Education Service Review - Update
Argyll and Bute Council · 4 June 2026
Back to Community Services Committee — 4 June 2026 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 COMMUNITY SERVICES COMMITTEE EDUCATION 4 JUNE 2026 EDUCATION SERVICE REVIEW - UPDATE 1.0 EXECUTIVE SUMMARY 1.1 This report provides the Community Services Committee with an update of the work being undertaken by officers to develop the recommendations of the Independent Review of the Council’s Education Service. 1.2 It is recommended that the Community Services Committee: a. Notes the ongoing work to develop the recommendations of the Independent Review of the Education Service, as outlined within this report; and b. Endorses the work undertaken by officers and agrees that further reports be submitted to the Community Services Committee.
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ARGYLL AND BUTE COUNCIL COMMUNITY SERVICES COMMITTEE EDUCATION 4 JUNE 2026 EDUCATION SERVICE REVIEW - UPDATE 2.0 INTRODUCTION 2.1 On 26th November 2025, Argyll and Bute Council considered a report on the findings of an Independent Review of the Education Service, conducted between May and September 2025, which included details of ten strategic recommendations. 2.2 At that meeting, the Council agreed that officers would take forward the development of the recommendations of the Independent Review, under the direction of a Project Board; and that reports on (a) all matters of a policy nature which require approval by members, and (b) the progress of the Review in general are submitted to the Community Services Committee, which discharges the powers and duties of the Council as Education Authority. 2.3 This report is the first of such updates. 3.0 RECOMMENDATIONS 3.1 It is recommended that the Community Services Committee: a. Notes the ongoing work to develop the recommendations of the Independent Review of the Education Service, as outlined within this report; and b. Endorses the work undertaken by officers and agrees that further reports be submitted to the Community Services Committee. 4.0 DETAIL 4.1 Following the Council’s decision of 26th November 2025 as outlined within Section 2, above, a start-up meeting was held on 3rd February 2026. It was agreed that the Review programme would be separated into 10 workstreams, reflecting the Independent Review’s strategic recommendations, led by appropriate officers, with commencement and target completion dates as follows:
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Workstream Description Commencement Target Completion 1. Early Learning & Childcare Working with community planning partners, re- envision the service to ensure it is sustainable and meets the needs of local communities based on the principles outlined in section 3 of the Independent Review’s report. February 2026 June 2028 2. Additional Support Needs/Inclusion – Workforce Model Carry out a comprehensive review of all support staff roles to design a workforce model aligned with the principle that staff should be equipped with the skills to meet a diverse range of needs flexibly and sustainably, across the varied contexts in which children grow and learn, with resources directed towards universal provision where most children’s additional support needs are being met. February 2026 August 2027 3. Additional Support Needs/Inclusion – Strategic Planning Plan strategically for Additional Support Needs (ASN) at all levels of implementation in the system, using more diverse sources of data including from Partners, this could then inform workforce planning, curriculum developments, and the design of future learning environments that are both sustainable and offer best value. February 2026 December 2026
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4. Secondary Provision – Strategic Collaboration and Pupil Choice Through the establishment of a cross-school group of senior secondary school leaders and central officers, plan collectively for a reshaping of secondary timetabling models with the aim of increasing choice for learners through full alignment. The recommended option would provide the greatest opportunity to access a wider range of courses through maximising the use of current and emerging technology and facilitating partnership arrangements. Planning should also look to enhance efficiencies in staff deployment and strengthen the Authority overview in preparation for any national reduction in class contact time. February 2026 May 2028 5. Leadership Model (Primary & Secondary) Plan, develop and implement a model of shared leadership across schools and clusters in response to the challenges of recruitment, retention and succession planning relating to school leadership. Such a model should include a different approach to business and finance support staffing allocation for primary schools; should include all Scottish Negotiating Committee for Teachers promoted posts; and May 2027 December 2028
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should take account of workstreams 6 and 9. 6. Primary Staffing Standard Develop a new primary staffing standard (for teaching staff) designed to ensure equitable and fair allocation of staffing across all Argyll and Bute primary schools. The Standard should include weightings for socio-economic factors (e.g. using A Classification Of Residential Neighbourhoods data or Clothing and Footwear Grants registration); for exceptional ASN and for management time. It should be reviewed every three years. The staffing allocations for schools should be reviewed annually in line with this Standard, latest census figures, future pupil projections over a three year period and should reflect the national guidance on class sizes. May 2026 December 2027 7. Learning Estate Strategy Develop the existing Learning Estate Strategy (ideally linked to Council Strategy) as a matter of urgency. The Strategy should set out the current and medium-term challenges. It should recommend adopting the Northern Alliance Toolkit tailored to meet the needs of Argyll and Bute. It should also set out an approach for undertaking place- February 2026 October 2026
