, Leaflets Review and update of our Caring together strategic plan. Delayed as awaiting the new National Carer Strategy. Increase our involvement with education and raising Young carer Awareness. Brought forward from year 2 completed. Priorities Year 1 Progress Establish Health Behaviour Change training within the HSCP. Health Behaviour Change training has been rolled out Communication & engagement plan developed and rolled-out. Changed to Co-production of Community assets (Strand 2 of programme) A co-production plan has emerged with partners in Live Argyll, Argyll & Bute Council, MacMillan & Third Sector Interface. We are engaging with Living Well Networks and Locality Planning Groups. Co-production planning is arranged top focus on delivery of the Living Well Strategy priorities with a focus on building community assets. Collate ideas to increase prevention and early intervention in preparation for National Care Service roll-out. (Strand One of programme) We have drafted an options appraisal around developing a 12 week Wellbeing & Physical Activity programme and are progressing to exploring funding opportunities. Priorities Year 1 Progress Implement the new ECLIPSE IT system and increase the number of community health staff using the single health and social care IT system. On course for completion May/June 23. Join up our HSCP teams by improving NHS systems and Council systems for easier data sharing. Enhance communication and collaboration using MS Teams federation. Phase 1 of federation completed. Provides instant messaging, calendar access and presence management. Phase 2 of this national project timescale still to be agreed Complete the final phase of our “Drone” beta service for clinical logistics in the West of Argyll leading national innovation in the use of this technology in the Scottish Health service. Phase 1 and 2 complete. Phase 3. In essence this is a 6 month “Beta test” with a live logistics delivery service programme. This would be the final stage of establishing the integration of “beyond visual line of sight” (BVLOS) drones into our normal clinical logistics transport network. Digital Health and Care Strategy Prevention Programme Page 199
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24 Priorities Year 1 Progress Work on finding a digital solution within the pilot area. Digitally ready devices are being rolled out both as and when clients switch to a digital line and for all new clients in the Oban and Mull areas. Continue to promote digital care across the HSCP ensuring no digital exclusion in Argyll & Bute. We continue to promote our service utilising newsletters, roadshows etc and working alongside colleagues to ensure familiarity with digital care solutions available. Digital exclusion is still an ongoing issue and will be nationally, we know for some of our more remote residents eg those living on the islands this is a risk and we are working with the LPGs, Living Well Coordinators etc to ensure this is minimised. Ensure TEC is a core service embedded in all aspects of delivery of care. We are working to ensure TEC is wrapped round our patients and clients at every stage of care delivery. We have Technician presence at MDTs, virtual ward meetings etc. we are cross referencing hospital admissions with TEC clients, which allows us to prioritise those most in need. Encourage promotion of all services throughout patients/clients journey. We recognise the changing need of patients and clients as they journey through services, we are working to promote remote health monitoring across primary care, TEC based solutions when patients require secondary care and ensure this support is ongoing. Supporting colleagues to feel more comfortable using TEC available as a resource to support their delivery of care and free up time for direct patient care. We continue to work to upskill colleagues to work with TEC. Examples of this are the work we are doing to address those on the unmet need list, working with the Mental Health teams to direct referrals into the Silvercloud programme. Frequent callers will be highlighted. Continue to develop NHS Near Me clinics to support clinicians in delivering remote clinics and supporting patients to attend appointments without the need to travel. We are promoting the use of Near Me wherever possible, working with the islands in particular as part of the Digital Hub development. Promotional materials are being heavily utilised to increase awareness of the option to have consultations and appointmens via Near Me, especially when these are to occur in Glasgow sites. Priorities Year 1 Progress Identify estate rationalisation opportunities as part of Councils “Our Modern Workspace” project. This work is ongoing within the Council with the creation of “Working from Home” policies to support new ways of working. Implement the new ECLIPSE IT system and increase the number of health staff using the single health and social care IT system. On course for completion May/June 23. Join up our HSCP teams by improving NHS systems and Phase 1 of federation completed. Provides instant Technology Enabled Care (TEC) Coporate Services Page 200
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25 Council systems for easier data sharing. Enhance communication and collaboration using Microsoft Teams federation. messaging, calendar access and presence management. Phase 2 of this national project timescale still to be agreed. Obtain funding and expand our electric vehicle charging point infrastructure by 30 and our electric vehicles by 35. The HSCP will have installed 30 additional charging points across A&B and has placed an order for 53 Electric vehicles. Complete the final phase of our “Drone service” beta service for clinical logistics in the West of Argyll leading national innovation in the Scottish Health service. Phase 1 of this project, a proof of concept, was conducted in June 2020 Phase 2 piloting a “live” service in February to May 2021 covering Mull and Iona Community Hospital, Easdale Surgery, Mid Argyll Community Hospital and Integrated Care centre Lochgilphead and Lorn and Islands Rural General Hospital Oban. Following the success of these previous phases, the Unmanned Drone Logistics project is moving to its final critical test stage – Phase 3. In essence this is a 6 month “Beta test” with a live logistics delivery service programme. This would be the final stage of establishing the integration of “beyond visual line of sight” (BVLOS) drones into our normal clinical logistics transport network. Skyports has obtained funding from the European Space Agency and the UK Space Agency to operate this service under a “Transponder Mandatory Zone” (TMZ) airspace structure which would be the first in the UK to be used for BVLOS medical deliveries. What this means is that crewed and un-crewed aircraft such as the drones operating in this project can fly together in unsegregated airspace. This allows us to move away from restricted air corridors which other aircraft cannot access while greatly improving the integration of un-crewed aircraft into current airspace structures. This integration piece is the crucial ‘unlocker’ of permanent BVLOS drone medical deliveries in the UK. Page 201
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26 Performance Management and Governance Introduction This year has seen the move from the post-COVID remobilisation of services using the designated Framework for Clinical Prioritisation to focussing on the management and reduction of Long Waits and preparation for winter pressures. From October onwards health and social care services across Scotland experienced an extensive increase in the prevalence of Flu, Covid19 in addition to expected winter illness and system pressures. As such the Scottish Government Health Department directed HSCPs to focus on additional actions and performance measures to look at the impact of additional funding and address these pressures. A National Response Group was established to monitor and drive improvement with regards to the reduction of Delay Discharge across Scotland to support the acute inpatient pressure and enhance flow patient through hospitals. Both HSCPs and Health Board were required to adopt five key action areas to address these pressures, alongside monitoring and reporting of additional performance measures to evidence impact and support progress. The five areas of focus were: 1. Delivering a different model of care for a short period, e.g. move to critical/life- saving care only and postponing planned activity. 2. Opening / procuring additional capacity in social care e.g. intermediate care beds. 3. Moving staff to areas of pressure across acute and community and care services. 4. Increased engagement with 3rd sector providers commissioning enhanced services to address unmet care need and prevent admission. 5. Lighter touch governance arrangements with regard to criteria for discharge and inspections Integrated Performance Management Framework (IPMF) The focus for 2022 has been the development of the Integrated Performance Management Framework to ensure that the drivers for performance improvement are those that matters most to the service both operationally and strategically. The overall focus of the IPMF was to establish a collaborative performance framework that offered improved performance visibility across the HSCP and real ownership. This steps away from previous traditional management of performance and replaces the Pyramid Balanced Scorecard, the IPMF is scheduled to go-live in April 2023. The new governance arrangement will mean that future performance reporting will be scrutinised by the Clinical & Care Governance Committee Page 202