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based reviews on a phased basis, and identify immediate priorities based on clear criteria. 8. Integrated Facilities Management Commit to developing an integrated facilities management service, set up a workstream to design and deliver this and agree a timescale for implementation. February 2026 August 2027 9. Education- Wide Synergies Adopt a strategically coordinated locally empowered hybrid support staffing model for all non-teaching posts across all sectors to ensure holistic strategic oversight. It is recommended that wide engagement is undertaken with school leaders, staff, trade unions, and central teams; the Scottish Approach to Service Design methodology is adopted to ensure collaborative design and implementation. February 2026 August 2027 10. Multi- Agency Partnerships Commitment from multiagency partners to shared analysis of data to inform planning will be required in order to address the current and longer-term challenges of making provision for children and young people who have complex social and emotional needs (which are often strongly related to their family circumstances). Governance at Community Planning August 2026 October 2027
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and Corporate levels could strengthen multiagency approaches such as a Single Point of Access for Families and Transition Planning for children and young people’s additional support needs at key stages (Early Year and Post-School). 4.2 As will be noted from the above outline, the workstreams are scheduled to commence and conclude at differing timescales, with many interdependencies in terms of the outputs of various workstreams. 4.3 In terms of particular updates for members to note in relation to the work of those workstreams which are already underway, Workstream 7 are in the process of drafting updates to the Learning Estates Strategy, with a view to conducting a period of engagement on that updated draft with the school community after the summer holidays. 4.4 A Project Board chaired by the Executive Director with responsibility for Education has also been created to monitor the work of the respective workstreams and provide oversight to the overall Review – making high-level decisions and ensuring the Independent Review’s recommendations are implemented within the agreed timescales. 4.5 The first Project Board meeting was held on 17th March 2026 with the agreed frequency of meetings being every four to six weeks. Three meetings of the Project Board have taken place to date where the Project Board have considered Highlight Reports from the workstream leads, in order to oversee the early work of those workstreams which are already underway, and monitor the overall progress of the Review. 5.0 CONCLUSION 5.1 This report provides the Committee with the first update of the work now being undertaken by officers to develop the recommendations of the Independent Review, as well as the governance structure implemented for the Review project, in line with the Council’s decision of 26th November 2025. 5.2 Further updates shall be presented to the Committee as appropriate whilst the Review progresses, and/or when there are any matters of a policy nature requiring approval by elected members.
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6.0 IMPLICATIONS 6.1 Policy – The Independent Review recommendations, to be implemented, take cognisance of, and support, the delivery of national outcomes, the Argyll and Bute Corporate Plan 2025-27 priorities, and the Our Children, Their Future – Thriving Together key priorities. 6.2 Financial – None within this report. 6.3 Legal – The workstreams tasked with implementing the Independent Review’s recommendations will continue to have due regard to all national requirements and legislation which the Education Service is subject to. 6.4 HR – None within this report. 6.5 Customer Service – Relevant employees and partners will continue to be engaged by the workstreams as the Review progresses. 6.6 Risk – All material risks and issues foreseen or encountered by the workstreams will be logged and reported to the Project Board for addressing/mitigating as necessary. 6.7 Climate Change – None within this report. 6.8 Fairer Scotland Duty – Integrated Impact Assessments will be undertaken at the relevant points of the implementation process to assess any potential impacts. 6.9 Equalities - protected characteristics – Integrated Impact Assessments will be undertaken at the relevant points of the implementation process to assess any potential impacts. 6.10 Consumer Duty – Integrated Impact Assessments will be undertaken at the relevant points of the implementation process to assess any potential impacts. 6.11 Island Communities – Integrated Impact Assessments will be undertaken at the relevant points of the implementation process to assess any potential impacts. 6.12 Children’s Rights and Wellbeing – Integrated Impact Assessments will be undertaken at the relevant points of the implementation process to assess any potential impacts. The recommendations of the Independent Review were developed having due regard to the Council’s duties under the United Nations Convention on the Rights of the Child (Incorporation) (Scotland) Act 2024. The Review’s workstreams will continue to have cognisance of that legislation when undertaking their implementation work. Douglas Hendry - Executive Director with responsibility for Education Councillor Kieron Green - Policy Lead for Education
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28th April 2026 For further information contact: Jennifer Crocket Chief Education Officer Head of Education: Wellbeing, Inclusion and Achievement Jennifer.Crocket@argyll-bute.gov.uk Wendy Brownlie Head of Education: Performance and Improvement Wendy.Brownlie@argyll-bute.gov.uk Graeme Mcmillan, Transformation Programme Manager Graeme.Mcmillan2@argyll-bute.gov.uk