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27 The monitoring and reporting of performance using the IPMF ensures the HSCP is able to deliver against key strategic priorities, national data demands and the Strategic Plan objectives and service priorities; Key Performance Overview This overview uses calendar year (Jan- Dec) for 2022, this ensures that there is data continuity linking previous and new reporting using full year data. Latest performance against the IJB Scorecard measures is presented at Appendix 1. Note this is impacted by unavailability of data – we are awaiting advice from Public Health Scotland (PHS) on the publication and use of National Indicators reported within the Health and Wellbeing Outcome Indicators (HWBOI) and Core Suite data. PHS has confirmed 2022 update will not be available until Jun 2023 earliest. PHS also advise that Ministerial Steering Group data is impacted by Scottish Morbidity Record (hospital episode / admission records) completeness across a six month lag period, therefore any data reported within this lag period should be treated with caution. Benchmarking Benchmark performance makes a comparison with the seven identified rural HSCP’s and against the Scottish average. Performance across the 20 HWBOI, Argyll & Bute HSCP noted ** (**%) indicators performing above the Scottish average. Performance against the other HSCP’s for these indicators notes that Argyll & Bute had an overall **% success rate (Appendix 2) ** Note we are awaiting further advice from PHS on publication and use of National Indicators reported within the HWBOI and Core Suite data. PHS has confirmed 2022 update will not be available until Jun 2023 earliest. Waiting Times & Long Waits On average the overall number of people on the Out Patients Waiting List (OPWL) has seen an increased by 36% across 2022 against previous years data. This is show in terms of a monthly increasing trend across the year, with the lowest recorded in February (n=1268) against a peak of (n=2130) for December Across 2022 the overall number of people on the OPWL breaching beyond 12 weeks has increased by 150% for 2022 against previous years data. This is represented by monthly Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 1364 1268 1500 1466 1627 1783 1926 1866 1870 2035 2026 2130 2021 1266 1211 1122 1290 1259 1287 1316 1311 1314 1357 1284 1323 0 500 1000 1500 2000 2500 New OPWL - 2021 & 2022 2022 2021 Linear (2022) Page 203
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28 increasing trend across the year, with the lowest recorded in February (n=286) against a peak of (n=750) for December. The overall number of people on the OPWL Long Waits breaching beyond 52 weeks has decreased by 69% across 2022. This is reflected by a monthly decreasing trend across the year with a peak of (n=13) for January and the lowest recorded point in December (n=4). Homecare For 2022 there was a 2.7% increase across the year with regards to the total number of homecare hours against the previous year, this was offset with a slight reduction in the average number of homecare clients in receipt of a service. Peak months for the delivery of the homecare hours were March to July with a reducing trend from July (n=103,574) to November (n=95,841). Trend analysis for 2022 with regards to overall number of homecare clients in receipt of a service noted an increasing trend from February (n=1481) peaking in July & August (n=1588). From August there is a rapid decrease in the overall number dropping to (n=1482) in December. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 300 286 317 335 369 435 448 415 504 563 579 750 2021 471 427 299 302 272 245 244 277 311 323 276 309 0 200 400 600 800 New OPWL Breaches > 12 Weeks - 2021&22 2022 2021 Linear (2022) Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 1,509 1,481 1,494 1,510 1,534 1,548 1,558 1,558 1,525 1,522 1,492 1,482 2021 1,550 1,534 1,549 1,525 1,517 1,522 1,499 1,513 1,516 1,519 1,514 1,509 1,400 1,450 1,500 1,550 1,600 Number of Homecare Clients 2021 & 2022 2022 2021 Linear (2022) Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 13 6 6 4 9 10 10 9 5 4 7 4 2021 98 105 93 84 78 56 47 48 36 35 22 17 0 50 100 150 OPWL Long Waits > 52 Weeks - 2021&22 2022 2021 Linear (2022) Page 204
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29 Residential Care Performance with regards to the total number of people in residential care notes a relatively flat trend for 2022, with an overall 2% reduction in the total number of people in a care home against previous year performance. June to September suggests some potential seasonality in the data with this year and the previous year sharing a reducing trend across October to December Delayed Discharge Delayed discharge performance for 2022 notes an increasing trend across the year with a 53% increase in the average number of delays when compared against data for 2021. Alongside this was a 66% increase in the average bed days occupied by those delays. Monthly performance noted seasonal increases in March, October and December, this pattern is replicated in the 2021 data. Statistically across each month the increase in bed days occupied was not directly attributable to an increase in the overall number of delays, peak months were July, October and December. May and June noted a small increase in the number of delays but with a significant increase in the time beds were occupied. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 549 554 570 564 563 557 552 561 564 574 559 557 2021 598 594 611 611 569 548 558 556 557 553 556 546 500 520 540 560 580 600 620 Number of People Months Number of Care Home Residents 2022 & 2021 2022 2021 Linear (2022) Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 478 388 434 419 435 475 734 687 586 894 663 860 2021 413 197 246 141 112 241 315 363 324 535 287 370 0 200 400 600 800 1000 Bed Days Occupied in Month 2021 & 2022 2022 2021 Linear (2022) Page 205
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30 Adult Support & Protection From the most part duty to enquire activity noted a very similar trend as the previous year, with a variance increase in 2022 from May to August. This increase in activity was recovered from September onwards with both years noting a slight decreasing trend for November to December. On average duty to enquire activity was reduced by 13% for 2022 as compared to 2021 and with regards to Investigation and Risk Assessments completed, notes a 5% increase for 2022 against the previous year. Resilience in Care at Home (Unmet Need) The reporting of unmet need commenced in August 2021 in line with a weekly requirement from the Scottish Government. Part of this return looks at the number of people waiting for a care package and the associated hours. Average data for 2022 across the number of people noted (n=64) for the year against an average of (n=591) hours. Comparison with the previous year 2021 is limited due to the part year data available. The trajectory for the number of people waiting noted a slightly increasing trend, however there is not a strong correlation with increasing weekly numbers of people and increases in associated care hours. 0 200 400 600 800 1000 3-Jan 3-Feb 3-Mar 3-Apr 3-May 3-Jun 3-Jul 3-Aug 3-Sep 3-Oct 3-Nov 3-Dec Hours Months Number of People & Hours of Care 2022 Number of people Hours Linear (Hours ) Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 19 36 32 30 21 31 39 45 23 29 49 32 2021 20 36 32 24 24 20 23 28 32 27 42 27 0 20 40 60 Numbers Months Adult Support & Protection- Duty to Enquire 2021& 22 2022 2021 Linear (2022) Page 206
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31 Children & Families Overall numbers of assessments completed for 2022 noted a 7% reduction, with a relatively flat trend across the year. The data notes variance across the year and an erratic and reducing monthly trend from May onwards. There is a suggested impact of seasonality with regards to a reduction in activity across school holiday time, June and July. With regards to the overall number of Care Experienced Children there was a 6% reduction for 2022 against the previous year average. Monthly trend analysis noted for 2022 an increasing overall trend from June onwards, peaking in August with a relatively flat performance up to and including December. The numbers of children on the child protection register noted a decrease against previous year activity. The average for 2022 noted a 35% reduction against the data for 2021, with a drop in activity across June & July, suggestive of seasonality and potential impact of school holidays. The data identified four distinct periods of increased numbers of children on the register across the year February (n=35), March (n=28), May (n=29) and August (n=27), although general monthly numbers remain statistically low. February notes the highest number of children registered, against (n=21) in November. Initial contacts data identified a reducing trend for 2022 against previous year, this equates to an overall reduction of 12% against 2021 data. The data for 2022 noted an erratic monthly trend with the most significant reduction in contacts from May (n=319) to (n=90) in December. This trend is in direct opposition to the previous increasing monthly trend for 2021 data. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 146 146 143 145 144 143 147 151 147 145 143 145 2021 164 161 159 157 156 150 152 151 150 151 151 147 130 140 150 160 170 Number of Care Exeperienced Children 2021 & 22 2022 2021 Linear (2022) Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 33 35 28 27 29 24 22 27 25 22 21 22 2021 30 40 45 37 34 35 32 35 37 38 42 37 0 20 40 60 Number of Children on the Child Protection Register- 2021 & 22 2022 2021 Linear (2022) Page 207
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32 Community Health The number of community assessments commenced in the month noted a gradual increasing trend for 2022, with an average overall yearly increase (8.5%) in the number of assessments commenced against data for 2021. Trends across the months highlighted the highest number of assessments were in May (n=12,251), this is a 1.4% increase against the highest recorded monthly number (n=12, 076) in 2021. Previous volatility in the monthly 2021 data is offset by a more stable baseline in 2022. Adult Care Adult care initial contacts noted an average reduction of 18% against data for 2021, this was countered by a general increasing monthly trend peaking in November (n=496) from a baseline of (n=322) in January. Trend analysis across both 2022 and 2021 noted more stability for 2022 against an erratic decreasing data trend of 2021. Conversion of initial contacts to assessments highlighted a 24% overall average reduction for 2022 against the previous year. The trend across the year was relatively flat in trajectory, peaking in March (n=263). Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 322 361 429 387 438 405 410 410 402 445 496 360 2021 632 641 645 481 573 427 455 504 344 384 411 333 0 100 200 300 400 500 600 700 Adult Care Initial Contacts 2021/22 2022 2021 Linear (2022) 0 5,000 10,000 15,000 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Community Assessments Commenced in the Month 2021 &22 2022 2021 Page 208
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33 Technology Enabled Care & Falls Telecare performance for 2022 noted a 1.5% increase against the previous year performance with regards to the actual number of clients in receipt of a service. From Jan- May the overall trend was flat, from June there was a sustained increase in numbers peaking at (n=1955) in October against (n=1906) for the same month in the previous year. On average the overall number of falls recorded within the context of a Technology Enabled Care response reduced by 6% for 2022 against previous year data. The drop in overall reporting was against a monthly increasing trend across the year with the lowest recorded in January (n=46) against a peak of (n=83) for December. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 1921 1922 1910 1918 1917 1945 1942 1953 1947 1955 1951 1952 2021 1898 1916 1915 1930 1880 1906 1920 1924 1915 1906 1915 1922 1840 1860 1880 1900 1920 1940 1960 1980 Number of Clients in Receipt of Telecare 2021 & 2022 2022 2021 Linear (2022) Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 46 63 65 67 55 55 80 78 61 67 69 83 2021 69 77 94 88 68 76 67 72 60 63 46 59 0 20 40 60 80 100 Telecare Recorded Falls- 2021&22 2022 2021 Linear (2022) Page 209
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34 Child & Adolescent Mental Health & Psychological Therapies Whilst CAMHS performance for the year 2022 noted an overall reduction of 14% of people on the waiting list compared with 2021, there has been an increasing trend in the latter part of 2022, with months Sep-Dec reporting 53% increase against the August low point. On average the overall number of children on the CAMHS waiting list fell by 14% for 2022 against previous year’s data. The drop in overall reporting is against a monthly decreasing trend across the year with the lowest recorded in August (n=71) against a peak of (n=263) for May. This decrease reflects a period of systems data cleansing with a focus on legacy PMS system recorded waits. On average the overall number of waits for Psychological Therapies rose by 19% for 2022 against previous years data. Overall reporting indicates a monthly decreasing trend across the year with the lowest recorded in December (n=244) against a peak of (n=304) for February Winter & Systems Pressures Since Jan 2023, Winter & Systems Pressures have been monitored in line with the SG Integrated Performance Framework focussing on Resilience in Adult Social Care, looking closer at patient flow through Urgent & Unscheduled Care, increased support for Interim Care Home Placements, and improving the rate of Discharges without Delay. Argyll and Bute’s current performance in these areas is presented in Appendix 3. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 212 239 224 257 263 168 142 71 90 97 101 109 2021 188 169 188 150 181 187 186 196 230 244 191 207 0 50 100 150 200 250 300 CAMHS - 2021&22 2022 2021 Linear (2022) Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2022 293 304 291 294 294 288 296 290 289 266 244 244 2021 173 186 202 254 265 288 184 218 206 219 261 290 0 50 100 150 200 250 300 350 Psychological Therapies 2021&22 2022 2021 Linear (2022) Page 210
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35 Financial Performance and Best Value Financial Performance The IJB is committed to the highest standards of financial management and governance. It is required to set a balanced budget each year and seeks to deliver Health and Social Care Services to the communities it serves within the envelope of resources available to it. Financial performance is reported in detail to the IJB at each of its meetings and to its Finance and Policy Committee which meets on a monthly basis. It also publishes its Annual Report and Accounts which are subject to independent external audit. This section provides a summary of financial performance for 2022-23, our approach to ensuring that we deliver Best Value and outlines the future financial outlook and perceived risks. Financial Performance 2022-23 The IJB set a balanced budget for 2022/23, and is delighted to be able to report an underspend against the resources made available to it during the year. This is an excellent outcome as it enables the HSCP to progress key Transformation projects and importantly helps it manage the financial challenges facing the health and social care sector in future years. It is acknowledged that a number of factors contributed to this improved position including delivery of savings, improved financial management and governance and additional funding allocations from the Scottish Government. It is also the case that the HSCP has continued to experience difficulties in recruiting staff during 2022/23 which has contributed to the positive financial position but has resulted in on-going service challenges. The final revenue outturn for 2022/23 was an underspend of £9.1m against the resources available to the HSCP, which totalled £341m. This underspend has been retained by the HSCP within its general reserve and it is intended that it will be invested in 2023/24 on service transformation and will enable to HSCP to cover its budget gap in 2023/24 from within its own resources. The following table summarises the financial performance against budget analysed between Health and Social Work related services. Service Actual £ Budget £ Variance £ Variance % Social Work Services 89,184 92,740 3,556 3.8% Health Services 242,496 242,497 5,542 2.2% Grand Total 331,680 340,778 9,098 2.7% The budget for 2022/23 included a savings target of £6.1m, of this target £4.2m or 68% of the savings programme was delivered. This mean there are a number of savings projects that the HSCP requires to deliver in 2023/24. It continues to manage its savings programme rigorously and is committed to service transformation and to ensuring the sustainability of the services it offers and its longer term financial sustainability. The HSCP has a new savings target of £6.8m for 2023/24, delivering this, as outlined in the Value for Money Strategy, is in addition to delivery of the £1.9m of savings not achieved in 2022/23. The HSCP has also identified a number of other Value for Money priorities within its strategy including work relating to the funding model for rural and island communities. Page 211
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36 Financial Outlook, Risks and Plans for the Future The IJB has a responsibility to make decisions and direct service delivery in a way which ensure it operates on a financially sustainable basis within the finite resources available to it. There are significant on-going cost and demand pressures across health and social care services as a consequence of demographic change, new treatments, increasing service expectations and on-going high inflation. Managing these pressures and funding uncertainty is becoming increasingly difficult, the real value of budgets continues to be eroded by price and cost increases. There is on-going requirement to improve efficiency, deliver savings and transformation plans. The HSCP continually updates its forward financial plans to recognise and plan for the impact of new policy priorities, emerging cost pressures and funding allocations. Additionally, robust risk management processes are in place which seek to identify and quantify the financial risks facing the HSCP. Key risks currently facing the partnership include the sustainability of service providers, the impact of inflation, staff availability and costs, and increasing demand for services. A further key risk is in respect of the increased numbers of people who are awaiting diagnosis and treatment. The Annual Report and Accounts for the year provide further detail and analysis in respect of financial performance, financial risks and governance arrangements and improvement plans. Best Value The IJB has a statutory duty to provide best value as a designated body under section 106 of the Local Government (Scotland) Act 1973. NHS Highland and Argyll and Bute Council delegate funding to the Integration Joint Board (IJB). The IJB decides how to use these resources to achieve the objectives of the strategic plan. The IJB then directs the Partnership to deliver services in line with this plan. The governance framework represents the rules and practices by which the IJB ensures that decision making is accountable, transparent and carried out with integrity and in line with the principles of public service. The IJB has statutory responsibilities and obligations to its stakeholders, staff and residents of Argyll and Bute. The Health and Social Care Partnership ensures proper administration of its resources by ensuring that there is an appropriate governance framework in place and by having an appointed Chief Financial Officer who is required to keep proper accounting records and take reasonable steps to ensure the propriety and regularity of the finances of the Integration Joint Board. The IJB is also required to publish audited annual accounts each year. Best Value underpins the ethos of governance and financial management within the IJB, a summary of performance against the 8 best value themes is given overleaf: Page 212
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39 Appendices Appendix 1 IJB Scorecard (Note comments re availability of NI Indicators for 2022 and MSG completeness) Outcome 1 - People are able to improve their health 2018/19 2019 Calendar Year 2020 Calendar Year 2021 Calendar Year 2022 Calendar Year Target 2022 NI-1 - % of adults able to look after their health very well or quite well 93.0% 93.0% 93.2% 90.8% 90.8% 90.9% NI-3 - % of adults supported at home who agree they had a say in how their support was provided 76.0% 76.0% 72.5% 66.9% 66.9% 70.60% NI-4 - % of adults supported at home who agree that their health & care services seemed to be well co-ordinated 72.0% 72.0% 73.7% 66.0% 66.0% 66.40% NI-16 - Falls rate per 1,000 population aged 65+ 26.0 23.0 25.3 27.8 27.8 23 A&B - % of Total Telecare Service Users with Enhanced Telecare Packages 45.7% 45.6% 43.2% 41.2% 31.0% NI-13 - Emergency Admissions bed day rate 108883 109,759 94,863 104,253 104,253 109,429 Outcome 2 - People are able to live in the community 2018/19 2019 Calendar Year 2020 Calendar Year 2021 Calendar Year 2022 Calendar Year Target 2022 *MSG 1.1 - Number of emergency admissions - A&B 9,003 9,111 7,563 8,343 8,396 8,509 *MSG 2.1 - Number of unplanned bed days acute specialties - A&B 67,060 66,706 55,378 65,475 71,325 57,139 *MSG 2.2 - Number of unplanned bed days MH specialties - A&B 14,623 12,676 12,732 9,868 9,306 15,896 *MSG 3.1 - Number of A&E attendances - A&B 16,912 17,784 12,671 17,114 20,283 16,960 *MSG 6.1 - % of 65+ population at Home (unsupported) - A&B 8.0% 7.9% 7.9% 7.5% 7.5% 8.1% A&B - % of LAC who are looked after at home or in a community setting 82.4% 80.6% 83.6% 87.0% 90.0% Outcome 3 - People have positive service-user experiences 2018/19 2019 Calendar Year 2020 Calendar Year 2021 Calendar Year 2022 Calendar Year Target 2022 NI-2 - % of adults supported at home who agree they are supported to live as independently 79.0% 79.0% 79.9% 75.0% 75.0% 78.8% NI-5 - % of adults receiving any care or support who rate it as excellent or good 80.0% 85.0% 78.3% 68.6% 68.6% 75.3% NI-6 - % of people with positive experience of their GP practice 85.0% 85.0% 84.5% 77.6% 77.6% 66.5% *MSG 3.2 - % A&E attendances seen within 4 hours - A&B 93.4% 91.7% 93.1% 88.9% 83.3% 95.0% CA72 - % LAAC >1yr with a plan for permanence 65.0% 85.2% 65.4% 67.1% 95.2% 81.0% Outcome 4 - Services are centred on quality of life 2018/19 2019 Calendar Year 2020 Calendar Year 2021 Calendar Year 2022 Calendar Year Target 2022 NI-7 - % of adults supported at home who agree their support had impact improving/maintaining quality of life 74.0% 74.0% 76.50% 76.7% 76.7% 78.10% NI-12 - Rate of emergency admissions per 100,000 population for adults 12,678 11,353 10,790 11960 11960 11,636 NI-14 - Readmission to hospital within 28 days per 1,000 admissions 87.0 76.0 91.0 91.0 91.0 110 *MSG 5.1 - % of last six months of life by setting community & hospital - A&B 90.0% 90.8% 92.40% 90.8% 90.8% 90.0 % A&B - % of Waiting Time breaching >12 weeks 21.0% 38.0% 22.0% 37.0% 25.0% IJB Perfomance Scorecard for Annual Performance Report Page 215
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40 Outcome 5 - Services reduce health inequalities 2018/19 2019 Calendar Year 2020 Calendar Year 2021 Calendar Year 2022 Calendar Year Target 2022 NI-11 - Rate of premature mortality per 100,000 population 393 403 398 386 386 465 NI-17 - % of SW care services graded ‘good’ '4' or better in Care Inspectorate inspections 86.0% 84.1% 87.1% 80.0% 80.0% 75.8% NI-19 - No of days people [75+] spent in hospital when ready to be discharged, per 1,000 population 640 540 346 584 584 761 CPC01.4.4 - % Waiting time from a patient’s referral to treatment from CAMHS 91.0% 92.5% 100.0% 80.0% 84.6% 90.0% AC21 <=3 weeks wait between SM referral & 1st treatment 90.5% 91.3% 84.9% 80.0% 75.0% 90.0% Outcome 6 - Unpaid carers are supported 2018/19 2019 Calendar Year 2020 Calendar Year 2021 Calendar Year 2022 Calendar Year Target 2022 NI-8 - % of carers who feel supported to continue in their caring role 33.0% 33.0% 35.0% 38.0% 38.0% 29.7% Outcome 7 - Service users are safe from harm 2018/19 2019 Calendar Year 2020 Calendar Year 2021 Calendar Year 2022 Calendar Year Target 2022 NI-9 - % of adults supported at home who agree they felt safe 83.0% 83.0% 78.7% 76.4% 76.4% 79.7% CP16 - % of Children on CPR with a completed CP plan 91.0% 89.0% 99.0% 99.0% 95.0% 100 % CP43 - No of Child Protection Repeat Registrations - 18 months 0 0 0.0% 0.0% 0 CJ63 - % CPO cases seen without delay - 5 days 84.8% 95.6% 95.3% 85.3% 59.5% 80.0% A&B - % of Adult Protection referrals completed within 5 days 45.8 % 39.50% 32.9% 20.0% 80.0% A&B - % of Adult Protection referrals that lead to AP Investigation 12.5% 39.5% 11.0% 5.0% 10.0% A&B - % of complaints [Stage 2] responded within timescale 25.0% 56.5% 73.0% 50.0% 20.0% Outcome 8 - Health and social care workers are supported 2018/19 2019 Calendar Year 2020 Calendar Year 2021 Calendar Year 2022 Calendar Year Target 2022 NI-10 - % of staff who say they would recommend their workplace as a good place to work 71.0% 71.0% 70.0% 70.0% 70.0% 67.0% SW only - HSCP Attendance 5.20 5.23 4.86 5.9 4.83 3.78 Days Outcome 9 - Resources are used effectively in the provision of health and social care services 2018/19 2019 Calendar Year 2020 Calendar Year 2021 Calendar Year 2022 Calendar Year Target 2022 NI-15 - Proportion of last 6 months of life spent at home or in a community setting 90.0% 91.0% 92.9% 91.3% 91.3% 90.1% NI-18 - % of adults with intensive needs receiving care at home 67.0% 68.0% 72.3% 71.9% 71.9% 64.9% NI-20 - % of health & care resource spend on hospital stays where patient admitted in an emergency 22.0% 22.0% 19.2% 22.5% 22.5% 24.2% *MSG 4.1 - Number of DD bed days occupied - A&B 9,530 8,237 5,338 7,006 11,083 8,604 Page 216
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41 Appendix 2 HWBOI’s/ Benchmarking (Note comments in relation to PHS advice on National Indicators unavailable until Jun 2023) Indicator Title Argyll & Bute HSCP A HSCP B HSCP C HSCP D HSCP E HSCP F HSCP G Scotland NI - 1 Percentage of adults able to look after their health very well or quite well 90.8% 92.4% 92.6% 92.4% 92.1% 92.7% 93.4% 91.7% 90.9% NI - 2 Percentage of adults supported at home who agreed that they are supported to live as independently as possible 75.0% 72.6% 72.1% 86.5% 73.4% 79.3% 73.1% 72.5% 78.8% NI - 3 Percentage of adults supported at home who agreed that they had a say in how their help, care, or support was provided 66.9% 76.8% 60.6% 72.1% 70.5% 70.2% 63.4% 64.3% 70.6% NI - 4 Percentage of adults supported at home who agreed that their health and social care services seemed to be well co-ordinated 66.0% 78.5% 54.1% 71.9% 64.5% 62.2% 59.3% 61.7% 66.4% NI - 5 Total % of adults receiving any care or support who rated it as excellent or good 68.6% 79.5% 70.3% 83.0% 78.6% 68.1% 73.9% 67.8% 75.3% NI - 6 Percentage of people with positive experience of the care provided by their GP practice 77.6% 69.8% 64.8% 77.2% 62.0% 60.0% 65.9% 67.3% 66.5% NI - 7 Percentage of adults supported at home who agree that their services and support had an impact on improving or maintaining their quality of life 76.7% 81.7% 63.1% 84.3% 80.6% 73.3% 70.5% 79.2% 78.1% NI - 8 Total combined % carers who feel supported to continue in their caring role 38.0% 29.5% 30.8% 28.7% 27.4% 31.6% 29.4% 25.6% 29.7% NI - 9 Percentage of adults supported at home who agreed they felt safe 76.4% 84.9% 69.5% 86.0% 78.8% 72.1% 77.3% 75.3% 79.7% NI - 11 Premature mortality rate per 100,000 persons 386 419 375 407 407 401 348 408 465 NI - 12 Emergency admission rate (per 100,000 population) 11,960 10,460 10,789 9,997 11,861 9,381 10,577 12,564 11,636 NI - 13 Emergency bed day rate (per 100,000 population) 104,253 92,375 112,745 106,529 105,914 83,298 121,675 95,726 109,429 NI - 14 Readmission to hospital within 28 days (per 1,000 population) 91 114 110 113 111 87 102 138 110 NI - 15 Proportion of last 6 months of life spent at home or in a community setting 91.3% 92.5% 87.5% 91.5% 88.5% 92.3% 88.2% 90.1% 90.1% NI - 16 Falls rate per 1,000 population aged 65+ 27.8 24.2 23.7 14.5 26.5 19.0 18.9 23.1 23.0 NI - 17 Proportion of care services graded 'good' (4) or better in Care Inspectorate inspections 80.0% 75.7% 77.1% 80.3% 78.0% 80.0% 77.9% 87.0% 75.8% NI - 18 Percentage of adults with intensive care needs receiving care at home 71.9% 60.8% 63.4% 56.6% 63.8% 64.5% 57.5% 71.2% 64.9% NI - 19 Number of days people spend in hospital when they are ready to be discharged (per 1,000 population) 584 226 159 1,051 520 776 1,009 761 761 NI - 20 Percentage of health and care resource spent on hospital stays where the patient was admitted in an emergency 22.5% 23.2% 23.0% 23.1% 23.3% 21.3% 20.4% 23.2% 24.2% Core Suite of National Integration Indicators for Annual Performance Report Page 217
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42 Appendix 3 Winter & Systems Pressures Performance Page 218
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ARGYLL AND BUTE COUNCIL OBAN, LORN AND THE ISLES AREA COMMITTEE CHIEF EXECUTIVE’S UNIT 14th June 2023 SUPPORTING COMMUNITIES FUND 2023/24 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 budget made available by the Council for allocation in Oban, Lorn and the Isles for distribution in 2023/24 is £35,843.07. 1.3 It is recommended that 18 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. Page 219 Agenda Item 15
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ARGYLL AND BUTE COUNCIL OBAN, LORN AND THE ISLES AREA COMMITTEE CHIEF EXECUTIVE’S UNIT 14th June 2023 SUPPORTING COMMUNITIES FUND 2023/24 2.0 INTRODUCTION 2.1 The report details recommendations for the award of the Council’s Supporting Communities Fund (SCF). The Supporting Communities Fund budget made available by Council in Oban, Lorn and the Isles for 2023/24 is £22,500. 2.2 The total available for allocation is £35,843.07 due to additional funding from the Shared Prosperity Fund, funds to support resiliency in communities impacted by Covid-19 and from 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 31 applications from the Oban, Lorn and the Isles area, requesting a total of £66,617.54. 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/council- and-government/third-sector-grants) and a summary of all applications is appended to this report 18 are recommended to be funded. 3.0 RECOMMENDATIONS 3.1 Members are asked to agree that the 18 applications, marked as ‘Award’ within Appendix 1 are awarded funding from the Supporting Communities Fund totalling £35,843.07. Detailed information about these projects is contained within Appendix 2. Page 220
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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 made available on the council’s website: (Guidance for applicants). 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 31 applications received (requesting a total of £66,617.54), 2 were not eligible and of the 30 eligible applications, 18 are either new applicants to the fund or have not applied within the last two years. 4.3 Of the eligible applications to the SCF, 18 are recommended to be awarded funding. 6 of these are for island based projects. The applications recommended for funding are labelled as ‘Award’ in the recommendation column in Appendix 1. The detail of the projects is in Appendix 2. 4.4 The projects recommended will deliver a range of activities from community transport, increasing play and arts opportunities for children, to improving community halls and spaces. 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 £35,843.07 available for allocation is comprised of: £22,500 from the Council’s Supporting Communities Fund. £7,500 from the Shared Prosperity Fund. This is specifically to support projects related to climate change. These funds are ring fenced to the highest scoring projects under the ‘Greener, Cleaner Communities’ criteria. £5,000 of funding specifically for projects that support resiliency in communities impacted by Covid-19. These funds are ring fenced to the highest scoring projects under the ‘Resilient Communities’ criteria. Return of unspent funds of £843.07 from projects from the financial periods 2020/21 and 2021/22 due to changes to planned activity as a result of Covid-19 restrictions. Page 221
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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 2025, if not before depending on project duration. 5.0 CONCLUSION 5.1 The Supporting Communities Fund application and assessment process has been completed as set out within its guidance (https://www.argyll- bute.gov.uk/council-and-government/third-sector-grants ). 5.2 The recommendations made fully allocate the funding available for financial year 2023/2024. 5.3 The 18 projects being put forward for an award will help communities to deliver priority activities in their area in 2023/24. 5.4 All applicants to the fund are supported throughout the process and beyond by the Community Development Team. 6.0 IMPLICATIONS 6.1 Policy: n/a 6.2 Financial: Recommendations in the report are limited to the budget allocation available in 2023/24 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: 10 of the applicant projects are island based. 6 of these are being recommended funding. 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. 6.8 Customer Service: None Page 222
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Pippa Milne Chief Executive Alastair Redman Policy Lead Councillor 19 May 2023 For further information contact: David Hagerty Community Development Officer Tel. 01700 801088 Email. david.hagerty@argyll-bute.gov.uk Kirsty Moyes Community Development Team Leader Tel. 01436 657635 Email. kirsty.moyes@argyll-bute.gov.uk APPENDICES Appendix 1- Assessment Score and Recommendations Appendix 2 – Project Summary Sheet Page 223
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Appendix 1 – Assessment Score and Recommendations Ref Applicant Recommendation Assessment Score Value of Project Amount Requested Recommended Award 2023/24 Cumulative Total 1 **Lorn Toy Library Award 7.9 £2,500.00 £2,500.00 £2,500.00 £2,500.00 2 Lorn & Oban Healthy Options Award 7.7 £2,500.00 £2,500.00 £2,500.00 £5,000.00 3 Oban Pride Award 7.6 £20,680.00 £2,500.00 £2,500.00 £7,500.00 4 *The Ardchattan Centre Award 7.5 £3,162.00 £2,442.00 £2,442.00 £9,942.00 5 Victory Hall Benderloch Award 7.5 £606.00 £606.00 £606.00 £10,548.00 6 Tiree Tots Award 7.3 £4,190.00 £2,500.00 £2,500.00 £13,048.00 7 Isle of Luing Community Trust Award 7.0 £2,730.00 £2,500.00 £2,500.00 £15,548.00 8 Argyll Wellbeing Hub Award 6.8 £3,500.00 £2,500.00 £2,500.00 £18,048.00 9 *Kilmore & Kilbride Public Hall Award 6.7 £2,895.00 £2,200.00 £2,200.00 £20,248.00 10 **Mull & Iona Community Trust Award 6.6 £6,420.00 £2,500.00 £2,500.00 £22,748.00 11 Oban Mod Award 6.6 £11,000.00 £2,000.00 £2,000.00 £24,748.00 12 Tiree Community Business Award 6.6 £9,464.88 £2,500.00 £2,500.00 £27,248.00 13 Soroba Young Family Group Award 6.5 £1,343.14 £1,343.14 £1,343.14 £28,591.14 14 Mull & Iona Community Trust 2 Award 6.4 £49,553.00 £2,500.00 £2,500.00 £31,091.14 15 **Ross of Mull & Iona Community Transport Award 6.4 £14,676.79 £2,500.00 £2,500.00 £33,591.14 16 *Soroba Community Enterprise Ltd Award 6.4 £1,230.00 £1,030.00 £1,030.00 £34,621.14 17 Wildcat Explorer Scouts Award (partial) 6.3 £2,698.00 £2,500.00 £610.97 £35,232.11 18 Northwest Community Woodland Company Award (partial) 6.3 £2,500.00 £2,500.00 £610.96 £35,843.07 19 Isle of Kerrera Development Trust No award 6.2 £2,390.00 £2,090.00 £0.00 £35,843.07 20 Hebridean Pursuits No award 6.1 £2,450.00 £2,450.00 £0.00 £35,843.07 21 Kilchrenan Village Hall No award 6.0 £1,755.00 £1,455.00 £0.00 £35,843.07 Page 224
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22 Oban & Lorn Community Enterprise (Atlantis) No award 5.5 £2,800.00 £2,500.00 £0.00 £35,843.07 23 Ardchattan Community Council No award 5.3 £3,000.00 £2,500.00 £0.00 £35,843.07 24 Curam Thiriodh No award 5.1 £3,887.00 £2,500.00 £0.00 £35,843.07 25 Developing Potential No award 4.9 £2,360.00 £2,360.00 £0.00 £35,843.07 26 Seil & Easdale Community Council No award 4.9 £2,500.00 £2,500.00 £0.00 £35,843.07 27 Oban War Memorial Group No award 4.7 £800.00 £800.00 £0.00 £35,843.07 28 Glenorchy & Innishal Orchard No award 4.6 £24,160.00 £2,416.40 £0.00 £35,843.07 29 Carr Gomm No award 3.7 £2,875.00 £625.00 £0.00 £35,843.07 TOTAL £190,625.81 £61,817.54 £35,843.07 £35,843.07 * Projects recommended to receive funds ring-fenced to support resiliency in communities impacted by Covid-19 ** Projects recommended to receive funds ring-fenced to support climate change as part of the Shared Prosperity Fund Page 225
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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). * Projects recommended to receive funds ring-fenced to support resiliency in communities impacted by Covid-19 ** Projects recommended to receive funds ring-fenced to support climate change as part of the Shared Prosperity Fund Ref: 1 Applicant: **Lorn Toy Library Recommended Award: £2,500 Assessment Score (out of 10): 7.9 Project Summary: Website build and design to move Oban Toy Library online and create an online presence with the library catalogue and new option of online lending. Project aims to increase loans of toys and equipment to families and other organisations at low cost, and will increase the library’s membership and long term sustainability. Recommendation: Award Conditions: No conditions Ref: 2 Applicant: Lorn & Oban Healthy Options Recommended Award: £2,500 Assessment Score (out of 10): 7.7 Project Summary: As part of the group’s THRIVE programme this funding will offer weekly health and wellbeing classes to new and existing group members – including those referred by wider services including GPs. It is anticipated the application will fund 30 extra sessions. Free classes offered meet needs of those less able to take part in physical activity and have arts and creative focus. The grant will cover staff time, tutor pay, and venue costs. Recommendation: Award Conditions: No conditions Ref: 3 Applicant: Oban Pride Recommended Award: £2,500 Assessment Score (out of 10): 7.6 Project Summary: Page 226
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Oban Pride to add a monthly cinema club in the Phoenix Cinema, to their annual activities. This is aimed at providing an alcohol free, “safe space” for people to meet throughout the year, both for LGBT+ community and allies. The funding is to cover Phoenix cinema hire and film licences. A smaller portion of funding is requested for venue and table hire for a community partnership event at Argyll Wellbeing Hub, as part of the annual Pride event. Recommendation: Award Conditions: No conditions Ref: 4 Applicant: *The Ardchattan Centre Recommended Award: £2,442 Assessment Score (out of 10): 7.5 Project Summary: Application to cover venue operating costs, staff and materials; offering a core 6 month programme of 24 sessions as part of wider engagement around the Ardchattan centre over autumn and winter. Activities include knowledge exchange classes, walking groups and community film nights. Activities both have an educational and environmental focus, these sessions are aimed at increasing engagement with the community centre and addressing isolation. Recommendation: Award Conditions: No conditions Ref: 5 Applicant: Victory Hall Benderloch Recommended Award: £606 Assessment Score (out of 10): 7.5 Project Summary: The Victory Hall wish to replace light fixtures and fittings by hiring a cherry picker and electrician. The grant would assist the group in reducing electricity costs after being quoted a 286% increase by their current supplier. The hall committee currently pay the lighting through hall users paying for electricity on a coin meter. Lighting improvements are considered the first step to making the hall more environmentally and financially sustainable. Recommendation: Award Conditions: No conditions Ref: 6 Applicant: Tiree Tots Recommended Award: £2,500 Assessment Score (out of 10): 7.3 Project Summary: Page 227
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Funding is requested to support a programme of free activities for 0-5s on Tiree. This will provide opportunities for sensory play, learning, sports and intergenerational sessions – which have been less available due to remoteness and additional cost. Funding is requested for equipment, tutor costs, travel and transport. The activities will include: 1 x day of dance ;1 x baby sensory session 1 x creative play session:1 x sporty tots day 3 x Gaelic music and storytelling sessions (one will take place in the care home). Recommendation: Award Conditions: No conditions Ref: 7 Applicant: Isle of Luing Community Trust Recommended Award: £2,500 Assessment Score (out of 10): 7 Project Summary: Funding for an independent and comprehensive housing survey by the Communities Housing Trust. This is considered by the Isle of Luing Community Trust as a necessary step to address the issues of affordable housing and island de-population. An independent survey has been externally advised as a requisite to support future high value housing applications. Recommendation: Award Conditions: No conditions Ref: 8 Applicant: Argyll Wellbeing Hub Recommended Award: £2,500 Assessment Score (out of 10): 6.8 Project Summary: Provision of 100 reduced cost CBT sessions, to increase access to professional support for those in times of crisis, or having deeper needs than can be addressed by volunteer led group sessions. Open to all, but targets beneficiaries identified by mental health support groups running at Argyll Wellbeing Hub and partner organisations. Recommendation: Award Conditions: No conditions Ref: 9 Applicant: *Kilmore & Kilbride Public Hall Recommended Award: £2,200 Assessment Score (out of 10): 6.7 Project Summary: Page 228
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To improve the outdoor area to increase use and capacity of Kilmore and Kilbride public hall for events. The funding will be used to create a new outside area available for people uncertain of returning to the hall post Covid and for use at future outdoor activities. Funding is requested for groundworks and landscaping of new garden and seating area. Recommendation: Award Conditions: No conditions Ref: 10 Applicant: **Mull & Iona Community Trust Recommended Award: £2,500 Assessment Score (out of 10): 6.6 Project Summary: MICT Ranger service coordinating and hosting a 2 day outdoor arts performance, and week of workshops from Rowanbank Environmental Arts and Education, open to local children to increase awareness of environmental climate change. These are to take place outdoors in Tiroran Community Forrest and Aros Park, with partners Forestry Land Scotland. The application is for the theatre performances and learning workshops, including travel costs. Recommendation: Award Conditions: No conditions Ref: 11 Applicant: Comunn Gàidhealach an Òbain (Oban Mod Academy) Recommended Award: £2,000 Assessment Score (out of 10): 6.6 Project Summary: Comunn Gàidhealach an Òbain offering support for young people to prepare for the National Mod, taking place in Oban in 2024, and to participate in provincial mods during the year. The group has 60+ members and aims to keep sessions affordable to all participants The funding is used to engage PVG registered tutors for Gaelic language and singing sessions for members. Recommendation: Award Conditions: No conditions Ref: 12 Applicant: Tiree Community Business Recommended Award: £2,500 Assessment Score (out of 10): 6.6 Project Summary: Tiree Community Business (TCB) support and manage the only community play park on the Tiree. Page 229
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Funding is requested for the groundworks and installations of picnic benches and a seating shelter, as part of an ongoing upgrade. The equipment costing £7k, will be purchase by the TCB. This is to be installed be a local contractor for which costs are requested. Recommendation: Award Conditions: No conditions Ref: 13 Applicant: Soroba Young Family Group Recommended Award: £1,343.14 Assessment Score (out of 10): 6.5 Project Summary: Funding is requested to extend staff hours by 1 hr per day, to assist in the delivery of a breakfast club for pre 5s attending Soroba Young Families Group. The grant is also to include ingredient costs and the purchase of small appliances for food preparation. The anticipated start date is the start of the next school year, August ’23. Recommendation: Award Conditions: No conditions Ref: 14 Applicant: Mull & Iona Community Trust 2 Recommended Award: £2,500 Assessment Score (out of 10): 6.4 Project Summary: The MICT Community Transport service provides transport options for people on the east of Mull; helping with shopping trips, GP appointments, prescription pick- ups, attendance to lunch clubs, musical memories, mental health groups and library visits. Funds are to help with the ongoing delivery of the service, and would be ring- fenced for maintenance costs and associated vehicle and driver permit fees. Recommendation: Award Conditions: No conditions Ref: 15 Applicant:** Ross of Mull & Iona Community Transport Scheme Recommended Award: £2,500 Assessment Score (out of 10): 6.4 Project Summary: The funding is to support community transport services, meeting travel needs of people in the South West Mull & Iona. The group wish to apply for vehicle running costs and the insurance and servicing of the vehicles, on an 8 weekly basis. The service offers pre-booked journeys where no reasonable, affordable or alternative means of travel are available. This is predominantly catering for older Page 230
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residents to access healthcare, prescriptions, attend leisure and wellbeing sessions. Recommendation: Award Conditions: No conditions Ref: 16 Applicant: *Soroba Community Enterprise Recommended Award: £1,030 Assessment Score (out of 10): 6.4 Project Summary: In response to a reduction in hall user numbers post Covid, the group would like to start an adult Zumba class, youth club and computing sessions to increase its programme. A small amplifier and projector are requested for these activities, plus costs to refurbish old laptops with increased memory for community use. Recommendation: Award Conditions: No conditions Ref: 17 Applicant: Wildcat Explorer Scouts Recommended Award: £610.97 Assessment Score (out of 10): 6.3 Project Summary: The Wildcat Explorer Scouts are a new group and wish to join a district wide weekend residential in Aberfeldy. The funding is requested to enable the Explorer Scouts from North Lorn to attend this activity weekend; and covering minibus, accommodation and activity costs for 10 young people and 4 adult volunteers. Recommendation: Award (partial) Conditions: No conditions Ref: 18 Applicant: Northwest Community Woodland Company Recommended Award: £610.96 Assessment Score (out of 10): 6.3 Project Summary: Group seeking money to complete renovations and run a new public toilet in Dervaig transferred to community ownership. The group require funding to complete the project, maintain and run the facility. Funding requested for: Cleaning, maintenance, cleaning products, on site repairs using local contractor. Recommendation: Award (partial) Conditions: No conditions Ref: 19 Page 231
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Applicant: Isle of Kerrera Development Trust Recommended Award: £0 Assessment Score (out of 10): 6.2 Project Summary: Isle of Kerrera Development Trust, are requesting funding to help in the organisation and delivery of a children’s cycling festival in October 2023. The project is delivered conjunction with Adventure Oban and follows two previously successful years of the event. This event includes competitions, family rides, and arts and creative workshops. Recommendation: No award Conditions: Ref: 20 Applicant: Hebridean Pursuits Recommended Award: £0 Assessment Score (out of 10): 6.1 Project Summary: Funding is requested for 4 days of “coasteering” as part of the Summer Sensations transition programme for pupils starting Oban High School. The summer programme is offered by partner agencies annually, with Hebridean Pursuits requesting funds to deliver “coasteering” sessions. Sessions would comprise of 2 days in 2023 and also 2 days 2024, 8 sessions in total (am/pm). Recommendation: No award Conditions: Ref: 21 Applicant: Kilchrenan Village Hall Recommended Award: £0 Assessment Score (out of 10): 6 Project Summary: The main portion of the grant is to fund an open day and community meal, to showcase the recently improved Kilchrenan hall to community members. The purpose of the event is to increase community engagement, future hall use, and encourage older member groups to return to activities. The purchase of kitchen equipment is also requested (stock pots and moveable stainless steel prep table to help with outside events). Recommendation: No award Conditions: Ref: 22 Applicant: Oban & Lorn Community Enterprise (Atlantis Leisure) Recommended Award: £0 Assessment Score (out of 10): 5.5 Project Summary: Page 232
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Atlantis Leisure are applying for roller-skating and tag archery equipment - with the aim of increasing “play- sport” as a means to engage with a wider user and customer base. This equipment will be for all groups using the centre, including local schools and Summer Sensations transition sessions. The equipment will also help increase Atlantis’ income as a social enterprise. Recommendation: No award Conditions: Ref: 23 Applicant: Ardchattan Community Council Recommended Award: £0 Assessment Score (out of 10): 5.3 Project Summary: Grant to fund a number community engagement events as a springboard for further involvement from community members in the local area. These would include a Christmas light switch on, and other community events over the calendar year. Part of overall request to organise and fund a volunteer recognition programme. Recommendation: No award Conditions: Ref: 24 Applicant: Cùram Thiriodh Recommended Award: £0 Assessment Score (out of 10): 5.1 Project Summary: Cùram Thiriodh working with Versus Arthritis, wish to employ a local fitness instructor to provide 2 x 8 week blocks of introductory seated Qi Gong classes on the Isle of Tiree. This is to promote joint movement as a preventative health measure. An instructor has been identified and completed training with Versus Arthritis to be able to deliver seated Qi Gong. Costs would be for hall hire, tutor costs, and transport for participants. Recommendation: No award Conditions: Ref: 25 Applicant: Developing Potential Recommended Award: £0 Assessment Score (out of 10): 4.9 Project Summary: Developing Potential are seeking staff costs for an organiser, 12hrs per week, to assist in a Co-operative buying project. This is to arrange regular minibus trips for members to purchase and redistribute goods bought at larger chain stores to save Page 233
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members money. The group work in partnership with other voluntary organisations. Recommendation: No award Conditions: Ref: 26 Applicant: Seil & Easdale Community Council Recommended Award: £0 Assessment Score (out of 10): 4.9 Project Summary: Seil and Easdale Community Council to hire machinery to prepare land as first stage to opening allotments. The group has acquired land which has been earmarked for improvements for community benefit. The group plan to clear the overgrown land and create allotments and garden areas for community use. Recommendation: No award Conditions: Ref: 27 Applicant: Oban War Memorial Group Recommended Award: £0 Assessment Score (out of 10): 4.7 Project Summary: Funding is requested to illuminate the war memorial in time for its centenary celebrations. The group have purchased lights and are looking for installation costs. Recommendation: No award Conditions: Ref: 28 Applicant: Glenorchy & Innishal Orchard Recommended Award: £0 Assessment Score (out of 10): 4.7 Project Summary: The funding is to remove dead branches and windfall in higher areas of the Community Orchard – following a volunteer being hit by a falling branch, resulting in the orchard being closed temporarily. Additional funding is requested for materials to repair a storage shed roof, and to purchase plants and compost for a herb garden. Recommendation: No award Conditions: Ref: 29 Page 234
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Applicant: Carr Gomm Recommended Award: £0 Assessment Score (out of 10): 3.7 Project Summary: To fund ‘Keep Warm Boxes’ to help those who are vulnerable or impacted by rising energy costs and power cuts to stay warm. Funding is requested to provide 12 boxes. Recommendation: No award Conditions: Page 235
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ARGYLL AND BUTE COUNCIL OBAN, LORN AND THE ISLES AREA COMMITTEE LEGAL & REGULATORY SUPPORT 14 June 2023 XX MARCH 2021 JOHN OF LORN BEQUEST AWARD RECOMMENDATIONS 1.0 APPLICATIONS 1.1 This report gives Members information regarding a number of applications that have been received and processed for support from the John of Lorn Bequest. 2.0 RECOMMENDATIONS 2.1 The Oban, Lorn and the Isles Area Committee are asked to note and consider the number of awards made since 1 January 2023. 3.0 DETAIL 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 £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. Page 237 Agenda Item 16a
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3.5 A total of 23 applications have been received since the December 2022 meeting of the Area Committee. Officers, in consultation with the Chair have confirmed awards for 18 family and 2 individual applicants, with a total of £1.9k being awarded to individuals living within the Burgh. 3.6 A total of 3 applications have been 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 £8k. 4.0 CONCLUSION 4.1 Members are asked to note and consider the applications that have received support from the John of Lorn Bequest. 5.0 IMPLICATIONS 5.1 Policy None 5.2 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 would have to repay the Trust if an objection was raised as to the use of the funds. 5.3 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. 5.4 HR None 5.5 Fairer Scotland Duty None 5.5.1 Equalities – protected characteristics None 5.5.2 Socio-economic Duty None 5.5.3 Islands None 5.6 Climate change None 5.7 Risk None 5.8 Customer Service None Douglas Hendry - Executive Director with responsibility for Legal and Regulatory Support Policy Lead – Councillor Alastair Redman May 2023 For further information contact: Stuart McLean, Committee Manager Page 238
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Tel. No: 01436 658717 Email: Stuart.Mclean@argyll-bute.gov.uk APPENDICES: Appendix 1: Table of applications Page 239
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Document is Restricted Page 241 Agenda Item 16bNOT FOR PUBLICATION by virtue of paragraph(s) 6 of Schedule 7A of the Local Government(Scotland) Act 1973
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Oban, Lorn and the Isles Area Committee Workplan 2023-24 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment 14 June 2023 14 June 2023 Quarterly Performance Scorecard FQ4 22/23 Improvement and HR – Sonya Thomas Quarterly Report 22 May 2023 14 June 2023 New Performance Measurement System Improvement and HR – Lorna Gillies Stuart Green 22 May 2023 Going to the Business Day and can be removed from AC Agenda 14 June 2023 Roads and Infrastructure Service Update Development and Infrastructure Jim Smith Quarterly Report 22 May 2023 14 June 2023 Argyll and Bute Council (Various Streets, Oban) (Amendment) Order 202 TRO. Development and Infrastructure Jim Smith 22 May 2023 14 June 2023 HSCP Bi-Annual Update Report Health & Social Care Partnership – Charlotte Craig Bi-Annual Report 22 May 2023 14 June 2023 Secondary School Reports - Oban High School Head Teacher Peter Bain Annual Report 22 May 2023 14 June 2023 Secondary School Reports - Tiree High School Head Teacher Peter Bain Annual Report 22 May 2023 Page 243 Agenda Item 17
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Oban, Lorn and the Isles Area Committee Workplan 2023-24 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment 14 June 2023 Secondary School Reports - Tobermory High School Head Teacher Shelly Carmichael Annual Report 22 May 2023 14 June 2023 Primary School Report 2022/23 Education Services Susie Carmichael/Bernie McMillan Annual Report 22 May 2023 14 June 2023 John of Lorn Bequest - Applications Legal and Regulatory Support As required 22 May 2023 Cut off for applications 15 May 2023 14 June 2023 Supporting Communities Fund Applications Rona Gold/David Hagarty Chief Executive Annual Report 22 May 2023 14 June 2023 Report Gibraltar Street Oban Adrian Jackson- Stark – ARC Update on Report on plans for Gibraltar Street Oban 22 May 2023 14 June 2023 Area Committee Workplan Melissa Stewart For updating 22 May 2023 13 September 2023 13 September 2023 Quarterly Performance Scorecard FQ1 23/24 Performance Management and Improvement Officer Quarterly Report 21 August 2023 13 September 2023 Roads and Infrastructure Service Update Development and Infrastructure Jim Smith Quarterly Report 21 August 2023 Page 244
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Oban, Lorn and the Isles Area Committee Workplan 2023-24 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment 13 September 2023 Annual Recycling Performance Report Jim Smith Roads and Infrastructure Services Annual Report 21 August 2023 13 September 2023 Area Committee Workplan Melissa Stewart For updating 21 August 2023 13 September 2023 Supporting Communities Fund – End of Project Monitoring 21/22 Rona Gold/Antonia Baird Chief Executive Annual Report 21 August 2023 13 December 2023 13 December 2023 Quarterly Performance Scorecard FQ2 23/24 Performance Management and Improvement Officer Quarterly report 13 December 2023 Roads and Infrastructure Service Update Development and Infrastructure Jim Smith Quarterly report 13 December 2023 Charitable Trusts, Bequests and Trust Funds Legal & Regulatory Support – Stuart McLean Annual Report 13 December 2023 ACHA Annual Update Chief Executive ACHA Annual Report 13 December 2023 HSCP Bi-Annual Update Report Charlotte Craig/Fiona Davies Argyll and Bute HSCP Annual Page 245
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Oban, Lorn and the Isles Area Committee Workplan 2023-24 Committee Date Report Description Lead Service and contact officer Regularity of occurrence/consideration Date for Reports to Committee Services Additional Comment 13 December 2023 John of Lorn Bequest Applications Legal & Regulatory Support – Melissa Stewart As required 13 December 2023 Local Housing Strategy Annual Update Director of Development and Infrastructure – Douglas Whyte Annual Report 13 December 2023 Area Committee Workplan Melissa Stewart For updating 6 March 2024 6 March 2024 Quarterly Performance Scorecard FQ3 23/24 Improvement and HR – Sonya Thomas Quarterly Report 6 March 2024 Roads and Infrastructure Service Update Development and Infrastructure Jim Smith Quarterly Report 6 March 2024 Strategic Housing investment plan (SHIP) Director of Development and Infrastructure – Douglas Whyte Annual Report 6 March 2024 Area Committee Workplan Melissa Stewart For updating Page 246